Australian Storiesof Social Enterprise FINAL

Australian
Stories
of Social
Enterprise
Cheryl Kernot
and Joanne McNeill
Acknowledgements
First Edition The authors would like to acknowledge the participation of all
© Copyright The University of New South Wales 2011 the interviewees. We understand that every time we ask these
busy people to participate in sector development activities we
All rights reserved. No part of this book may be reproduced take them away from running their enterprises. Their efforts are
without permission from the publishers or their agents. central to growing this emerging sector and we honour those
Published by The University of New South Wales efforts as they undertake the challenges of their respective
Sydney, NSW, 2052 social enterprises.
Design, layout and printing by Breakout Design Print Web We would also like to acknowledge the support of our
respective employers. This includes the patience our colleagues
and team mates have afforded us while we have juggled our
National Library of Australia Cataloguing-in-Publication entry )53-"13$:$&$.$53;'<8$3'-)"=5#.'$3'%1'5/.513$"1'">'"6)'#")5')"&53'
Authors: Cheryl Kernot and Joanne McNeill %1?'@5'2)5%.&A'%--)5#$%.5'.85'.$*5'.8%.'8%3':551'5/.51?5?'."'
Title: Australian Social Enterprises: us to make it happen.
Stories of Challenge A special acknowledgement goes to Ananya Nandakumar
ISBN: 978-0-9808764-1-3 at CSI who has been an invaluable support in transcribing,
)535%)#8$12+'@)$.$12+'-)""(12'%1?'"45)355$12'#"1.)%#.'?5.%$&3;'
Subjects: Social business enterprise,
!"#$%&'()*+',*-%#.'*%/$*$0%.$"1+'
Social entrepreneurship, Social business,
Social responsibility, Public/social/
private partnership, Grameen family of
")2%1$0%.$"13+'!"#$%&'451.6)5'#%-$.%&+'
Corporate social responsibility, Corporate
!"#$%&'71.)5-)5156)38$-+'9$.$051'51.5)-)$35
Methodology
The project has sought to provide a vehicle for Australian social "! How do you approach staffing?
enterprise practitioners to tell their stories. We felt that there "! How have governance arrangements influenced
@%3'%'155?'>")'.85'&5%)1$12'%1?'$13$28.3'">'.8535'5/-5)$51#5?' direction and development?
and emerging leaders to be shared.
"! Does your founder continue to be involved?
As such, the stories presented provide a snapshot of the
interviewees’ perspectives on their own and their organisations’ "! Have you handled succession issues to date,
5/-5)$51#53;'<85' -)"=5#.' $3' 1".' %#%?5*$#' %1?' ?"53' 1".' 355B' or are you thinking about this?
to provide a representative sample, or to evaluate the social "! How does your mission affect how you manage the
enterprises themselves or the model more generally. ")2%1$3%.$"1'G'?"'.85'5/.5)1%&'4%&653'.)%13&%.5'
to your internal practices in any way?
,.' ?"53' 355B' ."' "-51' 6-' ?$3#633$"1' $1' .85'C63.)%&$%1' #"1.5/.+'
through showcasing a wide variety of social enterprises. "! Has/will any of your work contribute to
A diversity of legal structures, trading sectors, social/ ‘growing the commons’ – assist others working
514$)"1*51.%&D'#6&.6)%&'*$33$"13+'3$053+'3.%253'">'?545&"-*51.' to achieve similar goals?
and locations were sought. "! Have you/do you plan to use any social impact
<8$).AE(45'>%#5E."E>%#5'$1.5)4$5@3'@$.8'.8$).AE.8)55'")2%1$3%.$"13' %33533*51.'-)"#53353'G'@8%.'8%3':551'A"6)'5/-5)$51#5'
were conducted between September 2009 and February 2010, of this to date?
mostly at the social enterprise location. The interviews ranged "! What have been/will be the critical success factors for
from one to three hours in length, were audio recorded and in your social enterprise?
several cases more than one interviewee participated. "! If you started again, what would you differently?
A semi-structured interview format and conversational style "! What has kept you going – who or what has been
were used, with interviews structured around a core set of helpful to you?
themes:
Interviewees were provided the opportunity to review the draft
"! What was the original vision for the social enterprise? 3.")$53'%1?'.85$)'#"**51.3'8%45':551'$1#")-")%.5?'$1."'.85'(1%&'
"! What is the vision now – versions.
how has this changed, what influenced this?
