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Let's look back together

y any normal business standards it would have been considered a foolish venturea handful of North American businessmen handing over money. without collateral, to a bunch of penniless but ambitious refugees in a faraway jungle of Paraguay. Even if the projects worked and the investments repaid. none of the gains would be pocketed. so the businessmen would, at the vel)' best break even. Hardly a strategy to appeal to a shrewd entrepreneur.

those who need it"). Perhaps without thinking too deeply about ideology, the MEDA founders were adding "wealth creation" to the mix (as in, " let us invest together and grow something new"). In time, their example would add heft to emerging concepts like sustainability, today a watchword of sound development. (2) Though the founders probably didn't realize it, they also were jutting their chins to the wind with a new missions paradigm. Up to that point, Mennonites understood "mission"

But these "foolish" bb·u~~s:~in:~e;~ss~m~e~n~.-;~:!~~~~~ as winning converts and had caught a vision for n a little rooted in the Christian The servanthood and early

I wrote those wr.rdch~ reviewing J. w;nf;,,lnl~~b'< book, The Meda fxcif,;,.,.;;it'-for what was then " ''6 if..•....., Newsletter. MEDA was h•"' .. ~'" it is today. I was young to MEDA at Although several family m 6 '" ' " ' " ' been involved, it wasn't until I Calvin Redekop in the mid-1 (itself a gift of Providence) that discovered for myself the world of know that be in MEDA's '..~.~•~·

The following pages deal with the highlights of MEDA's past 50 years. Certain sub-themes run alongside the narrative like a symphonic current. (1) The founders of MEDA, and those folks from Mennonite Central Committee who invited them into existence, were carving out a new understanding of how to help the poor. The compassion industry then could not see much beyond "wealth redistribution" as the way to help the needy (that is, "hand over surplus to

Cover il/f!str.ation by Ray Dirks

The Markelplace November De<ember 2003

by of whom then went for nurture and fellowship (other denominations or secular service dubs). Some of that may persist, but there's plenty of evidence that the work of MEDA has helped warm up the climate between the business and church communities. Surveys show-that pastors. for instance, increasingly recognize the unique needs of the businesspeople in their midst, and often use MEDA resources to make their sermons more relevant to those who toil in the daily marketplace.

As you'll see, MEDA's history contains plenty of mistakes. People who work overseas soon see how much they have to learn. Missteps are inevitable as we find that the gifts we bring (faith, skills, money) carry cultural baggage. Someone has 2

quipped that MEDA, being a quick study, took only a few decades to commit most of the mistakes that the colonial mission enterprise took 200 years to make. But businessfolk know that the road to success is strewn with failure. One early MEDA leader told us that he had no regrets about the mistakes of the past. "Those mistakes laid the basis for greater understanding in the future,· he said. "The fact that MEDA corrected these problems in its approach and went on to build on them, has led to great success."

This anniversary edition is four times our magazine's usual size. Sadly, even that is not enough to tell the whole MEDA story. Those with long will doubtless find gaps )missi()ns in what i!;: presented favorite anecdote may overlooked, or some onorPn . Please be aSSUred to come. A comprehensive is being prepared, though we're not yet certain in what form it will appear. Among its contents will be numerous unpublished features: an eyewitness account of the Paraguay story by the late Erie Sauder; a documented history of the MIBA-MEDA merger by Calvin Redekop; fuller versions of the abbreviated stories told here; a gallery of pivotal people; some juicy " inside" stories, and much more. Most of the text here (a notable exception being pages 73-7g) was written by the editor, with the help of numerous folk who dug deep into their memories. For the visual images we need to thank lloyd Fisher, Frank Wiens. Milo Shantz, the family of Erie Sauder. Andy Hutchison, Howard Zehr, Paul Henry, Carl Hiebert and all others whose photographs we used in this anniversary edition. -WK

In this issue

4 A vision takes hold: The first 25 years PioneErs share gifts, half a world away

Gathered together Even businessfolk like to meEt

24 The second 25 years Pushing out the edges of a business response to poverty

Things we tried Some MEOA "products" didn't last

so Banking on the poor

Touring with MEOA Members get out and about

Discovering credit as the key 66

91 Growing ASSETS Getting down, on our own backyard

A boost for perestroika Rtdtng the waves in the new Russia

9t. Where to now? Planning beyond middle age

73 Alphabet soup and the unew" MEDA Mergers augment a Christian witness in business 80

Executives at work A brief history of the presidency

Partners in spiritual formation To some, we're like a church

83 Chapters at the grassroots Getting involved, from luncheons to golf

84 The MEOA press Newsletters, magazines and books

Sidebars

Volume 33, Issue 6 November December 2003 The MlrketplKe (ISSN 0199-7130) is publ~ bi·montNy by Mennonite EconomiC ~~ Associates at S32 Not1h 011Yo< R o a d , - KS 67114 ~-.,.,.,·· · KS67114 Lnhogr- m <:..- COW9" 2003 by MEDA. Edhor. Wlflr~

Loyout ,_, oro

6 ShirtsleEve millionaire

Char19e of ldd,.ss should be ~ent to

11 Churchly connection 14 Allies with MCC

Mennon~tt £conotniC ~~

Assoc~ates,

1821 Oregon Plkt, Su•tt 201. Lancaster, PA 17601-6466

17 The shift to non-profit status 18 Orie Miller: One way to grow 21 Women in MEOA 23 MEOA's logo 39 Anna and Odette: Faithful veterans 46 Partners extend our reach 49 Sarona comes full circle 56 A flavor of small business in Santa Cruz

Send all other ClOfrt:IPOI•nct to

302-280 Smnh St , 1\3( 1K2 -

(204) 902-0001

w.._, MB

(204) 9S6-6430 fa>c

E-maot-orv

~ u~

14511wo

I'Woshtd by M....,.,.tt ["""""" lleYeiopmeot Asso06tts (MEOA), PostmiiSttt: Send 6Cklress dl'nges to Th@ Matt:etp&a<;e 1821 OrtgOnPikl', Surtel01 LanQlster, PA 17601·6466

whose ~ thrust iS to MCour~ a Chnswn witness In buWIMS and to op«ate bus.ness-orlented pr09f¥nS of as~aoce to the poot, For more nformatlon about MEDA c.tl1·800·

665·7026. Web sote WNW meda.Oig

Tl>e Morl<etplace November December 2003

MEDA's first 25 years

A vision takes hold (1953-1978) It was a novel approach - extend risk capital half a world away. For these eight pioneers, it was a way to share gifts they used Monday to Friday.

t must have been quite a sight. White-faced (maybe sunburned) Mennonite men riding on wagons or Jeeps, trudging through jungle wilderness, or sitting under a tree sipping mate with Paraguayans. Back home in California, Ohio and Ontario these same men were seldom seen in public without a suit and tie. They employed hundreds, maybe thousands, of people and did millions of dollars of business. It was the early 1950s. MennoMe refugees from Russia and East Germany had been dislocated following the Second World War and ended up in Paraguay and Uruguay. Church organizations furnished basic necessities, but more was needed. The entrepreneurs among them required working capital to set up businesses. South American banks were loathe to lend money without collateral or credentials. Mennonite Central Commrttee had done much, but extending capital was beyond rts capacity. In 1952 and 1953 two groups of North Amerrcan Mennonrtes flew to Paraguay~ their own expense to study economic conditions. These " Flying Mrssions" planted the seed for further response. Eight Menn<i>nite businessmen subsequently gath~red in the Atlantk Hotel in Chicago on December 10, 1953 to form a new organization that would provide j;apital funds

A familiar sight to early MEOA members - Paragvay from the air.

The Markecpla<e November DKember 2003

Members of the first Flying Mission in April, 1952. Early MEDA president Edward Peters is at right; C.A. DeFehr is fifth from right.

to develop enterprises. The midwife was MCC. Its execu· New member5 were solicited as time went on, and tive secretaty, Orie 0. Miller, himself a businessman, came stock was issued accordingly. New prospects had to be up with the original formula for the new organization's proposed and supported by two existing member5, and charter. then voted on by the entire group. This ensured motiva· tion. MEDA was not for the faint of heart. Member5 were The founder5, no stranger5 to risk, were ready to advance venture caprtal which they might lose. Here was a assigned projects, and were expected to visit the projects way to share the gifts they used from Monday to Friday. penodicalty to provide ongoing counsel. The founder5 were the following (two were absent Sarona Dairy from the organizational meeting); C.A. Oefehr, Sylvanus lugbill, Henry R. Martens. Ivan Miller, Orie 0. Miller, E. J. The first project stared them in the face as they took a Peters, Erie Sauder, Ceaphus Schrock, Edward G. Snyder and H.C. Yoder. Edward Peter5 was selected as chair (then look at the native Paraguayan cattle, bush cows that called president), and Erie produced only a quart of Sauder as secretary. milk a day. The organization was The MEDA nevvcomers chartered in Ohio, home to consulted with Robert several of the founders. Unruh who was head of The ong1nal plan was to the Chaco experimental ·----·· rssue 1.000 preferred stat1on, a joint effort of MCC and three Mennonite shares at S100 and 250 colon1es. Unruh, a PfVO\al common shares at S10 each. Members were player rn the Paraguay expected to buy 10 prestory, had introduced buffet grass so that the ferred and frve common shares, for a total of graz1ng herds would have S1,050. The founder5 went something to eat rather than the bitter grass that well beyond that. pledging SS,OOO each for an initial covered the landscape. In Articles of Incorporation, w ith list of original signers at left. continued on page 7 total outlay of $50,000.

.- -

The Markerplace November De<ember 2003

"The shirtsleeve millionaire" California potato king Edward Peters was MEDA's founding president

and as decorated as Peters. e September 3, 1951, issue chair of its new Board of Education. f Ufe magazine ran an article His involvement with his own For the next 1B years he chaired the entitled "Shirtsleeve MillionMennonite Brethren Conference board 1n one of the most creatiVe aires • that showcased newly-rich began in 1954 when he was elected periods in Mennonite Brethren farmers of California's higher education in Sah Joaquin Valley. North America. During Among the 10 profiled this time Tabor College was Edward J. Peters, achieved r1!9ional accreditation, the who would soon thereaf· ter become a founding Mennonite Brethren member of MEDA and Biblical Seminary was established and would serve as its presi· dent for the next 20 years. achieved accreditation Peters. a native of and Pacific B1ble InStiSaskatchewan, moved tute grew into a junior with his family to Kern college and a senior County, California, in college (now Fresno 1920, where he later Pacific University). By the time this photo was taken In 1963, Edward Peters started Maple Leaf As a member of the (right) had served a decade as head of MEDA. This photo Kern County Mental Enterprises to wash and shows him confenfng on the Volendam rice project in grade potatoes for other Health Board he was Paraguay. area farmers The com· instrumental in estab· pany grew into a large fishing Kernview, the diversified agri-business Mennonite Mental firm of more than 3,000 Health Hospital in acres and made him one Bakersfield, Calif. of the ·potato kings • of Peters remarked on the country. Other aspects more than one occasion of the business induded a that precisely as he gave petroleum bulk plant. a his attention to the work of the church his cotton gin, a grain elevator, farm equipment businesses dedined. sales and a rad10 statJon. White the irony was Hrs success with str•king. it in no way potatoes brought Peters dimin1shed his commit· national attention. In the ment to the work of the early 1950s he was church or conference. Life, he said, "is too elected to successive terms as president of the sacred a gift to be spent on selfiSh pursuits.· Na!JOnal Potato Coundl and became a familiar figure in Washington, Adapted with penmsSIOn D.C. He received virtually lrom For Ell'l!l)'tNng a Season: Men(IO(I/te Btethren in North every award that the local ~.. 1874-2002, Paul commumty and county Toews and Kew> Enos-~ could offer. Few in Kern Edward Peten served sev~/ tenns as president of the ed1t0t'S, Kindred PmduttJOnS, County were as respected National Potato Council in the U.S. 2002

The Mom~ November December 2003

conrmued from page 5 1954 MEDA formed a partnership wrth farmers in the Fernhe1m Colony and estabhshed the Sarona Dairy. The name, rife with hope, came from the biblical term "Sharon," a fertile pasture celebrated in 1 Chromcles 27:29 and lsa1ah 65:10. MEDA imported a high-grade Holstein bull from a neighboring country to cross-breed with the local cattle. M1lk production soon reached four or five gallons a day.

"When we were growing up the

significant for manufactunng. fortuna Shoe Factory

only shoes we

A cattle operat1on and a tannery led quite logically Could afford Were to MEDA's third project. the Fortuna Shoe Factory. from Fortuna." 1n 1956. Here was a project close to the heart of Orie Miller, himself a shoe manufacturer. MEDA's partner here was John Oyck, who had been connected w1th the tannery MEDA provided the capital for a bU1Id1ng and equ1pment. Us1ng leather from the tannery, the factory started off making men's work shoes, then branched into dress shoes and shoes for women and children. By the late 1970s Fortuna was producing more than 600 pairs of shoes a month, employing four to six w01 l.ers. Other products were added, hke cowboy chaps and motorcycle seats. The factory became an 1mportant source of goods for colon1sts. ranchers and lnd•ans. It rema•ns in business today. Says one longt1me res•dent. "When we were growing up the only shoes we could afford were from Fortuna." In 1972 Dyck bought out the North American MEDA partners on credit and operated the factory on his own.

The bull that changed a country: The original Holstein imported to breed with local buJh cattle.

From the start, MEDA's intention was for partnerships to be temporary. As soon as an enterprise was on its feet, the MEDA principals were ready to move on. Sarona's local partners purchased all remaining shares from MEDA 1n 1972. The dairy remained in business until2000. This first project was an enormous success that helped transform the local economy Family farms were strength· ened. Jobs were aeated Today, the Mennonite colon•es dommate Paraguay's dairy industry, furnishing 84 percent of the country's entire supply of dairy products. The clover-shaped logo of the Trebol dairy (located m Lama Plata, the capital of Menno Colony) can be seen all over the country. Slnfin Tannery The second MEDA enterprise was a tannery to process leather. The sman tannery already existed, but lacked cap1tal In 1954 MEDA .nvested m a building and better equ1pment. The tannery, called Sinf1n, provided a useful service, converting hides from local cattle into leather for harnesses and other goods. The quality of its production, however, never reached the level needed to become

MEDA's second project was the Sinfin Tannety. which converted cattle hides Into leather. 7

The Morlte\ploce November December 2003

The final installment was paid off in 1986. Fundicion Foundry

with poor management and a lack of communication produced MEDA's first visible failure. The venture was shut down in 1968. The cattle and machinery were sold to repay the Paraguayan partners. and the MEDA partners agreed to contribute the land to the Indian Settlement Board for use by indigenous farmers. The project, wrote Winfield Fretz in The Meda Experi· ment. was "not a colossal f1nancial d1saster" but it was ·extremely embarrassing.· What 1t lacked - something which seasoned businessmen prided themselves for being able to offer -was deft management.

The foundry scrounged metal

where it could, The fourth MEDA project (also in 1956) even picking up was the Fundicion Foundry. The man shell casings from behind it was Jacob Loewen, an 1nventive, self-taught farmer who the 1930s war erected a crude foundry in a village in Fernheim with Bolivia. Colony. It wasn't easy to find raw materials for his homemade furnace so he scrounged wherever he could, including gathering shell casings left in the countryside from the Bolivia-Paraguay war of the mid-19305. When he could find enough metal to melt down he fashioned mechanical parts for the implements and machines needed by colony farmers and industries. MEDA forged a partnership with this resourceful local leader, providing him with an opportunity to acquire new machinery and travel to Canada and Germany to hone his engineering exper· tise. This boost enabled Loewen to expand his service to the region. The foundry had a significant economic impact, providing parts for other local industries, as well as producing horse· drawn cultivators and planters.

Mbopicua Rice Plantation In the late 1950s MEDA tried to respond to persistent cries for help in the Volendam Colony. Earlier, a group of farmers had tried to grow rice on the colony's lowlands. While the project looked good on paper, it had been undercapitalized. MEDA was asked to help rescue the failed ~ffort. Some MEDA members preferred starting with a

Casuarina Cattle Ranch Not every MEDA project was successful. One learning experience was the Casuarina Cattle Ranch, an enormous project of 30,000 acres that operated in Paraguay from 1961 to 1968. With fenc1ng, wells, water holes, breeding area and improved pasture grass, it aimed to model modern techniques. MEDA formed a partnership with 14 individuals and brought in a ranch man· ager from Oklahoma. Unfortunately, a series of personal misfortunes combined The Marl<etplace November December 2003

John Dycl(, M EDA's partner in the Fortuna Shoe Factory. maker of footwear. cowboy chaps and motorcycle seats.

"Although our stated purpose is to help people help themselves by forming partnerships with competent individuals on the level they understand and are able to manage, we yielded to the temptation of investing in projects such as the rice farm in Volendam and the cattle ranch in the Chaco. Both of these were in trouble when we took them on because they were too large for local people to understand and we were unable to manage them on North American standards without their help." \ MEDA finally sold its share of the rice farm assets to two of the more interested members who formed a partnership with two other men and tried to make it work. The death of one of the partners dealt a final blow to the Erie Sauder. center. and John Dyck check Fortuna production records. project, and it was liquidated tn 1971. smaller project, while others opposed getting involved at According to then-board member Henry Pankratz, the all since no one in MEDA knew anything about rice rice project "nearly did MEDA in." Added Lyle Yost. farming. A rice grower from Louisiana was contacted, but another long-time board member, "We lost our shirt on his expertise was in dryland rice. Nonetheless, MEDA that one." plunged ahead. The project covered nearly 1,000 acres. Winfield Fretz wrote: "Probably the one significant Expenses soared with the importation of a dragline, value of this undertaking was the sobering lesson it taught turbine pumps and diesel engines for irrigation, and reached well over $100.000. The project was beset by problems, including equipment breakdowns, storage woes and erratic markets. The land had not been properly tested. When the soil dried after being watered, holes developed and the water ran off. When the rice did grow, it was of poor quality, or there was no market. Transporting it to the large market in Asuncion was difficult because there was no year-round road, Only one good crop was harvested over 11 years before MEDA finally gave up. In 1965 MEDA president Ed Peters complained that the rice project was "becoming a divisive and fracturing Influence among MEDA members." In 1968 he wrote to members after the annual A planter manufactured by the Fundicion Foundry. M EDA's meeting that MEDA had learned some valuable lessons. fourth project.

The Marketplace November December 2003

EDAs f1r.

MEDA members as to their limitations as a rescue organi· zation for large business enterprises in financial difficul· ties." Some remnants of the rice project can still be seen on Paraguay. The original pump house still stands, and some locals still chuckle about it.

1981). Fisher, an MCC volunteer seconded to MEDA in Paraguay, hailed from Oregon where he had worked for the Production Credit Association, a farmer cooperatove. He devised a system of short-term farm credits for Volendam farmers, somethong unheard of In Paraguay where existing lenders charged high rates of interest. The new program, called Finor, carefully selected its borrowers and then supervised the use of the loans to enhance repayment. The loans supported basic agricultural improvements - clearing bush, building fences, digging wells, buying implements. "The smallest loan we ever made was for $5, which when translated into local currency meant something,· said Fisher. "This loan was for building a fence. Not exactly developmental, but fences were important for keeping

Beginning of credit Another Volendam project on 1961 brought more satisfactory results, and, though no one knew it then, poonted to an area that would bnng MEDA some of its greatest success - the extension of credit. The person who spearheaded MEDA's new foray into production credits was lloyd Fisher, who would later serve as the organization's first full-time staff member (1969·

Erie Sauder. left, had an enduring love for Paraguay's Indigenous tribes, and worked tirelessly with them for many year> Here he leads prayer with a group in Yalve Sanga. The Markeoploce November De<ember 2003

animals out of gardens, or for keeping livestock ir•. The program was instantly popular, processing 174 loans within the first year. During the 12 years of its operation, all but three loans were repaid.

indigenous tribes of Indians, and it didn't take long for the Mennonites to begin reaching out to them. Erie Sauder, the woodwork entrepreneur from Ohio, felt a particular burden. "He had a yearning to help the more gifted Indians to establish small businesses such as woodworking and repair shops, • wrote Fretz. Ed Peters would later say that Sauder's work with the Indians was "most inspiring because these are people who came out of the bush just a few years ago, naked and wild.·

Paraguay Indians Another constituency was waiting for MEDA's attention in Paraguay. Surrounding the Mennonite settlers were

MEDA and the church

rom the start, MEDA defined itself clearly as a Christian organization whose purpose was to help build the church. Over time, this self-definition would become somewhat elastic, even trend-setting. The economic dimension was not then widely understood as part of "missions.· That would change. Spintual moorings were important for the first MEDA members. Board meetings were opened with prayer in the morning and recessed with prayer before lunch. Afternoon meetings were again opened with prayer as well as closed with prayer upon adjournment. For many years the various Mennonite mission enterprises saw MEDA as their helper. ln1963 Paul Kraybill, representing Eastern Mennonite Board of Missions, said they were ready to encourage people in the area to join MEDA, espec~ally those with interest in Africa and Bntish Honduras. In 1968 Mennonite Central Committee executive secretary William Snyder urged MEDA to "move strongly" into Asia (Indonesia, Vietnam and India) "where we have churches." He also suggested MEDA projects in U.S. inner cities

that would be tied in with local mission boards and church leaders. In 1969 Vernon Wiebe. general secretary of Mennonite Brethren Missions and Services, made a case for closer ties with MEOA "ThPrP i< a growing cooperation between MEDA and missions," he wrote to his board. · Most MEDA projects are novv projects directed toward helping nat1onal Christians ....MEDA help has shifted from large projects designed to help ethnic Mennonites to small protects designed to help national Mennonite Christians." As the perils of working closely with national churches became evident, MEDA's link with conventional missions was debated. The minutes of the executive meeting of August 13, 1969 contain a discussion apparently prompted by William Snyder's desire for MEDA to become more " mission oriented.· In response, MEDA member Frank Ulrich • emphasized the business orientation of MEDA and questioned whether the problem of mission image would not affect business decisions on the termination of a non-viable project. William did not consider this a problem. Good business ethics and viability should not affect mission adversely.

Ly1e Yost expressed concern about getting too closely allied with mission boards, preferring the direct Christian businessman to businessman relationship." By July 6, 1970. MEDA was working closely with the Home Ministries Council, Council of Mission Board Secretaries (COMBS), MCC, Joint Venture Services, and the Development Consortium One of MEDA's most specifK involvements with traditional missions took place in Colombia. P.A. Enns and Henry Brandt, Mennonite Brethren from California, sought to develop connections between MEDA and MB missions. In 1973 they set up a program to create a credit cooperative in Colombia to give small loans to entrepreneurs within the MB church. (That story is told elsewhere.) Relatedly, the director of the Colombia program also set up an agricultural program in Panama, another MB missions stronghold. Both were very specifically Mennonite Brethren projects. As MEDA entered its second half century it was poised to explore new ways to serve the larger church through the faith/business/development connection. •

The Marketplace November De-cember 2003

In the late 1960s Sauder and others gave the Indians their first introduction to the strange world of credit and commerce. MEOA officials, sometimes having to work through several languages and dialects, patiently explained the difference between a gift and loan, and the meaning of "down payment" and "guarantee." Milo Shantz remembers a meeting in 1968 between MEDA folk and Chulupi and Lengua representatives in a Filadelfia church to set up a credit program. "The meeting began at eight in the morning and went to

A successful project in Uruguay. the Farmers Cooperative Creamery.

'7hose were great years of my life," Lyle Yost says of his many years working in Uruguay.

have to pay their money back if they borrowed money to buy a horse. The Indians were very clever. 'What if my horse died?' they asked. We explained that they'd still have to pay it back. 'But what if I died?' someone J. Winfield Fretz, right, on a research visit to the Uruguay creamery in preparation asked. for writing a MEDA history. "Then we tried to explain the four in the afternoon. We had a series of translators concept of interest. We reminded them that a pig has from English to German to Spanish to Chulupi and Lengua piglets, and likewise we would want a return. and back again! It was an exhausting day but very fruitful "We had many fears about their ability to understand and satisfying. the credit concept and their vvillingness to repay loans "We were trying to make the point that they would vvith interest. But they understood much better than we The Marketplace November December 2003

had dreamed and many were helped. That grew into the first Indian credit program in Paraguay. It was a modest start, with three Indian colonies getting $3,000 each .

Working through

working in Africa.

several languages

Tanzania

Tanzania was not exactly ripe for a businessoriented model when northerners MEDA went there in 1965. The country's economy was rooted in patiently Ujamaa, a traditional form of agricultural explained the socialism. Moreover, Tanzanian Christians difference were suspicious of the business model, thinking between a gift it inevitably led to worldliness. and a loan, and Nonetheless, MEDA >tdrted 26 projects the meaning of between 1965 and 1969. By 1977 the number of projects "down payment" reached 55. The largest was the purchase of a and "guarantee." tractor, to be used cooperatively by several farmers. Other loans were for hammermills, oxen, plows and fishing boats. Sometimes loans were made on the basis of family connections rather than sound principles. Nor did Tanzanians understand the North American loan mentality. They tended to think that western money did not have to be repaid. Resentment grew as MEDA had increasing difficulty collecting its loans. Another problem was the premature introduction of technology, a hazard MEDA would redress years later with its Mbeya Oxenization Project. Tanzania was a hoe culture. Neither the people nor the industrial infrastructure were ready for sophisticated technology (not to mention spare parts and repair capability). " The mistake we made was jumping from the hoe to the tractor, " says Lloyd Fisher, MEDA's first executive secretary. "We skipped the oxen ."

and dialects, the

Uruguay creamery In 1961 MEDA got involved with a local group to establish a creamery in Uruguay. "Orie Miller twisted our arms to get this project moving," recalls lyle Yost, who served on MEDA's board from 1954 to 1985 and headed the Uruguay committee. The sum needed was $100,000. Yost and a colleague agreed to raise this amount by selling $1 ,000 debenture loans. ·we sold a hundred of them," he says. About this time there was dairy upheaval in Kansas. as several small creameries either closed or merged with larger entities. Good equipment became available at bargain prices. and some was purchased for Uruguay. Yu>t Wa> invited to wt the ribbon l or the new facility.

