Case Studies in Social Enterprise: Counterpart International's Experience

Case Studies in Social Enterprise
A PUBLICATION OF
COUNTERPART Counterpart International's Experience
INTERNATIONAL, INC.
September 2002
A chef prepares a meal at Kovcheg Café, a Mercy

Charitable Foundation social enterprise in Zhytomyr, Ukraine
1200 18th Street, N.W.

Suite 1100
Washington, D.C. 20036
www.counterpart.org By: Sutia Kim Alter

G
The Social Enterprise Experience
In 2002, Counterpart International completed a social enterprise pilot project in Ukraine, entitled
Counterpart Alliance for Partnership (CAP) Social Enterprise Program. It provided training, loans and technical
assistance to 45 NGOs to start new or develop existing business ventures. The CAP Social Enterprise
Program was replicated in Belarus. In 2002, Counterpart launched a similar program in Bulgaria dedicated
to social enterprise development and support with the goal of strengthening NGOs’ financial sustainability
through small business development. Bulgaria Pilot Community Fund and Social Enterprise program will
support the business ventures of 23 Bulgarian NGOs. Counterpart is committed to developing a state-of-
the art social enterprise methodology that it can replicate in the countries where it works.
Methodology
The information for the social enterprise cases studies described in this publication was collected through
extensive interviews, site visits, and reviews of internal program documentation. The principle method used
was interviews, which were conducted with NGO directors; social enterprise managers, board members
and staff; and Counterpart technical program staff from Ukraine, Belarus, and Washington, D.C. Working
with the information provided, the author has tried to be as thorough and accurate as possible in presenting
the cases. Most of all, the stories are real, about real people and their experiences, and thus impart valuable
technical information for the benefit of other practitioners in this field.
Counterpart International
Founded in 1965, Counterpart is a diverse, tax-exempt, nonprofit, international development organization

dedicated to helping people in need–often when they need help the most–in areas of civil society, private
enterprise, environmental resource management, humanitarian relief, and health care. It does this by
building the capacity of local partners–nongovernmental organizations, associations, lenders, businesses,
governments, and other institutions–to solve their own, self-defined economic, ecological, political, and
social problems in ways that are sustainable, practical, and independent. Those benefiting from programs
Counterpart develops and implements include women, disabled, internally displaced and other at-risk
people; nongovernmental organizations dedicated to strengthening democracy and civil society;
environmental groups helping people protect, preserve and restore their fragile local ecosystems in ways
that are economically sustainable and income-generating; entrepreneurs in need of business training,
financing and support services; and victims displaced because of natural disasters or civil strife.
Counterpart is supported by corporations, individuals, foundations and governments. It manages a donor

portfolio of more than $80 million through a network of 17 international program offices directly operated
by Counterpart. Affiliate and partner organizations operate in 21 countries in North America, the
Caribbean, Europe, Asia, Africa and the South Pacific, enabling the transfer of skills and lessons learned
across borders and cultures.
For more information about Counterpart or this publication, contact:
Karen Sherman, Executive Vice President

Counterpart International Tel: (202) 296-9676
1200 18th Street, NW Fax:: (202) 296-9679
Suite 1100 [email protected]
Washington DC 20036 www.counterpart.org
Copyright © 2002 by Counterpart International, Inc. i

About the Author
Sutia Kim Alter has worked in the social enterprise field for over a dozen years. She is founder and
principal of Virtue Ventures LLC, a management consulting firm that specializes in social entrepreneurship.
Ms. Alter is the author of Managing the Double Bottom Line: A Business Planning Guide for Social
Enterprises (2001 PACT Publications) and several articles on social enterprise, and she presides on the
Board of Directors of the international membership organization Social Enterprise Alliance. For more
information or to contact Ms. Alter, please visit www.virtueventures.com.
Case Studies in Social Enterprise — Counterpart International, Inc. ii

Table of Contents
Acknowledgments .............................................................................................................. i
Abstract………………. ..................................................................................................... 1
Introduction……………….…….…… ............................................................................... 5
Social Enterprise, An Emerging Field
Counterpart Alliance for Partnership Social Enterprise Program
CASE STUDY: Mercy Charitable Foundation ............................................................. 10

Background
Social Enterprise
Counterpart Alliance for Partnership (CAP) Social Enterprise Program
Challenges
Social Impact and Business Results
Key Success Factors
Advice
Natalya Prokhorenko
CASE STUDY: Alisa Society for the Disabled ............................................................ 22

Background
Social Enterprise
Challenges
Financials
Key Success Factors
Advice
Svetlana Mischenko
CASE STUDY: Peace Beauty Culture Association..................................................... 31

Background
Social Enterprise
Challenges
Financials
Key Success Factors
Advice
Valentyna Sazonova
CASE STUDY: Ariadna and the International Education Center for Youth ............. 42
Background
Social Enterprise
Challenges
Financials
Key Success Factors
Advice
Taisiya Lazareva
Abstract
The term social enterprise was created by the American non-profit community in the 1970s,
which began to create and operate their own businesses as ways to create job opportunities
for the disadvantaged, homeless and other at-risk people. The idea is that a nonprofit
business venture or revenue-generating activity can create positive social impact while
operating with reference to a financial bottom line. Today, NGOs understand that only by
establishing an independent means of support, can they continue to fulfill their mission. An
NGO’s new vigor and growth enables it to provide and expand vital services to its
constituents and members while moving the organization toward self-sufficiency.
Case Studies in Social Enterprise: Counterpart International's Experience explains: (1) social enterprise,
(2) its importance as a developmental tool in emerging economies around the world, and (3)
through four in-depth case studies in Ukraine, highlights the beneficial impact of social
enterprises on the non-profit sector, families and communities. These projects were developed
and implemented by Counterpart under a grant from the U.S. Agency for International
Development between 1997 and 2002.
Counterpart's experience demonstrates that social enterprises have high potential as a

nonprofit sustainability strategy in emerging economies where markets are underdeveloped
and entry barriers are low. Comprehensive and well-structured programs like the Counterpart
Alliance for Partnership, which complements business training with loans, advocacy and legal
advice and networking increase the likelihood of NGOs' successful creation of sustainable
social enterprises that will achieve both financial viability and social impact in the long term.
Counterpart's social enterprise methodologies provide the tools and inputs that assist their
NGO participants in their business activities. With Counterpart's assistance, NGOs have
successfully established or expanded their income-generating activities and, at the same time,
are meeting their organizational mission.
The Social Enterprises
Mercy Charitable Foundation
This NGO established a high quality, health conscious, for-profit restaurant. It supplies
up to 110 free meals a day while training clients in culinary job skills. Profits are used to
support a hunger relief program, teach healthy lifestyles and provide jobs to Mercy’s
clients. Mercy focuses assistance on low-income families as a means to prevent
homelessness for at-risk children and offering services to the elderly and substance
abusers.
With the exception of McDonald’s, Mercy’s Kovcheg Café is the only place in Ukraine
where people can enjoy a meal in a smoke- and alcohol-free environment. Since
launching the café, Mercy has started new social enterprises: three thrift shops that sell
secondhand goods donated by the public and collected though the churches. Through
the experience Mercy has learned how to leverage its assets and now rents the vehicles it
uses to distribute humanitarian assistance to other NGOs when they are idle. Mercy has
also invested in a farm to provide vocational training and rehabilitation to former drug
Case Studies in Social Enterprise — Counterpart International's Experience 1

addicts and alcoholics. The farm provides a refuge for people in recovery. The farm,
though not yet an income-generating venture, provides agricultural products to the café
and to Mercy’s free meals program. Mercy received grants from CAP to assist with
marketing and product development.
Developmental Impact — (1) Increased job creation in Zhytomyr City, where the
unemployment rate is over 60 percent; (2) Achieved sustainability of Mercy
Charitable Foundation by creating a permanent funding source through its social
enterprises and independence from donor support; (3) Of Mercy’s annual operating
budget; 100 percent is generated from earned income; Launched three new social
enterprise thrift shops that contributed $9,350 or approximately 94 percent of
Mercy’s budget; (4) Provided 60 free meals a day in 2001; over 100 projected for
2002 (based on six-month performance); 150 projected for 2003; (5) Changed public
opinion and social consciousness about healthy lifestyle choices.
Alisa Society for the Disabled
This association for the disabled created training and job opportunities for their clients
by starting six business ventures—Stationery Shop Alisa; Café Posadena; Etit, a trading
company; Instorm, an architecture firm; Monostat Advertising Agency; and a sports
training facility that teaches martial arts to children. Revenue and profits from the
ventures are used to promote social and economic rehabilitation of people with
disabilities. The idea is to offer vocational training programs with the intention of
training people with disabilities to mainstream them into the workforce. The
organization was conceived in 1991 at the time of Perestroika when its founder, Svetlana
Mischenko, herself disabled, saw an opportunity to help people with physical disabilities
as government regulations relaxed in Ukraine. Mischenko observed that disabled people
were marginalized, were not being fully integrated into the workforce or educational
institutions, and public access for them was limited.
In 1999, Mischenko joined forces with five other NGOs to establish the Social and
Vocational Rehabilitation Center, a for-profit that runs several businesses where people
with disabilities obtain vocational skills, such as sewing, carpentry or meat processing,
while generating a profit. Today, the Social and Vocational Rehabilitation Center employs
over 350 people with disabilities and the profit from its activities underwrites various social
programs such as mental health services. It provides grants to several social service
organizations, funds the start-up of new ventures and makes internal loans to its own
businesses. Alisa Society’s social enterprises have resulted in the creation of hundreds of
job for people with disabilities, as well as providing a stable source of funding for Alisa’s
social activities. Though Alisa’s mandate is to employ at least 50 percent disabled people, it
has far exceeded its target, employing more than 90 percent in all activities.
Developmental Impact — (1) Trained 130 disabled people in 2001; (2) Expected to
serve an estimated 2,000 clients in 2002; (3) Anticipate placing 1,000 disabled people in
mainstream jobs in 2002; (4) Covered 25 percent of organization’s operating costs with
earned income; (5) Increased the profitability of social enterprises since 2000 by more
than 200 percent.
Case Studies in Social Enterprise — Counterpart International, Inc. 2

Peace Beauty Culture Association
This NGO founded Creative Workshop to produce and sell exclusive clothes for children
and youth using natural fibers decorated with traditional Ukrainian art in contemporary
designs. Revenue and profits are used to promote national pride, culture, and the arts
through the theatre and schools while training youth in sustainable job skills. Its
women's clothing line has been shown at trade shows in Washington D.C.
Peace, Beauty, Culture's express purpose is to invest in the social and cultural education
of young people as a means to contribute to the development of Ukrainian society. Since
its inception it has grown to offer a range of services. A “fashion school” where history,
ecology, music, art and folk aesthetics, ethic and the psychology of success are taught
was integrated into the S Theater, where each show focuses on a social problem, using
clothing and drama as a medium to raise social consciousness and to encourage
participation in the community. Students also learn about fashion design, tailoring and
clothing production. The fashion school is the only one of its kind in Ukraine. PBC also
offers computer courses and vocational skills training for children and youth (especially
girls and orphans). The humanitarian assistance component of the NGO includes
distribution of clothes produced in the fashion school to orphans and low-income families,
and an information and referral service for parents and at-risk adolescents.
Developmental Impact — (1) Created a permanent funding source for Peace Beauty
Culture from Creative Workshop and became less dependent on donors for support; (2)
Provided services for 2,720 clients in 2001; (3) Created 12 new permanent and contract
jobs; (3) Raised awareness of social programs and spurred civic involvement, including
25–50 volunteer positions within the NGO; (4) Generated 36,000 (UAH) toward
covering nonprofit operations (50 percent) in 2001; and (5) Increased brand equity and
awareness of Peace Beauty Culture’s programs.
Ariadna and the International Educaiton Center for Youth (IECY)
This NGO provides public school students with access to high quality business and
entrepreneurial education through its social enterprise, International Education Center for
Youth. Profits are used to improve the social conditions and the standard of living for
women and their families through education and counseling. IECY was launched to
provide public school students with access to high-quality business and entrepreneurial
education and prepare them for careers in a new economic era. IECY’s long-term goal is
to expand its programs throughout the newly independent states, but planned to focus
locally first in the vicinity of Kharkov, Ukraine, and St. Petersburg, Russia. The founding
NGO, Ariadna Zhavoronok Center, helps children (ages 4 to 18) in crisis or at risk in the
city of Kharkov. The Center’s programs include: art therapy, pre-school, teacher training,
and numerous education programs; and counseling and humanitarian assistance to
families, single parents, alcoholics, and drug addicts. The Zhavoronok Center employs
psychologists, social workers and educational specialists.
Developmental Impact — (1) Zhavoronock Center children served in 2002 (est). –

5,500; (2) Teacher training programs in 2002 – 1,500; (3) Women’s education programs
in 2002 – 45; (4) IECY Students served in 2003/2004 (est.) – 3,000; and (5) IECY

number of teachers in 2003/2004 – 85; (6) For the academic year 2001-02, its
educational programs are serving 400 students from low- and middle-income families,
and next year’s enrollment is projected at twice that—800 students. Prices are set on a
sliding scale, based on ability to pay. Middle-income parents pay higher fees in order to
subsidize poor students.
Collectively, the social enterprises documented in these four case studies illustrate the
tremendous contribution and importance of social enterprise as a developmental tool in
emerging economies around the world. The beneficial impact of social enterprises on the
non-profit sector, families and communities cannot be overstated.
Karen Sherman
Executive Vice President
Counterpart International, Inc.

