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Lamar County — Paris Economic Development Plan <br />Industrial Resource Centers, allows a given amount of public financing to support service to a larger <br />number of firms. Another method is to facilitate the formation of industrial networks, as has been done by <br />the Northern Economic Initiatives Corporation. Such groups of firms may share ideas on improving <br />productivity, increasing exports, or improving worker training. By working simultaneously with a number <br />of firms in an industrial network, a local economic development program can potentially have an <br />enhanced effect on the local economy. <br />Guiding Principle 13: Capital Programs Run Exclusively by Government Often Lead to <br />Political and Management Difficulties. <br />The experience of the Capital Access Program in Michigan suggests that there is a market for <br />medium risk business financing that is not fully served by our existing financial system, and that can be <br />served with appropriately designed government assistance. The loss rate on Michigan's Capital Access <br />Program is currently running about 2.9 percent. This compares with a typical bank loss rate on small <br />business loans of less than one percent. The higher loss rate on CAP loans strongly suggests that most if <br />not all of the business borrowers under this program would not have received conventional bank <br />financing. To fully justify the program, we would need to find social benefits of this program, for <br />example in expanded employment opportunities that justify the partial government subsidy under this <br />program for the higher risk. <br />Unfortunately, economic development programs that address gaps in capital markets are <br />frequently run as direct government loan programs. Direct government involvement creates management <br />difficulties for government officials unaccustomed to making business loans. Moreover, officials making <br />direct loans and investments face political pressures to make unsound loans to businesses with political <br />connections. On the other hand, there may also be media and public pressure to avoid any loss whatsoever <br />on the government's financing efforts. <br />Thus, programs providing direct government financing for businesses are difficult to run in a high <br />quality manner over the long -run. Economic development programs that encourage private financial <br />institutions to address gaps in capital markets, such as the Capital Access Program, may make more <br />sense. <br />Guiding Principle 14: There is Some Evidence That Well- Staffed and Targeted Enterprise <br />Zones Can Attract Jobs, but Enterprise Zones Have Inherent <br />Limitations as an Approach to Providing Job Opportunities. <br />The "enterprise zone" concept is a technique of geographically targeting economic development <br />programs. Enterprise zones vary among states and cities in whether they emphasize tax breaks, <br />infrastructure improvements, public services, or job training. What they have in common is that the <br />subsidies are geographically pinpointed. <br />There is some evidence that enterprise zones in Indiana have reduced unemployment claims, and <br />in particular that the Evansville, Indiana enterprise zone has helped increase employment in the zone. <br />Enterprise zone success seems greater in states that designate fewer zones. Enterprise zone success is <br />associated with having greater staffing effort to administer the zones. The apparent success of Indiana's <br />program may occur because Indiana's zones receive a percentage of the zone tax breaks to help support <br />enterprise zone staff. <br />The limitation of the enterprise zone concept is that neighborhoods are not labor markets. <br />Enterprise zones may be an important community development strategy, improving the physical <br />appearance and morale of distressed neighborhoods. But we would not expect, in our mobile, commuting <br />society, that many of the new jobs in enterprise zones would go to zone residents. <br />Paris Economic Development Corporation Page 52 <br />