Small Loans, Big Support
HOPE International’s exclusive interview after the collapse of the Soviet Union in the 1990s,…
需要幫助的地區，扶持、建造一個個的生命（下圖為贊比亞的「神真美
好」儲蓄小組）。
In the 1990s, after the collapse of the Soviet Union, Jeff Rutt, a builder from Lancaster, Pennsylvania, partnered with his church to bring containers full of clothes, food, and medical supplies to the struggling city of Zaporizhzhia, Ukraine. The region was grappling with hyperinflation and high unemployment. After several trips, a local pastor solemnly told Rutt, "What we need is not charity, but empowerment."
The supplies shipped from the United States did alleviate people’s immediate needs but also fostered dependency. Moreover, how could local businesses compete with these free goods? The well-intentioned aid ended up further weakening the local economy.
After thorough research, Jeff Rutt explored a different approach to charitable assistance: instead of providing free handouts, he began offering business funding to those in need, giving them a "hand up." This shift meant that those in need received not just material aid but also dignity and opportunities to utilize their talents and skills.
Starting with 12 small loans in Ukraine, the international HOPE organization (hereafter referred to as HOPE) was founded in 1997. Over more than two decades of growth, its reach has expanded to Central and South America, Eastern Europe, Africa, and South Asia. Its ministry now encompasses four pillars: credit, savings, entrepreneurship, and discipleship.
Jeff Rutt, the founder of HOPE, built his "love your neighbor" philosophy on the principle of empathy: help others in the way you would want to be helped. Current President Paul Greer emphasizes that people need to recognize and value what they already have, including their dreams, community relationships, and unique talents. HOPE seeks to partner with them, fostering a collaborative relationship with those they assist, working together to glorify the Lord.
The international HOPE organization has become a model for microfinance, built on four pillars: discipleship training, business training, savings groups, and microloans. It aims for holistic growth—personal, social, material, and spiritual. But is this approach business or charity? How is it sustained and operated? What impact does it bring? Below is our interview with Micah Curry, Senior Director of Microfinance Programs, conducted at HOPE's headquarters in Lancaster, Pennsylvania.
Using resources in the right place
KRC: Microfinance has been practiced for many years, and while its intentions are good, it is often misused or abused. What measures does HOPE take to ensure that loan clients use the funds for their intended purposes? What are the consequences if a client fails to repay the loan?
柯: The mission is to glorify God, with microloans serving as a tool for sharing the gospel, helping people run businesses, and providing for their needs. Within this framework, relationships are built as partnerships, rather than merely creditor-debtor relationships.The goal is not profit but a willingness to continually invest in people, which is the calling HOPE has embraced.
We provide clients with all the necessary information and maintain transparency to protect those who are vulnerable to exploitation by loan sharks. In addition to loans, we offer savings groups, providing clients with a safe place to save money. Through these small communities, participants hold each other accountable, and discipleship training is conducted within these groups.
While we strive to assess borrowers and their business plans thoroughly to prevent lending to those unable to repay, instances of non-repayment do occur. In such cases, we view it as an opportunity to demonstrate biblical principles in our interactions. Our first step is to respectfully remind clients of their commitment and responsibilities. We then collaborate with them to establish a feasible repayment schedule, providing ample opportunity for fulfillment. If a client still fails to meet their repayment obligations, we must responsibly cease financial relations and refrain from extending further loans to that individual. Nonetheless, we continue to pray for them, hoping they overcome their challenges.
KRC: As a nonprofit organization, how does HOPE utilize the interest income generated from loans?
柯: HOPE is committed to self-sufficiency and sustainable operations, not solely relying on donations. We have established mechanisms designed to provide consistent resources to those in need, unaffected by fluctuations in donation levels.
The interest income from loans is used to cover the organization's personnel expenses, ensuring the operation and growth of its programs. It also serves as loan capital, remaining in the local area to support economic development. If there is surplus, HOPE seeks the next region in need of its services, continuing to provide a helping hand to those in need.
What we aim to see is the power of recycled profits being reinvested to create lasting impact in the local community, rather than bringing the profits back to the U.S. headquarters.
Seeing the true need
KRC: How does HOPE decide where to establish its programs?
柯: We start by identifying regions with lower access to financial services or a lower percentage of individuals with bank accounts, focusing on underserved areas. We also consider where we can live out the gospel and shine light in communities that have had less exposure to it.
Another key consideration is the strength of the local church, as the ministry's savings groups operate through church partnerships. Through these partnerships, we identify mission-minded individuals who share a vision for the value of business in local development, helping to advance the ministry's impact in the area.
Since its founding, HOPE has equipped over 13,000 churches. The organization focuses on training and walking alongside local churches to empower them. As one team member put it, our role is "to make the bride of Christ look more beautiful." So, how can microloans and savings groups be used to equip and grow churches?
Before establishing a new program, we first engage in conversations with denominational leaders. For example, in Rwanda, HOPE's work began with an invitation from the Anglican Church to help them realize their vision of using savings as a ministry model. Collaboration with local churches is key to HOPE's continued growth and impact.