Introduction
Social Enterprise: An Emerging Field
There is a global buzz about a new and dynamic field aimed at ensuring nonprofit
sustainability and achieving deep social impact. The lexicon varies, but whether referred to as
“social venture,” “sustainability strategy,” “nonprofit income-generating activity,” “social-
purpose business,” or “social enterprise,” as in this report, this emerging field is receiving
international attention and is increasingly becoming a global movement. The likes of such
household names as World Bank, USAID, Kellogg and Carnegie Foundations, Goldman
Sachs, Charles Schwab, Ben and Jerry’s, Ashoka, Share Our Strength, Yale and Harvard
Universities have joined the droves of other donors, practitioners, private companies and
academics in this space where business and public good converge.
So what is social enterprise? Social enterprise is a generic term for a nonprofit business
venture or revenue-generating activity founded to create positive social impact while
operating with reference to a financial bottom line. Social enterprise financial objectives can
range from diversifying grant funds with a small percentage of earned income to making a
profit, though frequently income-generation is intended as a sustainability strategy either for
a specific program or the institution. Social objectives also run the gambit, depending on
mission and sector of the nonprofit, from providing economic opportunities to the
disadvantaged, disabled or at-risk populations, to cleaning up the environment or
strengthening civil society. The common trait is that social enterprises are committed to
achieving a double bottom line—their social mission and their financial objectives. Social
enterprises are accountable for achieving both types of outcomes; this requires managing
priorities, resources and program goals in a way that balances the two. For nonprofit
practitioners who are accomplished in executing social programs this usually means
integrating business skills, practices and entrepreneurship into their operations.
Nonprofit actors have been attracted to the social enterprise field for a number of reasons.
In an increasingly competitive fundraising environment, social enterprises generate
sustainable resources to support their organizational mission and ensure long-term survival.
Earned income allows for greater program flexibility and is a source of much-coveted
unrestricted funding for new program investments. It is also a means for organizations to
stay mission-focused rather than being derailed by a vaguely related prospect of donor
funding, and ultimately, to reduce their overall dependence on donor support.
Currently, donors are taking on an “investment mindset,” allocating grants according to their
potential social return. As a result, nonprofits are professionalizing, and with this trend
comes raised expectations and pressure on organizations to be “businesslike.” To this end, in
the social enterprise arena, organizations learn to engage market forces, think more
strategically, use business practices in their operations and productively leverage their assets.
Practitioners, and their supporters, have found that the social enterprise approach of
amalgamating business and social disciplines strengthens mission execution and
organizational self-sufficiency. Planning processes, management tools and measurement
instruments essential in businesses but often lacking in nonprofits are easily adapted and

integrated into the social enterprise. Thus, social enterprises operate within a well-developed
framework to both manage and be accountable for their social and business objectives.
Many social enterprises monetize social return on investments (SROI) to demonstrate
economic value, social value, and the blended value that the enterprise creates for its target
population, donor and society as a whole. Social enterprises' organizational structure and use
of methods borrowed from business strengthen capacity-building. The business-led,
mission-driven organization develops similarly to private enterprise and applies
organizational development constructs to its operations, financial management, and human
resource and leadership development. Nonprofit capacity is strengthened simultaneously,
and as part of enterprise growth rather than as a separate activity.
Social enterprises may serve several purposes. They can be implemented as a program
strategy expressly to affect a specific population or a financial self-sufficiency strategy aimed
at generating income, but usually they are a combination of the two. Social enterprise
purposes, illustrated vis-à-vis examples, are:
Economic development. Creating economic opportunities that either develop markets for
small and underprivileged business, or that foster self-employment and create jobs for low-
income people, enabling them to attain economic security for themselves and their
families. Microfinance institutions are the best-known example of economic development
social enterprises.
Workforce development. Creating employment for disenfranchised or at-risk populations so

“hard-to-employ” people can earn a livable wage and develop marketable skills. Vocational
training, disabilities programs and a host of social service programs often create social
enterprises for this purpose. Workforce development social enterprises are also common in
the U.S., but have proven successful in post-Soviet and transitional countries.
Nonprofit sustainability. Increasing nonprofits’ ability to generate income to support their

social programs without continued reliance on donor funding. Used by all types of
nonprofits to varying degrees, sustainability is achieved through a wide range of
commercial activities—e.g. product sales, fee-for-service, government contracts, leasing,
private sector partnerships, membership and conference fees. A key differentiator is not
in purpose, but in structure: Income is earned through mission-related activities
integrated within social enterprise operations–i.e. commercialization of social services, or
alternatively through unrelated business or subsidiary activities where earned income
subsidizes social programs.
A social enterprise can take many forms, which makes it an applicable program vehicle or
income-generating strategy for nonprofits working in a variety of sectors.
• An employer of at-risk, disenfranchised or low-income populations: an underwater

eco-tourism business in the Black Sea staffed by Roma orphans; a wheelchair
manufacturing business run by victims of landmines in Cambodia.
• A customer of goods produced by low-income entrepreneurs or disenfranchised

people: a shop that sells crafts and clothing made by low-income women in India; an

ice cream company that purchases products from a bakery that employs formerly
homeless people in the United States.
• A seller of products or services to low-income or disenfranchised business owners

to help them improve their operations and income: a marketing cooperative that
provides Asian producers access to more profitable export markets for their goods in
the U.S. and Europe; a financial services organization that provides collateral-free,
affordable loans to female entrepreneurs throughout the developing world.
• A for-profit subsidiary of a nonprofit organization whose revenue is used to

subsidize its nonprofit programs: a Zimbabwean horticulture business that grows
and sells hybrid roses in European markets, while employing a large number of low-
income people. It also uses profits to subsidize a horticulture school and hospital for
indigent Zimbabweans. An Armenia hotel owned by a nonprofit drug and alcohol
treatment center; the hotel provides transitional jobs to recovering addicts, and its
profits are shifted back to the nonprofit to cover costs of treatment programs.
• A social-purpose business (nonprofit) that contributes to a public good by serving

a less commercially attractive nonprofit customer: a manufacturer and distributor of
low-cost irrigation pumps to low-income rural farmers in Kenya; a nonprofit that
buys generic pharmaceuticals in bulk at discounted prices and passes the cost savings
on to clinics in Guatemala serving rural low-income people.
• A nonprofit organization that generates income by selling goods, commercializing

services, or leveraging assets (tangible and intangible) to support its social service
activities: an Egyptian vocational skills training organization that leases idle computer
equipment and provides computer courses after hours to the public for a fee. A U.S.
disabilities service organization that in addition to rendering services to the low-
income, offers “premium care” that includes high-end services—i.e. aroma therapy,
massage and errands to the private pay market. A senior services organization that
“sells” its relations with the community by organizing focus group of its clients for
advertisers who are trying to reach the senior market.
The notion of social enterprise has been around for a long time. For years, nonprofit
organizations have employed methods of generating income through membership fees, fee-
for-service, and related ideas, and “sheltered workshops” have created enterprises to support
employment or vocational training programs. What’s new is social enterprise’s emergence as
a field that is attracting the best and the brightest from the four corners of the globe. The
field is developing a body of knowledge, studies, lessons, “good practices,” tools, principles,
and a diverse base of practitioners and funders committed to bringing social enterprise to the
fore as a viable methodology for nonprofits to achieve the dual objectives of financial
sustainability and mission accomplishment.
Social enterprise has also been satisfactorily tested in a variety of countries, economic
situations and business climates. In short, social enterprise as a discipline has had a
successful, albeit short, track record and—we believe—a vibrant future, yet there is much
work to be done.

Counterpart Alliance for Partnership Social Enterprise Program
From 1997 to 2002, Counterpart led a four-and-half-year, $13 million civil society program
called Counterpart Alliance for Partnership that was designed to build the capacity of local
nongovernmental organizations (NGOs) in Ukraine and Belarus. Counterpart Alliance for
Partnership (CAP) used a combination of grants, training, technical assistance, advocacy,
information exchange and partnership to strengthen local NGOs. CAP supported NGOs
working in a variety of sectors, including education; HIV/AIDS prevention and care;
children in crisis and at risk; youth leadership; disabilities services; elderly, homeless and
unemployed; health and the environment. One component of the CAP program was
dedicated to social enterprise development and support with the goal of strengthening
NGOs’ financial sustainability through small business development.
In October 1999, CAP program managers surveyed grantees with income-generating

activities to qualify them for the “social enterprise recoverable grants program” intended to
help grantees grow their business activities. CAP managers assessed the NGO candidates’
training needs and developed curriculum that would support an NGO’s ability to absorb and
manage debt in addition to developing an enterprise that could sustain the NGO’s social
programs over time. In the end, CAP targeted 45 organizations for participation in the
program. It selected organizations that had already received CAP seed or operating grants,
and either had existing business activities or leveragable assets and the will and spirit to apply
themselves to start a social enterprise.
The training program design was comprehensive and the curriculum intensive, spanning a
two-year period, with 10 training modules running two to eight days each in duration. The
training topics delivered in the CAP Social Enterprise program were: tax and legal issues;
social entrepreneurship; business planning (eight days); basics of marketing management;
price strategy; sales techniques, advertising, budgeting and financial management; financial
planning and strategic management. In addition to training NGO social enterprise
practitioners, CAP provided one-on-one technical assistance and mentoring; affinity group
meeting and networking sessions organized by industry; targeted small group training aimed
at helping organizations struggling with similar issues or constraints; cross-border study
tours; and learning exchanges between organizations.
Counterpart Alliance for Partnership Social Enterprise Program Results
Out of 45 NGOs that participated in the CAP social enterprise program, 31 started new or
developed existing businesses. Out of those 31, the monthly cash contribution of the social
enterprise to the NGO ranges from $100 to $1,000:
• 15 NGOs earn $100—$500

• 10 NGOs earn $500—$1,000
• 6 NGOs earn more than $1,000
The percentage of the NGO's operational budget covered by social enterprise ranges from 1
percent to 100 percent:
• 20 NGOs: 1-50 percent

• 7 NGOs: 50-99 percent
• 4 NGOs: 100 percent

Based on the positive results and experience of its pilot project in Ukraine and Belarus,
Counterpart is committed to developing a state-of-the-art social enterprise methodology that
it can replicate in the countries where it works. In 2002, Counterpart began a new social
enterprise program in Bulgaria. Similar to CAP, the objective of this program is to
strengthen NGOs’ capacity for financial sustainability through social enterprise ventures;
equally important, however, this second program will enable Counterpart to refine and
strengthen its successful model.
Although social enterprise has its historic roots in the well-developed markets of the United
States, Counterpart’s experience demonstrates that social enterprise also has high potential as
a nonprofit sustainability strategy in transitional economies. In fact, emerging economies
offer a plethora of opportunities for nonprofit social enterprises to venture into high-margin
businesses. In the competitive markets of industrial countries, these high-margin businesses
are traditionally dominated by the private sector, but in emerging economies these markets
are underdeveloped and entry barriers are still low.
Often the NGO sector is still constrained from developing successful enterprises in these
markets by the legal environment, tax issues, a lack of access to capital and low business
acumen. Comprehensive and well-structured programs like the Counterpart Alliance for
Partnership, which complements business training with loans, advocacy and legal advice,
networking and other services, increase the likelihood of NGOs' successful creation of
sustainable social enterprises that will achieve both financial viability and social impact in the
long term.
The following are case studies of four distinctly different social enterprises that participated
in the Counterpart Alliance for Partnership program in Ukraine. The cases attempt to
provide the reader with general knowledge about the social enterprise field while giving
insight into the specific challenges and accomplishments faced by these organizations. The
reader should note that due to Ukraine’s harsh legal environment, which incites fear in NGO
managers about losing their nonprofit status or being slapped with tax penalties, financial
information was obtained with tremendous difficulty and therefore figures may not be
entirely accurate. The cases only begin to relate the breadth of experience, the satisfaction of
success and the details of numerous trials encountered by NGO leaders on their amazing
journey. Captured herein is a tiny glimmer of each social enterprise’s unique story as well as
the personal story of the incredible entrepreneurs behind these ventures.
Sutia Kim Alter

CASE STUDY: Mercy Charitable Foundation
"We wanted to learn to fish, but needed a fishing pole."
Activities Clients
Free meals Elderly
Food parcels and clothing Homeless people
Legal aid Orphans
Human rights protection Large families
Educational and recreational programs Youth at risk
Counseling Alcoholics and drug addicts
Drug and alcohol rehabilitation
The Enterprise
This Zhytomer-based NGO established a restaurant that supplies up to 110 free meals a day while
training clients in culinary job skills. Revenue and profits are used to support a hunger relief
program, teach healthy lifestyles and provide jobs to Mercy’s clients.
Background
Mercy Charitable Foundation is a Christian faith-based non-governmental organization

(NGO) founded in 1997 by Natalya Prokhorenko to provide humanitarian assistance to the
most vulnerable people in the Zhytomyr region, one of the poorest areas of Ukraine.
Zhytomyr’s 60 percent unemployment rate has resulted in a high incidence of substance
abuse, homelessness and depression among its population. Zhytomyr also lies within the
“Chernobyl zone” impacted by the disaster of 1986. Cancer is prevalent among the residents
— 2001 was the first year since 1986 that the birth rate was higher than the mortality rate in
the region.
Mercy’s first programs focused on homeless children because they are among the most
vulnerable population. In the beginning the primary activity was a hunger relief program,
which provided free meals to homeless children. The organization tried to open an
orphanage on its premises, but was refused licensing by the state. Unable to address the
housing problem, Prokhorenko discovered that it was difficult to effectively treat this
population because Mercy could only provide short-term aid. At this point Prokhorenko
decided to redirect the organization’s assistance to low-income families as a means to
prevent homelessness for at-risk children. Mercy began to diversify its programs beyond
relief to development assistance by offering educational and social activities, legal aid and

counseling programs. By 1999 Mercy had expanded its programs considerably and was also
offering services to the elderly and substance abusers.
Initially, Mercy Charitable Foundation received financial support from local NGOs, business
partners and international donors. The local government gave a large building in downtown
Zhytomyr to Mercy Foundation for office space. Mercy also received substantial food
donations from local agricultural producers and businesses to support the feeding program.
As the country’s economic situation worsened, it became increasingly difficult to find
funders for Mercy’s programs or food donors. Mercy’s ability to provide free meals and
render other services began to slip. Understanding that the organization’s future was at risk
and Mercy couldn’t afford to remain dependent on external donors to support activities,
Prokhorenko decided to initiate income-generating activities to sustain the organization and
its operations. “We wanted to learn to fish, but needed a fishing pole,” Prokhorenko says.
Mercy’s Mission: To support the most vulnerable populations and protect their human and constitutional rights.
Social Enterprise
“In the beginning we tried lots of things to earn money: a catering company, a newspaper, we even had boys wearing
sandwich boards on the streets with pictures of homeless children soliciting donations. None worked. We conducted
market research on some very good ideas, but in most cases we lacked the start-up capital and couldn’t find
investors who were willing to finance an NGO enterprise. Now that we know we can be successful, someday we will
do these ideas later using our own financing.”
- Valisy Dekhtyarenko, Mercy Charitable Foundation Board Chair and venture team member
A café seemed like a logical choice for a business since it fit well with Mercy’s hunger relief
program and leveraged the organization’s assets. Mercy had the physical space, including a well-
equipped kitchen and large dining area used to prepare and serve free meals for the homeless. Its
highly visible central location and close proximity to the university were conducive for a café.
Moreover, the market analysis showed that Mercy could start a café with little initial capital, and a
large percentage of the costs could be absorbed through in-kind support.
It was decided. Mercy’s social enterprise would be a café. Modest renovations to make the space
more attractive to commercial clients were completed using donated construction supplies.
Mercy youth club members served as volunteer labor to build tables, and paint and decorate the
place. Prokhorenko formed a “venture team” comprised of Mercy’s senior management, a few
board members and an entrepreneur, experienced in the
restaurant industry, who would manage the café. Together the One customer said, “There
team set out to craft the business plan, plot its marketing should be more cafes like
strategy, discuss the menu, legal issues and operations. this one; the quality of the
The business planning process uncovered a dilemma for food is very good and
Mercy’s team: whether or not the café should sell alcohol and people are becoming more
cigarettes to its customers. During the day, Mercy rendered conscious of their health.”
counseling services to addicts, helped young people to quit
smoking and taught them to avoid drugs and alcohol by engaging in sports and other activities.
Therefore, it made no sense for the business to perpetuate the exact behavior the NGO was
trying to mitigate by selling alcohol and cigarettes.