Aftervvard, "I walked over to the strainer; they were making cheese. I wasn't sure I would want to eat that cheese. There were flies everywhere." The farmers were quick learners. By Yost's third trip, "they wouldn't let me in the way I was dressed. I had to put on a white coat, pants, a cap and boots. There wasn't a fly in sight. It was clean. It was 180 degrees from what I had seen earlier." By 1977 the Farmers' Cooperative Creamery counted 62 Mennonite farmers in its ownership structure, and another 150 farmers as suppliers. Foremost in its success was Yost's tireless leadership. Fretz credits his "patience, business experience ...and timely insight into the financial tangles of both country and project" as key to making the creamery "the economic lifeblood" of the Mennonite colonies in Uruguay. Yost looks back and says, " Those were great years of my life." Africa The need for MEDA's type of assistance was immense, and invitations came from all over the globe. There was strong encouragement for MEDA to work alongside Mennonite mission efforts. As early as 1959 Orie Miller urged that "MEDA could be of real service in the Belgian Congo in helping the Christians there to become better established in a material way." MEDA soon found itself

Congo In 1970, Ernie Dyck, who was working in Congo as a financial manager for the Mennonite Brethren mission and 13

The Mati(etplace November December 2003

the local MB church, was asked by Orie Miller and Lloyd Fisher to represent MEDA's programs as a sideline to his regular mission work. He would later be seconded 90 percent to MEDA by the MB mission board. MEDA started making development loans, SSO to $3,000, for business enterprises ranging from l1ttle street· Side restaurantS to a city gas station. Dycl: established loan committees, each comprising five church members, who

received and processed the loan applications. The first major loan was for a sawmill requested by a church-related cooperative in Kafumba. A mobile mill, able to cut logs six feet thick. was brought in from Oregon and was an immediate success. Dycl: went on to organize other cooperatJVes to help producers market their crops jointly and obta1n veh1cles for transport. FIVe such cooperatives were established

MEDA and MCC n a sense, MEDA was conceived by Mennonite Central Committee, and the two organizations seemed joined at the hip for decades. In Paraguay, MCC staff opened many avenues for MEDA work. Paraguay MCC director Frank Wiens was so heavily involved in MEOA's work it was sometimes unclear wh1ch agency employed him. MEDA was able to carry out functions that MCC couldn't After a visit to South America in 1963, MCC executive secretary William Snyder reported: "It is dear to me that MEDA ts filling a need that MCC could not fill. MCC can only give charity. aid and relief. • MCC officials were often involved In MEDA's planning. In the early years MEDA's annual meeting was held in conjunction with MCC's annual meeting. In 1968 Snyder spoke to the MEDA annual meeting on "MEOA Strategy for the Next Decade.· The tone and liberal use of ·we· language shows that the distance between MEDA and MCC was not great. Lloyd Ftsher, MEDA's first executive dtrector, worked out of the MCC office in Akron. In 1981, at the meeting celebrating the merger of MEDA and

The

Marketplace November De<ember

2003

The dose working relationship of MEDA and MCC Is suggested In this photo of an early MEDA board meeting. At left MCC leader Or/e Miller. with MEDA executive Henry Pankratz.

MIBA. MCC associate secretary Edgar Stoesz was given prominent space on the program to speak on "The relationship of MEDA and MCC." MCC and MEOA gradually grew more dtstant, though they still cooperate tn a number of areas. MEDA's business image and relative comfort w1th the role of profit has not always sat well with MCCers. MEDA, on the other hand, has

sometimes wished for MCC to have a greater results orientatiOn and reliance on strategic planning. By tradition, a sentor MC C offictal (currently executive director Ron Mathies) IS a member of the MEDA board. Numerous sentar MEOA staff have come from the ranks of MCC. In recent years MEDA staff have conducted a variety of consultanc1es for MCC. +

The pumping station on the Paraguay River. part of a large rice project which taught MEDA vita/lessons about its limita-

tions as a rescue operation for large enterprises in distress.

Numbering 20 to 40 farmers each, they grew peanuts, caterpillars, maize and coffee. By the time Dyck left in 1980, MEDA's investment totaled some $200,000 U.S. With the help of three university trained Congolese staffers. hundreds of loans had been given out. He recalls that the repayment rate generally was very good "as long as we were there." Others who followed him had little success. "Some of the toughest loans to collect were from pastors, because they did not make a distinction between the church and MEDA," he recalls. Dyck spent a decade working with MEDA in Congo, first as a representative alongside his other mission work with the MB conference, then six years in a 90 percent secondment to MEDA.

Meanwhile, changes were taking place back in North America. MEDA had hired Paul Derstine, Neil Janzen, Henry Fast and Ken Graber, all who had extensive development experience and had learned to place a high pnority on what today is called institutional capacity development. They were concerned with sustainability, and the African program seemed to show little s1gn of this. MEDA dosed the program in mid- 1983. Records show that only 46 percent of MEDA's loans in Congo had been repaid . Ethiopia Besides the larger efforts in Tanzania and Congo, MEDA extended its reach to Somalia. Ethiopia, Ghana, Kenya 15

The Mark~tplace November December 2003

and Nigeria. At one point. Ethiopia seemed to hold great promise. MEDA had entered Ethiopia in 1965, Its work handled by Mennonite missionaries there. When the missionaries departed in 1970, Asrat Gebre took over on a voluntal)' bas1s wh1le working as personnel director for the Commercial Bank of Ethiopia. In 1976 MEDAhired Gebre to become full-time MEOA director in Ethiopia. By 19BO MEDAhad96 pro,ects worth SB4,B54, but many of the projects were ad hoc, with little apparent unif1ed purpose. Moreover. the program suffered when political repression forced the church underground Many Mennon1te church leaders were jailed. MEDA Ethiopia was closed in mid-1 983 when MEDA dec1ded to withdraw from Africa.

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For its first 20 years, before it became a non-profit organization, MEDA issued preferred and common stock to members.

The Markelpi.J« November Oe<embet 2003

MEDAhad learned more valuable lessons 1n Africa. One painful discovel)' was the downside of working through the church. Loans were often made by local commit· tees on the basis of family ties. or friendship, or even to augment authority. MEDA learned that giving a v1llage pastor the authority to lend money combined spintual power With economic power, a vel)' potent brew when abused. MEOA learned to practice sound lend1ng based on bus1ness criteria. Asia MEDA's reach had continued to grow in the 60s and 70s. seemingly without much thought for long-term management MEDA members wanted to be helpful servants of the church, and thus found many opportunities to share their

bus.ness expertise MEOA would find itself in regtOOs as disparate as SiCily, V1etnam, India. Indonesia and Philippines. Its prOJectS ranged from making salt bn<:ks to <:assava m11ls to financing churchMEDA's reach owned transport buses. kept growing:

Colombia, Panama,

colombia

MEOA came to Colombia 1n 1971 through the 1nvolve· and Honduras. ment of Mennonite Brethren MEOA members from Califorma who wanted to test new ways to shore up tradit1onal mission efforts. In 1973 Roger and Marsha Friesen were assigned to work w1th MEDA in Cali. Roger, a "missionary kid" fluent in Spanish. had JUSt graduated from college When P.A. Enns of Dinuba, Calif., and Henry Brandt of Bakersfield, Calif., introduced h1m to MEOA. Enns and Brandt put up the capital and seed money to start the Colomblll programs. and proVIded all the support for the Fnesens. "I organized a group to administer loans. set up a

Belize, Costa Rica

Roger and M arsha Friesen In Colombia (1973-75). Friesen developed MEDA's first program to make small business loans to entrepreneurs.

Going non-profit

EDA started out as a profit organization, though no one f!Vf!f made a niCkel from it or expected to. lmtial investors bought actual stock in the organization. New stock was issued when needed. Members d1dn't receive tax receipts for their MEDA·related outlays. Henry Pankratz was president when the shift was made to a nonproftt organization. As he recalled 1n an Interview. some wanted MEOA to be a profit organization in order to "teach Ameri<:an capitalism to the Paraguayans.· Others found it a conven1ent way to lessen the impact of the high <:ost of being a MEOA

member. Members <:overed their own travel <:osts, and some wrote

them off as a business expense. There vvere strong views on both sides, recalls Lyle Yost, board member from 1954 into the 1980s. "We debated the issue quite a bit. • When Pankratz became president following the death of Edward Peters. "I insisted we change to a non-profit organizatiOn.· For one th1ng, no one was making any money anyway; for another. ·we <:ouldn't get members at S4,000 ea<:h" (Which was the membership fee in the early 1970s). Non-profit status was granted on Nov. 29, 1973. The large mem-

bership fee was dropped, and membership Immediately began to dlmb. Not everyone agreed with the dec1sion. Some lett MEOA as a result. One who did so felt the switch would mean the loss of MEDA's traditional hands-on approach. The change. he said, would mean "I lose <:ontact with what's gomg on." Moreover. he added, there vvere many chur<:h-related ageneses that wanted hiS donation dollars. "I have only so many donation dollars to give: he sa1d. · But capital, to do business? I've got lots of capital. I'd rather invest, even if t lose it all." •

The M•ll:etplace November December 2003

process for making the loans, so we had a cooperawe. and created a legal organization called MENCOLOES, • recalls Friesen "That first year we set up the Cali chapter {Mennonite Brethren) and the second year we set up the Bogota Chapter with the General Conference. (The Bogota chapter was both GC and MB). Both chapters were under MENCOLDES. Our plan was to get the concept started and have it run by local leadership. Luis Correa became the executive dorector "It was probably the f1rst program MEDA did that e)(plored the idea of small loans to entrepreneurs who were not able to have access to commerCial financing for their bus1nesses or for business opportunity." Friesen recalls that loans, averaging $500 to $1,000, went to seamstresses, convenience stores. Luis Correa, left, be<:ame executive director of M ENCOLDES, an lumberyards, a cobbler, on automotive gasket organization started by MEDA In Colombia. Here he wraps up an manufacturer, ond a small gold mine. agreement w ith a window manufacturer. MENCOLDES wPnt nn In undPrtOke a wtde to 1ts existing WQrk elsewhere 10 South America. MEOA range of development proJects, from agronomy and bus1ness to health and education. began slowly 10 1972, With addlttonal projects com1ng on stream 1n the next few years. By 1976 it had S<IO,OOO 1nvested in Bolivia. Dunng the 1970s MEDA contmued to be aCINe throughout latin Amenca, f1nd1ng numerous ways to Requests from home partner with existing mission boards. The MEDA reach extended to Panama, Belize, Costa Rica. Guatemala, Honduras and Mexico. "Why don't you do at home what you do overseas?" It also began to pay more attention to Bolivia. MCC's As early as 1g54 there were requests for help in North program there was grow1ng substantially 1n response to America, especially 10 Mtssissippi and the Appalachian the needs, and MEDA dec1ded th1s was a log1cal addttlon reg1on. Many of these requests seemed to be for "relief,"

How MEDA grew ew people put a greater imprint on the Mennonite church in the 20'" century than Orie Miller. Miller was one of the founders of MEOA. Besides be1ng a bus.nessman (he was CD-OW!le( of a shoe factory 1n Akron. Pa.) he was a church leader who WQre countless •caps· as he travelled the world as a roving Mennonite ambassador His personal generosity and love

lht Mall<eipla<e November

Oectm~r

2003

for the church had much to do with MEOA's growth (albeit random) in the early years. "You want to know how we got into so many countries?" says one earty MEDA leader. "Orie WQUid travel the wortd weanng one Mennonrte hat or another, and he'd carry a b1g wad of b1Hs He had a big heart, and 1f he saw a tailor struggling with a decrepit sewing ma· chine, he'd peer off a few hundreds

and grve it to the guy to buy a new seWing mach1ne. Then he'd drop by the MEDA office when he returned and say, 'By the way, I loaned some money to so-and-so. I don't have time to collect it. so let's write 11 up as a MEOA loan.' "That's how some projects started. We spread all over the place. One M1ller did all th1s. Of course. h1s business was the church." +

and MEDA's directors were wary of "falling into a relief role." Moreover, needs were so much greater overseas, and both Canada and the United States had some form of " safety net" for its poor. Nonetheless, sporadic efforts were made to adapt MEDA's philosophy of businE!Ss-oriented assistance to needs closer to home. (The largest effort. MEDA's popular ASSETS model, would come much later.) For a number of years in the late 60s there were attempts to start work at Red Lake. Ontario. near where a Mennonite-related mission operated. Several Mennonites from Pennsylvania and Maryland purchased a student boarding house for Indian young people. Other projects included purchase of a snowmobile to haul firewood, and a store. In the U.S. there was a woodworking project and a greenhouse in Appalachia, a native crafts project in Oklahoma, and modest financial assistance to urban efforts such as a laundromat, qrocery store and photoqraphy shop. The MEDA vision caught on elsewhere. In the 1970s

Some asked, "Why don't you do at home what you do overseas?" This led to smaller projects from Ontario to Appalachia.

Mennonite businE!Ssmen in the Regensburg area of West Germany formed MEDA Germany and began contributing money to special projects in Central and South America. Between 197680 five substantial contributions were made. totaling more than $30,000, to finance a grain drying facility and a tractor for Belize, a bulldozer for Bolivia and a machine shop in Paraguay.

During the 1970s. as new leadership came on, MEDA took time to assess its place in the

The M EDA board in session (1960s). Clockwise from left Don Liechty, Frank Ulrich, William Snyder, Maynard Sauder. Erie Sauder, Edward Peters and Vern Buller (rice farm manager). 19

The Mari:etplace Novembet December 2003

world. What had begun as a few men pitch1ng in to help fellow Mennonites get a foothold in Paraguay, had blossomed into a full-blown entity. In 1969 MEDA leaders had taken the step of hiring lloyd Fisher as executive director. He had farmed in Oregon and worked for a farmers loan organizat1on, had missions experience, had spent two years with MCC in Paraguay, seconded to MEDA, and most recently had spent two years in Ghana with Church World Service. ·At that t1me the MEDA officers were domg everything, • F1sher recalls. " Erie Sauder was look1ng after Paraguay, lyle Yost Uruguay, levi Weber was doing Africa, and One M1ller was doing everything. They needed somebody to pull things together.· But coordination, no matter how efficient, would not

by itself be enough for the organization to effectively move forward in the ever-increasing complexity of global change. While MEDA had grown vigorously, and Officials began was now involved 1n 25 countries, officials took a t o question links close look at loan failures 1n Africa and Asia, and with missions. reviewed its practice of working through local missions personnel. These people, though often wellintentioned, had their own agendas, and MEDA duties were an add-on to their regular assignments. Some projects suffered for inattention. With little direct control

Ernie Dyck (left), who worked for MEDA in Congo during the 1970s, set up a loan program and organized cooperatives to help producers market and transport their crops. The Marketplace November De<~mbe·r 2003

sources. Not all in MEDA agreed on the role of government money. Some were skeptical of Involvement with "Caesar." Others, however. heard government funders saying. "We can't be everywhere. You folks are doing good work at the village level. Why not do it w1th our money?" MEDA decided it could play a role to help strengthen local ind1genous organizations by captunng public resources and employing them in meaningful ways. Fleshing out that vision would be an important part of MEDA's se<ond quarter century. Expansion in Bolivia In 1976 MEDA made a pivotal decision to hire 1ts first fulltime overseas staff. That person was Ken Graber. who had been working for the Methodists. (Also hired the same year was Asrat Gebre in Ethiopia. referred to earlier.) MEDA officials recogmzed the importance credit would play in a buslnessonented development program. From their own businesses they understood that credit was like grease to make wheels turn smoothly, or like a lever to amplify impact. They sent Graber on an 1ndivlduahzed orientatoo program to learn as much as he could about agricultural credit and rural development. He then moved back to Boliv1a in January 1977 to beg1n work with MEDA. He would become the key to an important broadening of

A beekeeper In Belize, recipient of M EDA's help through the S/Jn Felipe M ennonite Chur(h.

of personnel. there was considerable discontinuity. If staff who had been se<onded to MEDA from other agencies came home on furlough, or moved on, those who took theor place d1dn't always follow through. MEDA de5lred more hands-on accountability. It was also a time when a lot more money was becoming available for development through government

Women in MEDA

or many years MEDA was primarily a men's organization. though women were not prevented from joining. Henry Pankratz. MEDA's se<ond pre5ldent, recalls that the first female member was Martha Unruh of Bella VISta. Ark.. who joined with her husband Earl. She was a sister to Pankratz's wife. Elsie. who became MEDA's se<ond female member. Some of MEDA's menfolk were not eager to admit women, Pankratz remembers. In those days

MEDA members were directly involved in pnojects. and it was felt that women would complicate travellog1stics. In the early 1970s there was an entity called • MEDA Wives.· These were wives of board members (still all male) who sometimes had programs of theor own while their husbands deliberated. On March 29, 1972. the theme of the MEDA Wives meeting was "The liberation of Women.• The report of the meeting says the moderator "re-

minded us that as liberated Christian women we have much to be grateful for. We are recogmzed by our husbands and can exerdse the right to be associated with them in many interesting and Important activities.· In 1981 Ellen Hartman of Harrisonburg, Va .• became the f1rst woman to serve on the MEDA board. The first woman to cha~r the MEDA board was restaurateur Sue Miller. Middlebury. Ind. (1995-97). Currently there are four women on the MEDA board. +

The Mall<elplace November De<ember 2003

Some were

MEDA's development mandate to add counseling services, education and management suppon to its existing credit program. "The assumption was that there was money out there but it wasn't getting to the people who needed it." Graber recalls. His hiring enabled MEDA to leverage funds that were already available, a concept that became one of MEDA's greatest strengths. Graber's focus was to work with up to I 5 different 1nstitut10ns to facilitate economic development m the rural areas of Bolivia. One of these was the La Merced credit union in Santa Cruz, a stnctly urban organization. He helped it expand its line of credit and extend financial services to rural areas. He became lil::.e a counselor to coop leaders, and heJped them leverage more money for small production loans to farmers. Graber also worked with the El Progreso cooperative, which still functions today. He helped train their board, and put on workshops for staff. The loan program ex·

A MEDA·supported pharmacy in Ethiopia, worked from 1965·1983. The Mari<etplace November December 2003

wh~re

skeptical of public funding. Others heard the

panded substantially, as small farmers, who often lacked collateral and dear title to their land, had difficulty obtaining affordable credit.

A year after Graber began work for MEDA in government Bolivia he was asked to extend h1s responsibilities to include Paraguay and saying, "You're Uruguay. At the end of doing good work 1977 he made the first of what became more than two dozen trips to at the village Paraguay's Chaco, some of them involving trainlevel. Why not ing for two to three weeks at a time. do it with Around this time the Paraguayan Mennonites our money." had formed ASCIM wh1ch served bas1cally as the MCC of the Colony Mennonites. It provided educa· tion, health, agricultural and cooperative services for indigenous people. MEDA's contribution was to design the economic and business model for the emerging structure and to support the coop development component of that work, which was providing a fair amount of credit to the indigenous communities for agricultural mechanization. MEOA worked closely with ASCIM's local staff, including rural sociologist Wilmer Stahl and Werner Janz, who was m charge of the coop aspect. It gradually became clear that MEDA needed to reviSe its practiCe of working directly on-field Instead of hands· on supervision by North American MEDA members, the local leaders would be the supervisors and MEDA would serve in a facilitating role. This shift, though fully supported by the staff of MEDA and ASCIM, was difficult for some of the veteran board members to accept. Some had spent years working directly with the MEDA program, and weren't anxious to step back and turn the reins over to local staff. ASCIM, meanwhile, was sensitive to cultural differences. It saw the need for a different approach in credit. One could not JUSt give loans directly and expect it to work as 1t had in the old days when the rec1pients of MEDA's help had shared

MEDA

later became the lndrgenous Foundation for Agricultural Development (FIDA). FIDA still exists, managrng loans rn the millions of dollars with excellent repayment. In 2002 it was honored by the Inter-American Development Bank (lOB) as Microenterprise Business Development Services Institution of the Year for all of the Americas.

By the time its first quarter centul)' drew to a close, MEDA had undertaken 422 projects globally. of whrch 87 percent were coOSidered successful. Some 300 to 400 families had been helped directly, with spin-off benefits gorng to two or three times that number. Other organizations were catching MEDA's Ken Graber. hired in 7976 to work In Bolivia, was the leading edge of vision. enabling MEDA to leverage additional a bold new thrust to help other local entities build capacity. funds. Under Lyle Yost's leadership, the Hesston roundation m<>de il commitment to furnish $60,000 th~ ""'"" Lultural background and traditrons as the M[DA founders. ASCIM wanted to work through cooperatives, annually for ftve years to support on-field work in Bolrvia. whr<h had been a strength of the Mennonite immigrants. thus providrng a solid finanetal base for new MEDA It feh those cooperatiVeS needed to have their own rmtaatives. polrcres and procedures on loans. not simply impose what MEDA was by now well accepted rn the Mennonrte world. Its slowly growing membershrp were confident they MEDA had used in the past. had found the right vehicle to connect two vital parts of The new direction resulted rn ASCIM and MEDA forming a Central Credit Committee, precursor to what their lives- the church and their work. •

Healing a fractured world

or many years MEOA used a globe-shaped symbol whrch the corporate statement described as follows: ·Many persons rn the world community are suffering because of spiritual, social and economic needs. Hope and new life for a broken world is symbolized by a growing leaf. By showing concern and sharing, the void is filled and wholeness is restored. • The symbol was initiated by Mrlo Shantz and designed by Glenn Fretz rn 1974. Prevrously MEDA had used a symbol of a handshake to represent

"brotherhood economics.· In 1974 a new charter was acquired for MEDA Canada, and the original MEDA charter rn the U.S. was changed from profit to nonprofit status. The timing was right for a new symbol. "We wanted something fresh," Shantz recalled

later. The symbol was revised rn 1996. The new vrsual rdeAtity burlt on the old by utilizing a contemporal)' typeface along with a stylized ·o· that retained the globe and leaf motif. It, too, was designed by Glenn Fretz. +

The Morketplace November Dec<!mber 2003

•

Strategic growth pushed out the edges of a business-based response to poverty

Haiti loomed large in MEDA's se<ond quarter century - a country of both breathtaking charm and spiritnumbing poverty.

(The following oveMeW depicts some but not all of MEDA's activity in its second 25 years. A more detailed and comprehensive treatment will be available in a MEDA history, currently in process.)

EDA was poised for a new surge as its first quarter-century drew to a close. It had achieved significant growth into more than two dozen countries, learning some valuable developmental lessons along the way. It had switched from profit to non-profit status. It had recruited Milo Shantz, a The Marketplace November Oe<ember 2003

dynamic young businessman, to serve as its chair once again after an earlier stint Thanks to the Hesston Foundation in Kansas (which had pledged $300,000 over five years) a firm financial base had been laid to hire experienced development practitioners. This process had already begun in 1976 with the hiring of Ken Graber in Bolivia. 24

had been recruited by Ontario potato mogul Ed Snyder. one of MEDA's founders, and mentored by none other than Orie Miller. Shantz accompanied Miller on two South America trips. "I carried One's bags, and got a complete orientation to Mennonite developments in Paraguay,· Shantz recalls. The trips exposed Shantz to both the desperate need in Low Income Countries and to the viSlble benefits of well-placed economic intervention. When he became chair of the MEDA board, Shantz set to the task of applying his personal dynamism and

MEDA would pay great attention to fine-tuning a " business response to poverty." In the 1980s. especially, there would be oncreasong attention to focus. scale, methodology and impact. MEDA would become adept at defining •products• such as micro-enterprise ass~stance, agricultural productiOn and ma~eting, and consulting. Individual projects would be seen as ·research and devel· opment• efforts. leading to programs that would eventu· ally result in sustainable businesses.

Shantz, then the "young blood "

of MEDA.

"Beyond the mountaim, more mountains," says a Haitian proverb describing the endless obstacles the Impoverished country has faced. MEDA found this to be true as It sought to dent poverty with programs ranging from cocoa to civil reconstruction. 25

The Marketplace November Oecember 2003

A new era unfolds

The move to increase staff was desperately needed. One person working out of an office in Akron, Pa., could not manage projects in two As chair of the board, Milo Shantz, shown here among cocoa and banana trees in Haiti, led MEDA in new direc· rions.

dozen countries around the world.

entrepreneunal VISIOn to the MEDA mission. He attracted and hired other entrepreneunal young men with development expenence, such as Paul Derstine and Nell Janzen, who would function for a time as co-leaders of MEDA. Derstine would then be appointed president, charged with raising funds, looking after domestiC issues. and carrying some internattonal agenda. Janzen. as vice-president, would carry prtmary responsibility for tnternattonal matters. This lasted lor about a year, at which time Derstme dt:!cided he preferred the international side. One day he The Matkeoplaa November December 2003

told Janzen, " Neil, I'd like to trade jobs with you • The board gave its consent, and Jamen and Derstine swapped JObS ·we kept looktng after the small projects. kept looking at new kinds of activities. but we sttll had a loan portfolio (which we inherited) that we were managing," recalls Derstine. " It wasn't a bad portfolio but we soon found out that tn places like BofMa InflatiOn was JUSt eating that portfolio up. I don't know when the actual conver· sion came but it was in the early 80s when we dectded to no longer keep those paper loans as assets on the MEDA books but kind of as an investment overseas. That was a major change lor us." Henry Fast, who had Mennontte Central Committee expenence in Greece and India, was brought on to look after MEDA's grassroots assessment. Ken Graber had been hired earher. ·so we had lour former MCC guys, all with a lot of overseas expenence," recalls Derstine. It was a time of great ferment for MEDA. New staff was on board, government funding was

be1ng considered, and previous MEDA work was being scrutinized with new sets of eyes. About th1s time (1979) MEDA was also hold1ng intense discUSSIOOs With another business organ1zat1on, Mennonite Industry and Business Associates (MIBA). MIBA was an energetic organization. led by its cha1r. Ralph Hernley, and its new executive director, Len Geiser The two orgamzations kept bump4ng into each other. and conversations staned to take place about putting the two together. (That story is dealt with separately.) Neil Janzen recalls that some of MEDA's international worlc had been a "hodge-podge" m the 1970s, with some two dozen country locations managed by one executive d~rector in the Akron MCC office. It was too much for one person to handle. There was little strategy or supervision

ANNOLl PLANTEKAKAROBYEN Cocoa was already grown In Haiti, but there was much room for Improvement. One education lnitiativ" was a simple cocoa manual in the Creole language.