The stories are presented thematically to seek to illuminate
"! What role have partnerships played? shared learning pertinent to a sector.
"! F8%.'8%3':551'A"6)'5/-5)$51#5'%)"61?'>61?$12'%1?'
investment, during start up and/or growth phases?
ii Australian Stories of Social Enterprise iii

Contents
INTRODUCTION 1 ENVIRONMENT:
FOOD: Eaglehawk Recycle Shop VIC 141
Charcoal Lane VIC 7 Outlook Environmental Services VIC 149
Food Connect Qld/National 13 Penny Farthings Pushbike Parking Qld 157
Mars Hill Cafe NSW 19 Reverse Garbage Cooperative VIC 163
H6I""0'7)$.)5%1'J53.%6)%1.'K'9%.5)$12' Qld 27 Soft Landing NSW 171
Sorghum Sisters VIC 31
STREAT VIC 39 SERVICE/WORKS DELIVERY:
Cleanable Property Services VIC 183
ARTS, MEDIA AND DESIGN: Dress for Success Sydney
Abbotsford Convent VIC 49 (formerly Suited for Work) NSW 187
Biddy Bags Qld 61 MultiLink Interpreting Services Qld 193
The Big Issue in Australia VIC/National 65 Nundah Community
Gideon Shoes NSW/National 71 Enterprise Cooperative Qld 201
Goolarri Media Enterprises WA/NT 77 Property Plus Group NSW 209
Human Ventures (formerly Speak Out) Qld 83 Spectrum Employment
VibeWire Youth Inc. NSW 89 Services Cooperative NSW 217
Urban Renewal Landscape
ADVOCACY: K'9"13.)6#.$"1' VIC 223
Break Out Design Print Web NSW 95 youthinc SA 233
Our Community VIC/National 101
Shared Learning and Authors’ Observations 241
INFORMATION TECHNOLOGY:
Featured Social Enterprises’ Websites 257
,1>"/#8%125' VIC/Timor Leste 109
Message Stick Group National 117 Useful Links 260
Work Ventures Ltd. C115/'LM'' '
ITeC Repair Centre (SIRC) NSW 123 The challenges and opportunities of different
cool nrg International 135 legal structures for social enterprises 264
C--51?$/'CM'
About the sponsoring organisations and authors 267
iv Australian Stories of Social Enterprise v

Introduction
Once in a rare while the fundamental architecture
of a significant part of society shifts.
Over the last two and one-half decades the organisation
of the social half of society, led by social entrepreneurs,
has done so.
— Bill Drayton, Ashoka, 2002 1
Why? Because a critical mass of people throughout the world

has responded to the compelling evidence of the failure of
traditional institutions and systems to respond to the ever-
increasing inequity in the way the planet’s resources and
opportunities are shared and to the rising environmental and
health crises; and they have concluded that there can be
a different way of doing business: different starting points,
?$>>5)51.' #")5' -6)-"353+' %' ?$>>5)51.' %..$.6?5' ."' -)"(.3' %1?'
ownership; a different way of harnessing capital market
models, incorporating traditional business tools and strategies
to achieve a social bottom line; adding social value alongside
.85' .)%?$.$"1%&' (1%1#$%&N' %??$12' O#)5%.$45' #%-$.%&$3*P' ."' .85'
suite of business options.
!"#$%&'()%&*%+,#-#(,.$&*%/.-%&0(,-#,1%'&.'&-"%&+%$*&).-12%'3&
4%&".5%&2%6%22%*&-(&*%+,#-#(,'&1'%*&/7&-"%&89($$&:%,-2%&6(2&
8(0#.$&;,-2%<2%,%12'"#<&.-&=>6(2*&?,#5%2'#-7&.,*&-"%&8(0#.$&
;,-%2<2#'%&:(.$#-#(,&#,&-"%&?@A
Social entrepreneurship is the product of individuals,
organizations, and networks that challenge conventional
structures by addressing failures – and identifying new
opportunities – in the institutional arrangements that
currently cause the inadequate provision or unequal
distribution of social and environmental goods. 2
1
Social Entrepreneurship has three key characteristics: sociality from within the social sector; they often have small
!"#$%&'$()*+",$*'#'-%./$"##012%"0#/$2#3$4256'%$05"'#%2%"0#7$ turnovers and often have /$%,*%*&61,*#,B&C&some grant,
Social enterprises are businesses trading for social or some earned; they tend to skew more towards social
environmental purposes. Many commercial businesses objectives if under pressure.