Prokhorenko suspected that money could be made from alcohol sales, but wanted the café to be
alcohol- and smoke-free. The market study confirmed this assumption, projecting that the café
would realize twice as much profit if it sold alcohol in addition to food. The labor was in the
food preparation and the profit was in the liquor.
Additionally, a non-smoking restaurant imposed barriers on a large market of potential café

customers: smokers. (It is estimated that over 50 percent of the population in Ukraine smokes.)
Many people told Prokhorenko that the café would fail; business advisors forecast that the café
would go bankrupt, and even within the supportive environment of the CAP Program, another
participant said, “you won’t last three months.” Prokhorenko was unyielding in her resolve not
sell alcohol or cigarettes and her team supported this decision.
On April 1, 2000, Mercy opened the Kovcheg Café. It took a three to four months to establish
the café within the community, but as it turned out Prokhorenko found a solid niche market for
her concept. With the exception of McDonald’s, Mercy’s café is the only place in Ukraine where
people can enjoy a meal in a smoke- and alcohol-free environment. The demand for a family-
style restaurant removed from boisterous drunks and unhealthy air was wholly underestimated.
“At lunchtime it’s hard to find a table,” said Prokhorenko.
Another part of Kovcheg Café’s successful recipe is its price strategy and emphasis on quality.
It’s one of the cheapest cafes in Zhytomyr serving high-quality food. The most expensive
meal in the restaurant is just one dollar. Other
area cafes charge $3 to $7 for a full meal. There is Prokhorenko said that it has
room to raise prices, but “people are so financially taken her three years to under-
pressed in the city already that we don’t want to,”
said Prokhorenko. “Our objective is to offer an
stand that the number one criteria
affordable and relaxing place where families can is character assessment: people
come for a good, healthy meal.” who understand and are com-
mitted to the mission.
Alignment of Kovcheg Café’s and Mercy’s mission
has been the cornerstone of the café’s operations and has guided the decision-making by the
venture team. The café mission is to provide a respite for people and teach healthy lifestyles. It
also provides jobs to Mercy’s clients and generates income for the nonprofit’s operations.
Mercy team’s niche market development strategy for Kovcheg means that the café has few
direct competitors because it offers a different service and targets a different market than the
other cafes and restaurants in town. Many of Zhytomyr cafés charge much higher prices,
focus less on food and more on their beverage service, have gambling and operate late into
the night.
With the café’s first-year profits, Mercy expanded its operations to include dinner service and
increased the dining space. Prokhorenko and her team have plans to open another café across
town, with a vision of franchising the concept all over Ukraine. Since launching Kovcheg Café,
Mercy has started new social enterprises: three thrift shops that sell secondhand goods donated
by the public and collected though the churches. Through the experience Mercy has also learned
about leveraging its assets and now rents the vehicles it uses to distribute humanitarian assistance
to other NGOs when they are idle. Behind Mercy’s building there is a vacant lot that
Prokhorenko is considering using for paid parking until they find another use for the space.

Last year Mercy also invested in a farm to provide vocational training and rehabilitation to
former drug addicts and alcoholics. The farm provides a refuge for people in recovery. Mercy
found that there were far fewer incidents of relapse in residential drug and alcohol treatment
programs held outside the negative forces of the addict’s environment. Skills development and
job training programs increased the likelihood of long-term success by giving people in recovery
new possibilities to earn an income. The farm, though not yet an income-generating venture,
provides agricultural products to the café and to Mercy’s free meals program. In the future,
Prokhorenko and her team plan to employ people in the rehab program in agricultural
businesses that will both help to build their skills and earn a living, as well as generate money for
Mercy’s social programs.

(NGO) Farm (NGO)
y Free Meals Subsidiary y Grows produce and raises

y Humanitarian Aid livestock
y Human Rights y Drug and alcohol treatment
y Drug + Alcohol Retreatment center
y Counseling
Legal Council NGO Management
Venture
Mercy Legal Venture Team +
Team
Council Member Café Management
Donates produce
$$ Profit $$ Manages
Café Café Kovcheg Café
and meat
Owner (For Profit) Operations
y Serves meals to paying

customers
y Employs former clients
y Provides free meals to homeless
Customers...
Business
Students Families
People

Kovcheg Café has served as an educational vehicle to raise social consciousness about the
health risks associated with smoking and drinking and offer healthy choices. Mercy has also
increased its influence in the community and expanded services that positively reflect the
organization’s public image. As a result, Mercy management is in discussion with the City
Council regarding the bequest of an abandoned “sanatorium” with unique mud baths. If
Mercy is able to negotiate a deal, it plans to convert the property into a recreational complex
for children.
The Counterpart Alliance for Partnership (CAP) Social Enterprise Program
The Counterpart Alliance for Partnership (CAP) was one of Mercy’s most important partners. In
addition to being selected to participate in the Social Enterprise Program, Mercy received two
matching grants from CAP totaling $9,460 for program seed capital and operations. Until this
point, Mercy had been dependent on charitable contributions and external donors to support the
organization’s humanitarian assistance activities. Once Mercy’s management made the decision
to become self-sufficient via earned income, the CAP Program gave Prokhorenko and her team
the impetus and tools to start and run the café as a commercial business.
At the outset, CAP trainers helped Mercy select a business idea that fit with the organization’s
social and financial objectives. CAP training then supported the market research and analysis
phase prior to initiating the enterprise and facilitated tough decision-making during the business
planning process. CAP helped Mercy develop its human resources plan for the café, which
integrated former clients as wait, counter and kitchen staff and recruited an individual
entrepreneur for café manager.
The most important assistance Prokhorenko and her team received from CAP was marketing.
Zhytomyr is full of small cafés, yet Kovcheg’s unusual concept was difficult for people to grasp;
the target market was not well-defined, nor the marketing channels well-developed, all of which
posed marketing challenges. At first Mercy’s marketing approach was random: advertisements in
the newspaper; flyers sent to businesses, community centers, churches and the university; and a
sign placed on the front of the building. These marketing vehicles attracted customers
sporadically, but did not target specific customers, or build a steady client base for the café.
Mercy needed to be more strategic in its marketing efforts and to craft a clear and consistent
message to inform people about the café, its premise and the benefits of its products.
Additionally, the team needed to define its target market and understand the characteristics and
preferences of the café’s customers.
With assistance from CAP, the Mercy team prepared a marketing plan focused on developing
the café’s brand and image. “We want people to think of us as a respite for families where people
can get away from drunkenness,” Prokhorenko said. “We developed our marketing message
around this idea and our image as a healthy place.” Mercy found that churches provided the best
marketing channels for the café both due to the characteristics of church members and the fit
with its faith-based parent NGO, Mercy Charitable Foundation. The Mercy team also used low
price penetration strategy to attract and retain customers, particularly price-sensitive students and
low-income families, and marketing tactics such as outdoor seating to draw in foot traffic.

CAP training also helped the Mercy team understand the importance of product
development. “We learned that people would try the café once because it was owned by a
local humanitarian organization, but they would not come back unless they were satisfied.
This meant we needed a high-quality product,” said Prokhorenko. The Mercy team made
quality its number one priority, determined to deliver consistent, nutritious and delicious
meals. Mercy also found that it had to separate NGO clients receiving free meals from
paying customers. “Many café customers do not feel comfortable eating with homeless
people, even if they support the cause.” Because Mercy saw the tranquil and comfortable
ambiance as part of the café’s service, clients receiving free meals were relocated to another
part of the building with a separate entrance.
Prokhorenko and her team listened closely to their customers and responded to what they
wanted by adding new menu items, dinner service (in addition to lunch) and offering
outdoor seating during spring and summer. Some of the café’s first-year revenues were
reinvested in the
business, used to open a
banquet hall for func-
tions — i.e. sports func-
tions, conferences, birth-
day parties and Christian
weddings where they do
not want alcohol served.
One customer said,
“There should be more
cafes like this one; the
quality of the food is
very good and people are
becoming more con-
scious of their health.”
Today, Kovcheg Café’s

number one marketing
Satisfied customers enjoy a family meal vehicle is word of mouth.
The customer base is
growing: families who want a healthy relaxed environment, cost-conscious students, and
increasingly, business people who want to have meetings in an alcohol-free environment.
Challenges
Financial — Mercy lacked funds to invest in full-scale renovation and upgrades for the café.
Currently, the kitchen needs a better ventilation system, a major expense. The café could
serve more customers by building additional dining space. Mercy received a $1,000 loan
from the CAP Program, but since has been unable to secure a bank loan to finance further
improvements or expansion. Banks require 200 percent collateral on loans, which are repaid
in hard currency at 14 percent – 16 percent interest. Since the NGO is a “public good”
managers are unable to borrow against assets for improvements to the café. The number one
priority of the café is funding social programs, so after expenses there are no retained

earnings for improvements. Utility prices have skyrocketed in 2000 and 2001, making
electricity the number one operating expense (higher than salaries). There are frequent
interruptions in service, which disrupts business and takes a bite out of profits.
Legal — Prokhorenko and her team learned that there were many legal barriers to
nonprofits opening businesses, which required finding a very trustworthy person to register
the café business and a creative lawyer. Under Ukrainian law, in order for Mercy to operate a
for-profit without losing its nonprofit status, managers must incorporate the café under a
“private entrepreneur” who will act as the fiduciary agent and business manager. Mercy
managers chose one of their members with whom they signed a memorandum of
understanding (MOU) stating that this individual is responsible for running all of the NGO’s
commercial activities. According to the MOU, the café’s finances flow through the
entrepreneur, who prepares financial statements, pays corporate taxes and files reports with
tax authorities. The agreement authorizes the entrepreneur to provide free meals to Mercy’s
beneficiaries as a charitable pre-tax corporate contribution and then donate the remaining
(after-tax) profits to the NGO for daily operations as a business deduction. Kovcheg Café’s
private entrepreneur is Mercy’s legal consultant. “It’s critical to have the right person for this
role, otherwise you risk the NGO’s mission,” said Prokhorenko.
Human Resources — Once the café was open for business, the Mercy team struggled with
human resource and management issues. In Mercy’s case, the memorandum of
understanding with the private entrepreneur was a legal formality; in reality the café manager
and Mercy’s management ran the café. In its two years of operation, Mercy has replaced the
café manager twice. At first Prokhorenko decided to hire a restaurant manager—a solid
professional—but he did not understand Mercy’s mission or the café’s purpose. After the
same problem occurred with a second manager, Prokhorenko took a different tack and
promoted from within.
The current café manager is a former Mercy client. She had been unemployed for many
years and started as a dishwasher when the café opened. This manager has been successful in
uniting the staff as a team. “All the employees respect her because she is fair and is one of
them. There are no feelings of superiority or inequity among them and most importantly,
through their work in the café they feel part of Mercy’s mission,” Prokhorenko said. The
other advantage of employing former clients is low turnover, although training costs for
these staff are high in the beginning.
Part of the management team’s strategy is to employ student interns doing practicum work—
training for professional restaurant work—to reduce the cost of labor. Using student interns
requires certification from the Labor Bureau, which has helped the Café become more
professional. An additional benefit is the “social impact results stemming from educating
students in a social enterprise,” Prokhorenko said. Mercy has also received social work students
from Sweden interested in learning more about using social enterprise as a vehicle for human
and organizational development.
Prokhorenko said that it has taken her three years to understand that the number one criteria
is character assessment—people who understand and are committed to the mission. “I can
teach people management skills and how to be professional, but I can’t teach this,” she said
referring to Mercy’s mission.

Bureaucracy — Prokhorenko found meeting licensing requirements and dealing with legal
authorities very trying. During the café’s first year of operation it had nine visits from the gov-
ernment to verify compliance to fire, health and tax codes. The frequent visits continued (to the
point of harassment) into the second year until the gov-
ernment realized that the café was indeed a social enter- Mercy’s involvement in politics
prise and not a tax shelter, black market or underground
has helped smooth the way for
business. Several of the neighboring cafés bribe the health
department, but Kovcheg’s management has refused. the café and raised govern–
One competitor, for example, built its café on the former ment awareness about the
site of public toilets and paid the government huge kick- benefits of social enterprise.
backs to get permits. The consequence for Kovcheg’s
refusal has been harsh scrutiny and the necessity to comply strictly with numerous requirements,
some of which impact profitability. For example, Kovcheg Café cannot serve egg dishes to its
customers, because according to the health department they must have eight sinks to wash eggs!
Currently Mercy is trying to meet a new requirement for additional storage space.
Political — Prokhorenko and her team found a general absence of understanding by the
local authorities concerning their venture and mission. When the Mercy team was trying to
establish its café business, Zhytomyr had a corrupt mayor who was vehemently trying to
block the initiative. The mayor colluded with local authorities that tried to impede Mercy’s
work by withholding building permits and continually changing licensing requirements. He
also threatened to repossess their building, given to Mercy Foundation by the previous
administration. At first Prokhorenko and her team tried to keep a low profile and follow
regulations, but their work continued to be obstructed by local authorities and Prokhorenko
realized she would need the support of state bodies to succeed. After months of caucusing,
the state government ruled in Mercy’s favor and overrode Zhytomyr local authorities,
enabling Mercy to proceed with its social enterprise initiative.
Through this experience Prokhorenko learned the value of political involvement and realized
that if Mercy was going to pursue earned income as its sustainability strategy, she would have
to play a role. Once the café was fully operational, Prokhorenko concentrated on getting
elected to the state government. Today, Prokhorenko is serving a term on the legislative
council of the state government; Valisy Dekhtyarenko, Mercy’s board chair and venture team
member, is a state deputy administrator; and several other board members also hold political
posts. Mercy’s involvement in politics has not only helped smooth the way for the café and
other ventures, but has raised government awareness about the benefits of social enterprise
and advocated for other NGOs engaged in such ventures. Prokhorenko is intent on passing
legislation enabling nonprofit social enterprise throughout Ukraine.
Although interviewers were unable to obtain Mercy’s current financial information for this
report, the organization’s entire annual operating budget is covered by income earned from
its enterprise activities. (At the time of this writing Mercy had no grant money from donors
for general operations.) The three thrift shops are very lucrative, generating 94 percent
($9,350) in 2001 toward Mercy’s nonprofit work. While the café contributed only six percent
($597) in 2001, it has played an invaluable role in raising political and public awareness

regarding healthful lifestyles, Mercy’s other programs and social enterprise in general. It is
important to note that the café has reinvested a lot of its earnings since it opened into
developing the business; therefore it is difficult to determine actual gains. It’s premature to
gather financial results from the farm, which opened in late 2001 and whose primary aim is
to cover costs while producing foodstuffs to be sold in the café or used for Mercy’s free
meals program.
Social programs have accelerated as a result of new income streams and Mercy has invested
extensively in youth clubs and sports programs. Two of Mercy’s “rag-tag” youth soccer
teams comprised of low-income and street children made it to the European finals in
Sweden, an event sponsored by the European Union. The 11- to 13-year-olds took third
place in the competition and 14 to 17-year-olds came back with a fifth place finish out of
200 teams from all over Eastern and Western Europe. Major accomplishments!
Through the creation of Kovcheg Café and other social enterprises, Mercy has achieved the
following outcomes:
• Increased job creation in Zhytomyr City, where the unemployment rate is over 60 percent.
o The café employs 13 former clients and pays them a market rate wage—equal to that
of private cafes.
o Contributes 500 UAH (in-kind meals and cash) per day to support Mercy’s social
activities.
o NGO (Mercy) employs 13 people, most of whom are former clients.
o All social enterprise activities combined employ 50 people, over 90 percent of whom
are former clients.
• Achieved sustainability of Mercy Charitable Foundation by creating a permanent funding

source through its social enterprises and independence from donor support.
• Generated income: Of Mercy’s $10,000 annual operating budget; 100 percent is generated
from earned income.1
• Launched three new social enterprise thrift shops that contributed $9,350 or approximately
94 percent of Mercy’s budget.
• Provided 60 free meals a day in 2001; over 100 projected for 2002 (based on six-month
performance); 150 projected for 2003.
• Changed public opinion and social consciousness about healthy lifestyle choices.
• Influenced public policy and legislation for future social enterprises.
• Increased cross-sector cooperation between NGOs, businesses and government.