"Somebody would say, 'We need a tractor.' So they'd buy a tractor. And it would break. down, and there would be no pans." Janzen recalls. The MEDA operations m places l1ke Kenya and Tanzania were far from the strategic entrepreneurial programs that would later become identified with M£DA. Janzen recalls an early experience in Africa ·someone had wanted to set up a printing operat100. The Mamtoba chapter had provided fundmg for a p1ece of equ1pment, and I was there when the equipment finally arrived. The local missionary was going to show me how 1t worked He switched it on, but had forgotten they needed a transformer, from 220 to 110 volts. and POOF, nght before my eyes, that was the end of that project. And outside was the derelict tractor."

By the beginning of the 1980s Ron Braun, shown here examining cocoa trees, joined MEDA just as the cocoa project was getting going in 1983. He would later launch the Small Business Development Program and eventually became MEDA's executive vice-president.

MEDA's emerging new paradigm was still gainmg definition. Clearly, MEDA was 1n the business of "doing business" with and for the poor. A new cocoa project in Haiti prov1ded a

A new era unfolds Hershey, which normally didn't bother with minuscule shipments, agreed to accept "fa1r average quahty Ha1t1an cocoa" at a price lied to the futures prices of the New York Coffee, Sugar. and Cocoa Exchange. It also agreed, for the next three years, to provide MEDA with technical assistan<e to establish a cocoa nursery and demonstration farm and to modernize Haitian farmers' cocoa production practices; to help formers process the1r unfermented beans for export and locate markets; and to help train project personnel through scholarships and short courses. A year later the U.S. Agency for International Development (USAID) funded the expansion of the prOject on a national scale. Subsequent phases were funded on a matching basis with the Canadian International Development Agency (CIDA). MEDA's responsibility was to prov1de on-s1te supervision; help the cooperative fund the nursery, demonstration farm, extension services and equipment; and gather

Cocoa In Its elemental form. Large pods (right) hold beans (left) In a yogurt-like placenta.

chance to test a new approach. Haiti was known as "a graveyard for foreign a1d proJects,· but that d1dn't stop MEDA from plunging ahead WJth conf1den<e that a businesslike approach to development could make a difference. Cocoa became a turning point for MEDA. "It was the first time MEDA took control of a program from head office," says Ned Janzen. A connection with Hershey Foods had developed in Belize when MEDA executive director Lloyd Fisher helped the chocolate giant to locate land for some cocoa experiments. Paul Derstine picked up on that relationship to make a link in Haiti. In the summer of 1981 he and Fisher met with Hershey technical staff to discuss collaboration to improve production, processing and marketing opportunities for small cocoa farmers. The basiC Idea was to help farmers improve the1r y1elds with good planting practices and careful pruning. Those farmers who couldn't afford plants would be provided w1th seedlings on credit until the crops came 1n. Jomt marketing direct to Hershey would increase the Income of farmers, who might otherwise have to sell on the spot Raw cocoa beans drying in the sun. Some farmers brought in as little as market at less than ideal prices. 20 pounds, others a ton. The Marktlplace NovemtM!r D<>cemtM!r 2003

The new breed of "young turks" w ere development professionals with a concern for sustainability. Former MEDA presldMt Paul Derstine (right) and Hershey Foods agribusiness specialist Gordon Patterson examine newly-arrived cocoa beans from Haiti in 1983.

appropriate data to measure the impact on yields and returns Multiple btmefits Cocoa was an amportant cash crop that also prevented erosaoo on htiiSldes. Cocoa trees usually were inte~persed With other crops such as yams. peas or corn. Thear shade covettng protected the other crops, controlled weeds and kept the ground from dryang out. It was a low technology crop that requared no large mechanical inputs PreVlously, farme~ sold their product when it was ready, at whatever price they could get. MEDA built a storage depot at its Port-au-Prince headquarters so that cocoa from the various production centers could be stored 29

and shipped when prices were optimum. This was particularly important because so many productton unats were small. Some farmers brought in only 20 pounds of cocoa a year. while others brought an a ton. This all transpired during the waning days of Derstine's tenure at MEOA, and most of the emerging cocoa project fell to newcomer Ron Broun. Braun and his wtfe. Elaane, had been working 1n JamaiCa under MCC. He had been thinking long and hard about ·aid • to low Income Countraes He was skeptical of programs that tried to ··do everything• and thus ended up doing very little. MEDA's cocoa project appealed to him because "it had all the elements I was looking for- a clear task, and all the latitude needed to get the job done. That led to us going over to Haiti in August 1983.• The farst shipment of 100 sacks of cocoa beans went to Hershey Foods the same month. The results were promasang, wtth 50 farmers receiving an average final price of S1 cents per pound

The Mal1<etplace Novemt>.r Docember 2003

A new era unfolds rather than the 28 cents they would have received through the traditional marketing structure. In March, 1984. Braun reported that most of the 21.000 seedlings raised in the nursery over the prev~ous year had been outplanted and fared ·exceptionally well.· Some 229 persons had participated in cocoa semtnars. The ongtnal project design called for add1ng value through cocoa processing within lhe cooperatives. but MEDA quickly realized it didn't have the capital to crank that up nor would there be real value added to the cooperatives beyond selling their product. "We simply wouldn't get the return on investment that we expected." Braun said later, " but the value adding in that cycle was an equitable market for raw product. And so it shifted to a marketing from a processing-based project." In the first five years nearly 300 tons of cocoa, worth about S750,000 U.S.• was shipped. By 1986 grovvers were gettmg 75 cents a pound. more than triple lhan before lhe prOject started. This directly helped the 1,600 coop members and thetr families who eventually got tnvolved tn the prOject. and provided indirect benefits to the many thousands of people who lived in the communlttes where actJVtttes were based. In 1986, 126,000 seedlings were prepared to replace old trees on a systematic basis. The seedlings were sold on credit agatnst future bonuses, so anyone who could find a patch of land to work could get started for a relatively small investment.

The cocoa project '

made an immediate difference. Farmers received 51 cents a pound rather than the 28 cents they would have received through tradi-

Cooperatives the key

tional marketing. A key to the cocoa project's success had been the development of local cooperatives. a movement built on a foundatton laid many years earlier by Mennomte Central Committee The oldest coop. Jean Baptiste Chavannes at Grand RJVtere du Nord. actually got underway tn 1964 to process ptneapples and mangoes for export. It later disbanded, but when Paul Derstine came along wtth cocoa. the basic structure was still there. In 1982 Jean Baptiste Chavannes was reactivated and formed the basts of the MEDA cocoa test project. MEOA moved quickly to expand the scope and achieve critical mass at a time when cocoa prices were The Marl<etplace November December 2003

rising, bringing good early gains and benefits to farmers. W1thin a few months cooperatives in other key cocoa-growing areas were brought in. The.r number varied over the years. In lhe mid-80s there were eight active cooperatives. ranging in size from two dozen members to the GOOstrong Jean Baptiste Chavannes. The cooperatives had an impact that went far beyond the mere growing and shipping of cocoa. "We want to bring the people togelher in a long-term way that will have a life far beyond any MEDA involvement,· said Ron Braun in 1986. "The educational component is really the business of putting ourselves out of business." MEDA's desire was to empower people by nurturing resources that already existed and applying them to meet the basic needs of their populations. Pohttcal disruption terminated the cocoa prOJect. When JeanBertrande Aristide was overthrown during his f~rst presidency in the early 1990s, the military coup leaders banned public meetings of any

k1nd, •nclud1ng cooperatives. Everyone went underground for a t1me. Th1s was followed by an embargo on Haiti by the Organ1zat10n of American States (OAS). whiCh further hampered the prOJect. Years later. Braun looked back on the pro,ect and mused about 1ts rocky path. · As I understand it, those coops are still operating....The amaz•ng thing is they weathered thiS Impossible enVIronment. When it was impossible to funct•on, they still found things that they needed to do for

Bolivia

Bolivia bears the d•stmc!Jon of be1ng MEDA's longest continuous field of work - more than three decades. As noted elsewhere, •t was here whe1e ME.DA hsred 1ts first full-t1me overseas worker, Ken Graber. For many years, all MEDA work in Bolivia would be almost synonymous With the names of Graber and Calvin M11fer. Miller had come to BoliVIa at the age of 21 to work with MCC. Much of his early work had to do with small farmer cred1t. helping start two rural finance programs, one for Progreso and another for the La Merced Coop. Both coops benefited immcn~ly from the11 assoc1ation VVJth MCC and later MEDA. La Merced's rural finance program now has about 6,000 active clients. Progreso has 2,500 to 3,000 actiVe members. M1ller left for further study, then got married and came back to Bolivia in 1980 with MCC. His job was to lead a major expansion of the rural coops. He worked closely with Graber while with MCC, looking at different farm practices. He then MEDA's work in Bolivia would become synonymous with the names of calvin Miller joined MEDA and suc(shown above teaching a rural finance dass} and KM Gra/Hr. ceeded Graber as countJy the~r members and their communities. Even through the manager in BoliVIa. coup these guys continued to plant trees, keep clonal Staff worked alongside local cooperatiVes to organize new coostellauons of farmers to work together at comgardens goong and do other thmgs hke ra1se p1gs. • Overall. good th1ngs happened through the cooperamoo 1ssues. One was the Yapacani Oa1ry Association, tive movement, even though sustained high-quahty cocoa whiCh became the largest group of da•rymen m eastern production was not one of them Bolivia. MEDA also helped Heifer Project International start "There was enough energy around this, • says Braun. Unapega, a 1,200-member small da1rymen's assoCiation "that some coops gained enough faith in themselves and among the poor people. These were groups that orig1nally effected some sort of change.• started very small- one cow per fam1ly and a rotating 31

The Marketplace November December 2003

A new era unfolds credit program -and grew into large dairy associations. Staff also worked with mechanics, appropriate technology and financing of animal traction in regions where financial and business access for appropriate technologies was not an option. In June 1980 Graber reported that MEDA had onvested S101,680 in BofiVia since 1974, primarily on credot and credit-related services to campesino farmers, cooperatives and small businessmen. Moreover. MEDA had "directly influenced credit activities of international funding agencies, private volunteer organizations and agencies of the Bolivian government. "

How could a

Hyper-inflation

commodity loan

In the early 1980s latin American economies were rocked by instability. One of the hardest hit was Bolivia, which was described as South America's worst economic wreck. "Chaos, strikes (482 nationally in 1984} and blockades have domonated the country for several years,· wrote

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keep up when inflation hit a breathtaking 23,800 percent.

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P"'!'!i~~UN~. Mlll.ON DE PfSOS BOUVIANOS

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Staggering inflation in Bolivia made agricultural credit a nightmare. A million Bolivianos (top) became worth 52 cents, so the government kept printing ever-larger bills. The cost of fresh currency from outside printers became the third largest import cost in 1984. The Ma<ketplace November December 2003

country manager Calvin Miller in 1985. Production had reached record lows and legal export earnings had dropped 50 percent Since 1981. In turn. drug traffickong and contraband activities had soared. Bolivia also suffered a period of hyper-inflation (1983·86} that defied belief. The worst was a mind-boggling 23,800 percent between October 1. 1985 and September 30, 1986. This meant that during one year prices went up 238 times. It became impossible for agricultural programs to adjust interest rates to keep up with inflatoon. In rural lending MEOA started using "Product Clause· or commodity indexing. This meant if you were lending for farm production you would index the value of the loan to the price of, say. a quantity of corn. rice or milk (adjusted for seasonality}. So the value of the outgoing loan would be calculated accordmg to how many bags of corn (or what· ever} it was worth at the tome, and repayment would be made according to how much the same quantity of produce was worth then.

That approach didn't work for multi-sectoral cooperatives. Miller spent most of the 1985-86 year working with all kinds of financial institutions and farmer associations in coping and adjusting to hyper-inflation. He developed a credit index that roughly followed the consumer price mdex and allowed the orgamzations to be repaid an approx1mate fa.r value for what they were lend1ng out. There was some resistance to Miller's plan at first. Some alleged that it took advantage of the poor. Some associations found it hard to adjust because they'd look at their balance sheet5 and think they were making money. "In the end," says Miller, "many organizations were saved by helping them index and adjust and change their policies. later they said they were really glad we stuck with it. but at the time some people wuldn't see it."

M EDA promoted potatoes in

Boliv1a's Berlin Colony

Bolivia. Within

In 1985 MEDA began work in the Bertin Colony in eastern Bolivia, trying to develop an integrated approach for campesino farmers. The colony, today permanently submerged by flood.ng, was a newly-settled lowland region, about 25 miles by 15 miles in size, containing some 1,800 families in 25 scattered villages. Farsighted colony leaders recognized the need for an integrated approach. They also knew it had been employed elsewhere in Bolivia by MEDA. Under the direction of Ken Graber, MEDA had worked w1th various agricultural and credit cooperatives and had developed a reputatiOn for helping small farmers become self-reliant. In 1985 colony leaders invited MEDA to begin work in the Serlin region. In line vvith MEDA's aim of bolstering local institutions whenever possible, Miller channelled training and credit through the emerging cooperative movement. Several embryonic coops existed and there was a strong vision for increasing these both in number and In strength. By 1992, two-thirds of the villages in the colony had agricultural cooperatives, and those worked together in a regional federation whose Spanish inlt1als were CCAB. It was under the CCAB umbrella that MEDA d1d most of 1ts work in the Berlin Colony. The general goal of the program was to strengthen the zone's farm economy by sustainably improving pro-

two years farmers w ere producing normal-size tubers rather than golf-balls.

ductivity, incomes and living standards. This meant helping farmers to improve cropping and marketing practices, and to ga1n access to vital resources like credit and supplies. Rice and corn were the main food and cash crops in Berlin Colony when Miller came on the scene. A significant obstacle preventing full return was lack of storage facilities. Traditionally farmers threshed their nee out 1n the open, where it was vulnerable to moisture, mold and pests. Colony leaders had longed for a secure crop storage facility. MEDA's assistance and a BoliVian government grant of $62,000 mobilized local enetgy to make it a reality. The project consisted of a storage center, a concrete drying floor, three smaller regional storages, and a small building to house offices and a supply store. By storing in a safe environment the farmers could also take advantage of optimum prices rather than being forced to sell immediately after harvest, when prices were often low.

The Marketplace November December 2003

A new era unfolds Potatoes

the colony was producing normal-size, first-class potatoes, compared with the golf-ball version grown 1n the tropics. "Berlin went from no potatoes to becoming the largest single producer in the lowland region," said Miller. Growing potatoes was a bigger deal than just introducing better seed. An important component was the introductton of farm cred1t. In the past, the farmers hadn't had the upfront cash to purchase seed because the potato planting season overlapped with the rice and corn harvest. They couldn't afford to buy potato seed when they hadn't sold their rice crop yet. Cred1t offered through CCAB served to tide them over from one crop to the next.

MEDA promoted a farm1ng systems approach, looking for what could be raised in the off-season to both control weeds and provide another income source. It settled on a m1x of potatoes as a regional crop, vegetables for home consumption, and beans as something to grow on a larger scale for export. The transplanted h1ghlanders were already familiar with potatoes, however different techniques were neces· sary to cultivate the crop 1n lowland conditions. MEDA encouraged the use of certified seed and withm two years

A farming systems approach brought potatoes into the Bolivia mix, helping rekindle hope among lowland farmers. The Marl<etplace November De<ember 2003

Potatoes also represented new risks for the Berlin farmers. It was a high-income crop, but relatively more demanding due to the capital inputs, weather variations and more stringent grading factors. "Changing a system is seen as high risk," said Miller, "and the poor can't afford nsk. In order to survive they have become accustomed to try to minimize risk. When we introduced potatoes. no one wanted to buy certified seed because it was more expensive. Once they saw the difference it made they preferred It even though it cost a lot more." In 1991 the Berlin zone produced 400 metric tons of potatoes valued at $88,000 and representing 3,600 person-days of employment. It was in marketing this increased production that a key benefit of CCAB became apparent. By working together, even the smallest producer could gain market access and benefit from economies of scale. One of the key tasks of MEDA's Berlin program was to rekindle a sense of hope. "There's a lot of tradition to overcome," said local leader Abraham Calque. "Many people had given up and had begun to accept things the way they are." MEDA continued to work with the Bertin Colony until a major flood in 1992 destroyed it and cut a new path for the Rio Grande River. The farmers moved on, but MED~s work had not been in vain. They took with them the lessons and inspiration they had learned and applied them elsewhere.

Beans w ere new to Bolivia's

campesinos. Up in the cool highlands, where they used to live, beans didn't grow well. Worse, the high

Beans

elevation meant

One of MED~s most visible contributions to Bolivian agriculture was the introduction of beans. The Berlin campesinos were not bean eaters At the high altitudes where they had lived previously, beans didn't grow well because it was cool, didn't cook because of the lower boiling point, and perhaps worst of all, didn't digest . But Miller believed beans would be a useful lowland rotation crop. It would give the farmers something to cultivate m the off-season, aiding weed control. Previously, people would lose farmland because the weeds would take over. Then they'd slash and burn. Beans allowed them to cultivate and make money in the off-season. as

they didn't digest.

Tht>

well as control weeds and gain some nitrogen from the legumes. Beans required plenty of hand labor but little cash outlay, making it an ideal crop for campesinos. The farmers in the Berlin Colony trusted Miller, and took the risk of grovving beans. The local university had done some work with beans but had not been able to find a market. Miller chose a variety suited to the Brazilian market and picked up where the university had left off. When Miller launched a national bean producers association he involved the national Federation of Women's Clubs, who helped with promotion to open the local market. Every effort was made to encourage bean consumption. A bean recipe book was produced. and beans were packaged tn small bags so supermarkets would handle them. The real future, though. was in exports. Neighboring Brazil was the world's largest consumer of beans and the Bolivian harvest coincided with when Brazilian prices were htghest. Brazil was fiercely

Mark~tplace

November Oecemb41r 2003

A new era unfolds protectionistic. however, and managed to stall imports the first year. But Miller persisted. A contract was signed with the largest supermarket in western Brazil. Then the Latin American Trade Agreement (lATA) opened the way for greater movement. In 1987 a shipment of more than 100 tons of edible beans was sent to Brazil. Local medta called the breakthrough one of the highlights of the year. farmers who produced beans made an average of $30 per acre from their new crop. An evaluation team led by MEDA member Henry Rempel examined the Bolivia bean program in 2000 and found that 90 percent of the farmers In the Oerlin region were growing beans and 75 percent of the families were consuming them regularly. Today edible beans ts Bolivia's second-largest agricultural export.

This wood products plant on Jamaica's north coast never lived up to the dreams of its planners.

In Miller's view. some of MEDA's greatest impact took place through the influence it exerted on other organizations. MEDA had created a niche as a business-focused development organization at a time when very few others fully grasped the concept. "MEDA had a lot of influence through extension programs and associations. possibly more than through its stand-alone programs." says Miller. "Even MC C is much stronger for what MEDAdid." MEDA was far ahead of its t1me. according to

DB D's products, made from a laminated blend of three native woods, were beautiful. But production wasn't the key issue.

The Marl:etplace November De<ember 2003

Miller. "Institutional strengthening. empowerment and partnerships is what many development organizations are now pushing.· he says. "Yet some of this is what MEDA had been doing !Of ages. It's kind of ironic that other organizations think this 1S a new concept.· When Ken Graber began working this way during MEDA's early days in Bolivia, "it was the only way that made sense for a small organization like MEDA." says Miller. "The downside is that it's a bit harder to fund be<ause you don't have a specifiC product.· An example was MEDA's involvement 1n founding the National Ecumenical Development Association (ANED). a group of 25 NGOs involved in finance or business develop· ment. ANED has become the largest network of rural financing agencies in Bolivia. with a $3 million loan portfolio. Ev~n within MEDA not everyone understood why M1ller spent so much time with ANED. but today he looks back and concludes that 1t was well worth the effOf!. "We had a huge impact on that organization and on all the organizations that were members of it. It wouldn't exist if it wasn't for MEDA. "

where most

Jamaica farewell

industry was

MEDA's work in Jamaica was not of long duration but the role 1t played was critical. For one thing, JamaiCa brought MEDA into contact with Ron Braun. at the time a young Mennonite Central Committee volunteer there, who would later steer MEDA into innovative new directions. For another, it served as a crucible of learning during a formative phase of MEDA's philosophy. As in several other countries, MEDA got started in Jamaica in cooperation with MCC. From 1981·83 MCC and MEDA worked together in the Jamaica Economic Development Committee (JAMADEC). "We had gone through a number of economic assistance projects with pastors that we pretty much knew were not the way to do things,· Braun recalls. "But it was really a great training ground for some of us to get Introduced to enterpnses and how enterprises WQ(k, the issues they faced and what they needed beyond good intentions to really make a go of things. A major lesson was how to identify entrepreneurs and projects that had a

concentrated

The plan~ was >

to be a model of decentralization in a country

near cities.

chance and not try to force things on people who weren't equipped, who didn't have the intention of growmg their business." MEDA's early Jamaica work was linked with the Mennonite church, trying to find ways to improve the financial stake of pastors, farmers and congregations. It also helped an Anglican congregation expand a pastry shop and establish ~ woodworking operation, and helped a Bible college equip a vocational center to teach weld1ng and carpentry to young pastors. What came to dominate MEDA's work in Jamaica was a modern wood products plant it built on the north coast. between the tourist centers of Montego Bay and Ocho Rios. The person who singlehandedly started the ball rolling was the late Erv Wall, part owner of a company in Winnipeg that produced trusses and pre-fab building systems. On a Jamaicar> vacation in the early 1980s he stopped in a gift shop and was sur· prised that most of the ·Jamaican· souvenirs were made in Asia. He

The Marketplace November Oe~ember 2003

A new era unfolds went from one shop to the next. askmg shopkeepers of they had anythong that was genuinely Jama1can. The answer was no. Wall was also storred by the number of north coast Jamaicans Without work. Jamaica had suffered from the decline of the aluminum industry. The island's red soil was rich with bauxite, the principal source of alummum. At one time seven large plants thrived there, but most had dosed by the mid-1980s, leaving thousands jobless. Unemployment was 30 percent. With many more uncleremployed. less than half of the population had a stable 1ncome. Wall began to muse about settong up a plant to fashion authentic Jama1can souvenirs from the country's abundant tropical wood and thus create much-needed jObS. Upon his return to Manitoba he promoted his plan to fr.ends and to MEOA. Ron Braun. by then MEOA's Canbbean director. had several reservations. one beong that the proposal was too capital1ntensive to be developmentally sound. Nonetheless. he and others in MEOA had great pass1on for Jamaica. and Wall's enthusiasm was infectious. The concept was approved by the MEOA board in 1985. As the idea progressed, further benefits were envisooned. Besodes prov1d1ng jObs, it a1med to help workers develop new skills, unlike many foreign-owned ·screw· dnver· operations that shipped in pre-<ut components for cheap assembly. Th1s plant would beg1n With raw boards and add the value on-site. Its location would serve as a model of decentralization in a country where most industry was concentrated near larger cities like Kingston. And 1f a good export market developed, it would generate badly-needed foreign exchange. Manitoba compantes like Kotchen Craft. PalliSer Furniture. Loewen Wondows. Olymp1c Buildong Systems (Wall's company) and others donated equipment and agreed to be represented on the advisory board. MEOA's Jamaica contacts soon elicited interest from Kaiser Aluminum, which was located nearby. Kaiser offiCials. intrigued by the job creation potential, provided land for the sote. offered free transportation of equipment and supplies from U S. ports. and agreed to participate on the board. The new plant was located in the small town of The Marketplace November December 2003

How could the w orld not want the gorgeous w oodcrafts being produced in Jamaica? But the issue wasn't product, it w as marketing.