would consider themselves to have social objectives, Social Businesses are more often started with a business
but social enterprises are distinctive because their social intent, by people working from within the private
or environmental purpose is central to what they do. sector and who see an opportunity to create social
Rather than maximising shareholder value their main impact; they usually have larger turnovers than social
!"#$"%$&'$()*)+!&)$,+'-&$&'$./+&0)+$&0)"+$%'1"!2$!*3$ enterprises and rarely seek or attract grant funding,
environmental goals. Social enterprise is a business being more likley to concentrate on %.2,%*&#,0()%&and
model which contributes to a more sustainable society commercially oriented capital; they tend to skew more
by offering the prospect of greater equity in economic towards commercial objectives if under pressure.
participation3
Yet already these distinctions are blurring with social
F5'%&3"'%#B1"@&5?25'%1'C63.)%&$%1')535%)#8E:%35?'?5(1$.$"1' enterprises moving to become social businesses or setting
of social enterprise from the Finding Australia’s Social Enterprise up subsidiary commercially oriented social businesses.
Sector (FASES) research project, developed after our project What’s really compelling about social entrepreneurs and their
commenced: enterprises and businesses is that they go way beyond the
Social enterprises are organisations that: older model of tweaking at the edges of the charity and not
>")' -)"(.' #6&.6)5M' .85A' #8%&&5125' #"1451.$"1%&' 3.)6#.6)53' %1?'
a. Are led by an economic, social, cultural, or
effect systems change. Think Muhammad Yunus and the global
environmental mission consistent with public or
replication of microcredit; think Victoria Hale and her non-
1'##/*"&4$5)*)-&6$
-)"(.' -8%)*%#56.$#%&' #"*-%1A;' !"#$%&' 51.)5-)5156)38$-' $3' %'
57$ 8+!3)$&'$./2-2$&0)"+$#"%%"'*6 global movement within which small and/or locally focused
17$ 9)+":)$!$%/5%&!*&"!2$,'+&"'*$'.$&0)"+$"*1'#)$.+'#$&+!3)6$ 3"#$%&' 51.5)-)$353' #%1' %&3"' *%B5' 3$21$(#%1.' #"1.)$:6.$"13;'
and In Melbourne, Rebecca Scott wants to change the end point
of intermediate labour market (ILM) programs away from
37$ ;)"*:)%&$&0)$#!<'+"&4$'.$&0)"+$,+'-&=%/+,2/%$"*$&0)$ transitional employment to equity for marginalised workers in
./2-2#)*&$'.$&0)"+$#"%%"'*74 small enterprises similar to the ones where they receive their
We have used the terms social enterprise and social business @")B'5/-5)$51#56.
and have drawn on the typology developed, in an Australian Jeff Skoll, a pioneering social entrepreneur as co-founder
#"1.5/.+' :A' Q6)B5..' RSTLTU;5 It makes the following general of eBay, describes social entrepreneurs as rebelling against
distinctions: one of the worst ideas that has ever gripped mankind – that
Social Enterprises are often started with charitable intent the problems that surround us are so big that ordinary men
by people who have an enterprising orientation working and women can’t make a difference. Skoll argues that social
2 Australian Stories of Social Enterprise 3

entrepreneurs see these problems as a call to action rather than Social entrepreneurs look for the most effective methods of
a cause for despair: serving their social missions.” 8
‘Some charities give people food. Some teach farmers We thought it important and timely to capture the pioneering
to grow food. Social entrepreneurs have to teach the work of a number of Australian social entrepreneurs and their
farmer to grow food, how to make money, turn it back enterprises and businesses and we have aimed to reproduce
over to the farm and hire ten more people. They’re not .85$)'$1.5)53.$12'1%))%.$453'%1?'."'5/.)%#.'.85'&5%)1$12'."'%33$3.'%'
%!&"%-)3$/*&"2$&0)4$0!:)$&+!*%.'+#)3$&0)$)*&"+)$.''3$ rapidly moving Australian climate.