1
It’s important to note that a large amount of Kovcheg Café’s revenues are spent on providing free meals, and thus
counted as operating costs. This is because under their legal structure the business is taxable; profit, after taxes, is
contributed to the NGO. In accounting terms this understates the café’s financial contribution to support Mercy’s
NGO activities at only 6 percent. It is unclear how much is spent on the meals program and what percentage that
would be to Mercy’s annual budget, but as one of the organization's main activities it is substantial.

Street Children in Zhytomyr
Mercy’s Youth Soccer Team Competed at European Finals
Key Success Factors
Among the key factors that led to the successful development of the Kovcheg Café:
Common mission. Everyone involved in Kovcheg Café understood and supported Mercy’s
mission.
Team is very important. Prokhorenko and her team implemented only those ideas for which
they had trusted people with appropriate skills to help. Equity in building a good team was
very important, especially because Mercy was employing former clients. Prokhorenko built
the team so all members are working for the same cause.
Niche creation. Mercy’s management clearly distinguished the café’s niche and what it did that
was different from the competition. They learned about their target customers' preferences,
wants and how to find them.
Counterpart Alliance for Partnership CAP Program. Prokhorenko claimed that success
would not have been possible without the initial support from CAP. The first grant and
subsequent training program allowed Mercy’s management to quickly develop the social
enterprise and in several directions at the same time—to simultaneously develop managerial
skills, strengthen humanitarian assistance activities, and diversify the resource base.
Self-confidence and determination. Mercy’s management used the same approach to start
enterprises that they used to run nonprofit programs. They knew that they didn’t want to be
beggars like many other NGOs that were accustomed to being funded by the state from
Soviet times. “Where there is a will there is a way,” said Prokhorenko. “We were determined
and confident; we knew that as a nonprofit we could run a business when we started, but it
was easier than we thought.”

Marketing. Prokhorenko shared the main lessons that the Mercy team learned about marketing
its café:
Mercy’s Successful Marketing Formula
• Develop a niche market — The café serves a small, well-targeted market

with a clearly defined concept: “healthy dining.”
• High quality product is the first priority — The café uses only fresh
ingredients and makes consistent products.
• Low prices — Affordability is a key component.
• Faith-based/Christian ethic — Mercy leveraged NGO relationships,

networks and reputation as marketing channels.
• Responsive to customer demand — The café serves customized meals and

develops products and services according to customer preferences.
Advice
Prokhorenko’s advice for aspiring social entrepreneurs is:
Don’t be afraid — You have to take the risk and try it. We found out that starting a
business was easier than we thought it would be.
Get a good lawyer and learn the law — The legal environment is complex and not
particularly enabling for social enterprises. Learning the law and obtaining legal counsel
is a good way to avoid problems that could easily put you out of business.
Put together a good team — People should have the right mix of functional skills, i.e.
marketing, accounting, and industry expertise. Most importantly, they need to get along
and trust one another.
Use personal contacts and work with those people that you already know — Networking is
important for most successful businesses and it’s easier to rally the support of those you
already know.
Operate transparently and abide by the law — The best way to avoid legal conflict is to
follow the law to the letter, even if it’s ludicrous.
Get involved in the community and local politics — As a public good, nonprofit organizations
have a responsibility to play a role in their communities. Many people do not understand the
justification for NGOs earning money and can bar their initiatives. Government authorities are
the most dangerous in this regard. NGO leaders have an obligation to get involved in politics
to create a more enabling environment for social enterprises.

Natalya Prokhorenko
Aside from doing the unthinkable—starting a social enterprise café

that serves no alcohol—Prokhorenko has had her own struggles. A
cancer survivor given only one month to live over three years ago,
she has profound faith and a sense of purpose that permeates Mercy
Foundation. Throughout her life Prokhorenko has been a formidable
force. Prior to Mercy she ran a national construction company with
over 7,000 workers. Work slowed in post-Soviet times, declining af-
ter 1993. Prokhorenko left in 1997 to found Mercy, where during her
first two years as the executive director, she received no salary. Her
painful bout with cancer combined with the emotionally rewarding
results of Mercy’s work has given her an awesome determination to
carry the mission forward. Her next project? A halfway house for
teen mothers.
CONTACT INFORMATION
Mrs. Natalya Prokhorenko

Director of Charitable Foundation “Mercy”
3 Kotsyubynskogo St., Zhytomyr, Ukraine
Tel/Fax: (0412) 34-44-76; (0412) 20-81-18
Email: [email protected]

CASE STUDY: Alisa Society for the Disabled
“If we were going to survive we would have do it with our own money.”
Activities Clients
Vocational training People with physical disabilities
Job placement Diabetics
Education Cerebral Palsy
Legal aid Deaf
The Enterprise
This association for the disabled created training and job opportunities for their clients by
starting more than five business ventures, including a wooden door factory, a plant that
manufactures artificial limbs and a clothing production operation. Revenue and profits from
the ventures are used to help people with physical disabilities, provide jobs and mental health
services to the disabled.
Background
“Alisa,” Alice in its English translation, is the namesake of Lewis Carroll’s Alice in
Wonderland. The Alisa Society embodies the courage and imagination of Carol’s main
character and represents an extraordinary world—“a wonderland”—of possibility for people
with disabilities.
The organization was conceived in 1991 at the time of Perestroika when its founder,
Svetlana Mischenko, herself disabled, saw an opportunity to help people with physical
disabilities as government regulations and society relaxed in Ukraine. Mischenko observed
that disabled people were marginalized, were not being fully integrated into the workforce or
educational institutions, and public access for them was limited. Initially, the Alisa Society
sought to clothe and feed this population, but quickly learned that humanitarian efforts
created dependence on handouts. The rapidly deteriorating economic environment and
diminishing state support exacerbated clients’ needs, and as a result, Mischenko decided to
refocus the organization’s activities on economic development.
In 1997 Alisa Society changed its course and recrafted its mission to “social and economic
rehabilitation of people with disabilities.” Mischenko’s idea was to offer vocational training
programs with the intention of training people with disabilities to mainstream them into the
workforce. However, the country’s dire economic situation also affected Alisa Society’s
ability to raise funds and pay its operating costs. This setback galvanized Mischenko to
launch three private companies to underwrite the organization's operating costs, making
Alisa Society one of the county’s first social enterprise organizations. Today, Alisa’s earned-

income strategy is fully institutionalized into its culture. Mischenko states frankly, “I realized
that donors were not going to be around for the long haul and we couldn’t count on them to
plan our activities. If we were going to survive we would have do it with our own money.”
Alisa Society's Mission: To protect the rights and interests of people with disabilities.
Social Enterprise
Mischenko began to recruit disabled people with business ideas who wanted to start and run a
social enterprise. At this point she learned that many of her clients were extremely risk adverse
and needed to be educated on how to function in the new capitalist environment before be-
coming entrepreneurs. Eventually three of Alisa’s clients stepped forth and took the challenge
to start a business based on their ideas and credentials. Each received basic business training
and a small amount of start-up capital before taking their ideas to market. “These three very were
courageous,” Mischenko exclaims wide-eyed. Alisa’s first enterprises: computer training and
software; appliance manufacturing and sales; and
architectural design. Today, two of the three original "Find extraordinary people
businesses are going concerns and continue to be operated
with extraordinary ideas
by their founders. The third entrepreneur closed the
appliance business due to high production costs and slim and have them implement
margins, but then opened an advertising and design firm. their ideas. Visionaries will
find unique strategies to
In 1997, Mischenko met a program officer from the Elwin achieve business goals."
Foundation based in Los Angeles, California. By that time
Alisa Society had begun a repair business on its premises to train clients in mechanical skills. The
program officer encouraged Mischenko to apply for a grant from the Elwin Foundation to start
a formal vocational training program for people with disabilities. Mischenko rallied government
support for the idea and was awarded a 180-square meter building on the outskirts of Kiev to
house the venture. The Elwin grant
covered renovation and start-up
costs of the new “School Shop”
founded to teach a variety of
vocational skills to disabled people.
As well as offering vocational
training the School Shop has a job
placement service, and operates a
very profitable stationery business
on the premises staffed by clients.
This year Alisa plans to launch a
company that will produce and sell
nutritious prepared meals to busy
professionals and parents who
Mischenko poses with social entrepreneurs don’t have time to cook. On the
horizon is also an onsite ice cream
store, potentially a lucrative business for Alisa’s clients to run. Another objective of the ice cream
shop is to increase foot traffic to enhance the retail operations of the stationery shop, which
currently sells wholesale and bulk purchases to businesses.

In 1999 Mischenko joined forces with five other NGOs to establish the Social and Vocational
Rehabilitation Center, a for-profit that runs several businesses where people with disabilities
obtain vocational skills, such as sewing, carpentry or meat processing, while generating a profit.
The multitude of businesses under the auspices of the Center is so vast Mischenko had trouble
remembering them all, but gave a rundown of those she could recall: meat processing plant,
publishing company, business center, car repair, dentist, medical center, restoration, wood-
working shop, artificial limbs manufacturer, mineral water bottling company and research firm.
All and all, the Social and Vocational Rehabilitation Center employs over 350 people with
disabilities and the profit from its activities underwrites various social programs such as mental
health services. It provides grants to several social service organizations, funds the start-up of
new ventures and makes internal loans to its own businesses.
Alisa Society
Alisa Society
(NGO)
y Vocational Training
y Job Placement
y Legal Aid
y Education
$$ Pr ofit $$ Ownership
6 separetely registered for-profit subsidiaries of Alisa Society
- Employ people with disabilities -
Sports Facility Café Architecture
Stationary Trade Advertising
Business
Customers
Since 1997, Alisa Society has established six successful social enterprises of its own:
Stationery Shop Alisa; Café Posadena; Etit, a trading company; Instorm architecture
firm; Monostat advertising agency; and a sports training facility that teaches martial arts
to children. All of Alisa’s social enterprises are run by disabled entrepreneurs and staffed
by disabled people, except the sports facility that relies on non-disabled people to teach

its courses. While Mischenko doesn’t want any of her social enterprises losing money,
the businesses’ main objective is to teach skills, create jobs, and train disabled people for
vocations. The secondary objective is to generate profits to subsidize the nonprofit’s
activities. The stationery store is Alisa’s most profitable venture, followed by the café,
advertising, architecture, trade (which is a new business and hasn’t had sufficient time to
develop) and lastly, the sports facility, which is just breaking even. When asked why Alisa
did not close this business, Mischenko laughed, “if it lost money I would, but the clients
like it and the clients are our business.”
When Alisa's managers entered CAP’s Social Enterprise program in 2000 they had already
gained a level of business proficiency from operating the stationery shop, café, etc., however,
these enterprises had developed haphazardly in the absence of a strategy or plan. Alisa's
managers ran their social enterprises with little focus on them as potential sources of
program funding other than as bases for vocational training. Because Alisa’s businesses are
integrated into the NGO’s social services programs, management viewed the businesses as
“social cost reduction strategies” and profit maximization was neither an objective nor a
management principle. Alisa continued to expand its social enterprises until they started
experiencing problems associated with rapid growth and high inefficiencies that put them at
risk for bankruptcy.
Alisa Society’s participation in CAP’s Social Enterprise program came at this critical junc-
ture. CAP’s training program, particularly business planning and financial management, pro-
vided Alisa's managers with the skills and expertise to develop their social enterprises into
successful businesses. Alisa managers learned to plan enterprise growth strategically and
though its first priority remained to provide high quality vocational training to its clientele,
Alisa shifted its orientation to do so through profitable
ventures to ensure sustainability. Adopting this model also
served the educational needs of the clients to help them “It’s true that many NGO
understand and manage business risk in Ukraine’s emerging leaders are not business
free market. As a result, Alisa increased revenue and ex- entrepreneurs, and we had
panded businesses, which in turn augmented social impact. to learn as we went along.
We often felt like we were
For example, Alisa’s managers were successful in turning
the stationery shop into a profitable enterprise despite the stumbling in the dark.”
shop's remote location by securing corporate contracts for
wholesale and bulk purchases. Success has created more jobs in the stationery shop, and
some of the profits were used to invest in Alisa’s newest social enterprise, a café. Managers
made the strategic decision to put an ice cream shop next to the stationery store to attract
more customers and cross-sell stationery products retail. An ice cream shop is great for
clients, too, because it’s fun and teaches small business management skills. The Social and
Vocational Rehabilitation Center also benefited from CAP training in quality assurance and
marketing; the processing plant improved the quality of its meat products and has become a
major supplier to some diplomatic offices.

It is important to note that unlike most NGO-run social enterprises in Ukraine, Alisa Society
was not required to register its businesses under an individual entrepreneur, who then
funneled revenue from the enterprise to the NGO. Under Ukrainian legislation, social
enterprises that employ people with disabilities may be owned by NGOs and do not pay
business tax on their profits. Alisa registered each social enterprise as a separate for-profit
legal entity — “disabilities enterprise.” Alisa’s legal structure has made it easier for the
organization to balance its social and financial objectives as well as finding business
managers committed to mission.
Today Alisa provides unique opportunities for people with disabilities to develop their skills
and attain decent jobs; it boasts wide expertise in the fields of business and social
development; and assists other NGOs interested in creating social enterprises. As a sign of
recognition for Alisa’s contributions to disability employment, the State Fund for Social
Support to Invalids (disabled) recently provided financial support for the Social and Vocational
Rehabilitation Center—for a manufacturing plant for prosthetic and orthopedic devices.
Prototype of Handicap Toilet
Mischenko has grand plans for the expansion of Alisa’s
social enterprises and social programs in the future. She’s
launching an advocacy program to increase public access
for the disabled and has plans to replicate her handicap
access toilet prototype throughout Ukraine. She would
like to start a reproductive health program and
gynecological services for pregnant disabled women. On
the social enterprise front, the next projects are a legal
services and advisory business, and an art studio for
people with disabilities. She would also like to expand
her target clients to include people with HIV/AIDS and
render services to this population. Her dream enterprise is a hotel in Kiev where disabled
people from around the world can stay.
Challenges
“The two biggest challenges were finding investment money for start up and strong business
managers,” said Mischenko.
Business management — Learning how to run a business

was a major hurdle for Alisa’s managers. Despite Alisa’s early “Those who think that they
foray into social entrepreneurship its managers did not perceive are the best can fail quickly
themselves as business people, but rather as nonprofit profes- because they don’t notice
sionals developing social programs for people with disabilities.
the competition sneaking
CAP was instrumental in helping Alisa managers shift their ori-
entation to a business outlook “It’s true that many NGOs’ up behind them.”
leaders are not business entrepreneurs, and we had to learn as
we went along. We often felt like we were stumbling in the dark,” Mischenko confides. “CAP
gave us the tools we needed to run our ventures in a more businesslike way.”