Discovery Bay. named after the adJaCent onlet 1nto wtuch Christopher Columbus sailed in 1494. Accordingly. the plant was called Discovery Bay Designs (080). The initial capitalization comprised S135.000 from MEOA and a $425.000 grant from the Canadian International Development Agency (CIDA). The bu1ld1ng was an Olymp1c package. includ· ing trusses and metal Siding. Wall came down to superv1se the building. There were problems from the outset, but the plant. along with a retail store, finally got under way in late 1986. DBD produced some 40 different houseware products. rang1ng from serving trays and bowls to coasters and cunmg boards. Most utilized a laminated blend of three local wood vanetiesBlue Mahoe. Santa Maria and SpaniSh Elm. The initoal plan was to market heavily to tourists. but tounsm suffered a catastrophe JUSt as DBD was getting going. Urban unrest erupted on Kingston. RIOts, 1n whiCh many Jama1cans vvere killed. made world headlines. Even safer

locations in the north were dropped from cruise ship itineraries. ·Days would go by without any ships docking 1n Ocho Rios. • says Fred Wall. a cousin of Erv Wall. and one of the first people recruited to the project. ·And when they did, the tour buses didn't stop 1n Discovery Bay. · we had a lot of bad lucie If we'd had tounsts walk· ing by it m1ght have been very different.· The plant functioned well as a producer of charming wood products. and even made a profit for a few months. But it never lived up to the dreams of its planners. At 1ts peak. DBD employed 35 Jamaicans. never reaching its goal of 50. It eventually turned to other products. like desks and cabinets, and finally was sold to local interests. It is still in operation. employing 15·20 people.

Discovery Bay Designs was an expensive lesson. While most development involves some degree of outside intervention, this project was especially heavy-handed. Equipment, expertise and management were shipped m from the outside. The scale was far out of proportion comparee to other MEDA endeavors and in light of earlier lessons regard1ng large capital-intenswe projects. The Small Business Development Program in neighboring Haiti had begun with only $75,000. Puttmg out more than S500,000 for DBD to try to get a few dozen jobs was not, in developmental terms. a good return. A basic business flaw was that the end market of DBD's production was not given enough attention. "We

Meet the faithful veterans e longest-serving people in he MEDA system vvork in ort·au-Prince, Haiti. Anna Prophete joined the MEDA office staff in mid- 1984, work1ng for then-<:ountry manager Ron Braun. Odette Austil joined that fall. Today Prophete is the office receptionist and Austil is office manager/human resources. Over the years they have valiantly faced the struggles of working in one of MEDA's hot-spots - including repres$ion, coups, embargoes and dvil strife. Austil recently described MEDA as •my other fam1ly, where you learn to cope with the ups and downs. Even if you feel the boat is at stake, never fear. the team spirit IS strong enough to enlighten the

best people in all categories. The mission and the vision are always

kept as the light.... MEDA is a reference. one can be proud to have. · +

.litsla,pJIBft fcolloDqu8

tit'A

way. "I have been long enough with MEDA to have the privilege to say that it's a place blessed with the

Since 1984 Odette Austil (left) and Anna Prophete have stuck with the M EDA program through its ups and downs in Halt/.

The Marketplace November De<ember 2003

A new era unfolds did what many companies do in their early years," recalls Braun. "We had great product, the nicest stuff around. We thought, 'How can the world not want our product?' But the issue wasn't product. it was marketing. You've got to do what we did with cocoa in Haiti - address marketing. You don't go in there and tell them how to produce more and how to improve the quality of it if you can't deal with the marketing. We hadn't figured out who would want to buy our wonderful products. The orientation was all wrong. Going in, all the emphasis should have been on marketing."

Haiti's farme.rs

Haiti's hogs

were devastated

In the early 1980s Haiti's farmers were devastated by an outbreak of African Swine Fever among their hogs. The United States, fearful that the contagious disease would spread to 1ts borders, funded a program to eradicate Haiti's entire hog population. To Haiti's peasant farmers, hogs were The first pig arrives in northern like a virtual Haiti as part of a repopulation piggybank, a savings project after farmers were forced account that could be to eradicate their hogs when left to root around African Swine Fever hit. the farm until cash was urgently needed. Those studying the peasant economy said no greater blow could have been struck against small farmers than to lose their primary source of cash. MEDA got involved with a hog repopulation project with the Jean Baptiste Chavannes cooperative at Grand Riviere du Nord to help replenish the country's hog population.

by an outbreak

The Marketpla<e November December 2003

of disease in t heir hogs.

A MEDA program helped restore their primary source of cash.

A Secondary Multiplication Center was built, housing 30 sows and three boars as breeding stock. Their offspring were distributed to farmers: each recipient in turn gave a pig back to the SMC to be distributed to another farmer. Farmers returned pigs from their first litters. The plan called for distnbuting more than 100,000 hogs in five years. Most of the funding tor construction aspects of the project came from CIDA. The Hatfield Pacl::ing Company of Hatfield, Pa., made a substantial contribution toward first-year operating costs. MEDA coordinated the overall effort with coop leaders and provided training, monitoring and credit services to enable farmers who received pigs from the center to purchase food. Nicaragua A new venture in Nicaragua in 1990 again demonstrated the nimble entrepreneurial skill for which MEDA was increasingly becoming renowned. MEDA needed start-up capital for its new micro-enterprise credit program, based on

were small bakeries owned by families or cooperatives. Cash from the sale provided the foundation of MEDA's revolving loan fund to finance micro-enterprise credit assistance. MEDA vvent on to develop a successful micro-enterprise program, called CHISPA (this story is told in the section on micro-credit). It also brought its production and marketing expertise to Nicaragua, helping peasant farmers increase their incomes through production of commodities like beans and sesame seed.

earlier models in Haiti and Bolivia. Rather than raise money in conventional ways. it devised a creative "food conversion" project that would put bread on Nicaraguan tables while spinning off money for long-term develop· ment worl<. Its partners in this ·monetization" project were the Canadian Foodgrains Bank (CFGB) and the Christian Reformed World Relief Committee (CRWRC). CFGB arranged for a donation of $190,000 U.S. from CRWRC, one of its partner agencies, to finance 27 con·

Mbeya Oxenization Project (MOP) In 19B6 the Canadian International Development Agency (CIDA) asked MEDA to investigate what could b<? done for small landholders in the Mbeya region of southwestern Tanzania. Assisted by agricultural specialists within its membership, MEDA studied the situation and felt a contribution could be made in the area of weed control. It found that animal traction was under-utilized in Tanzania, not because oxen were unavailable but because the existing technology had not caught the imagination of peasant farmers. The key, MEDA believed, was to make available animal traction technology Lowell Peachey (left) was a MEDA staffer who had to leave Halt/ after a military that made sense to the farmers who coup. He later became a member of the M EDA board and executive. would actually have to purchase and use it. CIDA then invited MEDA to design and implement a program to address the containers (about 10,000 sacks) of high-grade Canadian flour. straints it had identified. "We wanted to begin some long-term assistance but The Mbeya Oxenization Project (MOP). led by current we recognized the country's urgent food needs had to be addressed immediately,· said Ron Braun, then MEDA's \1EDA president Allan Sauder, got under way in 1987 to orornote the use of ox-drawn cultivators to improve vice-president of economic development. "Rather than Needing practices in a region where BO percent of the simply ship food for consumption. we were looking for ways to extend its impact.· cultivation was by hand-hoe and where weed problems could reduce yields by as much as 50 percent. The flour was received by MEDA and one of its local partner agencies. CONAPI, an association of some 10,000 A secondary goal was to modify and promote other small businesses. CONAPI was in a good position to equipment. including oxcarts for transportation. The project called for inexpensive machinery that would be handle the local marketing because many of its members 41

The Marketplace Novomb<!r Decemb<!r 2003

A new era unfolds affordable to marginalized farmers, and repairable at the v1llage level. The issue was not pr~marily one of technology. More cntical was produc1ng an implement that the farmers would buy and use on a large enough scale to warrant sustainable production. Thus the project had a strong marketing and extension component. From the stan, MEDA had no plans to "go into business" for the long run. It wanted to develop technology in a way that local market forces were heard so that there was actual ownership by the people who would ulbmately use 11. MOP wanted to work through and strengthen exiSting production and marketing mstitutions. In 1994 the company was turned over to a private

company. SEAZ Agricultural Equipment Ltd , some of whose principals had worked for MOP SEAZ and rts 14 employees continue to manufacture a popular MOP plow that locals fondly dubbed the Mkombozi. Swahili for "sav1or, • as well as axles. ox carts. ridgers. rice paddles, harrows and weeders. Road to restoration Haiti had been a centerptece of MEDA actMty for many years. It was home to the cocoa project on the early 1980s, and the place where the Small Business Development Program was launched in 1986. After the cocoa work drew to a close, and the SBDP " graduated" to SHEC

"I have met the African farmer; I have also met her husband,"In 1987 MEDA worlced on ways to improve weeding practices. Eighty percent of the cultivation was by hand-hoe, usually by women. The Morltetpla(e November December 2003

already-desperate nat1onal economy had lost thousands of jobs (some sources said up to 50,000) as a result of the econom1c embargo imposed on Haiti following a military coup. The Canadian International Development Agency prov1ded several milhon dollars to help jump-start the economy and get cash 1nto the hands of the poor who had suffered the worst dunng the embargo. No one could argue that rebuilding the infrastructure was cntical. For hill-dwellers. a s1mple gravel road was a hfehne to the outside world, the1r only way to bnng 1n food supplies, get access to medical facilities. and trans· port products to market.

!Socrete Haitienne d'Epargne et de Credit). an md1genous credit umon, MEDA turned to other ways to ass1st the Impoverished country. It found a fruitful avenue of endeavor in FURREC (a French acronym for Emergency Fund for Civil Reconstruction), a MEOA-managed program to refurbiSh Haiti's Infrastructure wh1le creating short-term tobs and1njecting cash into a starved economy. Thrs was not a typical development program. In fact, some thought n smacked of relief But to MEOA it proVIded an opportuMy to ma1nta1n a presence in the country during tense polit1cal \lmes while testing yet another bus1ness-onented approach to poverty. The program came 1nto being in 1994 when the

One MEDA product was a popular plow which locals dubbed •savior.• The woman In the photo used one of these plows to win a prize in a plowing competition. 4]

The Marl<etpl.lce November December 2003

A new era unfolds In its first four-year phase, the project created 7 16,313 person-days of employment and paid out $1.5 million U.S. in wages to Haitians. FURREC worked at three areas of improvement: Civil engineering - Roads. bridges, drainage/ irrigation canals and water springs Agro-forestry - Nurseries to produce tree seedlings; production of organic compost; grafting fruit trees; hillside terracing Training - Construction training for women; adult literacy; gender sensitization An estimated 20,000 families benefited directly from the project. In terms of providing employment. "it gave short-term jobs to people who needed the cash the worst," said Willys Geffrard. manager of the project's first phase. Most people who worked on the various FURREC projects said they were able to satisfy important household needs with the money they earned. Some paid school fees and bought books for Ron Braun: "We their want to bring the children; people together in a long-term way others that will have a purlife far beyond chased anyMEDA basic involvement." necessities, including

Some of MEDA's greatest impact was its influence on other organizations. MEDA had created a niche as a business-focused development agency at a time when few others understood the concept.

food and medical care; some invested in livestock and gardens. In many cases decrepit roads that were little more than mule paths were w•dened. flattened and terraced to provide suitable allweather transportation. Many beneficiaries cited medical access as a significant result. The first four years produced the following outputs: • 125 miles of roads rehabilitated • 44 miles of irrigation canals • nine miles of drainage canals • five bridges built • three schools rehabilitated • six water springs improved • 993,558 tree seedlings produced & planted • 9, 196 fruit trees grafted • 3,209 people trained • 4,193 in literacy class Similar outputs were realized in subsequent phases. To the many Haitians it helped, FURREC may have resonated with the words of the Old Testament prophet: "They will

fP.ed beside the roads and find oasture on everv barren hill. ·1hev Will ne1ther nunger nor thirst ...He wno has compass1on on them Will gu1de them and lead them beside springs of water. 1 Will turn all my mounta1ns 1nto roads ... " (Isaiah 49:9-11 NIVl.

lines were shut off. Suddenly Cuba faced an energy crisis. People turned to charcoal, wood or kerosene, creating a pollution hazard in poorly-ventilated apartments. MEDA saw an opportunity to get its "toe in Cuba's door" while at the same time providing an environmentally helpful response. In late 1994 MEDA sent solar energy entrepreneur Joe Froese to Cuba to test-market solar ovens. Financed in part by Rotary Clubs in his home area of Saskatchewan, Froese planned to assemble 50 family-size ovens for home use and four larqer ovens to provide full solar power for daycare centers and medical clinics. Froese's smokeless oven used a simple container with R-20 insulation at the back and R-12 at the sides. The

Castro's Cuba Cuba hekl il certain allure to MEDA in the 1990s. It seemed MEDA's blend of business, ethics and a "social bottom line" might have something to contnbute, perhaps even geopolitically. The break-up of the former Soviet Union provided a window of opportunity. As Fidel Castro's benefactor, Moscow had provided Cuba with cheap fuel. Now the tap

-:.....~·

·.

...

A civil reconstruction project rehabilitated many miles of mountain roads, restored bridges and irrigation canals, and ueated 716,313 person-days of employment in its first phases.

The MarXetplace November December 2003

Extending our reach The power of partnerships

artners are an important part of doing business. Corporate jargon is rife with terms like coalitions, strategic alliances, networking and joint ventures. A continuing business trend is to consolidate, expand scope, increase financial muscle, reduce costs, streamline distribution, exploit complementarity. maximize synergies and gain a stronger global foothold. By whatever name, they mean working together at a common goal, because " a yoked team can pull a bigger load." MEDA is a product of partnerships and mergers. From its first work in Paraguay, MEDA has been enriched by the power of partnerships. l ater on it took four different organizations to form today's MEDA. In Bolivia one partner was the San Luis Cooperative, which still uses systems and procedures bearing the fingerprints of MEDA. In Haiti there is SHEC, a fully indigenous credit union offering s.ervices to the poor that did not exist before we came on the scene. Over the years members may have been baffled by the large number of MEDA's partnerships: Hershey Foods, JAMADEC. CHISPA, CONFIA, PROARTE, Agrokasa, New York Bay, MicroVest, to name a few. Currently MEDA is working with Scotiabank on a new micro-enterprise venture in Jamaica. To all of these we have brought our particular "product," which is our mission to provide businessoriented solutions to poverty. We meld market disciplines with biblical compassion to offer a unique brand of development. We delight in devising creative products that serve

The Markelpla<e November December 2003

the poor. But we do not bury our talent; we share it. We invite others along. "Join our crusade," we say. When we form temporary alliances or joint ventures to maximize our impact we do two things: (l)We produce a synergistic exchange that enables us to leverage our impact. (2) We get a chance to "spread our gospel." Our partners are not untouched by their relationship with us. They learn from us. They take some fire from our lamp, a sprout from our branches. They learn something about faith-based grassroots empowerment. Some of our mission, our genius, will rub off on them, and may energize their future, perhaps even change their life. We extend our reach by sharing our vision and mission in as many ways as we can. We do together what we could not do alone. +

HUDUMA

YA MAENDELEO LTD

Both MEDA and ODA streams flow· ed into Huduma ya Maendeleo, a micro-finance program in Tanzania.

collector was made from r~cled pnntshop plates. On a sunny day the oven could reach 400 degrees Fahrenheit, hot enough to cook rice, lentils and beans, or to steriliZe hospital instruments and pasteurize water. For a cost of $150 Froese could build one solar oven and train a family to use and maintain it. He ended up placing 250 ovens. But for the program to be sustainable there had to be an entrepreneurial angle, and that never materialized. The Cuban government offered the "bait" of a business component but never delivered, Froese recalls. "There was no incentive for the people to even repair their ovens. After all, rf the government IS pay1ng all your bills, where's the incentive 7" At the same trme MEDA worked on a proposal to uewm" Cubd"> fir:.\ ··privdlt! fore1gn" P<'• lner. MEDAs Nicaragua countJy manager, Roberto Garda, who as a former Sandinista government official had Cuban connections, negotiated a deal to establish a workshop to produce shoes and sandals. The workshop was to be under Cuban management and initially employ 20.25 leathetworkers. They would

M EDA came close to becoming Cuba's f irst private foreign partner, but bureaucracy finally broke the deal apart.

Solar ovens in operation on the roof of a Havana apartment block. 47

techmcally be considered factory employees who would partiCipate 1n a special incentive program to supplement their salaries according to performance. For Cuba, this would have represented a remarkable concession to capitalism. Pan of its interest was hunger for foreign Investment. Part may have been a sincere interest in MEDA's f'l•ilu>Uphy of >ocial concern connected to business activity. The venture never got off the ground. MEDA wanted to operate as a business rather than a bureaucracy. "We got .nto a difference of opimon w1th the government over wages," said Ron Braun, then head of MEDA's International Economic Development division. "We wanted to pay the employees according to what the shop could afford rather than have them be employees of the government. That's essentially what broke the deal apart. We were driven to distraction by the difficulty of getting things done rn that environment, and how the current structure had

The Marketplace November Deamber 2003

A new era unfold gotten in the way of people mov•ng forward." MEDA Consulting Group Consulting has been a vital "beh1nd the scenes" part of MEDA for almost a quarter century. II was the brainchild of Ned Janzen and Henry fast, who joined MEDA within a month of each other in 1979. The two had earlier explored setting up a development consulting company and they brought this vision with them to MEDA. initially calling it Human Resource Services. Janzen and Fast's first consulting assignment was a rural development feas1b1hty study for CIDA on Bangladesh; the second was an evaluatiOn of the Mennonite Long-term employees Calvin Miller (left) and Henry Fast have worlced extensively Central Comm1nee Food Bank. for MEDA's coMulting service, an important way to share expertise and eam forerunner of the Canadian revenue. Here they are on assignment in Beijing, waiting by -rhe regular bus stop Foodgrains Bank. for foreign experts. • The consulting group blossomed into a h1ghly successful effort to share MEDA's expertise in the areas of international brokerage, taxation and alternative financing, commodity commercialization expert1se and development philosophy on a for-hire basis and product marketing. with agencies like the Canadian International Develop· MTC helped non-profit agencies arrange ·debt for ment Agency, Inter-American Development Bank, CARE, development" swaps with Low Income Countries (LICs). World Relief, MCC and others. II also carried MEDA's The brokerage service aimed to help agencies stretch the mission 1nto areas hke China. Pakistan and Bangladesh. impact of their development dollars while at the same As MEDA approached its 50"' year of operation the time helping poor countries reduce theor international consulting group was providing an annual total of 1,987 debt. days of consulting to 24 clients in 30 countnes. as well as From this experience MTC became adept at currency regularly contributing many thousands of dollars to exchange, and withon a few years was arrang1ng transacMEDA's bottom lone tiOnS worth $20 milliOn a year. w1th partiCipating agendes realizing gains of hundreds of thousands of dollars a year. MEDA Trade Co. For a number of years MTC has operated a service to In 1990 MEDA set up a new profit-making department to help charities recover taxes they'd overpaid. Many charities failed to take advantage of legitimate tax exemptions, work at reducmg poverty through •trade, not aid." At and government bodies seldom went out of their way to forst the department was called MEDA Trade International correct any oversight. (Mn). later MEDA Trade Co. It developed marketable The

Marke1place

November December 2003

The service eJ<amined a charity's records and determined the taxable status of purchases. It then prepared and filed refund claims on behalf of the organization and defended these claims at any hearings. MTC's fee for this service was 25 percent of the recovery. In its first year the service helped 25 non-profit agencies recover the equivalent of $345,000 (U.S.) in taxes, earn1ng revenue of S86.000 for MEDA's programs. The earnings of currency transact1ons and tax consulting have produced a steady stream of income for MEDA. MEDA Trade developed a range of profitable trading relationships to benefit the poor, including commodity monetization of supplies like cooking oil for Uganda and medical supplies for Congo. An ongoing project has been to expand the use of Insecticide-treated mosquito nets to fight malaria in Africa by helping manufacturers improve their marketing. Malar.a annually claims more than 2.5 million lives. mainly African children, and treated nets can reduce this considerably. Business is seen as an important partner in boosting !TN usage by addressing barriers in marketing. product awareness and distribution. Another thrust of MEDA Trade has been helping Ugandan dairy producers improve the packaging and promotion of long-life Ultra High Temperature (UHn milk.

An early shot of Jerry Quigley. longtime head of MEDA Trade Co., presiding over a convention display. He devised novel ways to build trade with developing countries, ranging from brokerage activities to products like the seethrough Hre-bagH (left of photo) for grocery stores.

Sarona comes full circle

Sarona M

EDA began by making direct investments to help refugees in Paraguay. The power of investment was never far from view as MEDA matured. In 1999 this strategy was formalized with the establishment of the sarona Global investment Fund.

This legally separate fund gives private investors a chance to serve the poor through investment-based development. The name pays tribute to MEDA's inaugural work with the sarona Dairy, named after the biblical ·plain of Sharon." Sarona invests in profitable

businesses or sustainable non-profit programs that provide a benefit to low-income communities. These include fmancial services companies that furnish capital to microenterprises, agricultural firms such as a starch plant in Paraguay and a hydroponic farm operation in Peru, plus marketing companies and trade cooperatives. In 2003 the fund exceeded S5 million, with investments coming from Individuals. churches. ethical mutual fund companies and credit unions. Sarona is managed by MEDA Investments, Inc.. a wholly owned subsidiary of MEDA. +

Tho M•rl<otplace November Oecember 2003

It was one of those "ah-hahn momentsdiscovering that credit was key to alleviating the poverty of millions. Springing to action, MEDA became a pioneer in a movement that forever changed the world of development.

Banking on the poor

n the 1980s westerners first heard about the "informal economy• and "micro-credit." Words hke "microentrepreneur· made the long leap from the street vendor peddhng fruit on a lima street corner to the financial pages of the New York TlmeS. Who were these micro-entrepreneurs7 They were shopkeepers, artisans and metalworkers who plied their trades along the busy streets and alleys of third world cities. They hammered out plates from scrap metal, braided rope out of sisal fibers and arc-welded metal chairs using electricity hijacked from a public line. The Markotp4ace November December 2003

What they had 10 common, besides small scale, was theJr productivity. In some countries they accounted for half of the gross national produa. Another thing they shared: they could benefit hugely from management assistance and credit The latter was generally out of reach. Banks couldn't be bothered With the small loans they needed, and loan sharks could bleed them to death.

M EDA's history on thos field went far back. In the early 1960s Lloyd Fisher, seconded to MEDA by Mennonite

(opposffe t»ge) One of the early offices of the Small Business Development Program in Port-;,u-Prlnce. Haiti.

becoming aware of all the entrepreneurs there who d1dn't have opportunity, who lacked access to cap1tal 1n the same way that the cocoa farmers had lacked access to market." recalls Braun. "Maybe that's an issue that was the takeaway of my first years - trymg to focus a program, trymg to zero m on where the gains could be had, rather than trying to respond to every need." In cocoa the ga1ns came from addressing the fundamental constraint of access to market It would soon be d1scovered that for the mynad tiny entrepreneurs strug· ghng to get ahead in Port-au-Pnnce the mam obstacle was lack of cred1t Back in W1nmpeg, Ne11 Janzen and Henry Fast had roughed out a proposal to the Canad1an International Development Agency (CIOA) for a Small Business Develop-

Central Committee, made small loans to farmers 1n the Volendam Colony of Paraguay. From 1973-75, Roger Friesen developed a micro-cred1t program for MEDA in Colombia, lending SSOO to S1,000 to seamstresses. cobblers and merchants. A decade later. the Small Business Development Program (SBDP) would make micro-credit MEDA's breadand-butter 1n the world of development. In the early 1980s Ron Braun was hired to d~rect MEDA's work in the Canbbean region, with special attentiOn to Ha1ti, the poorest country In the western heml· sphere. At the time MEDA was work1ng With cocoa, prov1ding a hnk between peasant producers and Hershey Foods. "Being based 1n Port-au·Pr1nce we were mcreasingly

ACCI!SS to credit an m~ke a big difference to very small entrepreneurs, like this Haitian woman un/Nding a SAck of charcoal from the roof of 11 tap-tap van to sell at a market In Port-au-Prince.