industry.’7 Our Australian social enterprise stories range across the mid-
Robert Pekin has a systems–changing vision for his Australian [email protected]' A5%)' "&?3' F")B451.6)53+' Q)5%B' X6.' %1?' ,1>"/#8%125'
social business Food Connect: to change the inequity in the (which has had time to replicate successful elements in East
current fresh fruit and vegetable distribution systems, whereby <$*")U+' .85' O%?"&53#51.3O' J545)35' Y%):%25+' Z6*%1'[51.6)53'
a few major providers monopolise the market through sales to and The Big Issue in Australia, and the ambitious start-
supermarkets, resulting in unfair prices paid to smaller farmers ups such as Charcoal Lane, Soft Landing and youthinc. We
and unfair prices paid by consumers. As well as restoring a congratulate and thank all those included; our choices were
focus on fresh seasonal food, in contrast to current practices $1\651#5?':A'.85'?53$)5'."'38"@'.85'?$45)3$.A'">'%#.$4$.A'.8%.'
@8$#8'%).$(#$%&&A'5/.51?'385&>'&$>5+'85'%&3"'%$*3'."')5#"115#.' the social enterprise model covers, including a range of stages
city ‘cousins’ with the farmers who grow their food. of development; different trading market sectors; a variety of
social, environmental and cultural purposes; and different
Australian Government funding programs such as the Jobs ")2%1$3%.$"1%&'>")*3;'F5'5/-)533'"6)'%?*$)%.$"1'>")'.85'*%1A'
and Innovation Funds have focused on social enterprise as a others persevering in an Australian climate that is on the cusp
vehicle for intermediate labour market models to deliver jobs of providing enabling and meaningful funding support.
for the long-term unemployed and have, as a consequence,
driven a dominant welfare focus. Not surprisingly, in a funding C1?' (1%&&A+' @5' .8$1B' $.I3' 85&->6&' ."' #&%)$>A' @8%.' %' 3"#$%&'
vacuum any new funding is eagerly embraced, including by entrepreneur and social enterprise is NOT, as fashionable ideas
ten of our story subjects. Thus the emerging local sector has tend to be appropriated and applied inaccurately!
developed with less of a focus on social entrepreneurship and A social entrepreneur is ,(-& .& ,%4& ,.)%& 6(2& .& '100%''61$&
more on traditional business models that can be ‘tweaked’ to /1'#,%''&).,&(2&4().,&4"(&".'&*%0#*%*&-(&DB#5%&/.09E&/7&
?5&$45)'3"#$%&'"6.#"*53;'<85'"45)35%3'5/-5)$51#5'$3'.8%.'3"#$%&' '%--#,B&1<&.&6(1,*.-#(,&-(&%,*(4&0".2#-./$%&4(29'&(2&'-.2-F1<&
enterprise can have a much wider application. '(0#.$&%,-%2<2#'%'G&H"#'&<%2'(,&#'&a philanthropist and remains
As pioneering U.S. academic Greg Dees noted in the emerging an important source of funding for the social sector.
?5:%.5' ">' LVVW+' Osocial entrepreneurship can include social A social entrepreneur is not a new name for someone who
,/+,'%)$ 5/%"*)%%$ :)*&/+)%>$ %/10$ !%$ .'+?,+'-&$ 1'##/*"&4$ #'& .,& .0-#5#'-& #,*#5#*1.$& (2& IJ=& $(//7#,B& B(5%2,)%,-& 6(2& .&
development banks and hybrid organizations mixing not-for- '<%0#+0&<($#07&0".,B%G&H"#'&#'&*#66%2%,-&62()&providing systems-
,+'-&$ !*3$ .'+?,+'-&$ )2)#)*&%>$ %/10$ !%$ 0'#)2)%%$ %0)2&)+%$ &0!&$ changing solutions utilising social enterprises.
start businesses to train and employ their residents.

And social enterprise is not a new name for a Corporate
Foundation with a focus on supporting the social sectorG&
Even if the corporation itself is a socially responsible global
:63$1533'.8%.'8%3'$1#")-")%.5?'#")-")%.5'#$.$05138$-'%1?'3"#$%&'
responsibility into its core business practice, the fact is that
$.3' #")5' -6)-"35' $3' ."' *%/$*$35' .85' (1%1#$%&' )5.6)13' >")' $.3'
shareholders. Social enterprises and businesses reinvest their
-)"(.3'."'%#8$545'.85$)'#")5'3"#$%&'-6)-"35;'
Finally, the emergence of social enterprise is not a repackaging
of community development which is essentially very highly
grant-dependent.