Learning how to recruit the right people to manage the social enterprises was key to
overcoming Alisa’s management challenge. When Alisa invested in its first businesses the only
criteria was to find disabled people with ideas and a little know-how who were willing to start a
business. Two of the first three businesses exist today and employ disabled people, but none
provides significant revenue to subsidize NGO costs. Through this process and with the help
of CAP, Mischenko became savvier at screening prospective social entrepreneurs to run Alisa’s
businesses. “People can no longer approach the organization with fresh ideas and empty
hands. Alisa managers must support the business idea, the entrepreneur must have business
skills, and above all he or she must support Alisa’s mission.”
Mischenko focused on finding managers with leadership skills and the ability to “thrive in
chaos” during start up. In a few instances internal problems associated with new social
enterprises and mission tension caused staff turnover. In Alisa’s experience dissatisfied sales
people were the most likely to leave in favor of working for a more established business. It
then took time to hire and train someone else, which consequently had a negative impact on
the fledgling venture’s performance. Mischenko learned that Alisa can only benefit from the
work of entrepreneurs if they understand the mission—they must be “social entrepreneurs.”
Mischenko no longer tries to change those who don’t.
Financing — Mischenko learned the difficulty of obtaining business financing, especially

loans, as a nonprofit organization. In the beginning, Alisa received government support to
finance start-up costs of the new businesses. However, one of the reasons Alisa’s businesses
got into trouble as they grew was undercapitalization. Some businesses, such as the
architecture firm, took longer than others to get established. Financing was necessary to
support the business prior to breaking even.
After struggling to find investors or donors interested in funding social enterprises,

Mischenko created a reserve fund from business profit and private donors to use as an
investment mechanism. The fund is used for internal interest free loans, credit lines for cash
management during business cycles, and capital asset purchases or to finance new ventures.
The reserve fund also makes programmatic and bridge loans to social programs.
Financials
As many of Alisa’s social programs are integrated in its businesses it is difficult to assess the
full financial contribution of the business. In addition to covering the costs of vocational
training, each of the businesses contributes at least five percent of its gross profits to the
NGO. Alisa Society has the added advantage of receiving state funding from a government
reserve for disabilities organizations.
FY’ 2000 FY’ 2001 FY’ 2002 (est.)

Business contribution $2,815 $5,968 $12,199
State Funding 9,759 1,492 6,569
Private donations 4,692 14,920 18,768
Grants 14,451 0 0
Sponsorship 938 8,399 0
Total Budget 32,565 30,779 37,536

Alisa Society’s involvement in social enterprise through its own businesses and those of the
Social and Vocational Rehabilitation Center has resulted in the creation of hundreds of job for
people with disabilities, as well as providing a stable source
of funding for Alisa’s social activities. And though Alisa’s "Weigh the pros and cons of
mandate is to employ at least 50 percent disabled people, it starting a social enterprise; if
has far exceeded its target, employing over 90 percent in all the pros only benefit you it’s
activities. There is significant social return that Alisa could wrong to start a business."
monetize, such as the income earned by disabled people;
savings to the public sector through Alisa’s programs; and tax contributions made by working
disabled people.
Through the creation and experience of the social enterprises, Alisa has captured the following
outcomes:
• Employs 26 people; 24 of whom are disabled, in six social enterprises.
• Employs five people; four of whom are disabled, in Alisa Society (NGO).
• Trained 130 disabled people (2001): bookkeeping, foreign language, computer courses
for careers in advertising, design, administration and office management.
• Served 1,500 clients in its various programs in 2001; expected to serve an estimated 2,000
clients in 2002.
• Placed 700 disabled people in mainstream jobs in 2001 (over 1,000 job placements
projected for 2002).
• Covered 25 percent of organization’s operating costs with earned income.
• Created six self-sufficient social enterprises while providing training opportunities and
jobs to people with disabilities.
• Influences public opinion about disabled people’s ability to perform in the workplace as
well as their role in society.
• Increased the number of clients and diversity of services provided to disabled people.
• Established strategic partnerships with the government, private businesses and public.
• Become less dependent on donor support.
• Increased the profitability of social enterprises since 2000 by more than 200 percent.

Key Success Factors
Among the key factors that led to the successful development of Alisa’s social enterprises:
Ambitious and driven executive director ʊ Mischenko’s determination and willingness

to champion the initiative kept social enterprise a number one priority even in the face of
crisis or distractions.
State support for disabilities organizations — The Ukrainian government provides funds
for disabilities organizations. Alisa Society was able to fund much of the start-up costs
for its business with government funding. Additionally, disabilities organizations are the
only NGOs in Ukraine that are legally permitted to run private enterprises without
threatening their nonprofit status.
Risk-taking organizational culture — Alisa Society managers and board member were
willing to venture into an area few nonprofits go. A social enterprise rocks organizational
culture on several levels, and Alisa’s leaders were able to manage that risk internally insofar
as it effected staff, board, and management; and externally in the community and market.
Good team — Alisa has a strong management team, most of whom have worked together for
11 years. Because they were competent in their functions, Mischenko could effectively
delegate responsibilities while turning her attention to developing the businesses.
Committed to social enterprise — Alisa’s management understood that because donor

support was temporary a business was necessary.
CAP’s Social Enterprise training program — The expertise and education Alisa’s
managers obtained through the CAP program was vital to strengthening and expanding
their existing enterprises.
Strong relations with stakeholders — Mischenko forged relationships with private

industry, nonprofit organizations and the government, which enabled Alisa Society to
help establish the Social and Vocational Rehabilitation Center and receive support from
the state and business sponsors.
Advice
Based on her social enterprise experience Mischenko advises her fellow nonprofit managers:
Mission Must Come First - Weigh the pros and cons of starting a social enterprise; if the
pros only benefit you it’s wrong to start a business.
Supporter and Partners — It’s important to have the support of family members, financial
people and the local community and state.
Find Business Visionaries — Find extraordinary people with extraordinary ideas and have
them implement their ideas. Visionaries will find unique strategies to achieve business goals.

Conduct Market Research and Financial Projections — It is essential to understand the
market and do the calculations to demonstrate that you have a viable business idea before
you implement. When an organization faces a crisis early in the businesses life cycle,
most often market research shows the reason for the crisis, such as high competition,
saturated market, wrong price, etc. The lesson here is to conduct and use market
research in your business planning. If you cannot do market research on your own, find
a consultant or hire a firm to do it for you.
Hire a Good Accountant — It is important to have a competent and trustworthy financial

manager on your team.
Stay Involved — NGO directors should stay close to business operations even if their first
priority is the social activities of the organization. NGO directors often need to
intervene in crisis situations and ensure that the businesses do not lose their social focus.
Capital — Social enterprises need money, not only for start up, but also for cash flow and
capital expenditures. Create an internal fund, or secure donors or sponsors that can
provide grants or interest free loans.
Watch the Market — Self-confidence can create blind spots and social entrepreneurs can
lose sight of changing market conditions. Those who think that they are the best can fail
quickly because they don’t notice the competition sneaking up behind them.
Svetlana Mischenko
Mischenko attended the Teachers Faculty of Ukraine

College and the Economics College in Kharkov.
Prior to starting Alisa Society, Mischenko worked as
an economist for a brick plant. She left to stay at
home with her children when they were young. “My
children were both quiet and I got bored, so I started the
organization,” she says, with a smile. In truth, Mis-
chenko was on a personal quest to rectify social
attitudes about what people like her were capable of
doing. It was not just a matter of influencing the
community and public perceptions about the
disabled, but also changing what they thought of
themselves. When pressed on the claim that
Mischenko is not an entrepreneur, she merely shrugs
and says, “in fact, I’m smart.” This simple statement
captures the essence of what her intelligence and
can-do attitude has accomplished.
CONTACT INFORMATION
Mrs. Svetlana Mischenko

Director, Alisa Society for Invalids
169 Gor'kogo St., Kiev, Ukraine
Tel. (044) 269-28-71 / Fax: 269-0391

Case Studies in Social Enterprise — Counterpart International's Experience 30
CASE STUDY: Peace Beauty Culture Association
“Know where your passion, skills and economic drivers intersect and there
you will find the best social enterprise concept.”
Activities Clients:
S Theater (cultural and educational Children and adolescents
programs) Women
Fashion School Low income families
Computer and vocational courses
Information referral
Social clubs
The Enterprise
This NGO founded Creative Workshop to produce and sell exclusive clothes for children and
youth using natural fibers decorated with traditional Ukrainian art in contemporary designs.
Revenue and profits are used to promote national pride, culture, and the arts through the
theatre and schools while training youth in sustainable job skills.
Background
In 1992, following the collapse of the Soviet Union, Valentyna Sazonova founded a women’s
club in her hometown of Kherson, Ukraine. The club, dubbed “aha” or “illumination” in its
English translation, was established to help women explore and discover creative ways to
rebuild their lives in the new era—“aha!” Initially, Aha focused on helping its members solve
their socioeconomic problems, but Sazonova soon realized that problems in the community
were largely the cause of individuals’ problems and sought to spread the work of the club
beyond its members. Conversely, she learned when club members engaged in community
involvement they inadvertently helped themselves.
Then Valentyna Sazonova, a fashion designer by profession, got an idea to create a theater to
educate children in the community at once about social problems and about art and culture.
The Aha members staged a few shows closely connected to the activities of the club, and
then in 1994, Sazonova launched a fashion theater, “S Theater.”
The premise of the S Theater was “beauty will save the world.” Each show focused on a
social problem, using clothing and drama as a medium to raise social consciousness and to
encourage participation in the community. On International Women’s Day, for example,
Sazonova created a collection of dresses that demonstrated the complexity of women's roles
in daily life. The show dramatized how women could increase their potential through civic
participation and community involvement. The show’s message was that women's
capabilities are beyond "kitchen and family" and they have a vital role to play in the

community. Another show concentrated on history and culture by portraying Ukraine’s
renaissance from the time of Kievites to the present.
The activities of the club and theater were

merged to form an NGO, and in 1996 Sazo-
nova formally registered “Peace Beauty Cul-
ture (PBC).” The organization’s name origi-
nates from the fashion theater’s slogan.
Peace, Beauty, Culture's express purpose is to
invest in the social and cultural education of
young people as a means to contribute to the
development of Ukrainian society. Since its
inception the organization has grown to offer
a range of services. A “fashion school”
where history, ecology, music, art and folk
aesthetics, ethic and the psychology of
success are taught was integrated into the S
Theater. Students also learn about fashion
design, tailoring and clothing production.
The fashion school is the only one of its kind
in Ukraine, and though it is not yet
accredited, graduates receive certificates
upon completion of the program. PBC also
Students learn basics of color and design in a fashion offers computer courses and vocational skills
school art class
training for children and youth (especially
girls and orphans). The humanitarian assistance component of the NGO includes
distribution of clothes produced in the fashion school to orphans and low-income families,
and an information and referral service for parents and at-risk adolescents.
Early in Peace Beauty Culture's existence, Sazonova learned that there were substantial
expenses associated with running NGO activities. Although PBC had some success raising
grant money, managers understood that dependence upon donors’ support and charitable
contributions put PBC’s operations at risk and slowed organizational development.
Therefore, to cover staffing and other costs related to expansion, Sazonova incorporated
fees-for-service into PBC’s programs. Tuition for the fashion school and computer courses
were offered on a sliding scale based on families' ability to
pay, but because preference for attendance was given to
Peace Beauty Culture's
low-income and indigent students and school fees were
priced well below private tuition, Sazonova knew they existing human, material
would need to find an alternative solution. and financial resources
were leveraged and turned
Not long after PBC’s incorporation, Sazonova’s profes- into productive assets.
sional career began to accelerate. Previously, she had been
working on contract with an Estonian clothing company
from her home in Kherson, which allowed her to devote considerable volunteer time to
PBC activities while earning a living. Now, Sazonova’s work began to attract a wider inter-
national audience, and Moscow and London design houses pursued her with generous offers
to relocate and develop their clothing lines. Sazonova was at a crossroads. On one hand her

business was taking off, which presented an opportunity to exit economically troubled
Ukraine and pursue an exciting future. On the other hand, she was reluctant to leave the
community and the people she was helping behind. In the end Sazonova decided to stay in
Kherson; she reconciled her dilemma by relating PBC’s activities and her fashion design
business more closely. She was also determined to grow Peace Beauty Culture; this way,
Sazonova reasoned, her work with the NGO could become her livelihood.
Peace Beauty Culture’s Mission: To support social development through the provision of counseling, education
and cultural services in order to unlock creative human potential, social awareness and participation in civic and
cultural activities.
Social Enterprise
The creation of the social enterprise was fortuitous. It came at the time when Sazonova was
contemplating financing options for the NGO and sought to integrate her business into the
organization’s programs. During this period, Sazonova read a popular business book, Good
to Great, by John Collins, about how good companies achieved greatness. The book’s main
points are that: celebrity executives almost never lead companies to greatness; you can’t
achieve great things without great people; simplicity rules; entrepreneurial discipline is
essential; and technology is an accelerator not a solution itself. Specifically, it was Collins’s
“Hedgehog Concept” that resonated with Sazonova. In brief, the Hedgehog Concept
surmises that companies excel when they operate at the intersection of their passion, skill
and economic drivers.
Hedgehog Concept
What are you

deeply passionate
about?
What can you be

the best What drives your
in the world at? economic engine?