The Moldetplace November December 2003

Bankmg on the poor credit officers who provided training and technical assistance and monitored repayments. Delinquency rates were relatively low, given Haiti's frequent political disruptions. Most clients, happy for the access to credit at an affordable rate (12 percent in the early years. instead of the 250 percent charged by loan sharks). worked hard to repay on time. Applicants who did not qualify for individual loans could gain access through a solidarity group. These were groups of five or six people who were given loans of S100 per member for short periods and held one another accountable for repayment. Most were market women

ment Program. Braun took their beginning as a mandate - how do you execute a program to help small businesses. Every word in the name was important. To most people, the words "project" and "program· may seem interchangeable, but Braun saw it differently. "Program was important to me because it meant more than a single project. It wasn't about a single project; it was about understanding how you got leverage out of this, and established some sort of methodology that would establish institutions that were ongoing.• This was the origin of a progression that would become a MEDA mantra: "from project to program to business.· Braun examined other fledgling small business development efforts in the Caribbean and concluded that the heart of the SBDP would have to be small-scale credit extension. The point was not for MEDA to "get into business· (as it was doing with the ill-fated Discovery Bay Designs in Jamaica) but to identify those who already were in business and find out how to assist them "with the lightest touch possible." The emerging philosophy was an entrepreneurial version of "more with less. • Braun contended that much development activity was " ldlhng with kindness,· as wellmeaning agencies tried to do so much for those who seemingly could do so little. MEDA's spark of insight was to instead recognize the potential that was already there, to see how much the poor were already achieving, and how little was really needed to help them take the next step. The • most remarkable serendipity" occurred when Chuck Waterfield strode into the Haiti MEDA office looking for a place to serve. "Chuck understood immediately what we were getting after,· says Braun. " He grabbed that vision.· Waterfield and his wife, Sue, were hired to fine-tune and launch the program, beginning in Haiti and Jamaica, and then Bolivia and Nicaragua. The basic idea was quite simple. It saw micro-enterprises as the backbone of the informal economy and a key source of increased employment and income. Loans of a few hundred dollars would be provided for short periods of time at reasonable interest. Clients who borrowed money would agree to receive training in various management skills applicable to their business. Loan repayments would go into a revolving loan fund to capitalize future work. Operators of tiny businesses were delighted. Once cleared for a loan, they would receive regular visits from The Marketj>lace November Oe<omber 2003

Program director Chuck Waterfield (right) chats with one of MEDA's early micro-enterprise clients.

who sold theor wares on city streets. Some clients made dramatic gains in a short time. Rony Felix. a shoemaker. did so well with his loans that he was able to expand his business to employ f1ve people and take on two apprentices. Another smaller-scale shoemaker was more typical. Despite having been in business for 10 years, he had invested only $106 in his operation. tools and inventory combined. The pressures of living 1n absolute poverty forced him to take home every penny he made. Sometimes he had to sell at a loss to get enough cash to feed Dick Neufeld (left). director of Mini Enterprise Services in Kingston, Jamaica. pays a visit to shop owner Eugene Frands, who used his loan to buy a freezer. his family for the day. SBDP lent him S150 for nine months. The training challenge was to get him to Jamaica plan for the future when he was accustomed to thinking about one day at a time. The loan allowed him to buy Shortly after starting in Haiti, a modest replication of the inventory in larger quantities. such as a gallon of glue SBDP was begun in Jamaica. a nearby country not as rather than a tiny jar. The economies of scale increased his brutally impoverished as Haiti. Jamaica had a more sophisprofit margin and allowed him to spend more time ticated network of services targeted for small businesses. making shoes and less time running around buying but its existing institutions did not always deliver the materials. After three months his net value had grown 15 services needed by the poorest sectors. Jamaica would help MEDA fine-tune the SBDP methodology (and ultipercent. The Initial goal to assist 100 clients in the first three mately find it unsuitable there) and define its limitations. years was met in eight months. with a repayment rate of The Jamaica version was called Mini Enterprise Servbetter than 90 percent. By the end of 1988 the Haiti ices (MES). It operated two offices in Kingston. Three program had made more than 400 loans averaging $500 consultants along with country manager Dick Neufeld and each. his wife Anna worked out of the Allman Town area. and On average, clients recorded a 27 percent increase in two other consultants worked in Rollington Town. income and a 30 percent increase in assets. One new job Due to a variety of setbacks. including the devastat1on was created for every S1,032 loaned. of Hurricane Gilbert in 1988 which wiped out much of the Increased income allowed some clients to replace a program's loan portfolio. Mini Enterprise Services never roof on their shack. For some it meant giving children two gained the foothold the SBDP did elsewhere. When it shut meals a day instead of only one. It often meant the differdown. the remaining capital was placed in a Jamaica trust ence between children going to school or staying home. fund to finance similar or related ventures. 53

The Marl:elplaco November De<..,ber 2003

Bankmg on the poor For a number of years MEOA had no active work in Jama1ca. In 2003 MEOA's micro-finance department began work1ng with the giant S<:otiabank to develop a microlending program for small entrepreneurs in the poorest areas of Kingston.

returned to do an in-depth assessment years later, former clients still praised training as a key to their business vitahty.) Some PRISMA clients had very small operations, others approached the upper end of the broad target segment which MEDA called "the poorest of the economically active." The average size of a first loan was $800, but second loans of S1,600 were possible. Third loans could go as high as $2,500. The proportional fees on a larger transaction offset the cost of administering small loans, helping to subs1d1ze those on the lower end of the scale. When the Waterfields came to Bolivia they had searched out a local institution capable of eventually taking over. in line with MEOA's goal of turning programs over to indigenous ownership when feasible. This they found in the San Luis Cooperative, which had wide experience in credit and a commitment to principles of mutual support. By the time the Waterfields left l!ohv1a 1n 1991, PRISMA had issued 1,049 loans worth a total of $912, 184 and had created more than 2,000 new jobs. Some clients managed also to make a dent in macro issues. One was tailor Demetrio Vacaflor. Before he JOined the program he made only sh1rts but wanted to branch out into jeans and overalls. Loans enabled him to invest 1n fabric and equipment for heavier stitching. That, plus the training in business fundamentals. boosted his business to where he could begin exporting to Argentina. Vacaflor exemplified what micro-enterprise development could achieve. Not only d1d he generate income and jobs, he also displaced imports. Every shirt produced locally meant money staying in Santa Cruz. Bolivians had a taste for imported goods and a sense of infenority about their own. To survive. local tailors devised bootleg imitation labels (such as "Wangler" or "Ralph Laouren "). Producers like Vacaflor, who bucked the trend by boldly displaying personalized labels, shovved that local pride was emerging.

Bolivia In 1988 MEOA asked the Waterfields to launch a similar program in Bolivia, where MEDA had been carrying out rural development for a number of years. Here the program was named PRISMA, a Spanish acronym for microenterprise assistance that also suggests the light-refracting qualities of a prism. Before long, PRISMA had 800 clients. Their stories would have a common thread: The combination of a loan and management training was just what their business needed to stabilize and grow to a higher level of productivity. The quality of the training, which covered basic business issues of pru<.lu~liun, f.lldnning, accounting and sales, set PRISMA apart from other credit programs that provided loans but no training. (MEOA. too, would eventually stop offering training 1n response to growing competition. For many micro-entrepreneurs, the pressures of running their businesses were so great that they didn't have time to attend class, especially when similar programs down the street didn't insist on it. Yet when MEDA

Nicaragua

Clara Suazo, micro-enterprise client In Nicaragua, built up her hammock business to where she could export oroducts to Europe.

The Marketplace November Oe<ombtr 2003

Nicaragua was getting few headlines in the North American press when MEOA replicated its micro-enterprise program there in 1990. The

Clients of the Mbeya Credit Facility In Tanzania.

program went by the name of CHISPA, a Spanish acronym meaning •spark." CHISPA racked up stories of micro-enterprise success that by now were becom1ng common. The program did well. Before long satetlrte offiCes were opened 1n various locations. MEDA's micro-enterpr1se work would reach its greatest level of matunty 1n N1caragua. It would spread to numerous locations and, as will be seen later. developed into a bank for the poor. MEDA was clearly on a roll with micro-enterprise.

war between the Sandinistas and the U.S.-backed contra rebels was long over. A market-oriented government had taken over from the revolutionary Daniel Ortega. and the U.S. had lrfted 1ts economiC embargo. But the convulsive SWitch from a centrally controlled to a market economy had left a messy legacy. Frequent currency devaluations in 1990 followed by super-devaluatiOn of 400 percent in the spring of 1991 left many small businesses completely decapitalized. Removal of Import restrictions by the new government opened the gates to a flood of foreign goods. Local producers, accustomed to government protection, struggled to compete. MEDA's Small Business Development Program began in Masaya, a city of 70,000 only 30 minutes from the cap1tal of Managua. Masaya was a reg10nal center for handt<rafts and compnsed some 40 percent of Nicaragua's small mdustry. An offiCe was established near the city center and the first loans were 1ssued 1n April 1991. The

Tanzania By the 1990s MEDA felt the t1me was ripe to re-entf:o Afri<a with its bread-and-butter programming. By now 11 had a dozen years' expenence running extensive mic~ continued on page 58 55

The Marketplace November December 2003

•

PoiOS I •

conrinued from page 55 lending programs. It remembered its earlier African experience and was more conscious than ever of the need to develop local capacity so a program could live on its own. It was getting a tougher skin. and was becommg more willing to say so. People needed to know that running a development program meant tough choices when to advance more money. when to be hardnosed. when to pull the plug - and that this was all part of helprng the poor.

MEDA

dl~nt

space with a clinic located right in the market area," said Allan Sauder, then director of operations. " When the crowd swelled to 1,500 our staff decided to relocate to another section of town so people could have easier access to the clinic. .. Tanzanians bubbled with enthusiasm over the program. One woman named her firstborn son "Meda" in honor of the program that had helped her in business. With an eye to the future, and eventual "graduation" to indigenous operation, MEDA formed a company called Hudurna ya Maefldeleo (Swahili for "setv~ce of development") to someday take over. Huduma's board had some blue chip Mennonite members, like a senior banking executive and a highly-placed drplomat. The new program got off to a promising ~tort. Initial targets, though ambitious. were soon met and surpassed. The five-year plan called for 13,000 loans. By the end of the first year, 5.000 loans had been made. Withrn 18 months the loan portfofro grew to S670,000, With much of the caprtal comrng from the Canadian lnternatronal Development Agency (CIDA). Ruth Dueck Mbeba, a veteran financial officer in MEDA's Winnipeg office. transferred to Tanzania. The program kept growing. Within two years a similar credrt facility was set up in the capital city, Dar es Salaam. The two programs had their ovvn regional traits. Coastal Dar es Salaam was hot. swollen and oveNVOrked. Mbeya, a much smaller oty of 400,000, was elevated and green, surrounded by some of the most fertile land in the country. Mbeya was the larger of the two programs. By the late 1990s it had 1,061 clients; Dar had about a third that number. One of MEDA's challenges was to introduce a credit

at her market stall in Mbeya, Tanunla.

M EDA began w orking with micro-credrt in Tanzama rn 1993, starting in the city of Mbeya, where 1t had spent several years developing the Mbeya Oxenization Project (MOP). From the first day of business, women lined up early in the morning to get on the waiting list for a small-business loan. "At the time we were sharing office The Markelplace November Oe<ember 2003

micro-enterprise clients and making fake loans to them. Approximately a third of the program's clients didn't exist. MEDA set to work to restore the program and repay all the lost funds ($270,000 U.S.) to the donor, the Canadian International Development Agency. What had gone wrong? MEDA blamed the following factors: too rapid growth, onsuffietent oversight compounded by distance management. inadequate information systems, and lack of adherence to the defined lending methodology. In response to the high demand for credit and apparent high repayment rates, MEDA had allowed an unprecedented growth rate without its usual level of internal control measures and reporting requirernenb. Altiluugl·o Christina Mwamwaja and her husband operate a farm supply store in Tanzagood procedures and accountability nia. Her MEDA loan enabled them to add a line of hardware, such as nuts systems were in place, they apparently and bolts. The training •taught me how to ke~~p proper financial records. • had not been followed with complete culture to a country fresh from socialism. Traditional vigilance. The combination of a corrupt director and kinship pauerns could also be a hindrance. There often distance management had created a fertile environment was considerable pressure on small business owners to use for fraud. cash flow for extended family needs rather than for Among the changes implemented were tighter business purposes. adherence to lending methodology (no checks written to cash, payments only to the cashier, complete documentaWith patience and persistent teaching, these obstacles were overcome. Thousands of small business owners used tion of clients), regular internal and external audits, a their MEDA loans to expand their businesses and increase revamped client tracking database, spot checks with clients, regular reconciliations of portfolio records with the their income and assets so that their families were better accounting system. and increased accountability of loan fed and new jobs were created. Clients praised the business training they received. officers for the performance of their portfolios. These Some cited the basic bookkeeping and money managemeasures resulted in slower but better managed growth. ment as especially helpful. Others pointed to marketing Today the program is regarded as an African success insights. Many reported that profits increased from SO to story. ·All the hard work by our various levels of staff rescued this program from disaster, completely turned it 75 percent in the first year. They also praised MEDA for its staff and effiCient around, and helped it become a credit to MEDA. • said operation. Saod Lugano Mwaijande, who owned a small Allan Sauder. "Thanks to them, we now have a reputation cosmetics shop in Dar es Salaam's Kariakoo Market. in the development commumty as an organization that flinch at obstacles but sticks with it.· doesn't " MEDA tells you right away if you qualify for a loan. It doesn't keep you waiting.· Zimbabwe Sadly, the Tanzania program became defined by an enormous fraud perpetrated by a trusted staff member. The fraud, discovered in 1996, was not a case of an errant In 1995 MEDA established a micro-enterprise venture in employee impulsively betraying the corporate trust. It was Zimbabwe. working in an area south of Bulawayo and a methodical, large-scale scheme of inventing fictitious building on connections through Brethren in Christ 59

The Marketplace November December ZOOl

ant.

churches. The initial phase called for assisting 120 cl•ents, creating 40 new JObs and sustain.ng mole than a hundred JObs in the process. MEDA formed a new agency called Phakama. which means "stand up" or " arise" .n the Ndebele language. as Jesus sa1d to the lame man. "Arise. and walk." MEDA committed itself to provide $30,000 for Phakama's first year of operatiOn and up to $25,000 for the first year's loan capital. Appl•cation was made to the U.S. Agency for InternatiOnal Development for addrllonal funds. The four-year goal was to have 3,000 actrve clients and an annual loan volume of $1.8 million. The members and board of the new organization were all from the Christian busrness community, including a banker. church elder, a lawyer, a bishop and an account-

PerformallCe has been hampered by Internal prob· lems, lack of danty over the role of the local church structure. huge devaluatiOn of Zimbabwe's currency, and contlnumg political unrest. The program is now fully operated by Phakama. With 720 loan clients and nine staff. it is still fa~rly small but has recorded a small prof1t in each of the last two years. Mozambique MEDA began work in Mozambique - then called the world's poorest nation - in the summer of 1996 . Plans were to assist 240 chents 1n the first year. The start-up phase was supported by a contract With (IDA, aug-

Client in the Xikelene Market Maputo, Mozambique. The Marke!pla<t Novomber De«mber 2003

mented two years later by a $50,000 contribution from Australia's aid agency. The Mozambique economy was beginning to take off after years of revolution and economic malaise. But with a long history of state control. business tradition was slow to emerge in some sectors. "The regulatory environment for our kind of programming is sttll brand new, and the country is still weak 1n terms of tnfrastructure, • said Allan Sauder, then head of MEDA's InternatiOnal Economic Development div1s1on. MEDA's main work was in the Xikelene Market, a sea of shacks and shops on the northern outskirts of Maputo. the capttal. More than 4,000 vendors sold everything from produce to hardware. Most of the wares were imported from South Africa. Mozambique, only recently free of its Portuguese colonizers, didn't produce much in the way of consumer goods. It was just starting to grow its own commodities. like rice, peanuts and maize. The Maputo program, called Kulane, operated very much like other micro-enterprise programs in the MEDA system. The average loan to a client was $250, though some were as low as $90. Generally, loans were made to small groups of people who helped keep each other accountable for repayment. A typical loan was for 16 weeks, With payments required weekly. Clients patd directly tnto MEDA's account and brought in depostt slips to show they had paid. By late 2003, Mozambique was one of two remaining countries where MEDA directly operated a micro-enterprise program (the other being Haiti). By now the industry had changed. Thanks to the efforts of MEDA and others. the micro-enterprise industry had burgeoned to where many agencies were offering such services, and programs needed to be much larger to function efficiently. As MEDA entered its second half-century, it was looking for a local partner to run or buy the Mozambique program.

consultant to Worlel V1s10n as 11designed and set up the program, and maintained contact as a monitor. They now wanted him to help them establish a national program of micro-lending. By European standards Romania was very poor. But its village system hadn't been destroyed by the Communists. as in Russia. so there were a lot of micro-enterprises like bakers, woodworkers and furniture manufacturers. The program. called Creditare Assistenta Pregatire Afaceri (CAPN. operated much like other miCro-enterprise programs. but offered larger loans than some of the programs in Africa and Central Amenca. Its clients included machine shops, auto parts distributors, taxi companies. convenience stores. even a dentist. CAPA got off to a quick start. In its first three years it made 57 Sloans worth $3.7 million to more than 350 businesses that provided employment to more than 2, 700 people. Today, with offices in four locations, CAPA is the leading microfinance institution in Romania, serving some 2,000 clients with a portfolio of $5 million, and the potential to double that. How we became bankers The litmus test of any MEDA program is sustainability. achieved when a program matures and •graduates• to indigenous ownership or is othervvise embedded in the local economy. In Zimbabwe, Phakama graduated to full ownership by the local company that was designed to become its eventual owner. In Bolivia, PRISMA was absorbed by the local partner. the San Luis Cooperative. In Haiti, Nicaragua and Tanzania the programs have grown into new financial services entities. Haiti - SHEC In 1991 renegade soldiers ousted populist president JeanBertrand Aristide midway through his elected term. North America and the Organization of AmeriCan States (OAS) reacted with an embargo that paralyzed the country's economy. The Canadian International Development Agency (CIDA), a prime Iunder of MEDA's work, suspended aid to Haiti. MEDA's cred1t program was shut down. Some feared the loan portfolio would vanish. It didn't. Though the MEDA office was closed and only a skeleton staff remained, clients still showed up at the door to make loan payments.

Romania In 1997 Chnstopher Shore, MEDA's Moscow-based reg1onal manager for Eastern Europe, moved to the Romanian capttal of Bucharest to extend MEDA's miCroenterpnse expertise to the country's newly-liberalized economy. He was well familiar with Romania, having lived there from 1982-85 while working for the Navigators. Shore's task was to help World Vision expand a regional credit program that he had worked on earlier. During his time with MEDA in Moscow, he had served as a 61

Tl>e Marketpl~ November December 2003

permanent part of the landscape.

They were asked, "Why would you want to repay when you don't have to?" They answered, "So the servite tan tontinue. • More than two-thirds of the clients came back on their own. The people wanted the institution to survive. The turmoil of the embargo showed how vulnerable the credit facility was to international funding. It became clear that an indigenous institution might circumvent such obstacles. And if it were organized as an actual credit union it could add savings and deposit services for the poor. SHEC (Societe Haitienne d'Epargne et de Credit) was thus launched as a bona fide credit union in 1994. It

Nicaragua- CHISPA Through SHEC. MEDA had dipped a toe into the realm of banking. Six years later MEDA went a step further by growing its CHISPA program into a microfinance bank in Nicaragua. On July 1, 2000, following months of intense negotia· tion, the CONFIA bank was created, approved by Nicaragua's Superintendent of Financial Institutions. It was to be owned by a tonsortium of local and international investors, including MEDA's Sarona Global Investment Fund. Chair of the board was Octavio Cortes. MEDA's tountry manager in Nicaragua. While MEDA relinquished some control in the transaction, it was felt that the new institution would tarry MEDA's development philosophy to new heights. "By growing into an actual bank, subject to the same public rigor and scrutiny that other lending agencies face. we were entrenching our commitment into the normal economy of Nicaragua," said Gerhard Pries, MEDA's thief financial offiCer and manager of the Sarona Fund. CONFIA planned to offer all the micro-enterprise features formerly offered by CHISPA, plus a range of new services like deposits, home mortgages and international wire transfers. Unfortunately, CONFIA had been born into a climate of countrywide turbulence. Soon after it started, Nicara· gua's Superintendent of Financial Institutions dosed down five of the 12 major banks due to poor management, bad loans and a tough agricultural economy. Shaken depositors withdrew a lot of money from banks and moved it out of the country. This, together with low agricultural commodity prices, left the whole country in a tight liquidity position.

purchased MEDA's credit assets for $200,000 on a pay-as· you-go basis. Former staffer Jean-Marie Innocent became the director. MEDA stepped into the background as an

advisor. Wrthin a year SHEC's equity had tripled. Membership soared to 4,000; savings grew to S795,000. SHEC became the largest credit union in Haiti, much to the chagrin of banks who saw the upstart institution absorbing savings they felt should be theirs. By 1998 SHEC had made a phenomenal jump from the original S200,000 to S4 million in assets, S3 million of which was savings and deposits by members. It had achieved a scale and level of sustainability to make it a The Masketpla« Novomber I>Komber 2003

CONFIA weathered the storm thanks to its excellent management and investor support. Its international backing (from Sarona and two investment funds based in Costa Rica and Germany) strengthened public perception

developments in the small business sector demanded an enormous increase in scale. Clients began to need a wider range of services, like savings accounts, wire transfers and multi-service branches. The opportunity arose to embed thP program in the country's new National Microfinance Bank. Such a repositiOning seemed the best way to keep meeting the needs of Tanzania's micro-entrepreneurs and to expand the impact of a program in which MEDA had invested much. The rise of the National Microfinance Bank, which became the new home of MEDA's venture, represented a gigantic shift of attitude at the government level. It came 1nto being in 2000 when a major financial institution

of its stability.

In time. MEDA's foray into regulated banking brought it to a fork in the road. The time came to either get big or get out. Even with new partners. scope became an issue. MEDA did not have the financial or human resources to develop a family of banks in different countries, which it felt was necessary to serve effectively. Some in MEDA's leadership were eager to try, but it was finally concluded that MEDA was not ready to take such a big step. In November 2002 MEDA sold its CONFIA interest to a consortium partner, a German company with a reputation for efficient bank operation in Latin America. Africa and Eastern Europe. • Up until now we have been involved in starting microfinance institutions and in helping such institutions improve their servICes,· said Pries. "Generally when we've started one we've spun it off when it reached sustainability and then let somebody else run it. This has happened with SHEC in Haiti and PRISMA in Bolivia. CONFIA is as far as we've ever taken a microfinance institution ourselves and there was an option for us to take it over completely. But after examining all factors we decided that we had taken this one as far as we could and that we should hand it over to someone else who has the financial and management capacity to run it very well so they could continue to provide the best financial services to the poor."

restructured and split off a division devoted to m1crofinance. It grew swiftly, and soon had more than a hundred branches across the country. When MEDA began its microfinance program. the needs of small clients weren't even a blip on the radar screens of the banking industry. But interest was piqued by the performance of programs like MEDA's and other agencies like World Vision and Opportunity International. · Before. banks weren't interested in this sector," said Neil Janzen. "I think the industry has caught on that the poor are in fact bankable. Banks have realized that they can provide the people with loans, get repaid, and actually make money with it." MEDA's decision to transfer its program to the NMB

Tanzania - Huduma By the time the Tanzania microfinance venture had survived the devastation of fraud and had blossomed into a success. the economic climate had changed. New 63

The Marketplace November December 2003

: - - - ,r

was not a capitulation in the face of competit1on. said Janzen, but rather an opportunity to gain scale and synergy and improve the long-term prospects for the small bustness sector. Other presstng factors weighed in as well. (1) Donor dollars for revolvtng loan funds were drying up. Agencies (like CIDA) increasingly wanted to put the~r money into national indigenous orgamzations, and despite MEDA's growth, •we weren't quite that. • Janzen said (2) "To prov1de a lull range of services to dients we needed to provide savings opportunities, and we couldn't do that. We weren't allowed to take deposits. In order to do so we would have to become large and become regulated. and the National Microf1nance Bank was already that. There wouldn't be any reason for the government to formalize another bank.· MEDA and Huduma began transferring thelf operat1ons to the NMB in July of 2002, with f1nal details wrapped up by the end of the year. The transfer was expected to benefit cl1ents by offenng cheaper loans at lower interest rates, more flexibility 1n repayment locations; tnterest on saYings accounts; and access to NMB banking services, 1nclud1ng secure saVIngs products, a national network of 107 branches. and a na· uonal bank transfer network. The latter was espeCially 1mportant, as th1s was how people sent money to thelf relatives 1n the hinterlands. Ed Epp, then director of operations, said, "I believe that th1s program will go down in MEDA history as one of our toughest, yet most satisfactory, efforts. Historical perspective will only make our f1nal results there look better and speak well to the culture of MEDA that does not quit but perseveres on behalf of the poor.· lnvestmg with CARE

For many micro-entrepreneurs, affordable crt>dit makes it possible to spend more time at worlf rather than running around for materials.

the global microfmance sector. "The management costs of runn~ng a small fund are extremely high,· said Gerhard Pnes "So what we've done here is entered into a strategiC all.ance With a partner to g1ve us a scale much beyond what we could do on our

MEDA's Involvement in providing h1gh-level fmanetal servKes to lhe mJCrofinance mdustry reached new, more sophiStiCated he•ghts. In 2003 MEDA formed an Investment all1ance w1th CARE. one of North Amenca's largest international development agendes, to further expand the microcredit reach. The two organizations, along w1th the Seed Capital Development Fund, formed MicroVest. a new fund to access millions of dollars for investment in lhe M•rl<etplace November December 2003

own.·· In the world of non-prof1t organizations. he said, "everybody likes to do it on thelf own, but 1t's •mponant 64

to not just build our own empire. We think that partnerships, joint ventures and strategic alliances enable us to do much more to achieve our objective of serving the poor. Together we want to introduce a lot of new investors to the potential of microfinance." According to industry estimates. only five percent of the microfinance market was being reached by 2003. Studies showed that small business provided 60 to 75 percent of the employment in developing econom1es.

more recently, Peru. It had not divested itself of a small program in Mozambique. Popular lore attributes the rise of micro-enterprise development to Mohammed Yunus and the Grameen Bank he established in Bangladesh in 1g76. The actual concept, however, predates Yunus. While MEDA is sometimes thought of as applying and extending the Yunus idea, MEDA was more of a p10neer than is often recognized. Yunus may have populanzed the concept and deserves credit for giving it global V1S1b1l1ty, but MEDA was working in credit before the Grameen Bank came into being. MEDA has been active on the larger world stage. Ken Graber, as a representative of MEDA, was one of the founders in the early 1gaos of SEEP (Small Enterprise Education and Promotion), the North American microfinance network that trains and mentors agencies around the world. " I got involved when micro-enterprise was young; we had maybe six or eight members at the tiu1e, • !>dY:. Graber. Today SEEP has 54 organizational members in the U.S. and Canada. Other MEDA staff have been involved over the years. Current MEDA president Allan Sauder served for a time on the SEEP board. The Micro Credit Summit, a triennial global microenterprise assembly, lists some 1,200 programs in its directory. MEDA staff presented a number of technical workshops at the most recent Summit. Graber notes that the small business loan concept goes way back to the 1g60s, though practitioners weren't using what today is known as "sound practices." In the 1g7os MEDA's credit efforts were still mostly rural and agriculturally oriented, which by some definitions wasn't strictly speaking micro-enterprise. But even back then, before the concept had been honed, MEDA was looking at cred1t as more than simply giving out loans. There was an early emphasis on institution-building and other features that would become krtOWn as sound practices. One such feature was to charge market rates of interest, rather than providing subsidized interest (on the old chanty model). "We now use language l1ke susta1nability, which is all part of the same flow," says Graber. "It's all part of what we call sound practices." And, he notes, MEDA was doing it well before it came into vogue internationally. +

By the end of MEDA's first 50 years. its micro-enterprise work was reaching ever-higher levels. It was deeply involved in supporting micro-enterprise at the financial institution level. and through a variety of consulting activities. Its direct delivery involvement had changed. It still worked with rural credit in Haiti, Nicaragua and,

MEDA's Halt/ mlcrofinance program grew Into a credit union known as SHEC. It achieved a scale and level of sustalnablllty to make it a permanent part of the landscape.