All of these players add to the richly changing social tapestry,
but we are keen to add clarity to our choice of stories.
Charcoal Lane
With 14/20 in The Age Good Food Guide in a 150 year old
bluestone building, Charcoal Lane is a modern Australian
restaurant serving contemporary Australian cuisine infused
@$.8' 1%.$45' \%4"6)3+' 5*-&"A$12' %1?' .)%$1$12' ?$3%?4%1.%25?'
indigenous and non-indigenous young people (www.
charcoallane.com.au). Located in fashionable Gertrude
!.)55.'$1'.85'H5&:"6)15'36:6):'">']$.0)"A+'98%)#"%&'^%15'@%3'
established by Mission Australia as a social enterprise that also
acts as a transitional labour market program, creating training
and employment pathways for disadvantaged youth in a
commercial hospitality environment. Named after an important
meeting place for Melbourne’s Aboriginal community in the
past, Charcoal Lane also aims to positively promote Victorian
C:")$2$1%&' #6&.6)5' .8)"628' 8%)1533$12' 1%.$45' \%4"6)3' %1?'
contemporary art work, such as photography from Wayne
Quillam, Aboriginal artist of the year.
6 7
The restaurant and training program began in 2006, when three year establishment period, while AAV also assisted in
Aboriginal Affairs Victoria (AAV) and the Victorian Aboriginal .85' 53.%:&$38*51.' 3.%25' :A' #"1.)$:6.$12' ."' (.E"6.' #"3.3;'[$#B$'
Health Service (VAHS) offered a tender to establish a hospitality emphasises that the partnership with AAV, VAHS and the wider
outlet at the Gertrude Street site, which lay derelict for fourteen Victorian government is crucial to Charcoal Lane.
years. Mission Australia applied, with the idea of developing a Throughout the establishment process, Charcoal Lane had both
low key café and to provide training upstairs. Vicki Maughan, a Business Advisory Group and an Aboriginal Advisory Group.
H$33$"1'C63.)%&$%I3'9"**61$.A'!5)4$#53'H%1%25)+'5/-&%$13'.8%.' Regular reports are also sent to the VAHS through attendance
this concept evolved during the site redevelopment process. %.'.85$)'*"1.8&A'Q"%)?'*55.$123;'[$#B$'5/-&%$13'.8%.'.8$3'&$%$3"1'
F$.8'251.)$(#%.$"1'">'.85'3.)55.+'$1#&6?$12'%).'2%&&5)$53'%1?'8$28' and reporting is now undertaken by one of the young people
-)"(&5')53.%6)%1.3'"-51$12'6-'$1'.85'%)5%+'%3'@5&&'%3'.85'8$3.")$#+' involved in the training, as it provides an opportunity to work
bluestone shell, an opportunity emerged to do something more @$.8'.85$)'7&?5)3;'Y$451'.85'3$.5I3'3$21$(#%1#5'."'.85'C:")$2$1%&'
substantial than a café. As the program’s Business Advisory community, Mission Australia worked closely with the VAHS
Group recommended, a more substantial venture was also Board to ensure what they were doing was appropriate. As
needed if the business was going to be sustainable and create [$#B$'5/-&%$13+'.85'Q"%)?I3'$1-6.'8%3':551'#)6#$%&'$1'38%-$12'
3$21$(#%1.'5*-&"A*51.'"--").61$.$53;' .85')53.%6)%1.I3'$?51.$.A;'O[CZ!'?$?1I.'@%1.'$.'."':5'2$**$#BA+'
C>.5)' $.3' ()3.' A5%)' ">' .)%?$12+' .85' 3"'.85'C:")$2$1%&'.85*53'%)5'36:.&5'$1'.85'(.'"6.'%1?'.85'>""?;'
restaurant is generating $1m in ,.I3'%'_6%&$.A'5/-5)$51#5'@$.8'2""?'>""?P;'
revenue and commercially breaking F$.8'%'()3.'#&%33')5-6.%.$"1'$1'8"3-$.%&$.A'.)%$1$12+'.85'F$&&$%*'
5451;',.'$3'5/-5#.5?'.8%.'%>.5)'.85'$1$.$%&' Angliss Institute has been responsible for training, given that
three year establishment period, the .85'#5).$(#%.5'.85A'-)"4$?5'8%3'3"*5'3.%1?$12'$1'.85'8"3-$.%&$.A'
restaurant and catering business will industry. William Angliss provides two or three chef trainers
:5' %:&5' ."' 2515)%.5' .85' 15.' -)"(.' ."' at a time, as part of their Steppers program which does not,
enable and support the integrated however, cover all costs. Part of the program funding for