Using the Hedgehog Concept as the basis for her thinking about a business venture,
Sazonova answered the questions: What are you are most passionate about; what can you be
the best in the world at; and what drives your organization’s economic engine? The result,
“Creative Workshop,” was the convergence of her passion for helping women, children and
the community; her knowledge of and skill at teaching art, fashion and culture; and the
market demand for her designs.
Creative Workshop, founded in early 2001, produces and sells exclusive clothes for children
and youth using natural fabrics decorated with Ukrainian folkloric, historic and cultural de-
tails in contemporary designs. Most of the Creative Workshop's products are launched in S
Theater shows. Sazonova says that the final decision to choose this business over other more
lucrative opportunities was because it facilitates the work of the organization. The mission of
the Creative Workshop is intertwined with PBC's mission. A second advantage was that the
Creative Workshop leveraged Peace Beauty Culture's existing human, material and financial
resources and turned them into productive assets. Sa-
zonova also saw the Creative Workshop as a showcase
to educate other NGO's about the benefits of social-
purpose business.
The Creative Workshop was indeed a natural fit with

Peace Beauty Culture. Sazonova created the designs,
while the fashion school supplied production capacity:
physical space, expertise, and low-cost labor (students)
to produce the clothes. Sazonova’s next challenge was
finding markets for Creative Workshop's products. Sa-
zonova began by showing clothing at local exhibitions
and discovered that it was an effective venue to pro-
mote products, raise brand awareness and strengthen
the NGO’s image. The Creative Workshop has gener-
Sazonova fits a dress on model ated significant revenue to sustain PBC's activities
through expos and festival sales, though Sazonova continues to seek new markets. She is
currently planning to open retail shops and boutiques in Kiev and has moved Creative
Workshop’s administrative office from Kherson to
Kiev to access a broader market. Sazonova has applied Of maneuvering legal re-
to the U.S.-Ukraine Foundation to fund an Internet quirements for starting a
initiative to enable the Creative Workshop to sell its
products on line.
social enterprise, Sazonova
says, “We felt like we were
Based on their experience starting a social enterprise, walking between raindrops.”
Sazonova and her team are experimenting with
corporate responsibility consulting. A CEO of a national prepared foods company asked to
develop a partnership with Peace Beauty Culture. He contracted with Creative Workshop for
creative services to develop his company's marketing materials, logo, and packaging design.
Sazonova has worked as an executive coach to this CEO and taught effective team building
skills to his employees. Additionally, Sazonova and the CEO are discussing a cause-related
marketing campaign to promote his business using Peace Beauty Culture as a marketing
vehicle. The organization would receive a percentage of the company’s pre-tax profits.

In addition to funding PBC’s operations, Sazonova would like to use some of the Creative
Workshop profits to start another social enterprise in 2003 — making office furniture. The
initial capital will be used to purchase necessary equipment for the new business and hire
two workers.
Moreover, promotion for Creative Workshop was complementary to the organization, spurring
public interest in PBC's activities in addition to reaching customers who wanted to buy products.
Many parents willing to pay for their children to study at the fashion school approached Peace,
Beauty, Culture, and subsequently the enrollment of full- and partial-pay tuition students
increased to over 50 percent of the student body in 2001 and 75 percent in 2002.
Unlike some “mothers,” Sazonova does not hesitate to tell you which of her “children” she loves
best. Sazonova admits that the nonprofit is her first love and the business is only a vehicle to
sustain the organization's work.
Peace Beauty Culture
Peace Beauty Culture Theater S

(NGO) (Part of NGO)
y Information referal
y Computer courses
y Resource library
Fashion School
y Social clubs (Part of NGO)
Designs are
Launched...
Executive Director
of NGO
Creative Workshop
Sole
Valentina (For Profit)
Proprietor of
Sazonova For Profit
Designs are Created
Products are Sold
Retail Expos,
Boutiques Festivals,
(Future) Designers

The selection of Peace Beauty Culture to participate in the Counterpart Alliance for
Partnership (CAP) Social Enterprise Program was fortuitous given that it came early in
Sazonova's thinking about income-generation and a year before the launch of Creative
Workshop (2000). When Sazonova and PBC program managers attended the first Social
Enterprise training organized by CAP, they came with a few ideas and a desire to earn
income for their NGO. The CAP Program helped Sazonova and the PBC team work
through the Hedgehog Concept, craft their ideas into a viable business concept and learn
how to leverage their existing assets to create a profitable social enterprise. Ultimately, CAP’s
training, technical assistance, and peer networking were instrumental in helping Sazonova
and her team conceive Creative Workshop and start the social enterprise.
A year after beginning the CAP Social Enterprise Program, Sazonova and her team developed
a business plan for their concept and the Creative Workshop was inaugurated. Peace Beauty
Culture received a seed grant of $4,000 from
CAP to start the business as well as a $1,000
loan for working capital. While the social
enterprise was a logical choice for Peace Beauty
Culture and showed strong market potential,
the decision to start a venture was difficult for
Sazonova due to the financial risks and high
opportunity costs involved. Additionally, none
of NGO managers had business-related
expertise and there were several legal issues to
consider in order to avoid jeopardizing the
NGO’s nonprofit registration.
CAP provided legal council specialized in

nonprofit law that recommended Sazonova,
now Executive Director of Peace Beauty
Culture, register herself as an “individual en-
trepreneur” and sole proprietor of the new
business. According to the attorney this is the
simplest way under Ukrainian law for an
Sazonova's designs on display at Theater S show NGO to operate a business without risking its
nonprofit status. Of maneuvering legal re-
quirements for starting a social enterprise, Sazonova says, “We felt like we were walking
between raindrops.”
“If it weren't for CAP, we wouldn't have a successful business,” Sazonova says. “Before the
CAP Social Enterprise Program we couldn’t imagine running a business. We were terrified. In
each stage of developing our business we followed CAP's advice and applied what we learned in
the training until we lost our fears. For example, when we needed to start advertising our
products, CAP invited us for the advertising training. We learned about the “elevator pitch,’ and
how to develop marketing materials. Today, our trademark is legally registered. And it has all
happened in the last two years.”

Challenges
Market — In 2001, PBC held an exposition in Kherson for Children’s Protection Day
during which it conducted market research for Creative Workshop. PBC discovered that
people wanted to purchase the products retail. They also found that demand for the
products in Kherson was not large enough—although people wanted the clothing, due to
local economic conditions and the city’s small population, the local market was too small for
the business to be viable. Sazonova sought a larger market with greater purchasing power
where PBC could sell its products retail. She decided to move Creative Workshop's
administrative and marketing office to Kiev and open a boutique. Sazonova's ultimate vision
is to open a chain of high-end children's retail outlets in Ukraine and internationally, as well
as selling products over the Internet.
Managing Two Locations — The solution to the problem of the small market caused
another problem — managing two separate locations. Sazonova found that she could not
manage PBC's daily operations from a distance while running the business. Peace Beauty
Culture was still immature and had many demands requiring full-time attention Sazonova was
unable to give. She had to develop local managers for PBC and turn over responsibility, which
was an emotionally difficult experience. Sazonova hired a full-time manager to direct the NGO
operations and continued to serve as the executive director from Kiev. She also invested in
mobile phones for herself and Kherson staff so they could maintain regular communication.
Achieving Balance — In the beginning demands on time and prioritization of activities

created tension among the staff concerning the NGO and the social enterprise. The PBC
team was foremost committed to the work of the organization and preferred to spend their
time supporting its activities, rather than on business, which was perceived as a means to an
end. Sazonova, however, realized there was no choice; in order to ensure the long-term
sustainability of the NGO, she had to make the business venture her number one priority.
Unlike many social enterprises where tension arises around the mission and the difficult
choices that are made, sometimes at a social cost for economic gains, the Hedgehog Concept
kept the team firmly grounded in PBC's mission. Creative Workshop complemented PBC’s
mission and everyone understood the business's purpose.
Interestingly, as Creative Workshop grew, Peace Beauty
Culture benefited financially, strengthened its brand eq- “In the beginning there were
uity, and increased program participation and support times when we thought we
through educational marketing efforts. were making money, but
had not fully accounted for
Loan Servicing — PBC’s $1,000 loan from the CAP
program was the organization’s first experience with debt
our expenses and we were
and it had to be vigilant about making the payments on actually losing money. This
time. According to Sazonova, initially the experience was was an eye opener!”
stressful, but proved useful. Not only did the loan pro-
vide working capital for the Creative Workshop, it helped PBC learn to manage finances and
cash flow. Anxiety aside, the experience was empowering. Sazonova said, “We proved to
ourselves we could do it. Now we have a credit history and can access other loans.” Cur-
rently, Sazonova is seeking investors for her Kiev boutique.

Management — Sazonova found that in Kiev the pace of life was much faster and more
sophisticated than in Kherson. Kiev customers demanded a high level of service and
professionalism. Creative Workshop’s managers were graduates of the fashion school, and
came from underprivileged homes; they needed to learn customer service skills. Sazonova,
on the other hand, needed to learn hard marketing skills to survive in Kiev’s competitive
marketplace. In the beginning a lot of attention was paid to building management capacity.
Sazonova worked to educate students about the Kiev market as well as to hone her own
skills. She took a few more pages from John Collins’s book: “entrepreneurial discipline is
essential” and “great things are achieved with great people.” Sazonova began to cultivate and
develop leadership from within. The NGO and the social enterprise activities were
developed according to individuals’ skills, interests, and passion, who in turn led and
managed the various initiatives. Capacity-building efforts focused on the accumulation of the
human and capital potential to fuel solid growth in the future.
Marketing — Sazonova learned that reaching Kiev consumers would require employing
educational marketing techniques about her products. Creative Workshop’s hallmark was premium
children’s clothes made from natural products with elements of folklore and story interwoven into
contemporary design. Sophisticated Kiev urbanites preferred imports. Hugo Boss, Valentino,
Calvin Klein and Gucci are highly profiled on Kiev’s main shopping district and attract Ukraine’s
elite. Many of Creative Workshop’s potential customers perceived folkloric clothing as old-
fashioned and out-of-date. Market penetration through educational marketing is both slow and
costly. Sazonova believed, however, that a strong market existed for her products in Kiev,
and knew that she couldn’t be committed to the business if its sole purpose was money. In
response to Kiev’s market conditions, Sazonova carefully crafted a marketing plan, which
included raising public awareness about her work through the media and showing her
products at festivals and art expos. The latter are also an opportunity to test-market products
to determine whether opening a retail store would be feasible.
Financial Management — For Sazonova and her team, who lacked business experience,
understanding the basics of financial management and accounting was challenging. At first
they needed to identify income and expense streams and assign each item to a chart of
accounts. Sazonova studied accounting and tax laws, which have different requirements for
nonprofits and business, and hired a financial manager to set up separate accounting systems
for the NGO and the business. Gaining competence in cash management was essential,
especially once the business had taken on debt. Sazonova said, “We had to understand the
difference between revenue and profit. It seems obvious. However, in the beginning there
were times when we thought we were making money, but had not fully accounted for our
expenses and we were actually losing money. This was an eye opener!”
Financials
In 2001, 50 percent ($6,753) of Peace Beauty Culture’s costs were covered by earned income
from Creative Workshop. PBC projects revenues of $9,379 from Creative Workshop’s
profits in 2002 (50 percent of PBC’s increased annual operating costs of $18,757 (100,000
UAH). According to Sazonova, there is a possibility to secure some state funding for PBC’s
educational program, which they applied for this year. Sazonova has adopted a strategic
approach to financing PBC: She prefers to use grants for short-term projects and new
program investments but not for reoccurring costs or operations. After the positive

experience with the $1,000 loan from CAP, Sazonova would like to get a loan for $3,000 to
invest in the business and feels confident they could service interest payments of up to 12
pereent. Sazonova had a choice: she could adjust her designs to look more like Western
imports or she could try to develop the market for Creative Workshop’s unique products.
The former would be more lucrative in the short term, yet would cause Creative Workshop
to shift its core business away from PBC’s mission.
Income (in dollars) 2000 2001 2002 (est.)

Grants $8,441 0 0
Loans 1,000 0 0
Sponsors/contributions 938 3,376 9,379
In-kind support 0 3,376 0
Earned Income 0 6,753 9,379
Expenses (in dollars)
NGO Operations 9,379 1,351 18,758
Peace Beauty Culture has achieved the following outcomes:
• Created a permanent funding source for Peace Beauty Culture from Creative
Workshop and became less dependent of donors for support.
• Provided services for 2,720 clients in 2001.
• Created 12 new permanent and contract jobs.
• Raised awareness of social programs and spurred civil involvement, including 25–50
volunteer positions within the NGO.
• Generated 36,000 (UAH) toward covering nonprofit operations (50 percent) in 2001.
• Changed mindset and approach of PBC’s nonprofit management.
• Increased brand equity and awareness of Peace Beauty Culture’s programs.
Sazonova also speaks of the social capital generated by the social enterprise, which she identifies
as clients, visitors to exhibitions, community goodwill and paying customers.
Social Impact 2001 2002 (projected)

Fashion school 50 total students 80 total students
1996 20 free 20 free
10 partial pay 30 partial pay
20 full pay 30 full pay
Computer courses 150 total 160 total

1999 75 full pay 80 full pay
75 free 80 free
Information referral service 150 per month 350 per month
1999 1,800 total 4,200 total
Social services for children and teenagers
Social and special interest clubs: "Aha," history, film, 60 per month 100 per month
creative, philosophy, problem solving, etc. 1992 720 per year 1,200 per year
Total 2,870 5,640

Key Success Factors
Among the factors that led to the successful development of Creative Workshop:
Hedgehog Concept. Sazonova and her team found their best social enterprise concept by
understanding where their passion, skills and economic drivers intersected.
Disciplined people. PBC’s management team was composed of people who trusted each
other and understood both the nonprofit mission and the necessity to create a
permanent source of funding for the organization’s activities.
Balance NGO and business activities. Sometimes one requires more time than the other.
Sazonova learned how to prioritize activities of the NGO and the business, and always
kept the mission first. Ultimately, PBC’s mission drives all the social enterprise's decisions.
Planning. “Plan, plan, plan, write a business plan! And plan your strategy,” Sazonova said.
PBC management team wrote a business plan and mapped its business supply chain,
which opened doors to new relationships with suppliers and marketing channels.
CAP Social Enterprise Program. “Without the CAP Social Enterprise Program we never
could have started a business, let alone a successful one,” Sazonova said. A source of
technical assistance and training was a key factor in the success of Creative Workshop.
Advice
Based on her social enterprise experience, Sazonova advises her fellow nonprofit managers:
Go for new knowledge — Learn from the private sector. There are a lot of great resources
out there that NGOs don’t take advantage of. In addition to John Collins, Sazonova has
read: Tom Trout, Peter Drucker, Phillip Kotler, Tom Peters, etc.
Believe in yourself — Self-confidence can be difficult when you are trying something new,
and starting a social enterprise is tough. So especially when times are dark, you need to
find confidence in yourself. Its also good if you have a partner or spouse who believes in
you, too, whenever you have a hint of doubt.
Believe that a public organization can also do business — A lot of people told us that
an NGO could not have a successful business. Like believing in yourself, you have to
know that business can work in nonprofits as well. Find peers working in other social
enterprises if you need support.
Don’t be afraid of success — A great saboteur of good ideas is fear.
Learn the law — The legal environment is tricky, and if you are naïve you can easily lose
your business or your NGO because you have inadvertently broken the law.
Learn how to market — It’s not just building a better mousetrap that sells mousetraps; it’s

letting people know that you have a better mousetrap. Marketing is key: You can have a
great product but if no one knows about it, you won’t sell it.
Make it fun — Our maxim is “making the work place a great place.” We love what we do,
but we also work at having fun. It's important, too, when you spend so much time doing
something.
Valentyna Sazonova
Peace Beauty Culture and Creative Work-

shop are family affairs. Valentyna Sazonova
met Anton, who later became her husband,
and together they created the NGO. They
had first met years before the relationship
blossomed when Anton was a student and
had inadvertently taken down the wrong
address of a physics tutor and showed up at
her door instead. Then one Easter Sunday
they met again and Sazonova says that she
knew when she saw him that he was the
very person she was looking for. Sazonova
credits Anton for encouraging her to start
and run Peace Beauty Culture as an NGO.
“He was confident in the future and I was
afraid of it.” Anton’s quiet demeanor and preference to stay in the background while Sazo-
nova maintains the more public persona is misleading; the two make quite a formidable
team. Sazonova smiles at Anton and said, “You have to believe in your dreams in everything
you do.”
CONTACT INFORMATION
Mrs. Valentyna Sazonova