The Marketplace November December 2003

A boost for perestroika ..,

It was a high-risk venture, but the new openness in the Soviet Union was hard to resist. Could Mennonites return and make a difference in a country that had treated their forebears so brutally?

s the 1980s drew to a dose, Western· ers were dismayed by the seism1c geopolitical shifts in their former nemesis, the Soviet Union Mennonites, many of whom st1ll had emotional and fam11ial linkages, listened in awe to new words bke glasnost and perestroika Some, hke Arthur OeFehr. a furniture manufac· turer 10 Wmmpeg. pushed immediately for westefn involvement. He explored wrth senior Soviet offiCials a VISIOn for what he called •emotional investment" - investment for reasons other than only per· sonal prof1t. He tested the idea with Neil Janzen. president of MEDA, and Harry Giesbrecht, a builder who had recently landed a multi-million dollar contract to complete a 300-room hotel in leningrad. In the summer of 1989 Defehr. Janzen and other MEDA members took a journey of exploo ration, not unhke the "flymg miSSIOns• that spawned the establishment of MEDA 1n the early 1950s. They found great openness to the idea of a bus,ness-falth connection. Said one Russian church leader. ·we have been told for 70 years that bus1ness is eVIl Now we are permitted to go 1nto business. Show us how to do this w1thout losing our souls." An emerging response began to take shape. The goals would be: to help the church in the U.S.S.R.. especially tn regards to a bus1nesslfa1th connect1on; The Markelplace November D<!«mber 2003

•

~--

to model new opportuni· ties by developing actual businesses; to support perestroika (restructuring) by demonstrating the viability of market-based relationships; and to facilitate positive EasV West relationships.

MEDA chose to

WOrk with Logos, a West

Winnipeg businessman Arthur DeFehr was the key promoter of "emotional investment,H in the former

Soviet Union. Here, gesturing to a portrait of Karl Marx behind him, he speaks to the 1990 business· faith conference he helped organize. Translating for him at right was Johannes Dyck, a former Soviet citizen employed part-time by MEDA.

On his early trips to Russia MEDA president Nell Janzen, sporting the garb of the moment and holding one of the new Russian

Christian newspapers, sensed great openness to a businessfaith connection.

Before the stem images of Marx and Lenin, MEDA vice-president John Rudy (left) ad· dresses MEDA's business-faith conference in Kiev, probably the only such conference ever held in the former Soviet Union.

German mission, and contracted the services of one of its staff members, Johannes Dyck, to produce educational materials on the role of Christians in business. Articles from The Marketplace were translated and reprinted in Russian religious periodicals. MEDA obtained perm1ssion to translate and publish a Russian version of the Myron Rush book, Management: A Biblical Approach. Dyck and Logos helped organize a faith/ business conference to inaugurate MEDA's new thrust Held March 2-4, 1990 in Kiev, it drew some 165 Christians who were involved in "cooperatives." the Soviet term for private businesses. Only a few years earlier such an event would not have been possible, said one organizer. "It was impossible to get together even last year. We could have been prosecuted." It was estimated that of the 50,000 cooperatives that had flowered since perestroika removed the ban on private business, 700 were operated by believers. Those who attended the Kiev conference came from 40 different cities in seven of

The Marketplace November D«:ember 2003

the country's t 5 republics. They represented some 60 cooperatives, many involved in producing building materials. Most of those present were Baptists, with some Pentecostals and only a handful of Mennonites. Many Mennonites, to whom MEDA's efforts initially had been targeted, were at home "sitt1ng on their suitcases· (waiting to emigrate). With their ethnic German background, they found it easier than most Soviet citizens to leave, and huge numbers were doing so. The initial purpose of the conference was to talk about Christian business ethics, which had surfaced as an urgent concern among would-be Christian entrepreneurs. But by now the entrepreneurs seemed more interested in developing financial and technological links. Said one visitor, " If you could identify one thing from the conference, it was a craving for connections with the West."

reforms sweeping the U.S.S.R.

In the meantime. MEDA, while providing ongo1ng support to ACB. took steps to formalize what appeared to be growing international support beyond the Mennonite constituency. By fall of 1990 it had formed a new Western-based business agency to help North Americans connect with Christian entrepreneurs in the Soviet Union. Called the Soviet Union Network (SUN), the new agency aimed to provide a mechanism for Christian businesspeople in Canada and the United States to assist their counterparts in the U.S.S.R. with joint commercial ventures. technology transfer and encouragement in business ethics. "There is a need to provide models of entrepreneurship and, more specifically, entrepreneurship which has a strong ethical core,· said Neil Janzen. • MEDA is uniquely positioned to assist the emerg1ng private sector of Christian entrepreneurs in the Soviet Union." Arthur DeFehr, who had been the main push behind increased East-West business contacts, said SUN had a role in the larger program of Soviet reforms. " If the economy doesn't beg1n to deliver, the reforms of Gorbachev will fail," he said. SUN hired Christopher Shore, a young marketing consultant and MBA graduate with family roots in Russia and previous experience in Eastern Europe. He set to work facilitating a range of East-West contacts. and became adept at discerning appropriate connections. For several years MEOA oHe,-.d entry level and skills upgrading seminars to help In 1992 MEDA tested the business sectors like hospitality and financial services. Here, Ray M cEwan of Bres/au, waters by offering training Ont, participates in an auto skills seminar in Moscow. courses with the ACB on various Nonetheless. some Soviet voices called for more aspects of small business creation and management. The response was staggering. Russians (and Ukrainians and attention to faith issues. One pastor observed privately that it hadn't taken long for some of the new cooperaLatvians, as they became with the demise of the Sov1et tives to succumb to unethical temptations, like making Union) wanted to learn how to start and run their own under-the-table payments. businesses. In the end, the main tangible outcome was agreement It gradually became clear that other Western Christian to work together in a formal structure. which took place groups were not as interested in a long-term involvement as had been previously thought. Nor was there as great a at a second conference less than three months later in Moscow. What grew out of it was the Association of need to forge linkages as had been envisioned. Those who Christians in Business (ACB), which set itself an ambitious wanted East-West connections managed to make them goal of relating commerce and morality while stimulating on their own. Those with lasting interest tended to be business development in the midst of the economic Mennonites who were already related through the MEDA The Malke!j>lace November De<ember 2003

connection. The SUN mechanism was eventually dismantled and MEDA pressed on alone. In 1993 MEOA Russia was awarded its "We have been first grant from the Canadian International Development Agency told for 70 years (CIDA) to further develop nationallythat business is promoted training courses. Shore moved to evil. Now we are Moscow with his family. The resulttng twopermitted to go Iter training program provided a significant into business. opportunity for direct involvement by MEDA Show us members. Entry Level Programs, aimed at aspiring do this without and fledgling entrepreneurs. sought to meet losing our souls." some practical realities of starting and managing a new business in Russia. They ran for rhrPP days and targeted those who were most ap to be the new entrepreneurs of Russia - those under 40, urban, and better educated. Skills Upgrading Seminars. where MEDA members played a crucial role of being the Western practitioners and instructors, aimed to upgrade the business and vocational skills of businesspeople in specific industries. Over the next few years seminars were offered in numerous areas - from the hospttality and travel to the automotive, credit and retail industries. MEDA members from across North America came out to offer hands-on training. receiving in the process an invaluable crosscultural and geopolitical exposure. The ACB'S director. Alexander Zaichenko, said the practical approach was exactly what Russia needed. ·we don't need vague lectures on a system we do not yet have." he said. "We need help at the grassroots level."

ho~to

Visible ground-floor progress continued to provide a sense of purpose as MEDA and ACB staff battled disillusionment at the macro level. By 1997 there still was no functioning law on bankruptcy and personal ownership of land was not yet a right. "We are in a netherworld between the old system and the new," said Shore. Corruption had increased massively. ·As the old order crumbles, ind'IVtduals are desperately grabbing whatever they can get. • he said. " Fraudulent transfers of assets by

state companies to private shell companies are common. Billions of dollars are betng taken out of Russia illegally.· Nonetheless, there was reason for hope. "The real change is being authored and pushed by the grassroots,· Shore said. " More and more people are getting out to hustle, learn and take the opportunity to meet real needs. Looking at this in terms of where MEDA hopes to make a dtfference - entry level programs and programs for practitioners- I can only conclude that all our upfront design time has been well spent. In terms of helping the Russian people very practically. we are extremely well positioned.· The ACB's inroads into the realm of personal spiritual formation were encouragtng. Many Russians were no strangers to Christianity but after so many years of betng forced underground it was a novel concept to unabashedly bring faith into the public arena. Zaichenko. an

MEDA's business incubator occupied 18,000 square fHt In this former •secret factoryw where strategic defense components had been produced. r::::======:=~

economist who had studied Max Weber's theories on the relat100ship of Protestantism and commerce, believed there would be no lasttng public transformation without robust personal spirituality. He worked feverishly to promote local "clubs" where Russians could band together to talk about their faith and. in the process. combat the grab-and-run mentality that was sapping moral energy from the new Russia. He made no bones about the clubs' dual purpose: promote moral transformation in business. and win converts for Jesus Christ. Eventually there would be more than a dozen of Zaichenko's clubs, most in Moscow, some in outlying cities.

In 1994 MEDA sought funding for more servtces to small business. The Canadtan government, 69

The Marketplace November Oe<ember 2003

which saw this sector as vital to Russia's long-range stability, awarded MEDA a S3.8 million grant to develop a business incubator, training and credit program in the Moscow suburb of Zelenograd. Russia became a place that. unlike any other, brought to bear both sides of MEDA's mission. Few other fields of work had provided an opportunity to apply the "seamless garment" of MEDA's integrating mission of faith, business and development. While Zaichenko and the ACB were working explicitly at spiritual formation and ethics, MEDA's development and m1cro-enterprise expertise was being put to work in a manner that was more consciously theological than most of MEDA's programs. Shore saw the micro-enterprise venture in terms of the biblical Year of Jubilee as outlined in Leviticus 25 and

was littered with huge state organizations. their enormous physical assets had never been broken up. W1th many plants idle there was abundant raw space. but not in the configurations or terms suitable for small business. Sozidaniye obtained a piece of factory space in Zelenograd, about 25 miles out of Moscow. This suburb city of 250.000 people had been a Soviet Silicon Valley with plenty of high-tech industries. The building chosen by Sozidaniye was a former "secret factory" where strategic defense components had been produced. Sozidaniye subdivided the 18.000 square-foot facility into offices and production space for start-up businesses. It offered centralized services like fax, photocopying and e-mail, though the tenants seemed most excited about having a reliable landlord who would stick to a contract and not raise the rent at whim. The first tenant was Mikhail Serebryani, a fledgling Russian baker who had just invested in a new oven but needed help selling his bread. His company, Galer Bakery. was barred from regular walk-in stores which were dominated by state-owned factories. He needed a new way to get bread to the diStribution points while it was still hot. Serebryani requested a loan of $20,000 to buy used delivery vehicles and mobile kiosks. Sozidaniye went him one better. Instead of helping him buy used equipment, which was heavily penalized by Russian tax law, Soztdaniye set up a sale-leaseback arrangement. As a result Galer was able to purchase two delivery vehicles instead of one, four mobile trailer/ Sozidaniye's first tenant, fledgling baker Mikhail Serebryani, whose business kiosks instead of two. and grain for the soared with MEDA's help. winter. Deuteronomy 15. "These are people who had control over Within a short time Galer's payroll doubled as 20 new their economic lives removed from them.· he said. "In a employees were added. By 1997 the bakery was working very real way we're seeking to 'return the land' to the around the clock to produce 17 different bread products. Staff had soared to 90. people and to help them regain control of their lives economically. And we're trying to do it in a way that Serebryani liked the incubator's friendly atmosphere. reflects the reality of the gospel in our lives." "And it's helpful to have access to other services in the MEDA's vehicle for this micro-enterprise Jubilee was a building, like accounting and building companies." he new entity called Sozidaniye (Russian for "creation"), the said. first foreign-established foundation in the former Soviet Not all new firms took off like Galer. but the bakery Union. It became a natural follow-up to the training illustrated the enormous potential for small business in seminars MEDA had offered with the ACB. Shore saw that Russia. Any small business was eligible for the incubator as training and know-how were no longer the issues most constraining growth and development. Needed now was long as it was locally owned. benefited the local economy, something more basic -a place to work. Although Russia and was not involved in unethical enterprises. Most of the

t::::::::===============

The Mar1cetplace November Oe<ember 2003

time it was full. with 17 clients and a waiting list. Clients also benefited from the basic business training offered by Sozidaniye. Many needed help to learn how to develop a business plan. Tenants could stay in the incubator as long as "We don't need they liked, but they got vague lectures on only 2,000 square feet. Once they reached that stage they had to either a system we do stop growing or move. Most chose to move. not yet have," he About half of the incubator tenants were said. "We need also clients of Sozidaniye's credit help at the program, which had an additional 35 credit grassroots level." clients off-site. The typical Sozidaniye client required a loan of about $9,000, usually for working capital. While credit was available through Russian banks. collatPral rP(]tJirements were high and terms were short. Larisa Pushkina. a producer of mayonnaise, said the bank would lend her money for only three months, renewable to six. That wasn't long enough. Doing retail business meant doing business with the mafia. Start a new business, and soon someone would

come around to offer "protection,· or a "roof " in Russian slang. It was an offer that was hard to refuse. Prospective Sozidaniye clients were routinely asked, before they got credit. about their relationships "on the street." Payoffs weren't encouraged, but they were an embedded fact of life. "If clients haven't factored in their monthly protection payment. say $500, then we know their figures are too optimistic, " said one Sozidaniye staffer. As in the West. small business was a tremendous engine of job creation. Clients associated with Sozidaniye saw their total employees grow from 330 to 460 in the first year. "For a long time only the Christian organizations emphasized working with the small business sector," said Shore at the time. "We were lone voices in the wilderness calling for people to work in this area. Governments weren't interested. The World Bank wasn't interested. We were the only ones saying this is important to do. Now others are joining, but the MEDA program continues to be a model for Russia and for small business."

In 1997 Sozidaniye received a formal request from the City of Moscow to help establish another muchlarger incubator adjacent to the original site. " This shows that at least one of the things MEDA has set out to do here in Russia has been accomplished," said Shore. "We have developed a model of small business support. and

t::========::::J

Pavel Lomonossov, who produced custom draperies, appreciated the convenient space and reasonable rent. Added Larisa Pushkina, who employed nine people in the manufacture of mayonnaise, "It's a safe place." 71

1he Marketplace November De-cember 2003

people have seen that it works." Eventually, however. the rising tide of corruption became too much for MEDA. Shore ran afoul of the new " tax police.· a freebooting agency that emerged out of the ambiguous soil of the new market economy. Unable or unwilling to grasp that MEDA's Russian operation made no profit, the tax police gave notice that they intended to levy crippling fines and taxes on the capital injections that

funded Sozidaniye. Shore encountered no end of grief and at points felt personally threatened. As tensions rose. he took to carrying his passport and an open airline ticket with h1m at all times. His wife. Susan, went nowhere without a passport for herself and the1r two young children. In 1997 Shore left Russia and moved to Romania to work in an emerging MEDA/World Vision micro-enterprise partnership.

MEDA's direct involvement in Sozidaniye drew to a close the next year. Today, Sozidaniye exists as an indigenous agency operated by local authorities who are charged with •spreading the word" about the importance of the small business sector. MEDA no longer has a financial stake. but until 2000 occupied a seat on 1ts board of directors. By then there were an estimated 890,000 small businesses in the Russian federation. employing some six million workers with another eight million employed in the informal sector. Despite difficulties along the way, which MEDA has come to expect when 11 takes the risk of working in areas of desperate economic need and instability; an important legacy had been left in the aggressive promotional work of two indigenous agenoes MEDA helped create. MEDA had made an impact in entrenching the philosophy of small business development in the Russian system. The ACB, meanwhile, continued to operate in everexpanding circles. The focus of its clubs broadened to family evangelism. MEDA's financial support gradually phased out. as planned, and new agencies became part of the funding base.

On a spring day in 2002. two former MEDA staffers on opposite corners of North Arnerica were startled by a nevvs report from the Moscow Times, sent to them by former colleague Nell Lessman. Christopher Shore in Los Angeles. and Ron Braun in Waterloo. Ont.. both recognized a Russian name in an article bearing a Moscow dateline. It was the name of a civic official with whom they'd had unpleasant dealings. Both Braun and Shore had sat in the man's office as he pressured them without success to turn Sozidaniye and all its assets over to him. Shore believes he then sicced the tax police. who finally hounded MEDA out of Russia. The news account was enough to make the blood run cold. The man had been assassinated, gunned dovvn in broad daylight in front of his apartment building, apparently by people who were not willing to turn the other

Chriltopher Shore, shown here before one of many Lenin statues that eventually came down in the post-Communist era, .saw MEDA'l micro-enterprile work in the former Soviet Union in tenns of biblical Jubilee. "We're seeking to 'retum the land' to the people and to help them regain control of their lives economically. And we're trying to do It In a way that reflects the reality of the gospel in our lives. H The Markeqlloce November Oe<ember 2003

cheek and walk away. t 72

Alphabet soup and the llnew'' MEDA Mergers augment a Christian witness in business

Society (1964). Shortly thereafter he brought these interests with him to Goshen College and Associated Mennonite Biblical Seminaries. In 1967 he gained the support of local businesspeople to launch a program called Supervised Experience in Industry to "help seminary students become aware of the nature and problems of industrial society." Students were assigned to a number of industries in the Elkhart area and were guided in a course with the same name to integrate what Redekop they were experiencing "on the ramatic social, political and cultural changes floor" with their theological and sociological studies. swept North America in the 1960s and into the It w as felt that Mennonite business and industurbulent 1970s. The civil rights movement of try leaders would also benefit from this type of discussion. the 60s contributed to the unrest but it was In 1968 Redekop suggested to AMBS dean Ross Bender especially exacerbated by the Vietnam war because of the suspicion that the business-industrial world especially in and Goshen College president Paul Mininger that leading Mennonite industrialists be called together to explore the the United States had a self-interest in the move to fight idea of a Mennonite institute for church and industry. Key communism half-way around the globe. The Mennonite businesspeople supported the plan, maintaining that "the world was not untouched. There were marches and sit-ins at Mennonite institutions. Among the concerns students growing rift between the colleges and businesspeople raised was an assumed alignment of many Mennonite needs to be healed." businesses, corporations and even educational institutions • Redekop was asked to write a document that became a with the "establishment," and a sense that corporate selfinterest was increasing profits at the expense of social working plan for a "Church, concerns and obligations. Business and Industry Calvin Redekop had a deep-rooted interest in bringing Association." church, industry and business together. As a young scholar Businesspeople from across at Earlham College in Richmond, Ind., he developed a further discussion. and in Community Service Internship program to introduce seminary students to the world of work and business and 1g59 the Church, Industry to integrate that life into the seminary curriculum. He also and Business Association (CIBA) was launched in directed conferences such as The Church in an Industrial No one has done more to bring the Mennonite church and business communities closer together than Calvin Redekop, sociologist and writer in Harrisonburg, Virginia. He pioneered work in this field back in the early 1960s, and later was pivotal in the formation of CIBA and its subsequent mergers into MIBA and MEDA. Redekop has also been the premier chronicler of the MEDA story, having founded the initial CIBA Newsletter and later The Marketplace, which he edited until 1985. At MEDA's request, he recently wrote an extensive document analyzing the streams flowmg mto the CIBAIMIBAIMEDA merger. Titled "The CIBA-MIBAbirths, mergers and the emergence of the 'new' MEDA, ·it will be published in its entirety in a forthcoming book on MEDA's history. The following is adapted from Redekop's paper.

•• =•"Y -· '"""' '" ~

There were rumors that

Chicago with 90 Christian businessmen present. The purpose was to help people in business to express their Christian witness and ethical concern and help others see the potential for Christian witness in industry and busi· ness. Also attending were professors from business and other departments from Bethel, Bluffton, Fresno Pacific and Goshen colleges. When news of the proposed constitutional meeting became known, there were rumors that the organiza·

IV\1;-;: ~

Mennonite Industry & Business Associates

SERVES THE CHURCH INFORMATION I. ARE YOU A CHRISTIAN BUSINESS OR PROFESSIONAl PERSON ? 2. DO YOU HAVE A RECENT DIRECTOR'/ ? 3. ARE YOU liSTED IN YOUR VOCATION ? 4. ARE YOU A SUPPORTING MEMBER ?

DIRECTORIES FOR SALE t, FREE LITERATURE! tional meeting was going to be obstructed by a sit-in of Goshen and Bluffton College students. A group of around 20 students did indeed show up, attended sessions. challenged statements during the meetings and protested in the hallways, but there was no serious confrontation. In fact, many of the students met in small groups with businesspeople who invited them for lunch, and who surprised the students by their willingness to listen to student concerns about "selling out" to the establishment and business bottom-line culture. The first members of the board of directors were: Frank Ulrich, president; Carl Kreider, vice- president; Ted E. Claassen. secretary-treasurer; Ross Bender; A.A. DeFehr; Peter Enns; Robert Gotwals; Ivan M. Martin; Stanley Pankratz; Erie J. Sauder; Lewis Strite; and Allen Yoder, Jr. CIBA, with its office at Goshen College, began to conduct regional seminars and meetings. In 1970 it began to publish a quarterly CIBA Newsletter edited by executive director Calvin Redekop. The Marketplace November December 2003

CIBA had not

been in operation long students planned before a group in the eastern U.S. began to obstruct the planning another business organization . CIBA meeting. Its impetus came from the laurelville Church Some showed up, Center, Mt. Pleasant, Pa., which had been attended sessions, conducting various weekend conferences, including seminars for challenged farmers and businesspeople, under statements and the aggressive and visionary director. protested in the Arnold Cressman. In the fall of 1971 Cressman. hallways, but evidently not totally satisfied with the CIBA program, approached there was no John Bontrager, chair of l aurelville, about setting serious up yet another organization for confrontation. businesspeople. In early 1972 Cressman reported that "MBA are the initials suggested for the new organization to be launched by l aurelville. It stands for Mennonite Business Associates." Soon there was a budget, proposed letterhead. by-laws and a general plan of action. MBA's goals included "exchange of opinions of ethics; cross-fertilization of ideas; all disciplines would be involved (law, medicine), anyone who has employees under them." It claimed it would not be offering the same services as CIBA. It would be lodged at Laurelville and would utilize Laurelville personnel. Why did some feel it necessary to start a new group? For one thing, some felt CIBA was dominated by large businesses. to the exclusion of Mom & Pop business owners. For another, some saw CIBA's close ties with the colleges as a drawback. In 1972 Cressman wrote to Bontrager: "CIBA. whether it likes it or not. has a big-business image. It will be difficult for them to unwind that. both because of the way CIBA started and because of who is running CIBA now. CIBA is closely related to the church establishment. 74

Mennonite Business and Professional People's Directory 1978

(

competition. It is my concern that the Mennonite brotherhood ha5 enough forces that are tend1ng to fracture and fragment it; we need to WOlle toward unity and common cause.• Planmng for the launching of MBA proceeded. A Constitutional Convention was held in summer, 197 3 at Laurelville Church Center and a constitution was prepared to be adopted. MBA aimed for a much broader membershop than CIBA, rang1ng from 1nvestors and developers to artosts, nurses, teachers, physoc1ans and camp directors. Its first convention was held at Laurelville Oct. 18-20, 1974. CIBA, meanwhile, con tinued and expanded its own operations. Numerous seminars were conducted in many of the Mennonite communities with larger populations. but especially in conjunction woth Mennonite colleges and at least one semonar was co-sponsored by each college. several conduct1ng as many as three. Annual meetongs were conducted in larger population centers to allow easier travel by train and plane. The second and third annual meetings were held in Chicago at the Conrad

By 1978 the business directory started by MBA reached its third edition, listing 7,5()() Mennonites in business and the professions.

Holtun Hotel.

As was noted above. during the years of independent and somewhat parallel operations, it became clear that both organizations were basically concerned with the same vision and objectives though the ideas of the nature

They started by going to the Sem1nary and the College. In fact the Seminary and College helped them to write their original purposes. This makes CIBA an 'establishment' orgamzallon from the begonmng and no amount of restatement of purposes, of f1nd1ng a new address, or gettong a separate charter will change th1s .... " Perhaps it is O.K. for CIBA to have an establishment-image. I'm only sayong that this further demonstrates the need oi a grass-roots organization somewhere else • MBA's general obJective was to "provide Christian fellowship, stimulate Christ1an witness in the~r respective bus1nesses. encourage Christian ethiCS 1n their bus1ness, and to compile and publish a Directory of Mennonite Business and Professional People. •

The CIBA board and staff were puzzled. Redekop wrote to J.J. Hostetler, executive director of MBA, seeking clarity. He wondered about • dupllcatoon and poss1bly

Longtime MEDA member Roy Snyder addresses the 1979 convention in Lincoln, Neb. At right, MEDA chair Milo Shantz. At left, treasurer Dale Weaver. 75

The Mallcelplace No vembe< December 2003

"From a business of the membership differed somewhat.