We ensure an equal partnership with churches, working together as co-laborers for the Kingdom and the gospel, encouraging one another along the way. Of course, we have encountered instances where churches have "reached out" asking us to donate for various purposes. HOPE clearly communicates and establishes boundaries—our ministry is focused on helping people start businesses and teaching them to save. We formalize this partnership through signed agreements with churches, ensuring both sides clearly understand their respective responsibilities.
KRC: Running a business is never easy, especially in the economically challenging regions that HOPE serves. What kind of support does HOPE provide to its loan clients in this regard?
柯: Yes, in developing countries, even accessing basic infrastructure like reliable water, electricity, and transportation can be a significant challenge. What we do is provide business training rooted in biblical principles, even before granting a loan. This training helps entrepreneurs understand HOPE as an organization, the purpose of loans, and what it means to run a business well. The training focuses on principles rather than specific instructions—we don’t tell clients what products to sell or where to set up their business. Instead, we encourage them to develop their own ideas about managing their businesses, fostering a sense of ownership.
培訓教材的主題包括：甚麼是好的顧客服務；如何讓你的產品在當地市場脫穎而出；怎樣把生意和生活的支出分開來。HOPE也看到同儕相互影響的價值和果效。我們會聚集一些在各自領域有傑出發展的客戶，由他們分享：如何善待員工，如何處理稅務，如何讓經營生意成為神國度的服事。
HOPE在大城小鄉都有據點，相信小生意能創造就業機會。我們鼓勵客戶，看看社區裡哪種生意興旺。客戶間也相互幫助，有人做海產批發，有人做零售。當彼此建立關係，經營上就能合作，相得益彰。
人是最大的資源
KRC：事工發展至今已逾廿載，有甚麼學習？目前遇到何種挑戰？
柯：挑戰很多，然而從客戶身上看到的堅韌、創意，以及對社區的慷慨，給我們很大的激勵。HOPE這個機構能走到今天，是因為找對了同工；無論是在蘭卡斯特總部的管理階層，或是在偏鄉與客戶實際接觸的信貸員，最重要的是分享HOPE的異象和使命，對資源較貧乏的人懷有服事熱情。
此外身為全球性機構，風險和品質管理也一樣重要，我們要確保不因為了擴展，忽略以基督為中心的核心使命。
過去幾年，因為疫情的封城、封市，造成許多客戶的營利損失。我們以彈性、創意的方式陪伴、支持他們。
目前的高通膨影響日常開銷，我們也透過提高信貸額度，讓客戶有能力購買材料、設備，或是協助找到不同的供應商，讓產品價格更具競爭力。
而武力衝突、政治不穩定，也帶來很大的挑戰。俄烏戰爭爆發後，我們看到烏克蘭人民的耐力和毅力，我們繼續放款，好讓商業活動得以繼續。海地則是另一個飽經動盪的國家。HOPE的儲蓄小組透過與當地教會合作，協助人民。
KRC：請分享幾個印象深刻的故事.
柯：在盧旺達的多娜提（Nyiraminani Donathe），2011年第一次從HOPE取得15萬盧旺達幣（約150美元）的貸款，在街頭開了個小雜貨店，賣鹽、米、豆子。現在她除了做米、油、糖等日用品的批發，還經營一家餐館，也擁有六棟出租房。這些生意不僅足夠維持自己家人生計，還雇用了七名員工。疫情期間，她為社區提供交通工具、食物，作為反饋。
在菲律賓的喬妃（Jovelee Maala），來到HOPE的事工夥伴社區轉化中心（Center for Community Transformation, CCT），在這裡遇見主。此後她從每週1.81美元開始學習儲蓄，並拿到第一筆72美元的貸款，擴張販賣廢棄物的生意，且在多處開設分店。
喬妃貨品來源的廢棄物處理中心因土石流關閉，使得她必須關掉一家店。疫情期間，所有的生意停擺。因著從CCT學到的經營知識，她尋找新機會，開始奶茶生意。如今她不僅能無負擔地送孩子上學，照顧親人，還為上百人提供就業機會，並協助教會建堂和外展。
她說，HOPE和CCT帶來財務上的成功，然而她生命的至寶是耶穌基督。在烏克蘭的安天（Artem）利用貸款開了家餐館。俄烏戰爭後，他有心服事流離失所的人。目前他的24名員工中，約有一半是因戰亂必須離開家園的人。
這幾位原本只是小商人，卻願意回饋社區，服事國度，給我很大的啟發。
KRC：基督徒和教會要如何投資在類似HOPE的慈惠機構？
柯：HOPE設計了一些課程，幫助個別基督徒或教會認識並體驗借貸客戶的處境（請參考網頁 https://www.hopeinternational.org/take-action）。若神感動，除了金錢奉獻，還能以才幹服務社區。
小額貸款以獨特方式，傳遞管家理念，結合使萬民成為主門徒的大使命，以及愛上帝、愛鄰舍的大誡命。HOPE做的是慈惠也是宣教，在放款時也傳講真理。我們相信能有效對人傳遞的福音使者，很多時候就是當地人；他們的生命改變，便是最好的見證。盼望讀者考慮參與，擴展奉獻的影響力。
從國際HOPE機構發展的過程和客戶的故事，得以見證：「人」是最大的資源。當人使用神所給的恩賜、創意，就能為人、為社群、為國度，發揮影響力。
更多認識並實際參與，請上網站 https://www.hopeinternational.org/.
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