Director of the Peace Beauty Culture Association
6 Suvorova St., Kherson, Ukraine
Tel / fax: (0552) 422-622

CASE STUDY: Ariadna and the International Education
Center for Youth
“We learned to 'stick to the knitting' and start a social enterprise based on our core competencies”
Activities Clients
Economic, business and entrepreneurial Children from low-income families
education Orphans
International exchange Disadvantaged women
Teacher training Secondary students (scholarship and
paying)
The Enterprise
This Kharkov-based NGO provides public school students with access to high quality business
and entrepreneurial education through its social enterprise, International Education Center for Youth.
Profits are used to improve the social conditions and the standard of living for women and their
families through education and counseling.
Background
On Christmas Eve 1996 Taisiya Lazareva and a group of 50 other female teachers gathered in
her Kharkov residence to create a new club aimed at improving the social conditions and the
standard of living for women and children in post-Soviet Ukraine. The club’s name, Ariadna,
comes from ancient Greek mythology. Ariadne, daughter of King Minos, gave Theseus a ball
of yarn to find his way through the Minotaur's labyrinth. Ariadna thus symbolizes “finding the
way out.”
The club’s early programs were mainly educational in nature and focused on women’s rights,
cultural and ecological issues. In 1998 the club registered as an NGO and the following year was
awarded a Counterpart Alliance for Partnership (CAP) grant for social service programs for
children and families. The CAP grant was used to create an educational and counseling center
for children. In 1999, it was christened the Ariadna Zhavoronok Center, after the first bird of
spring because it was the first organization established to help children (ages 4 to 18) in crisis or
at risk in the city of Kharkov. Since then, the Center has expanded its programs to include art
therapy, pre-school, teacher training, and numerous education programs; and counseling and
humanitarian assistance to families, single parents, alcoholics, and drug addicts. The Zhavoronok
Center employs psychologists, social workers and educational specialists that rendered services to
1,500 clients in the first year (1999). Lazareva projects the Center will serve 5,500 children and
parents in 2002.

Ariadna management prides itself on offering innovative activities in Ukraine. In addition to
the Zhavoronok Center, Ariadna began an initiative concerned with protecting children’s
rights in support of the United Nations Convention on the Child. The organization also
sponsors children-to-children entertainment concerts and learning exchanges between children
of different economic backgrounds. Lazareva is planning a new “youth against terrorism”
program in partnership with Azerbaijan (a large population of Azerbaijani Muslim children live
in Kharkov). While devoted to these activities, Ariadna's management wanted to place greater
program emphasis on skills development and economic empowerment programs. Lazareva
and her team believed that one of Ariadna’s organizational goals, “social adaptation programs
for children and youth,” could best be achieved through economic education.
Children at Ariadna's Zharonovok center learn about Ukrainian culture and history
Throughout its existence, Ariadna had been entirely grant funded, receiving support from
the state, international donors and local sponsors. By late 1999 sources were drying up. The
economy was faltering and government funding
was decreasing; international donors were di- They were all teachers, and there-
verting their money from the newly independ- fore began looking for business op-
ent states (NIS) to the crisis in the Balkans and portunities in education. Were there
elsewhere. At the same time the number of reg- potential customers who could pay
istered NGOs in Ukraine was growing, and
competition for funding was becoming fierce. and were willing to pay for educa-
Lazareva and her team were increasingly tional services?
uncomfortable with what they called “begging”
for funding. They also realized that although donors were interested in supporting
humanitarian assistance programs for children and disadvantaged families, the problem that

Ariadna wanted to solve—i.e. economic empowerment through entrepreneurial education—
was not seen as a priority by donors.
It was time to regroup. Ariadna’s management did not want to change the NGO’s strategy to
accommodate donor priorities. They also analyzed the amount of time and human resources
involved in seeking grants, estimating that fewer than three in 10 proposals were awarded grants.
Lazareva came to the conclusion that the return on the organization's investment would be greater
if Ariadna’s management focused its efforts on earning money. During the same period, Ariadna
had begun to collaborate with a youth organization called Leader. Lazareva’s motivation for the
partnership was the fresh perspective and new ideas to execute Ariadna’s vision that the young
people could bring. Leader’s team encouraged Ariadna’s management to earn money to sustain the
organization. This solidified Ariadna’s decision that the primary source of organizational funding
should be earned income. Lazareva said, “In the beginning we had to learn how to survive and
then we had to learn how to earn.”
Ariadna's Mission: To improve the social conditions and the standard of living for women and their children by
providing them with social and humanitarian assistance as well as professional development programs.
Social Enterprise
Devising a constant source of funding became vital to Ariadna’s survival. “Culturally it was
not hard to accept the notion of running a social enterprise and earning income,” said Laza-
reva. “We were ready to start; we just needed help developing our ideas.” Lazareva’s deter-
mination and eagerness to learn about social enterprise gained Ariadna’s acceptance into
CAP’s Social Enterprise training program. The training taught Lazareva to focus business
ideas on Ariadna’s core competencies. They were all teachers, and therefore began looking
for business opportunities in education. Lazareva and her team analyzed the market to de-
termine whether demand existed for educational
services: Were there potential customers who could pay “Economic growth in Ukraine
and were willing to pay for educational services? And is primarily in [SME]; however,
what type of educational services did they want to buy? people aren’t learning busi-
ness basics. Students finish
Ariadna’s management team had long since noted that
school versed in classic lit-
poor education was a common problem among at-risk
children. Lazareva found that this population had trou- erature, but they are economi-
ble learning practical skills, goal setting, self-discipline, cally illiterate.”
and competitiveness. “For these children there is a gap
between what is taught in school and the practical world,” Lazareva said. “Today it’s important
to learn foreign languages, computer skills, business, and economics. Children of rich families
can receive this type of education, whereas public schools teach ‘old style academics’ —
mathematics, history, et cetera.” Lazareva observed that educational curriculum had not evolved
as quickly as reality. Economics and business courses did not give students the tools to function
effectively in Ukraine's evolving market economy. “Economic growth in Ukraine is primarily in
small- and medium-scale enterprise; however, people aren’t learning business basics,” Lazareva
said. “Students finish school versed in classic literature, but they are economically illiterate. Jobs
in Ukraine today are in business.”

Although practical economic
education was needed in Ukrain-
ian public schools, Ariadna’s
management already knew that
donors were not willing to fund
this. And developing new cur-
riculum appropriate for Ukraine
would require substantial invest-
ment. Furthermore, Lazareva was
not convinced that Ariadna’s tar-
get market—public school stu-
dents from lower income, rural
and disenfranchised families—
IECY students at marketing competition
had the ability to pay for educa-
tional services even if they wanted them. The Ariadna team convened a meeting with
Leader's managers to discuss the problem and explore this and other social enterprise con-
cepts that fit with Ariadna’s mission and could earn income for the organization.
In early 2000, NGO managers of both organizations were invited to an international

education conference in St. Petersburg, Russia. During the conference Lazareva learned of a
new interactive business and entrepreneurial training program for young people ages 14 to
17 developed by St. Petersburg College. Lazareva discovered that the program was excellent.
The modular courses used a Socratic method that employed a mixture of didactic business
theory and hands-on application. Lazareva thought using this training curriculum would save
Ariadna the effort of “reinventing the wheel” and resolve the constraint of costly product
development.
Leader, Ariadna and St. Petersburg College directors assembled to discuss a partnership or
licensing agreement. Ultimately their conversations led to a NGO social enterprise joint
venture. In September 2000, International Education Center of Youth (IECY) was launched
to provide public school students with access to high-
quality business and entrepreneurial education and Developing new teaching cur-
prepare them for careers in a new economic era. riculums requires major invest-
IECY’s long-term goal was to expand its programs ment because they must be
throughout the newly independent states, but planned tested and licensed. Using an
to focus locally first in the vicinity of Kharkov,
Ukraine, and St. Petersburg, Russia.
existing product and adapting it
was a much more cost- and
Back in Ukraine, Lazareva sought support from local time-efficient way to get the
authorities for the program and to tackle the complex product to market.
legal issues in front of them. After several months of
negotiations Lazareva was able to form a partnership between the government and IECY.
This was a major accomplishment because it meant that IECY's curriculum would be recog-
nized and licensed by the state and could be integrated into schools. Founders were able to
register IECY as an NGO, rather than a private enterprise, in Lazareva’s name. From the
state, the organization also received a building (with paid utilities) for IECY's headquarters.

International Education Center of Youth learned that there was high interest and desire
among Ukrainian students to study its course materials. One year later, in October 2001, the
social enterprise began its first business activity, an alternative educational program entitled
“Social Adaptation of Children and Youth in the Ukrainian Market Environment through
Supplementary Education.” The duration of the full diploma program is four years, and the
course work covers marketing basics, micro- and macro-economics, management,
accounting, and financial management, and so forth. IECY marketed its programs
aggressively to public secondary schools. Within nine months, IECY was running 27 classes
of 15 to 20 students in 14 Kharkov schools.
On the other hand, IECY found that most low-income parents did not have the ability to
pay for their children’s education. IECY’s management team, which included Lazareva,
applied ingenuity to its payment method and fee structure in order to make the services
more affordable for its customers, as well as generating income. Rather than enroll in a class
and pay tuition, students joined the NGO and paid membership fees of 7 UAH, less than
two dollars per course (private schools charge significantly more, and parents have been
known to bribe school administrators to ensure that their children are accepted). NGO
membership fees are not recorded as income, and therefore not subject to tax, which
reduces the cost of the service and makes it more affordable.
To cover costs, let alone make a profit, IECY needed to sell its services in very high volume,
or reach a customer with greater purchasing power. IECY management chose to pursue both
strategies. For the academic year 2001-02, its educational programs are serving 400 students
from low- and middle-income families, and next year’s enrollment is projected at twice that—
800 students. Prices are set on a sliding scale, based on ability to pay. Middle-income parents
pay higher fees in order to subsidize poor students.
IECY has focused on rendering high-quality services to attract more students from families
that can pay. Lazareva notes that there is room to raise its prices for wealthy students, which
IECY will do next year. The IECY team feels strongly that they do not want to cave into
financial pressure and move upmarket, excluding low-income students; therefore, IECY has
secured scholarship funds from local businesses. Sixty percent of IECY’s poor and orphaned
children receive scholarships. IECY management and
Lazareva are also firm believers that all students should CAP helped Ariadna's managers
pay at least a small fee so they will value their education. analyze the NGO's strengths and
Additionally, IECY earns money from book and the market opportunities in order
publication sales, as complements to the course work. In to come up with a venture idea.
the academic year 2001-02, IECY generated gross
revenue of $6,940.
Lazareva and the IECY team believe that there is a huge potential market for their program.
There are 180 secondary schools in the Kharkov region alone, and IECY is currently only
offering classes in 14. The goal is to penetrate 100 schools in the market by 2005. IECY
projects program growth from 800 students this academic year (2002-03) to 3,000 students
next academic year (2003-04). The management team is also adding new practical classes
such as cheese and dairy production; business English; advanced computer programming;
and multimedia classes. “It’s a continuous process of improvement,” Lazareva said. The
management team meets twice a year at St. Petersburg College to develop new curriculum

and jointly conduct a Training of Trainers course for new teachers. The team has also
sponsored educational programs and conferences to raise parents' and principals’ awareness
about its practical economic education programs.
Next year IECY plans to provide a range of professional business programs to

disadvantaged women. Since Ariadna has managed a teacher training programs for several
years, this service will be easy to add to IECY’s other activities. A professional staff of
teachers and recent graduates (teacher trainers) will instruct programs in management,
business planning, office management, PR, and so forth. These courses will run between
three and 24 months.
The positive experience with International Educational Center for Youth has converted
Lazareva into an entrepreneur. She is practicing what her educational programs teach and
has embarked on a new business venture. Unlike IECY, whose mission is integrated with its
income-generating activities, the new venture is an auxiliary business created for the express
purpose of earning income to fund Ariadna's operating costs.
In February 2002, Lazareva and Ariadna’s management started a mobile communications

company. Lazareva selected this business because it has high margins, relatively low start-up
costs and the potential to be profitable quickly. They bought 72 mobile phones and
equipment (and have since added 38 more, for a total of 100 phones), which they rent at
discounted rates to the public. Lazareva projects that profits from this activity will cover
some of Ariadna's overhead: public utilities, administrative salaries, rent, and publishing costs
for IECY’s educational products. Currently the business is functioning as a department of
Ariadna, but will soon be legally registered to Lazareva as a for-profit sole proprietorship.
The mobile phone company is breaking even, but is not yet generating profit. “We need one
more year to learn how to earn money before we have money to spend on the NGO,” said
Lazareva. She is, however, already plotting her next business, an intellectual property
protection company. Lazareva believes that this could be a lucrative business due to the
rapid growth of Ukraine's private industry and the fact that few such services exist in the
country.
Lazareva is excited about her new venture and other ideas, but she is equally concerned
about distraction. “We are only interested in these businesses because they will make
Ariadna sustainable. They should never become more important than the business at hand—
to improve the standard of living of women and children.”

International Education Center for Youth (IECY)
Adriana Women's Club

NGO - Ukraine LEADER St. Petersburg
Youth NGO - Ukraine College - Russia
Zhavoronok Center
(Children Education Therapy)
Joint Venture Partners

Executive Director
International Education Center for Youth (IECY)
NGO - Social Enterprise

Taisiya Executive
Lazareva Director Joint-Venture of 3 NGOs
Economic, business and entrepreneurship education

Teacher training
International exchange
Market Channel Academic Partner
Poor and
Ukraine Government
Low/Middle-Income
Students Target
Customers
Schools Curriculum Licensing
Building/Facilities
School Access
Ariadna received a seed grant from CAP to develop its educational programs, then Ariadna’s
managers were invited to attend CAP’s Social Enterprise training program. The NGO
managers had expertise in education, but not business. “CAP training was critical,” said
Lazareva. “We were motivated to learn, but had no idea where to start. We needed to
identify not only what we wanted but also what we could do.” CAP helped Ariadna’s
managers analyze the organization’s strengths and the market opportunities in order to come
up with a venture idea. “We learned to 'stick to the knitting',” Lazareva said coyly, as if testing
the expression, “and start a social enterprise based on our core competencies—what we knew
how to do best.” Once Ariadna’s managers decided to focus their new business on

education, CAP taught them how to develop the concept into a business model, study the
market, find partners, and write a business plan. The training taught Ariadna’s managers
about legal and tax issues, helped Lazareva gain support from local authorities for her idea to
create an educational center, and advised them on legal structures for the entity.
According to Lazareva, who identifies herself as a “planning person,” the biggest benefit of
the CAP training was the planning skills she learned. CAP taught Ariadna's managers the
necessary planning steps, from setting objectives and performance targets to gathering
market information to informed planning decisions. For example, CAP trainers taught
Ariadna’s managers to conduct focus groups of teachers and students. From this exercise
they learned what kinds of educational programs people wanted and would pay for and then
adapted their products to their customers' preferences. The research helped them plan their
business model of offering education programs through schools rather than creating a
parallel structure. Ariadna’s managers also learned to develop and use different types of
plans and consequently developed business, strategic and contingency plans for the social
enterprise. Lazareva said, “We not only make plans; we live by our plans.”
Challenges
Distribution Channel — Using public schools as a distribution channel was challenging.