MEDA (the original MEDA) was deeply interested in CIBA and the newer MBA, Stnce many of the members of both also were supporters of MEDA, and there was concern of overlapping and competition for membership and support. MEDA didn't wait long to suggest the three organizations work together. In late 1974 MEDA invited CIBA and MBA officers to have their respective boards meet at the Pittsburgh Auport on Dec. 4 and then meet with MEDA. A total of 3B board members attended, including several interested church leaders. MEDA chair Milo Shantz said "the purpose of the meeting was to help each of us get better acquainted with each other as Christian businessmen and learn what we want to do through the organizations we represent.· The following minutes from MBA reports are instructive: "The purpose of the meeting has been stated to provide the opportunity for a brainstorming rap session where representatives from the three organizations could explore ways we can work together to help each of us meet our objectives. Do we want to work together or can more be accomplished if we work independently? Several board members again reported that there were questions in various areas The Marl<etplace November Decembe

point of view it

of the church concerning the need for three organimakes a great zations of Mennonite business people.· deal more sense A few weeks later MEDA made another tO merge than tO overture, inviting CIBA and MBA representatives to meet with MEDA operate offteials at the Toronto airport to explore cooperseparately." ating in MEDA's 1975 annual meeting. No (Editorial. MIBA concrete actions were made, but the minutes Newsletter) state, "This meeting was helpfultn clarifying our relationships and possibilities for cooperative efforts. Further contact will be made from time to time as opportunity affords itself."

The momentum was increasing. The CIBA board of dtrectors invited MEOA to hold tts annual meeting for 1975 in conjunction with CIBA at the Broadview Hotel. in Wichita, which was accepted. The CIBA board also invited MBA representatives to discuss future cooperatton. As a result. CIBA and MBA agreed to cooperate in the publication of the CIBA Newsletter and the MBA business directory. Because the mood for merging of these two organizations was growing, a committee was appointed to prepare a proposal to merge the two organizations into a new organizatiOn that would be called Mennontte Industry and Business Assoctates (MIBA). Thts proposal was formally adopted at a meeting of both boards on Feb. 13-14, 1976, in Sarasota, Fla. The new MIBA board, composed of equal board members from CIBA and MBA, consisted of H. Ralph Hernley, president. Art DeFehr, vice-president, leroy Graber, Davtd leatherman. Charles H. Hoeflich, John Bontrager, Ura S. Gingerich, Dennis K. langhofer. Joseph N. Weaver, Howard S Cressman. Richard Schtedel. MauriCe l Stahly, and Rudolph Dyck. The purpose, unanimously adopted, was "to aid and

Merger was planne<;~ for. the 1979 con~ention. but not evel)'one was ready. Shown here, MEOA executive drrector Lloyd Fisher (left) and MIBA chalf Ralph Hernley.

was sttll functioning closely, but separately. Most of the charter members of CIBA had been MEDA members and later became MIBA supporters. Ever since the formation of CIBA in 1969 MEOA officers had encouraged cooperation. Already in 1975 CIBA and MEOA held a joint annual meeting. In the September 1975 CIBA Newsletter the editor satd, ·Many persons feel that the ObJectives of the two orgamzations are sufftCiently similar to warrant cooperation and joint meetings whenever possible. •

encourage professional and business people to relate to The spirit of cooperation continued the followmg year, each other as Christians, to grow in Christtan experience, with MEOA and the new MIBA holding their 1976 meetto learn to apply scriptural principles in their life and work, ing together. to further the witness and work of the Church and to MIBA was exhibiting considerable energy and activity enlist personnel and resour<es for Christian services.· J.J. by itself, but the sptrtt of unity and the destre to downplay Hostetler and Calvtn Redekop were appotnted co-execuduplication and competition conunued to surface. An tive secretanes. editorial in the January 1977 MIBA Newsletter quotes a The first MIBA Newsletter after the merger featured a bustnessman: "from a business pomt of view it makes a lead arttcle by Erland Waltner on ·A United Wrtness tn the great deal more sense to merge than to operate sepaBusmess World.· The same Newsletter also contatned an r<Jtely.• arti<le entitled " The New MIBA Programs• whi<h deArea meeungs vvere conducted in Iowa, MIChtgan, scribed the dtvtsion of labor between Hostetler and Redekop, and listed 10 goals includtng: "To continue to develop Christtan ethical guidelines for our business and professional people." The new MIBA continued more aggresstvely to conduct a variety of programs. semtnars and promote area or regtonal chapters. Another activity was the appointment of a Labor-Management Stucly Commtttee which under the competent leadershtp of Paul G. Tschetter worked for over two years to produce a Statementon Management/tabor Relattons, considered by many as the best statementon the topic in the Mennonite commumty. It seemed that MIBA was begtnning to hit tiS stnde and develop a meanmgful program. Two who watched the 1979 proceedings vety carefully were MEDA's two

The original MEDA at this point

latest hires, Paul Derstine (left) and Neil Janzen (right). Both would eventually

be named president 71

The Marketplaco November De<ember 2003

After the merger the name MEDA

Arizona, Californoa and Indiana between November 1976 and October 19n combining MIBA and MEDA members. The annual meeting in Harrisonburg, Va., on Oct. 20-23, 1977 was for all practocal purposes a joint MIBA and MEDA meeting as though they were one, for all sessoons were designed for everyone. In her summary report Ellen Hartman noted, " Because many of the same people are involved in both MIBA and MEDA, it IS a saving in both time and travel expenses to have a conjoint convention. There was dialogue about cooperating to a greater extent, for example, m the area of informatiOn services and publicoty. Both MIBA and MEDA Boards of Directors met on Thursday afternoon and Friday forenoon {to discuss cooperation further]." The work of MIBA was "on the grow,· as J J. Hostetler reported on the June 1979, MIBA NewsletTer. " MIBA now has a maolong lost of over 8,000 and a membershop of 850 paid subscribers," he wrote. Hostetler and Redekop had been serving as co· executive secretaries for several years as unpaid volunteers. MIBA felt the tome h~d come to foil this ~toon on a

was retained because of its long history and

salaried bas1s. On July 1, 1979, Leonard Geoser (later to become professor of business at Goshen College) was appointed full-tome executive dorector of MIBA.

its official

The interest in merger contonued, and registration in a hence the annual in Lincoln, Neb., number of foreign meeting on Oct. 18-21, 1979 was designed to be the countries. occasion to agree on principle on major ossues dealing with merger of the two organizations. The MIBA membership was in favor, but the MEDA board and membership were not yet fully on board. MEDA's greatest concern Wd~ "the possibility of dolutong our develOpment

The final meeting of the M IBA board In 1981, just prior to the merger with M EDA.

The Ma<u~ November De<ember 2003

paid $25 making my decisions for me." Another stated, "Just when you get together enough money to join MEDA. they want to swing open the doors and let everybody tn."

In March 1979, the MIBA Newsletter added the MEDA symbol to its masthead. "Today it functions as the official mouthpiece of MIBA and MEDA," wrote editor Cal Redekop. "The Newsletter is undergoing considerable change. The name will soon be changed to more clearly reflect the journal's purpose." Thus on March, 1980, the journal's name was changed to The Marketplace, but The two chairmen embrace to symbolize the new union: M ilo Shantz (MEDA) at retained both the MIBA and MEDA left. and Ralpl> H<!mley (MIBA) at rigl>t. symbols. objectives, and the possibility that with increased memberThose with reservations finally became convtnced, and ship, members might not take their financial contribution on Nov. 15, 1981, at the annual meeting in lancaster, Pa., responsibilities seriously." MIBA and the "old" MEDA relinquished their separate After consultations between staffs of both boards. it identities and became one. The convivial and collegial was agreed to study the matter further. nature of the merger was depicted in a bear hug between Visiting journalist Wally Kroeker, covering the event Milo Shantz and Ralph Hernley, representing MEDA and MIBA, respectively. A new board of directors was chosen. for Meetinghouse, the Mennonite editors' group, described the "failed courtship." He wrote, "tt was to have representing equal members of the two organizations. been a wedding, of sorts. The groom had proposed, the The name MEDA was retained "because of its long history (28 years) of service and its official registratton in a bride had consented, and the guests were gathered for number of foreign countries where their projects and the ceremony. But then the groom had second thoughts and said, 'l et's wait.' The two organizations Ihad] been services were operating." The United States and Canada courting for several years, holding their annual convenwere divided into MEDA regions, three in Canada and tions together and collaborating on various ventures such eight in the U.S. and one International. The MEDA and as the MIBAIMEDA Newsletter." MIBA staff assignments were shifted, with Paul Derstine Kroeker continued that " MEDA had initially broached named executive director (later president) and Neil Janzen the idea of marriage, but backed off- the problem in the associate executive director (later vice-president). Calvin Redekop remained as editor of The Marketplace. Milo view of many was money - the dowry wasn't big enough. MEDA. which has extensive overseas projects, Shantz, head of the "old MEDA" board became president requires heavy dues. MIBA meanwhile requires a minimum and H. Ralph Hernley the vice-president of the "new contribution of $25 a year, and a number of MEDA people MEDA." wondered if a merged orgamzation could come up with a The mergers achieved their purposes, probably only in dues structure to finance the overseas work without losing part. Informal conversations still reveal a few lingering MIBA members who were accustomed to much lower doubts about whether every person's concerns and fees. " dreams were realized. The enduring desire to fashion a Kroeker intimated that there was a hint of exclusivity seamless garment of the business/faith/development involved, quoting one MEDA member - " I just approved connection provides a creative tension that will help a check to MEDA for $6,000. I don't want some guy who define MEDA's ministry in the years ahead. • 79

The Ma~etplace November December 2003

Executives at work A brief history of the presidency

EDA has not been big on titles. Getting the job done was more important. In Its early years, when all positions were unpaid, Ed Peters had the title of president. MEDA's f1rst full-time paid staff was lloyd Fisher (1969), who had the lltle of executive director. Upon h1s retirement MEDA decided that president was a preferred tJtle for a busmess orgamzauon. and that t•tle would eventually (but not •mmedtately) be used. The staff members in line for the top posi· tion - Paul Derstine ~nd Neil Janzen - were both highly quahf1ed. The board decided to hold an electiQ(l. Oersllne was chosen 1n a Neil Janzen. originator of the squeaker vote. famous ARPO. Derstine became prestdent and Janzen vice-president. Derstine would carry some international assignments but would primarily look after domestic activities, such as recruiting more members and organizing chapters. while Janzen would direct most of MEDA's overseas development work. In time Derstine deCided he was better suited to the overseas work. He asked tf he and Janzen could trade pos~tions.

The board agreed, and in 1982 Janzen became prestdent. serving until1992. Janzen clearly took the organization to new heights. He imposed the discipline of strategtc thinkmg on the realm of develop· ment. He introduced the Annual Review and Plan of Operation (ARPO), which MEOA still uses to evaluate programs and plan for the future. The

Mat1cetplac• November December

2003

Paul Derstine, first full-time staffer to be called president.

He was comfortable wrth the world of tdeas He encouraged seminal thtnktng and tnnovatl()(l, and ·understood the tensile strength of these Ideas,· accordtng to a former colleague. " Neil clearly understood the MEDA mission,· wrote longtime MEOA secretary Tom Jutzt aher Janzen's announced departure. "Particularly challenging was the merger of MEDA and MIBA which brought together two distinct yet related focuses ....Neil never lost stght of the central guiding principles behmd MEOA. He took the core ideas and presided over the.r transformallon tmo program. • Sa1d one former staffer, "He was the rebar in this rapidly Lee Delp at one of the MEDA offices In Haiti. growing building. He 80

put us. We're called to give ourselves as a living sacrifice, and that includes our professional and business life." When Delp stepped down he was succeeded by Ben Sprunger. a former college president who owned his own consulting company. Sprunger also held firm convictions on the role of business in the larger purposes of God. The gifts of innovation, employment and wealth creation needed to be encouraged and developed, he said. "Employment forms a large part of one's sense of place and meaning in life," said Sprunger. "That means the ability to create employment - and employers should be seen as a gift equal to the singer's voice or the artist's brush. "If physicians bring aid in restoring health, if evangelism aids in spiritual wholeness. then employment brings enhanced self-worth and dignity and sustains survival. The work of MEDA may become the cutting edge of church witness and ministry in the 21" century." Sprunger was a relentless MEDA cheerleader, "a true believer in the MEDA vision," as one staff member put it. "Ben was a firm believer in business. economic development and the church." Sprunger served as president until 2002. He was succeeded by Allan Sauder, MEDA's executive vice-president. Sauder was a MEDA veteran who headed the Mbeya Oxenization Project in Tanzania from 1987-1 990, later serving as MEDA's director of operations. Throughout his career he focused on finding innovative business solutions to poverty and became known in development circles as someone who could "put wheels on theories." Sauder said he was committed to MEDA's work of providing meaningful livelihoods through the development of sustainable businesses. both through MEDA's programs and the businesses of its members. "We need to continue to challenge each other to serve the needs of the vulnerable and disadvantaged among us and throughout the world." he said. "Moreover, in a world of Enrons, WorldComs and other such blatant betrayals of trust, our role-modeling and witness as a Christian business association becomes even more important." He said MEDA had a unique opportunity to participate in the global outreach of the church. "I believe we need to invite the best business resources that the church has to offer, and to use those talents to extend the reach of the church to all of the many places we work," said Sauder. +

was stable. not volatile. He allowed a lot of good things to happen and gave freedom to operate, even to make mistakes." The next president was Lee Delp of Lansdale, Pa. Delp came to MEDA in early 1992 after a 20-year career with National liberty Corporation. a multi-billion dollar insurance and financial services company, where he had most recently been senior vicepresident. By the time he assumed the position, the international work of MEDA was well Ben Sprunger wields a trowel in in hand. and Delp Nicaragua. was charged with bolstering the domestic side. He tackled this assignment with great vigor. He made a point of making contact with at least one MEDA member every day. He began to function, informally, as a " pastor to businesspeople." Delp was a great believer in Allan Sauder (1990) w ith a plow the importance of developed under his leadership in every Christian in Tanzania. the work of God. "There is no appendix in the body of Christ," he said. "MEDA has an important responsibility to help us understand what it means to be faithful where God has 81

The Marketplace November December 2003

Like a church...

Partners in spiritual formation

ver since merging with Mennonite Industry and Business Associates (MIBA} in 1981, MEDA has consciously included spiritual formation and fellow· ship in its mandate. This role was especially important to business and professional people who felt marginalized by existing church structures. Many businessfolk complained that their congregations did not understand them, that their only apparent value to the church was to write checks. If they were asked to take a leadership role, it was likely to be on a finance or building committee. (This concern has been heard less frequently in recent years.} For some members, MEDA involvement took up the slack, providing a valuable bridge between their faith and their work. Longtime member Ervin Steinmann of New Hamburg, Ont., summed up some of the concerns felt by many businesspeople over the years. Speaking to a Mennonite business meeting in the early 1990s, Steinmann said MEDA and its related organizations had served a churchly function for him. Going into business "put me into a minority in my congregation, and 1had a lot of difficulty discussing questions of business practice, or business ethics, with people in my congregation. I assumed, incorrealy I'm sure, that no one would understand my problems, needs Of aspirations; that being in buSiness was questtonable; and that church was not the place to talk about business.· He was "immensely grateful that CIBA, MIBA and MEDA were there for me - particularly during my first 15 years in business. These organizations and the many persons I met during those years, became church for me.·

After the merger of 1981, the networking and faith-work agenda of MIBA was carried out by MEDA's "domestic division," later called North American Services. The following pages outline how that vision has been fleshed out.

• Businesspeople are created in the image of God, who is introduced on the first page of the Bible as a worker. Creativity, innovation and entrepre· neurship are expressions of the character of God. • Work has intrinsic worth; it is not valued only because of what it produces. • God wants humanity to enjoy spiritual, physical, economic and social well-being. • Biblical compassion requires people in busi· ness to respond to Scripture's clearly stated concern for the poor. • Stewardship means using our resources for the fuller development of the resources of all. • God's people should work at thtngs that affirm and enhance life, and avoid supporting that which harms or diminishes life. Bring hope, make new

Biblical ethics In 1987 MEDA put forth a suggested mission statement for members that said in part, ·As Christians in business our mission is to honor God in the world of work and economics by extending his reign to all our activities. With Jesus as lord of the marketplace, our task is to love, serve, preach and heal. We use our faith, skills and resources to correa inequities, work toward economic justice, seek righteousness, bring hope where there is no hope, and make all things new.· In later years a shooer mission statement was used: "MEDA is an association of Christians in business and the professions committed to applying biblical teachings in the marketplace. MEDA members share their faith, abilities and resources to address human needs through economic development." +

A pillar of the MEDA message has been robust business ethics rooted in Scripture (though, to be sure, not every member absorbed or reflected the message equally). Other nuances were added over the years. Persistent themes have been that business was a legitimate arena of mission, that all "regular work" could be seen through the lens of Christian discipleship, and that going into the "secular marketplace· did not make someone a ·second·dass citizen· in the kingdom of God. Monday-to-Friday discipleship was more than simply bringing God to the workplace; it was also recognizing that providing society with goods and services was part of God's sustaining activity in the world. MEDA has further promoted the following: The Marketplace November December 2003

Chapters -

MEDA at the grassroots

ocal chapters have provided a chance for members ber to June. to get together in smaller groups for fellowship, With the proliferation of other church and professharing and grassroots involvement. Some chapters sional activities. not to mention fundraising banquets, have sponsored local development projects and provided interest in dinner-type meetings declined in some locales. counsel for people in difficulty. New forms of affinity groupings are being tested by At times MEDA has had up to two dozen chapters chapters like Delaware Valley (formerly Clayton Kratz). that functioned with different levels of activity. Some have Some chapters {like Winnipeg and Saskatoon) now hold met only once a year, some as often as bi-monthly. annual golf tournaments. For many years chapters like Michiana, lancaster and Other forms of direct activity have been employed by Clayton Kratz Fellowship held frequent luncheon and chapters. Some members have served as trainers and dinner meetings. The Kitchener-Waterloo chapter has mentors with ASSETS programs where available. found breakfast meetings to be popular. At one point the The Lancaster chapter operated a Befriending ProManitoba chapter held monthly luncheons from Septem· gram (reported more fully elsewhere). The Manitoba . - - - - - - - -- - - - - - - - -- - - - - - - - - . chapter had a mediation service in the early 1980s. The Winnipeg chapter has been connected with Opportunities for Employment. which provides job training lor welfare recipients. In the early 1990s the Iowa MEDA Chap· ter set up a project to help low-to-moderate income families purchase and renovate singlefamily homes. In 1997 this chapter set up a mediation referral service to assist communities in the state's southeast with businesslAncaster Tradln related conflicts. Area Chapter 'U The Denver chapter got Involved with direct investment in Paraguay. Thanks to connections made when Tom and Ruth Friesen served in Paraguay, several MEDA members made sizable investments in a starch plant which is functioning profitably in Paraguay. In 1997 an air courier service got into business with help from the MEDA chapter in Sarasota, Fla. Curtis Ross. a former Eastern Airlines pilot, needed help gett1ng Son Air launched. He enlisted the help of Roy and Bess Mullet, who decided to funnel their startup loan through the MEDA chapter. The Mullets gave the chapter $20,000 to lend to Ross under an arrangement whereby half of the repayment would stay with the chapter to assist other new firms. and the other half going for MEDA's international development work. The Sarasota chapter also produced a Directory of Christians in Business in 1998, featuring 48 businesses plus information about MEDA and how to join. +

meda

The Marketplace November December 2003

The MEDA press

or 1ts first dozen or so years MEDA went about1ts wort quietly and with little publidty. At a board meeting in 1966 J. Winfield Fretz moved that MEDA start a quarterly bulletin, "a digest of pertinent Information of MEDA projects and interest." The motion passed unanimously. However the 1dea took time to gel. In 1970, the Church. Industry and Busmess Assoc1at1on (CIBA), whrch later merged with MEDA, establiShed a quarterly CIBA Newsletter, edited by Calvin Redekop on a volunteer baSIS This later became the MIBA Newsletter. Then, wrth an eye toward the eventual MIBAIMEDA merger. 11 began carrying the MEDA logo and be<ame known as the MIBAIMEDA Newsletter. In 1980 1t became The Marketplace, then still a quarterly. wrth Redekop 1ts editor The follow1ng year a one-page newssheet, MEDA News, was Introduced and pubfished for a penod of time before being suspended Anti rPrnlrntlurP<i m 1987. In 1978 J W1nfietd Fretz wrote The Meda bpeomenr: Twenty-ftve YeafS of Economic Development (Conrad Press). It rema1ns the smgle most Important chronicle of MEDA's first quarter cenMEDA's primary chronicler has tury. been Calvin Redekop, editor of the The same year original CIBA Newsletter and its MIBA published the subsequent Incarnations, and third edition of the founding editor of The MarketMennonite Busmess place. and Profess;onal

·-·.-

People's Dire<:tOI}', hstmg 7,500 names. Two fa1th-bu51ness booklets were published 1n 1982 -Stewardship of the Gospel: A Business PeiSOn '$ Perspective by Paul Lederach and John Rudy (48 pp.); and The The

Mar~elplace

November December

The idea of a MEDA publication was put forward by J. Winfield Fretz as early as 1966, shown here with a copy of his 1978 book, The Meda Experiment. Business Person, the Christian and the Ufe of the Church,

a collection of essays (55 pp.). In 1985 Wally Kroeker became editor of The Marketplace. The following year the magazine became a bimonthly with expanded pi!ges. It went well beyond MEDA's membership, its mculation of 6,500 includ1ng Mennonite pastors. development agenCies, fibranes and non-member subscnber.o. As the magazine ~ evolved, 1t was deoded that 11 should not be a "house organ· 1n the traditional sense of aim1ng purely to promote the organization. It was to be a magazine in its own right whose main

2003

·----es -~

...

God's Audit. goal was to The Small promote the Business Solution. mission of MEDA an introduction to that is, to encourmicro-enterprise age a Christian programming, witness in busiwas self-published ness. to promote by MEDA in three business as an different language important avenue editions: English, of Christian Spanish and mission, and to French. highlight opporln 1991,as tunities to use part of its emergbusiness skills to ing assistance to meet human new entrepreneed. In contrast. new-s in Russia, other publications MEDA acquired such as the translation rights quarterly MEDA The Marketplace was introduced in 1980. Notice the use of both the MIBA and for the book News focused on MEDA logos on some issues. Management: A the program of Biblical Approach MEDA, and thus by Myron Rush. and had it translated and published in were more visibly promotional. In 1993 The Marketplace received an Award of Excellence designation by the Russian. In 1997 MEDA staff members Ben Sprunger. Carol Evangelical Press Association . Suter and Wally Over the years discussions were held as to how glossy Kroeker colThe Marketplace should become. The question was posed, "Do businesspeople really want a glossy publicalaborated on ti.on7 After all, their favorite newspaper is the Wall Street Faith Dilemmas for Marketplace Journal, arguably the print world's most visually Chrisuans. underwhelming product." The Marketplace gradually added color and went full-color in 2000. published by Herald Press In 1989 MEDA compiled a book of columns by John H. Rudy which was published by Herald Press under the (and later title, Moneywise Meditations: To Be Found Faithful in published in Chinese). In 1989 MEDA helped bring into being The followMoneywise Meditations, by John H. ; : ' I ing year Herald Rudy. former board member and later I 1 I , , published God's vice-president of MEDA. In 1991 it .......... ~., ...····-"' Week Has acquired Russian translation rights to - - -- - Seven Days: Management: A Biblical Approach by :f,- ,..... -...._:" Monday Myron Rush.

......

... -. ··-··

~~l/· .ffK ~

----

.............. -.....

Musings for Marketplace Christians by Wally Kroeker. The

book won an Award of Merit from Excellence in Media. In 2003 MEOA helped bring into being the book The High Cost of Abundance: The Story of Capitalism by Henry Rempel (Herald). Today MEOA also maintains its own web site which remains a popular source of instant information about MEOA and its programs. Its address is www.meda.org. •

The Small Business Solution, an introductory micro· enterprise manual, was published In English, French and Spanish. 85

The Marketplace November December 2003

Gathering places Wherever two or three are assembled you have the makings of a workshop, seminar or conference

egular gatherings have been central to MEDA's efforts to promote Christian faith 1n the marketplace. The start of the Church, Industry and BUSiness Assoc1at1on (CIBA} in 1969 (whiCh eventu· ally became part of MEDA through a series of merge15) marked the beginning of formal gatherings CIBA, and later MIBA (Mennonite Industry and Bus1ness Associates), held annual meetings fo1 nurture and ethical discernment For a number of yeal5 prior to the merger of MIBA and MEDA, the original MEDA held 1ts annual meetings in connec· tion with CIBA and MIBA gatherings. MIBA had an amb1tious slate of regional act1vit1es. In 1g77 seminars were held in Oregon and Kansas on tOPICS such as God AS My sus1ness Partner and Christian Ethics for Mennonite Business and Profess4onal People In 1979 half a dozen day-long and weekend sem1na15 were held m SIX regions. from flonda to South Dakota By the early 1980s seminars were becng offered on The Effect of Micro Electronics on Industry and Human Relateons. In 1983 MEDA arranged with Mennoncte colleges and cnstetutions to offer five different seminars to chapters and church groups. Top1cs cncluded Stress Management and Microcomputers for Business.