training program, which includes trainees has come from corporate partners but the largest
personal and group support, life and contributions have come from Mission Australia. Charcoal Lane
employability skills development, also works with a range of referral agencies, with the Accor
3.)6#.6)5?' @")B' 5/-5)$51#5' %1?' Group, the Retailers Association and Spotless all core partners
%##)5?$.5?' 95).$(#%.5' ,,,' $1' 8"3-$.%&$.A' >)"*' F$&&$%*' C12&$33' for employment placements for trainees coming through the
Institute, with the aim of enabling a successful transition to -)"2)%*' %.' 98%)#"%&' ^%15;' [$#B$' 5/-&%$13' .8%.' @8$&5' .8535'
sustainable mainstream employment. organisations ‘recognise that it won’t be like taking on a regular
Charcoal Lane works closely with both the VAHS and AAV. employee’, they see working with Charcoal Lane as a good
Belonging to the Victorian Government through AAV, the way to contribute to initiatives such as Closing the Gap and
Charcoal Lane building is leased to VAHS, who have in to contribute to their CSR programs. Charcoal Lane is keen to
turn sublet to Mission Australia. The business has not been develop these partnerships further, delivering cultural training
required to pay VAHS the full market rate of rent during its to staff and moving beyond CSR alone.

According to Vicki, starting Charcoal Lane and entering into -%$?'%1?'@")B'>6&&'.$*5+'@$.8'.85'()3.'2)"6-'#6))51.&A'@")B$12'
%1'$1?63.)A'.85A'B15@'&$..&5'%:"6.'O@%3'%'8625'&5%)1$12'#6)45' ."@%)?3'.85$)'95).$(#%.5',,'$1'Z"3-$.%&$.A;'
>")' H$33$"1' C63.)%&$%P;' Z%4$12' ."' *55.' .85$)' "@1' ?5%?&$153' OF5' #%1' .)%$1' .85' -%).$#$-%1.3' 6-' %1?' 351?' .85*' "6.' $1."'
%1?'.8"35'">'2"45)1*51.'@%3'">.51'?$>(#6&.;'F")B$12'@$.8'.85' the industry, to the Accors and the Spotlesses, but if we
5/-5#.%.$"13'">'-%).15)3'@%3'%&3"'O#8%&&512$12P'%1?'*5%1.'.8%.' haven’t provided the longer term and more holistic support
everything had to be checked and agreed to by VAHS. Vicki $.'@"1I.'@")B+'-%).$#6&%)&A'>")'A"612'C:")$2$1%&'-5"-&5P+'3%A3'
says that if they could do it again, Mission Australia would Vicki. Mission Australia found that a lot of young Aboriginal
8%45' #&%)$(5?' )"&53' %1?' 8"@' .85' 4%)$"63' -%).15)38$-3' @"6&?' -5"-&5' 8%?' %&)5%?A' ":.%$15?' .85$)' 95).$(#%.5' ,,' :6.' .8%.' .8$3'
work early in the process and hired managers for the training hadn’t translated into employment outcomes. Unless they
-)"2)%*'5%)&$5)'"1;'`5.'36#8'$33653'@5)5'5/-5#.5?'%1?+'%3'[$#B$' receive ongoing support and cope with the rigour of a quality
3%A3+' O98%)#"%&' ^%15' 8%?' ."' 2"' .8)"628' .85' 3%*5' -)"#53353' commercial work environment, the training on its own was
as everyone in the business world. You can’t just put up good proving to be inadequate. Charcoal Lane is hoping to work
$1.51.$"13'%1?'5/-5#.'-)5>5)51.$%&'.)5%.*51.;P closely with the potential future employers to ensure that they
Initially Mission Australia and the VAHS wanted an Aboriginal have a better understanding of the issues faced by the trainees
#85>' %.' 98%)#"%&' ^%15' :6.' @5)5' 61%:&5' ."' (1?' %' 36$.%:&5' and can, as a result, better support the placements when they
candidate. The idea now is for one of the indigenous trainees to come in. Mission Australia will continue to support trainees for
eventually take on the head chef role. Charcoal Lane employs around three months after they leave Charcoal Lane and move
youth workers to look after the trainee intake, program monitoring into mainstream employment, to ensure that both trainees and
and support services. The program has two concurrent groups employers are able to cope.