Secondary school principals were afraid to make the decision to add new curriculum, despite
need or interest, and the NGO had to get approval from district authorities to run the
programs. Lazareva and the IECY team had to design a joint program with state authorities,
which cost time and money, but has opened doors to all the schools. IECY also pays 12
percent of its earned income to schools to get the political support it needs. (Ironically,
paying the schools a percentage worked as a marketing vehicle because principals and
teachers were then eager to promote the program.)
Human Resources — Lazareva and the IECY team learned how difficult it was to find
good teachers suited to teach their interactive approach. Teachers not only had to be
competent with business curriculum and in touch with Ukraine’s new business climate, but
to a certain extent they had to be entrepreneurs and understand the social enterprise’s
mission. It was a tall order. IECY’s business model required teachers’ direct involvement in
marketing the program to new schools. Some teachers were constrained by logistics, such as
transportation to make the many visits necessary before securing a contract. Others were
uncomfortable with making business deals or being paid on a commission basis for business
development responsibilities and teaching, even though the wages were twice that of public
school teachers, even before bonuses. Many lacked commitment to IECY’s mission and saw
their work simply as another job; others were just plain unqualified. IECY started with 15
people. A year later all but three had left or were let go.
Despite initial difficulties IECY has found good teachers. Lazareva learned the benefits of
hiring recent university graduates. Leader has been instrumental in facilitating these
relationships and assisting with recruitment. Fortunately, IECY is not bound by the same
heavy legal conditions as public schools, including a requirement for teachers to hold special
certificates, which seems to attract bureaucrats. IECY now has a director, three managers
(soon five) to work with the teachers, and an accountant it shares with Ariadna. Lazareva

plans to hire a deputy to manage internal affairs, while she handles external affairs. Managers
go to schools to introduce the program and then Lazareva closes the deal.
Start-Up — Lazareva and her team found laying the foundation for the first education
program was very time-consuming. “It took nine months of knocking on doors. It was the
true metaphor of having a baby and felt every bit as painful,” Lazareva said, smiling. Although
the business model had teachers doing a large part of the legwork; in reality both principals
and parents wanted to meet the director first. Lazareva made multiple visits to over 30 schools
and secured 14 subscribers in the first year. Lazareva instituted a multi-level marketing strategy
in the schools that helped achieve critical mass. Teachers receive bonuses for recruiting
students to their courses, giving them a vested interest in the program’s success.
Accounting — There is still work to do. Lazareva said, “Accounting is a major hurdle. We
are still trying to understand where our money comes from, the difference between revenue
and profit, and sources and uses of funds, et cetera.” Ariadna’s accountant works with IECY
50 percent of the time, but has had a steep learning curve for social enterprise record-
keeping. IECY’s accounting is complicated because of its structure, international
partnership, bonus incentives for teachers and the practice of charging membership fees
rather than tuition to avoid paying tax on this income. Lazareva plans to hire a full-time
accountant with business experience to manage the books for the social enterprise and her
new business. She is also committed to improving her financial education so she can make
better financial choices. “I'm hopeless; I get earned income confused with grants,” she said
with a smile.
Financials
Since opening its doors, IECY has received no grants or donor funding. Profit margins in
IECY’s educational programs are very slim. As a social enterprise whose income generation
is integrated with its mission, IECY’s financial objective is program cost recovery. Volume
will have to substantially increase in order to generate a profit. Beginning in September 2002,
IECY will apply a percentage of fees from paying clients to fund Ariadna's free education
programs for women in need. In its first year of operations, IECY has broken even: Its
income is roughly the same as costs. Overhead is low because IECY is housed in
government-subsidized premises. At this point the organization’s number one expense is
teachers' salaries. The prospect of new programs in the near future is limited due to low
capacity and few resources. All the NGO’s staff are volunteers, including the executive
director, Lazareva, who’s compensated only for teaching the curriculum.
Operating Costs 2001-2002 2002-2003

NGO Social Programs $2,438
Social enterprise operating costs2 4,877
Earned Income
School 6,753 13,505
Books 188 750
2
IECY’s operating costs cover only: teachers' salaries; 12 percent commission on total revenues paid to
school; and a small percentage of publishing costs—most were donated last year. IECY receives office space,
which includes utilities, from the state.

Lazareva projects income of 50,000 UAH per year ($$9,379) from Ariadna’s mobile phone
business and believes that earning surplus revenue by the end of next year is doable. “The
regulatory and economic environments are potential threats,” Lazareva said. “In Ukraine it is
very hard to plan for more than two years because the political environment is changing and
the market environment it still settling.”
International Education Center for Youth achieved the following outcomes:
Adriana 1999 2000 2001 2002

Zhavoronok Center Children served 120 3,000 4,500 5,500
Teacher training programs - 1,500 1,500 1,500
Women’s education programs - - - 45
IECY Results and Targets
Objectives 2001/2002 2002/2003 2003/2004

Number of students 400 800 3,000
Number of teachers 17 27 85
Substitutes 3 6 12
Key Success Factors
Among the factors that led to the successful development of Ariadna's social enterprise, the
International Educational Center for Youth, the following should be noted:
Partnership. Launching the International Education Center for Youth as a joint venture made it
much stronger than if it had been started independently by one of the three partners. Welding
relationships built on complementarities among Ariadna, Leader, and St. Petersburg College
greatly increased IECY’s chance of success because each organization brought different
resources to the deal—product, contacts, name recognition, goodwill, staff, etc.
Existing Product. Ariadna’s decision not to reinvent the wheel saved a lot of time and resources.
Developing new teaching curriculums requires major investment because they must be tested
and licensed; the whole process can take years. Using an existing product and adapting it was a
much more cost- and time-efficient way to get the product to market.
Business Model. IECY’s founders built income-generation into the model, not as an add-on or
change to existing programs. Viewing the venture as a social enterprise meant managing to the
financial and social bottom lines from the start. How to subsidize low-income students was
planned from the start by IECY’s management.
Relationships. Although it took considerable time at the outset, the relationships that Lazareva
built with schools and the state helped facilitate IECY’s rapid growth. Once Lazareva and her
team were able to get authorities on their side, many new doors opened and they were able
to penetrate the market through school channels.

Training and Technical Assistance. CAP’s program provided Ariadna's managers with the
business training and support required to start their social enterprise as well as the expertise
to develop it effectively.
Advice
Do what you know — Leverage core competencies in both your social enterprise and NGO
activities.
Market research — Study demand, know exactly who your customers are and what they want
and are willing to pay for.
Involve youth — We found that young people are more in touch with Ukraine’s business
environment and more comfortable with capitalism in general. Youth have fresh ideas and
will ultimately determine the future, so it is important to listen to them.
Educate yourself — Take time to learn about business through courses, training, and self-
education so you can be a more effective leader.
Taisiya Lazareva
Taisiya Lazareva has been a

teacher her entire profes-
sional life—more than three
decades. She graduated from
a teacher training institute
and for the last 15 years has
been instructing students to
become teachers at the Uni-
versity in Kharkov. When
she’s not starting social en-
terprises or teaching, Laza-
reva is working on her dis-
sertation to complete her
doctoral degree. She only
sleeps four hours a night.
“I’m in a hurry to live; most
of my life is behind me and I
still have a lot of ideas and
knowledge. It would be sad
if I left this world without
spreading this around.” Lazareva (center) discusses work with her students
Lazareva shared that her most memorable experience of starting the social enterprise was
her first trip to St. Petersburg, Russia. The aim was to design a model for their program and
to do so they took nine “customers” (students) with them. In Ukraine she had had a lot of
pressure not to use Russian materials, but she proved that this was a good method. This

marked the first of many battles to be waged and many victories to be won. Everyone had a
great time, and the Russian and Ukrainian students are still in touch. “Maybe one day they’ll
also do a joint venture,” Lazareva said with a smile.
CONTACT INFORMATION
Mrs. Taisiya Lazareva

Director, Women’s Club Ariadna
5, Chigirina St., Kharkov, Ukraine
Tel: (0572) 27-41-29

Enterprise Development
Small Businesses Build Big Economies
Counterpart International is one of the world's leading providers of technical

assistance to micro- and SME businesses in emerging economies. This 37-year old non-
governmental organization works in nearly three dozen countries in central Europe, the
former Soviet Union, Asia, Africa, Latin America and the Caribbean to create jobs and
generate income. It does this by incubating the development, creation and expansion of
businesses and the associations that represent and support them.
Private enterprise is pivotal to Counterpart. Economic development activities

build upon the idea that healthy, stable small business communities foster the emergence
of strong, conflict-free, market economies and viable democracies. To achieve this, Coun-
terpart trains local entrepreneurs, small businesses and their associations to strengthen
their capacity across a diverse range of challenges—management, finance, marketing,
governance, advocacy—that are faced daily. As with any business, access to affordable
credit is often the most critical ingredient to success. Here again, Counterpart is a leader in
providing innovative tools to acquiring, managing and servicing credit.
Through these initiatives, Counterpart empowers entrepreneurs as they acquire

the know-how and means to improve the standard of living for their families and those
who benefit from their efforts; expand the availability of goods and services in the market-
place through businesses' strengthened capacity to improve its output and efficiency; and
contribute to their communities as they become financially stronger. Always, Counter-
part's economic development activities are demand-driven; undertaken in partnership with
local institutions; community-accepted; and cognizant of weaving its enterprise develop-
ment precepts throughout communities' extensive needs—from healthcare to environment
to food security. Counterpart has expertise to deliver programs in the following areas:
Credit. Counterpart offers a range of debt and equity financing and loan servicing options
at the micro and SME levels. It relies on both individual, business and "group lending"
repayment mechanisms.
An entrepreneur hard at work in Zimbabwe.
Community Economic Development. Counterpart works in partnership with communi-
ties to assess key economic problems and develops strategic interventions to address
them.
Training. Counterpart assesses small business needs in areas such as accounting, plan-
ning, etc., then provides training to small groups of like businesses, e.g. accounting or ad-
vertising firms.
Incubators. Counterpart offers subsidized facility space and services to nascent small
businesses to develop and grow. Synergies are encouraged among the incubator firms to
utilize the services of one another.
Technical Assistance. Counterpart offers one-on-one technical assistance to entrepre-

neurs and firms on an as-need basis.
Association Institutional Building. Counterpart builds the capacity of associations to

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Social Enterprise Development. Counterpart helps NGOs generate revenue by creat-

ing wholly-owned businesses that will both foster financial sustainability and support
the NGOs overall mission. For More Information, Navigate to:
www.counterpart.org
Counterpart International
1200 18th Street, NW
Suite 1100
Washington DC 20036
Telephone: 202-296-9676
Fax: 202-296-9679
www.counterpart.org

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Case Studies in Social Enterprise

A chef prepares a meal at Kovcheg Café, a Mercy

1200 18th Street, N.W.

www.counterpart.org By: Sutia Kim Alter

Founded in 1965, Counterpart is a diverse, tax-exempt, nonprofit, international development organization

Counterpart is supported by corporations, individuals, foundations and governments. It manages a donor

For more information about Counterpart or this publication, contact:

Karen Sherman, Executive Vice President

Copyright © 2002 by Counterpart International, Inc. i

Case Studies in Social Enterprise — Counterpart International, Inc. ii

CASE STUDY: Mercy Charitable Foundation ............................................................. 10

CASE STUDY: Alisa Society for the Disabled ............................................................ 22

CASE STUDY: Peace Beauty Culture Association..................................................... 31

Counterpart's experience demonstrates that social enterprises have high potential as a

The Social Enterprises

Mercy Charitable Foundation

Case Studies in Social Enterprise — Counterpart International's Experience 1

Alisa Society for the Disabled

Case Studies in Social Enterprise — Counterpart International, Inc. 2

Ariadna and the International Educaiton Center for Youth (IECY)

Developmental Impact — (1) Zhavoronock Center children served in 2002 (est). –

Case Studies in Social Enterprise — Counterpart International, Inc. 3

Case Studies in Social Enterprise — Counterpart International, Inc. 4

Case Studies in Social Enterprise — Counterpart International, Inc. 5

Workforce development. Creating employment for disenfranchised or at-risk populations so

Nonprofit sustainability. Increasing nonprofits’ ability to generate income to support their

• An employer of at-risk, disenfranchised or low-income populations: an underwater

• A customer of goods produced by low-income entrepreneurs or disenfranchised

Case Studies in Social Enterprise — Counterpart International, Inc. 6

• A seller of products or services to low-income or disenfranchised business owners

• A for-profit subsidiary of a nonprofit organization whose revenue is used to

• A social-purpose business (nonprofit) that contributes to a public good by serving

• A nonprofit organization that generates income by selling goods, commercializing

Case Studies in Social Enterprise — Counterpart International, Inc. 7

In October 1999, CAP program managers surveyed grantees with income-generating

Counterpart Alliance for Partnership Social Enterprise Program Results

• 15 NGOs earn $100—$500

• 20 NGOs: 1-50 percent

Case Studies in Social Enterprise — Counterpart International, Inc. 8

Sutia Kim Alter

Case Studies in Social Enterprise — Counterpart International, Inc. 9

"We wanted to learn to fish, but needed a fishing pole."

Mercy Charitable Foundation is a Christian faith-based non-governmental organization

Case Studies in Social Enterprise — Counterpart International, Inc. 10

Case Studies in Social Enterprise — Counterpart International, Inc. 11

Additionally, a non-smoking restaurant imposed barriers on a large market of potential café

Case Studies in Social Enterprise — Counterpart International, Inc. 12

Mercy Charitable Foundation

Mercy Charitable Foundation

y Free Meals Subsidiary y Grows produce and raises

Legal Council NGO Management

y Serves meals to paying

Case Studies in Social Enterprise — Counterpart International, Inc. 13

The Counterpart Alliance for Partnership (CAP) Social Enterprise Program

Case Studies in Social Enterprise — Counterpart International, Inc. 14

Today, Kovcheg Café’s

Case Studies in Social Enterprise — Counterpart International, Inc. 15

Case Studies in Social Enterprise — Counterpart International, Inc. 16

Social Impact and Business Results

Case Studies in Social Enterprise — Counterpart International, Inc. 17

• Achieved sustainability of Mercy Charitable Foundation by creating a permanent funding

• Influenced public policy and legislation for future social enterprises.

• Increased cross-sector cooperation between NGOs, businesses and government.