During her tenure as vice-president of member and resource development. Carol Suter (right) introduc~ new touches, like westem and jazz themes, to MEDA conventions. With her in this !997 photo are finandal officer Gerhard Pries and his w ife, Hilda, center. and president Ben Sprunger at left

Specialty conferences were presented periodically. In 1992 MEDA Trade International co-sponsored a Debt for Development Conference in cooperation with the University of Ottawa. In the 1990s special events and retreats targeted member segments such as young people, women and lawyers. Seniors were offered a Translliomng Retreat cn 1997, a Mennomte Sencors Sports Classcc cn 1998. and a Sencor MEDA Mennomte and Armsh Hentage Tour in 1999.

Construction industry conferences From 1986 to 1993 an annual conference for people cn the construction endustry was held en the southern states, usually cn Sarasota, Fla., but somet•mes PhoeniX. Addctconal conferences were held en Kansas. Vcrgcnca and Pennsytvanca on Family Busmess SuccesSion, Spouses en BUSiness, Career Versus Family, l.Jtigatcon Issues Facmg Mennonrtes and Chnstian MISSton Ill Fmanccallnstctuuons In 1988 MEDA, along wrth Mennoncte Central Commcttee and two Mennonite colleges m Winnipeg, spon· sored a Colloquium on the Theology of Work, complete with academic presenters. responders and even a findings committee. The M.,ktiPI.Kf November Detember

2003

Annual conventcon The annual convention, usually held the first weekend of November, became MEDA's most visible public event. It 86

provided <~n opportunity for fellowship, growth and communication with the church. Convention locations rotated among the MEDA constituency. Attendance depended on proximity to large concentrations of members, exceeding 600 in places like Lancaster, Pa., and Winnipeg, Man. By the late 1980s the annual MEDA convention was said to be the largest annual interMennonite gathering in North America. The MEDA convention could be a springboard for others. Habitat for Humanity founder Millard Fuller was introduced to Mennonites when he spoke at the 1985 convention in Cedar Rapids, Iowa. Some Manitoba members, galvanized by his vision, helped form Habitat chapters in both Winnipeg and Winkler, Man. Their energy gave impetus to the development of Habitat across Canada over the next decade. Several MEDA members would reach top leadership positions in Habitat Canada and Habitllt International. One year the MEDA convention helped "restore" the ministry or a prominent evangelical figure. Gordon MacDonald popular author and pastor, had at one time allowed

A benefit concert featuring prominent operatic stars gave MEDA marquee space in downtown Winnipeg, next to the likes of heavyweight boxers Mike Tyson and Evander Holyfield.

dency of Inter-Varsity Christian Fellowship. Subsequently he submitted himself to church discipline and became a leading evangelical model of redemptive restoration. Neil Janzen, then MEDA's president, felt MacDonald was the kind of speaker who could help MEDA address the theme of business pressure at its 1988 convention In Tampa, Fla. He contacted Mennonite leader Myron Augsburger, who not only endorsed MacDonald but also offered to serve at the convention as a show of support. MacDonald, who along with his wife, Gail, spoke on pressures of leadership, thanked MEDA for facilitating his first return to public ministry.

drivenness

to weaken his spiritual moorings resulting in a moral failure that cost him the presi-

Benefit concerts New features were added. In 1996 the first benefit concert was held. World renowned operatic tenor Ben Heppner agreed to perform, but had to cancel because of illness. Nonetheless, other opera stars were enlisted and the show went on. Heppner eventually returned to the MEDA stage and put on several benefit events for MEDA. Another popular feature was an auction, introduced at the Kansas City convention in 1997, and repeated several times. Members were 1nvited to donate products and services for sale, with proceeds going to MEDA. The Vancouver 2000 convention highlighted international trade with a Pacific Rim Mennonite Business Expo featuring Mennonite manufacturers and products, mostly from Indonesia. A year later, the Chicago convention (co-sponsored by MEDA and Partners for Christian Development, a Christian Reformed group) was preceded by a one-day seminar on Poor Farmers and Globalization. The seminar brought together representatives from multinational agro-marketing companies and international development organiza· tions to explore how the poor could benefit from international agribusiness. + 87

The Marketplace November Oe<ember 2003

Things we tried Some MEDA "products" didn't last

s every businessperson knows, not every venture succeeds, not every product sells. Over the years MEDA has tested •· products" that for one reason or another dtdn't last. In the early 1970s the concept of a directory of Mennonite businesspeople was carried out by Mennonite Business Associates (MBA), one of the organizations that flowed into the eventual MIBAIMEDA merger of 1981. As Calvin Redekop relates in his history of the merger. "one of its major purposes was to help form a network of Mennonite business people " The original idea for a directory had come from John Bontrager. Jr., a founder of MBA. While travelling he stopped at a motel and later was pleased to find it was run by Mennonites. He mused about a directory that would make it easier for Mennonites to identify and contact one another. The first was published in 1974, the second two years later, each successtve edition contatntng more listings. The third and final edition, published in 1978 by MIBA, listed 7,500 Mennonites and establishments. Keeping the directory current in those pre-computer days was a big task, and the financial returns were slim. Not everyone was excited about being listed, as the directory was subject to abuse by non-profit fundraisers. A business link for students

The MEDAnet idea was born in the fall of 1g85 when Mennontte college presidents met with offictals of MEDA and other church representatives to explore ways of bringing business and education closer together. Most of the presidents said business had become their school's largest department, with a total of 800 business students enrolled in Mennonite colleges. MEDAnet's aim was to provide a "job search'" function for business students and a ··people search" function for MEDA employers. Another goal was to develop a maturing link between the students' career track and their faith journey. When students enrolled in MEDAnet the1r personal data were entered into the computerized bank. Enrolled companies listed a description of their vacant positions as well as a brief company profile. Employers were alerted to possible matches. The rest was up to them. MEDAnet began operating in March, 1987. Students were not charged to enroll. The hope was to raise the annual $30,000 cost of the service through voluntary contributions by employers, colleges and MEDA members. The Marketplace November December 2003

MEDANET '

Yohana Kawira of Tanzania, an Eastem Mennonite busi· ness senior, scans job listings at a MEDAnet display at the 1987 convention.

Volumes never reached a sustainable level. Most employers found it more convement to htre local applicants for the kinds of positions for which recent college graduates were suited. A network of support The notion of businesspeople serving as a support network goes back to the earliest days of MEDA. The undercurrent of Mennonite mutual aid flowed strongly through the original MEDA's efforts to invest with needy Mennonites in Paraguay. It was even more visible amorg the organizations that later flowed into the merged MEDA - CIBA, MBA and MIBA. People tn business often found that the traditional means of moral and sptritual support via the congregation were not always available. Many pastors did not sufficiently understand the tensions and complexities of business to offer meaningful nunure to the businessfolk in their congregations. At least, that was the perception of many businesspeople who were reluc· tant to bring concerns to church. A way to respond to some business-related needs m a structured fashion was devised by the lancaster MEDA Chapter in the late 1980s. It started off as a way for

Senior MEDA Reoort

~·-

---··-

MEOA Report

assic

• consultants who could provide advice on business operations. management, etc. • counsellors who offered pastoral attention such as teaching, affirmation and admonition . "There's a need among our members and within the broader constituency to receive counsel on a variety of business-related concerns," said MEDA president Neil Janzen. "At the same time the resource to provide this counsel is resident within our membership." He said the service aimed to enable member involvement as well as provide a service to the broader constituency. The concept was endorsed by members and for several years fundioned as MEDA Counsel. The program never reached the scope originally envisioned. Yet, for those requiring assistance it provided an invaluable service. MEDA publications "Some of us can't regularly carried ads that said, "Business prob· be missionaries, !ems? Need help?" The ads offered friendship, guidance and support in some of us can't times of financial difficulties and ethical dilempreach, some of mas. A MEDA Counsel number was us can't do a lot of Hotline posted that people could call for confidential

lawyers Report

Efforts were made to reach specialized segments of the membership with newsletters.

MEDA members to reach out and assist people going through personal or job-related difficulties. Businessfolk made themselves available to "walk alongside" and support persons with work-related problems. They did not function as therapists. but their service was sometimes part of an overall therapy process. The program came into being when a local therapist informed the chapter of several local people who were in various kinds of trouble at work. "He felt that someone who was familiar with the work environment might be able to befriend these people and help them talk about their problems and maybe find some answers," said Chet Raber, a management consultant and one of the originators of the program. These were people who had gone through experiences which isolated them, such as loss of a job, embarrassments in their personal lives, marital discord or even trouble with the law. When a case was referred to MEDA counsel by the therapist, the program assigned a "befriender" to main· tain contad over a period of months, either by telephone, breakfast or lunch visits, attendance at meetings of the MEDA chapter, and so on. Raber saw it as a good way for businesspeople to minister to others within the sphere of their own experience. "I think this is one of the ways in which people in a work environment can fulfill something of their mission they can reach out to people, can help people, can witness to people, can serve people in a way which is familiar," said Raber. "Some of us can't be missionaries. some of us can't preach, some of us can't do a lot of these things, but we can communicate and reach out. We can take a little time to help people."

these things, but

we can commumcate and reach out. We can take a little time to help

assistance.

Eventually the formal service was discontinued, although the practice of mutual support continues on an ad hoc basis. Reaching out to other segments

Under the leadership of Carol Suter, who served as MEDA's vice-president of member and resource devel· opment in the mid-1990s, efforts were made to involve new membership groupings. One was a Young MEDA segment for members under 35. There was also Senior MEDA for members who were retired or close to retirement. In 1996 a lawyers group was added when the Mennonite Lawyers Association was invited to operate as a professional sedion within MEDA. The lawyers had been meeting sporadically since the early 1980s. The plan was for MEDA to handle administrative tasks and work with lawyers to plan activities. Individual newsletters for each of these three groups were published for a period of time, but the groups failed to maintain traction over the long run and eventually were disbanded. +

people."

Business counsel In the fall of 19B7 an expanded version of the Lancaster concept, called MEDA Business Counsel, was proposed to members at the annual general meeting in Charlottesville, Va. This was an attempt to formalize mutual aid at the North American level and take it beyond its earlier scope. The proposal called for four components: • mentors who would "walk alongside" a fellow businessperson facing difficulty; • mediators who had the appropriate skills to mediate conflict situations; 89

The Marketplace November December 2003

Touring with MEDA

EDA's history began with a tour, the famous "flying mission" of 1952 when groups of businesspeople flew to South America to investigate economic need. Many other tours have followed, though none so dramatic. As early as 1981, three drfferent tours were berng offered to acquaint members with programs, including a 16-day tour to Central America and two (18 days and 21 days) to South America. In 1986 MEDA offered an "Asia Tech MEDA Tour" to look at issues of technology, business and faith in Japan, Thailand, Bangladesh and Hong Kong. Over the years there have been numerous tours (sometimes two a year) to Haitr (including the working VISit of a "tin roof crew· to help build a cocoa Ben Sprunger, center, led a 1997 tour to the Mennonite World depot rn Port-au-Prince). Jamarca, Bolivia, Paraguay, Conference in India, stopping oH to meet Mrmnonffe business Nrcaragua, Tanzania, Mozambique, Russia, Cuba, leaders in Jakarta, Indonesia. even a tour to the Mennonite World Conference assembly in India. In recent years tours have also been went were invigorated by the umque approach to explorarranged for reporters from the secular media. ing women's call to leadership. The concept of novelty tours was tested, such as a In 1997 marketing executive and former Middle East Haiti mountain trek for young people and a whitewater Mennonite Central Committee worker Harold Dueck led a raftrng experience. Not all matenahzed. One that did was Palestinian Trade Mission for MEDA members who wanted a Yellowstone Women's Leadership Retreat in 1996. The to meet Palestinian businesspeople, develop relationshrps trek used llamas and guides to explore Montana's Tobacco and open the door to trade. Root Mountains_ The turnout was small, but those who A dozen students from a Mennonite high schoolrn Winnipeg visited N'JCaragua on a study tour in 1997. accompanied by two teachers and a MEDA staff member. They visited micro-enterprise and marketing programs, then later wrote papers about the experience. Said one student. "I saw how much MEDA was actually doing. I was surprised at how much they were changing and helping the people's lives." Said another, "totally cool." +

Former MEDA president Lee Delp (center, w ith hardhat) leads a group of Congolese Mennonites on a tour of Moyer Packing, where he served as CEO.

Jay Oberholtzer (left), husband of board member Rhoda Oberholtzer, on a tour of mlcro·enterprise work in Bolivia. The Marketplau November Oe<ember 2003

Growing ASSETS It began as an attempt to apply MEDA's microenterprise expertise in members' own backyard. It soon took on a life of its own, and recently marked a decade of helping people transform dreams into businesses.

s MEDA's overseas programs gained prominence. there were persistent reminders that needs were great bacl:: home. too. Some members went as far as to say that parts of North America were like a Third World nation in their own backyard. Repeatedly the question was raised: "How adaptable is the MEDA method to North America?" MEDA knew it couldn't simply plunk its international methodology into a U.S. or Canadtan setttng without modification. For one thing, a domestic program would be far more expensive because costs were higher. Would donors understand? Would donations be diverted from overseas programs? Moreover. there were many more regulatory obstacles. In Haiti, someone could wake up one morning and decide to start a business selling citrus on the street. In the U.S., a thicket of regulations needed to be processed he<tlth regul<ttions, licenses, zoning, insurance and vorious kinds of taxes, to name a few. MEDA turned to Sue Waterfield to design a model for the North American context She and her husband,

Chuck, had been part of MEDA's original micro-enterprise program in Haiti in 1986, as well as its replication in Bolivia. They had since moved to Pennsylvania.

The pilot model was launched in June 1993 in lancaster, Pa., a city close to the MEOA heartland, with plenty of prospective supporters, trainers and mentors nearby. "lancaster offered a manageable size, proximity to MEDA staff, and a large, committed MEOA chapter, while presenting the typical urban problems of poverty and associated social Ills," said Waterfield. Like MEDA's Haiti program, the new model would provide basic business training, ongoing mentorship and access to small business loans. It was seen as a unique alternative to welfare. Numerous other agencies in North America were doing job training, but few were focused on micro-enterprise. The name chosen was ASSETS (A Service for SelfEmployment Training & Support}. Initially the target was low-income people, but that was broadened to include those of moderate incomes. Staffers went door-to-door, leaving brochures. They also 91

The Ma~etplace November December 2003

pncing and business law. The ttaining course was rigorous, but most participants stuck it out. One woman walked 16 blocks each way to attend classes. A big plus was that instructors were themselves experienced in bustness The opening lecture. for example, titled "Entrepreneurship and the Successful Entrepreneur," was taught by luke Wenger, a one-ttme resplfatory therap1st who had transformed some of hts ideas 1nto a thriving medtCaltnstrument bus•ness In order to graduilte, parttctpants had to Trainers got high complete a detailed business plan that would serve as a blueprint for marks. "The thelf prospective enterpnse. This plan became participants seem like a final exam. (Though everyone had to complete t o connect with thi~ A«tgnmPnt. not all graduates actually started real people who a new bus~ness. Some ended up taking new

Evelyn River•. 1tn early partidpant in ASSETS umauter. want~ to mrt her own graphic design studio. As the training course progress~. "I felt like I had strudc a gold mine. •

have businesses,

contacted soctal sennce agenaes and churches. and placed ads tn a local Spanish newspaper. One partl(tpant learned about ASSETS through his child's ktndergarten teacher Some of those who came out were unemployed. some were on welfare. some had jobs but felt underutilized. They all had a dream- to run their own business. ASSETS concluded its first set of classes in the fall of 1993 with a graduation of 15 participants. A second cycle got underway the next month. Among the early participants were Herst Mohammed. a Somal• refugee wtth college education but no business expenence 1n the U.S. He needed a mentor to help htm start a small bustness selling a Somali snack food called sambousi. Another was upholsterer Jose Galar1a. He knew how to re-upholster furniture and had many of the tools to start hts own business. But he lacked general business knowledge and needed a place to do his work.

When first des•gned. ASSETS ran 1n partnershtp With the Pennsylvania Mennontte Federal Credtt with theory." Umon which was wtlhng to provtde loans of S2,000 to $5,000. It soon became clear, however, that credit was not 1n great demand Other programs seemed to be available to meet th1s need Hence, ASSETS concentrated on the training aspect. From the start, partrcipants pratsed the training not only for its practical benefits but also for boosting their self-esteem. "Everything was helpful because I knew nothing,• satd early PQrti<:ipant Ruth Moore. who had planned to launch a videography business •They got a completely brain.<fead person as far as busmess was concerned. They molded me. I got knowledge, and With knowledge came confidence.· That could be a b•g factor for low-•ncome people, said J.B. Shenk, one of the ongtnal staff members. "They've expenenced so much failure; why should they think they can succeed in business?" It soon became evident that the program was meeting

not professors

Participants met two nights a week for 15 weeks (the frequency was later reduced slightly). Volunteer instructors, many of them from the ranks of MEDA's Lancaster chapter, shared the teaching load. Top1cs Included market research, promotion, bookkeeping, The Martcetpla<:e November De<ember 2003

JObs.)

a market niche. It was helping people who had dreams and aspirattons of running their own bustness but didn't know how to get traction. Along the way it was helping develop leadership skills. especially among women and minorities.

Working behind the scenes for ASSETS was a network of supporters who provided ongoing counsel to director Howard Good and his staff. There was a 12member advisory committee with a membership ranging from big business owners to welfare administrators. Initially there also was a loan review committee of bankers and businesspersons. All saw the program as a way to share their skills and mimster to the "stranger within our

The ASSETS model in Fresno, Calif., which went by the name of DREAM, initially focused on Southeast Asian refugees. In this 1998 photo a class of aspiring entrepreneurs (with mentors in background) absorb a lesson in how to formulate a company mission statement.

walls," as Shenk put rt. "Our purpose as Christians Is to help others and to use our talents wisely," said Richard Good, who at the time headed a chain of 14 furniture stores and was a strong pioneer supporter of ASSETS. "I'm interested specifically in helping the less fortunate to help themselves." As the model matured and was replicated in several locations in Pennsylvania and beyond, trainers remained key. Jim Williams, director of ASSETS Montco in Norristown, Pa., maintained that the training was better than what was available at some leading universities. "The participants seem to connect with real people who have businesses, not professors with theory," he said. Added an Instructor from the DREAM program in Fresno, Calif., "I've got an MBA, but I would have traded it to have this class. It's more valuable to hear from people who have been there." This was precisely part of the original plan. When the initial ASSETS was launched, a member of the planning committee said, "Let's try to get mentors who have been in business themselves, not MBA types. We need people who know what it's like to have to meet a payroll. • Many graduates agreed. "I took quite a few business courses in college but I

For Stacey Turner, owner of Blessed Blossoms florist shop in Toledo, ASSETS training provided the confidence she needed.

The Marketpla<e November December 2003

learned more here at ASSETS than in all those courses combined, • said Frederick Taggart, whose company restored wooden church pews. " It was real businesspeople talking about how to do business. It wasn't theoretical - these people were successful in

business. They had credibility. The course gave me an overview of the basics, how to get started in business.· When Evelyn Rivera enrolled in an early ASSETS l.ilncaster course, she had been la1d off from a graph1c design company and wanted to start her own stud•o. As the course progressed "I felt like 1 had struck a gold mtne, • she sa•d Instructors also found the experience ennching. ·reaching at ASSETS ts the most tmponant busmess thing I do during the year,· said Ken Byler. director of marketing for an accounting firm. Another vital part was the

An important component: mentors who serve as both a cheerleader and reality check.

In the last 10 years, ASSETS programs have trained 1,751 people like Tammy and Jesus Avila, who own a metal polishing business In Toledo.

The

Matketpl&et November December 2003

ongo1ng mentorlng that took place after classes were over. Mentors came from a wide range of businesses - real estate, marketing, 1nsurance, invest· ments, retailing, manufacturing and agroculture. They were a key element, saod Frank Ulrich, a retired busmessman who was vice<hatr of ASSETS Toledo and served as a mentor. ·So many government programs offer a short bus1ness course, you're in and out on a Saturday, but then you're on your own. The mentoring program is an important aspect of success.·

According to Howard Good. mentors were like "a cheerleader who also serves as a reality check." They provided a seasoned second opinion, but they also served as a voice of reassurance and encouragement. ASSETS kept growing. In 1997 rt was replicated in Norristown, Pa., and Fresno, Calif Numerous others were added: Harrisburg, Pa. (1998); Montrose, Pa. (1999); Harrrsonburg, Va. (1999); Los Angeles (1999); Toledo (2000); Mexico City (2001); Philadelphra (2001). As MEDA concluded its 50'" year, addrtional replications were taking place in Miami, Chicago, Peoria and Vancouver. At the end of its first decade, 1,751 people had taken business training through ASSETS in 10 locations, with 1,266 graduating, 659 businesses started or strengthened and 395 full-time and 299 part-time jobs created.

Meanwhile, MEDA's model was gaining recog· nition at the national level through its U.S. trade association, the 450-member Association for Enterprise Opportunity (AEO). The Industry was clearly burgeoning, but not fast enough to meet the need. In the United States alone there were an estimated 13 million low-income entrepreneurs who could benefit from the service provided by ASSm. On the basis of this reputation, MEDA was selected by the U.S. Government in 2002 to be an intermediary for S1 million (with an additional S1 million a year later) to strengthen local and farth·based groups engaged '" community economic development. A total of 21 agencies received such funding from the new Compassion Capital Fund of the U.S. Department of Health and Human Services (HHS). The money enabled MEDA's Community Economic Development department to extend technical assistance, training and sub-awards to beef up organizations providing the needy with business training, support, job skills and other human services in six locations: Chicago, Peoria, lndranapolis, Pittsburgh, Mramr and Los Angeles. MEDA's role was to prOVIde the trarnrng, techmcal support, mentoring and, rn selected srtuauons, fundmg to help small organizations rmprove rn areas such as planning, managing finances, bcrard relationships. tracking performance, expanding services to addrt1onal clients, and fundraising. "This is a new way of fulfrlling our mission to bring hope and opportunity to low income communities in North America, " said Howard Good, MEDA's vice-oresident of North American Operations. +

Despite recent Industry growth there's still an estimated 13 million low-Income entrepreneurs who could benefit from the service provided by ASSETS. Shown above, ASSETS Montco graduate Ray Bib.bo, whose catering business in Norristown, Pa., increased 4Q percent after he completed the course.

When ASSETS Lancaster began, Allon Lefever, then an executive wrth High lndustnes, was both an rnstructor and a mentor He taught the sessions on competition and posrtromng, helping partidpants learn to identify and analy~e the competition, determine the competitrve edge and understand market niche. Being a mentor opened hrs eyes to the very different world of micro-business. "It makes you aware of the difficulty of working with so few resources," he said. 95

The Marketplace November December 2003

The next 50 years MEDA has reached "middle age." What now? Clearly, we are still needed. The rise of global trade cries out for business that is seasoned by faith. In our so••year we have devised five "product lines" to clarify how we offer our "treasure in jars of clay" (2 Cor. 4:7) to a world in need.

sector investors. Access to foreign direct investment enables the poor to produce and trade their way out of poverty. MEDA is ideally suited to (a) help agencies who lack investment know-how get into this field; and (b) help interested investors who lack development expertise. Immense opportunities await us to match the resources of capital markets with the capital needs of the poor.

1. Microfinance As pioneering practitioners, we serve other microfinance institutions (MFis) by helping them become more innovative as they provide sustainable access to savings and credit for the poor. Either by training our partners, or through our own MFis. we design deft strategies to help the industry serve more clients. prudently and profitably. Today's microfinance indiJstry, rife with mergers and acquisitions, is moving to more remote and challenging locations. We'll keep pace so we can reach hundreds of thousands of poor entrepreneurs who lack credit and other financial services.

4. Community Economic Development

This new product line provides continuing support for microenterprise development, such as the familiar ASSETS methodology being used in 12 communities. CEO also will broaden MEDA's resources such as through our recent selection as an intermediary for a U.S. Government initiative to help build the capacity of other smaller organizations working in community economic development. CEO is poised to work at the nerve center of critical Issues like unemployment, which is rising steadily again, especially among minorities. Nearly fiVe million North 2. Production-Marketing Linkages Americans work at part-time jobs when they would prefer We've become adept at arranging market ....-- - -- - - --, full-time. access for small producers. In Peru, MEDA's skill recently brought partners. producers and 5. Member Services capital together so that landless farmers New energy has been put into refining could start growing snow peas for a cusMEDA's member services. We want to tomer in Europe. strengthen faith-work-development connec· Some of the world's largest development tions. especially among younger members, agencies seek our help to mobilize capital, business students and local chapters. We connections and technical experttse this way. also want to coax out new ways for memMore demand is imminent as international bers to share their expertise more widely. trade issues grow and as donor agencies Although businesspeople in today's gain new interest in agriculture. frantic society have extremely full schedules, We are well-positioned to gain maximum MEDA members say they value associating impact from blending market development with like-minded Christians in business. We and social marketing. want to be a vehicle for them to find more opportunities for fellowship and inspiration.

3. Investment Fund Development

MEDA is an emerging leader in helping move capital to developing economies. Earlier we created the Sarona Global Investment Fund. Now we're partners in MicroVest, a global microfinance fund capitalized largely by private The Marketplace November December 2003

This is how we're positioned now. We'll adjust as needed, but our mtssion will remain fixed. We'll continue to see our world through the lens of faith-infused entrepreneurship so we can refract hope for those in need. • 96