G' %' 2)"6-' ">' .51' 545)A' 3$/' *"1.83' #"*-&5.$12' 95).$(#%.5' ,,' On a day to day basis, Charcoal Lane is managed within the
$1' 8"3-$.%&$.A' %1?' %' 2)"6-' ">' .@5&45' 61?5).%B$12' 95).$(#%.5' Mission Australia organisational and governance structure.
III over twelve months. The initial group had twelve trainees The manager oversees both the social enterprise and training
with eight completing, which Vicki describes as ‘fairly typical programs and reports to the State Director. He is supported by
)5.51.$"1I'>")'.85'()3.'2)"6-;'a%).$#$-%1.3'$1'.85'.)%$1$12'-)"2)%*' the infrastructure of Mission Australia in most areas, including
are referred by other Mission Australia programs, VAHS and (1%1#5+' ZJ+' *%)B5.$12+' *5?$%+' -%A)"&&' %1?' &52%&' 35)4$#53;'
other community services agencies, with their readiness and There is also a separate Charcoal Lane team within Mission
suitability assessed through an interview with the restaurant C63.)%&$%+' @8$#8' :)$123' ."25.85)' 5/-5).$35' %1?' *55.3' @55B&A'
management and program manager. Vicki says that most of the ."'?$3#633'$33653;'[$#B$'3%A3'.8%.'.8$3'$3'b%1'5/.)%'&%A5)'@5'?"1I.'
referrals have been good, though there have been a couple of 636%&&A' 8%45I' :6.' 2$451' .85' #"*-&5/' 1%.6)5' ">' .85' 98%)#"%&'
instances where young people have been sent over by agencies Lane project, its multiple stakeholders and the high level of
who lack a real understanding of what Charcoal Lane aims to interest from the media, Mission Australia soon realised there
do, which is understandable as the program was started before @%3' %' 155?' >")' %' 35-%)%.5' .5%*;' OQ5#%635' 98%)#"%&' ^%15' $3'
Charcoal Lane was open. The agreement with VAHS was that both a commercial business and transition to work program
at least 50% of trainees would be Aboriginal and so far the $.' 155?3' %&&' %)5%3' ">' H$33$"1' C63.)%&$%I3' )53"6)#53P+' 5/-&%$13'
16*:5)'">'C:")$2$1%&'.)%$1553'8%3'5/#55?5?'.8$3;'<)%$1553'%)5' Vicki. Of particular importance was ensuring that the restaurant

and the training arms of the business worked together well
and supported one another. The Charcoal Lane team within
Mission Australia has helped to ensure that the program retains
its focus on the trainees, in addition to business considerations.
Mission Australia’s benchmark for transitions to mainstream
employment in its social enterprises in Victoria is 70%.
The plan is that it will be supported for three years and then
the restaurant will be able to support itself and the training
program. The restaurant is now commercially breaking
5451'%>.5)'$1#6))$12'%'&"33'&%3.'(1%1#$%&'A5%)'RSTTVELTU'$1'$.3'
establishment phase. Charcoal Lane has, nevertheless, done
well over the start-up period. If it makes a surplus this will be
distributed between MA and VAHS to reinvest into community
-)"2)%*3;'<8$3+'8"@545)+'$3'1".'5/-5#.5?'."'8%--51'>")'%'>5@' Food Connect
years yet.
