Shaheewa Jarrett, President, Broward County Black Chamber of Commerce

May 2026 — Invest: spoke with Shaheewa Jarrett, president of the Broward County Black Chamber of Commerce, about pursuing capital, supporting entrepreneurs through affordability pressures, and keeping advocacy at the center of the chamber’s work. “This is not the time to disappear,” Jarrett said.

What have been the most significant changes or achievements for the chamber over the past year?

Over the last year and a half, we have aggressively sought resources for our programs. We focus on preparing entrepreneurs to run strong, efficient businesses so they are ready for growth, so we pursued funding at the federal and state level and were awarded a U.S. Small Business Administration grant to launch a Women’s Business Center in Broward County, the first of its kind.

It was our first time pursuing a federal grant. After visiting Washington, D.C., with other chambers to understand the process, we applied in the summer of 2024. In January 2025, we learned we had won. The award was worth at least $450,000 over three years and aligned with what we already do, helping local businesses strengthen operations, pursue certifications, and prepare for federal contracting.

Not many organizations receive the grant. There were 37 organizations awarded, 13 of which were new, and we were one of those 13. We were excited and felt poised for growth.

Then the environment shifted. National headwinds changed around support for Black-led organizations and those focused on historically disenfranchised communities. A federal freeze followed, and after months of uncertainty we found out in September 2025 that the grant had been canceled by the new administration.

We also felt the ripple effects in the corporate ecosystem. Some companies backed away because they did not want to risk funding or contracts on a federal or state level. We have had tough conversations where organizations said they could no longer support an event or even remain a member. It has been challenging, but it has also reinforced the reason for our chamber’s existence. 

Given that landscape, how is the chamber working to improve access to capital for Black-led businesses right now?

We start by staying grounded in who we are. There is pressure to remove “Black” from our name or soften our mission. We are not doing that, because the mission is still there, the gap is still there, and there are people or organizations that want to work with us because of our niche focus. 

We are also realistic about the market. Companies want growth, and growth means engaging communities they cannot afford to ignore. The African American consumer remains one of the highest spending consumer groups in the country in key categories, and serious businesses understand this fact.

Even in the middle of uncertainty, there are partners who are clear-eyed. Earlier this year a local bank reached out and said they understand diverse communities need capital to grow. They recognize that small businesses create jobs, generate revenue, and can repay loans and lines of credit. They also understand that businesses need financing to perform on contracts as they scale. So we are building new partnerships where we can and leaning deeper into existing relationships to expand what we offer members.

Demographics matter, too. Millennials and Gen Z are more diverse than Gen X and the Baby Boomer generations. If companies want to be around for the long haul, they have to engage communities that look like mine, and that creates opportunities for collaboration even when the climate is difficult.

How are your members navigating challenges around affordability, workforce, and real estate right now?

Affordability has been a major issue for years, and it is still a pressure point. For many members, the biggest issue is commercial rent, especially when insurance costs rise and property owners pass those costs directly to tenants. I have heard increases anywhere from $1,000 to $3,000, and in some cases $5,000, per month. When revenue is not growing at that pace, it becomes unsustainable.

Some owners have responded by stepping back to survive and reposition. We have seen members exit leases, move away from brick-and-mortar locations, shift to online models, or use coworking spaces instead of maintaining a dedicated space.

Housing affordability is also hitting professionals now, and not only those without degrees. People are doubling up to find a decent place to live, and unlike office space, you cannot work around the need for a primary residence.

Do I think there will be easing? I hope so. If buildings remain empty long-term, landlords have to decide whether they would rather have some rent and an active center that attracts additional tenants or hold out and contribute to the decline. We may also see more commercial sites convert to housing over time, which could increase supply, but those changes take time.

How would you assess public and private sector engagement with your advocacy and partnership efforts?

We have adjusted our strategy. Because some opportunities have narrowed and some partners have pulled back, we are leaning deeper into relationships we already have and working to expand them. Business is built on relationships, so we focus on new touchpoints, new ways to collaborate, and new value propositions that we can create together.

This has worked for us in part because we are a training-focused chamber. We can offer training that supports partners while also creating opportunities for our members to lead sessions. That is a win for the chamber, a win for members, and a way to sustain programming.

But I do not want to paint a rosy picture. It has been difficult. The pool of opportunity is smaller. Some chambers have had to pull back, lay off staff, or reduce programming because budgets are tighter. We will continue the work, but if funding remains constrained, the work may not be as expansive even as we push forward with the mission.

Looking ahead, what priorities will guide the chamber’s work in the year to come?

We are focused on three priorities. First, stronger educational programming. Members need practical guidance on how to navigate uncertainty, where opportunities still exist, who they need to know, and how to build and expand relationships.

Second, pushing members to look beyond the United States. The market outside our borders is larger than many people realize, so we are planning a trade mission this year and we will bring other Black chambers from around the state with us. I want it to be affordable and accessible, starting in this hemisphere and starting with an English-speaking country in the Caribbean, so business owners can see that international trade is attainable.

Third, advocacy. Our chamber started with advocacy, and it will continue with advocacy. This is not the time to disappear. We will keep showing up for policies that strengthen small businesses, including expanding the county’s sheltered market opportunities and continuing procurement reforms at the local level, while also pushing for expanded contracting and appropriations opportunities at the state level.

When the broader climate feels heavy, how do you keep moving forward and keep your members moving forward with you?

I am intentional about how I engage with the news and social media, because it can be overwhelming. I am a doer, so I ask myself: What can I control, what can I do, and where can I put my energy so it actually helps?

Our people have been resilient for generations. We stand on the shoulders of people who endured the worst and still pushed forward, so we have a responsibility to keep showing up.

And this work connects to something larger, a future for our children and generations to come. So even in difficult times, we are going to keep moving forward.