Vicki believes that over time, Charcoal Lane will be able to use
Mission Australia’s case notes on the trainees to identify peaks Food Connect Brisbane started in 2004, with the vision of
and troughs in the business’ activity and will feed this into 53.%:&$38$12'%'8$28&A'5>(#$51.'>""?'?$3.)$:6.$"1'51.5)-)$35'.8%.'
planning. To evaluate Charcoal Lane’s success, Mission Australia is both equitable to small farmers and provides affordable
is working closely with Monash University, as well as with its great quality fresh food to urban residents. To counteract the
own Indigenous Adviser and Research and Policy Unit. They unsustainable and inequitable practices of the food industry,
have been successful in their application for Australian Research founder Robert Pekin sought to develop a participatory model
Council funding to undertake a higher level evaluation of the for food production and distribution which would ‘look after
program. Securing corporate funding relies on the program being and dignify small farmers’. The company began in Brisbane,
able to demonstrate its effectiveness with concrete evidence, working with farmers in South East Queensland. The model
something that similar initiatives in the past have failed to do. has been replicated in Sydney and Adelaide and ventures
Oa5"-&5'@%1.'."'355'.85'*5%.A')536&.3+'1".'=63.'.85'16*:5)3'">' in Melbourne, Canberra, Sunshine Coast, Gold Coast and
-5"-&5'2"$12'.8)"628'.85'-)"2)%*P+'5/-&%$13'[$#B$;'C3'%')536&.+' Tasmania are under development.
Mission Australia has started to conduct interviews with the C' 1"1-)"(.' 9"*-%1A' ^$*$.5?' :A' !8%)53+' ]""?' 9"115#.' $3' %'
trainees and to document their stories. The collection of such community shared agriculture enterprise. Established almost
information will also help to answer some of the questions single-handedly by Robert, Food Connect now employs thirty-
about social enterprise as a whole, including in which situations (45'3.%>>'*5*:5)3'@$.8'%'#")5'2)"6-'">'35451'."'.51'-5"-&5;'
it works best and how important a role support programs play. :@ J":5).'3.)53353'.85'$*-").%1#5'."']""?'9"115#.'">'(1?$12'.85'
Website: http://www.charcoallane.com.au/ right people, ‘who see the job as part of their life, not just as a
=":I'%1?'@8"'%)5'%'#6&.6)%&'(.+'61?5)3.%1?$12'.85'-6)-"35'">'

Food Connect. Employees who remain with the company and program and also helped others to establish. In the process,
demonstrate commitment eventually receive share ownership. he realised that there was an opportunity to develop a model
Recently, employees who have been with Food Connect for .8%.' ?$?1I.' *$))")' .85' -)":&5*3' @$.8' 5/$3.$12' 9!C3E' 1%*5&A'
three to four years have been issued shares. Shareholders must competition between CSAs and cutting prices- and that such a
be employees and while they don’t receive a dividend, they do model could involve a large number of farmers and customers
own the company and form the board which elects managers in a more collaborative model. The end product of this idea
%1?' *%B53' %&&' (1%&' ?5#$3$"13' %:"6.' .85' #"*-%1A;' F$.8$1' was Food Connect.
the company there are four decision making teams: Board, Partnerships have been central to Food Connect’s work from
Responsible, Coordinators and Co-workers. Food Connect’s the beginning. Social Ventures Australia was a supporter for
constitution stipulates that anyone who has been with the some time; a collaboration which Robert says gave him
company for a year may participate in the decision-making insights into how the corporate world works and also increased
-)"#533' R:6.' @$.8"6.' .85' )$28.' ."' *%B5' .85' (1%&' ?5#$3$"1U;' 8$3'#"1(?51#5':6.'@8$#8'%&3"')5_6$)5?'3%#)$(#53'"1'8$3'-%).;'
Coordinators meet weekly, Responsibles meet monthly and the Partnerships with farmers have also played a major role, and
Board meets on a quarterly (seasonal) basis. Bottom-up reviews some customers have lent money so that assets could be
are held twice a year so that Co-workers and Coordinators have purchased along the way. Food Connect Brisbane’s landlord has
the opportunity to provide feedback to their supervisors. also been supportive, going ‘well beyond a regular landlord’,
C' >")*5)' ?%$)A' >%)*5)+' J":5).' 5/-5)$51#5?' ()3.E8%1?' .85' in terms of his engagement and assistance.
8%)?38$-3'>%#5?':A'*%1A'3*%&&'>%)*5)3;'Z5'5/-&%$13'.8%.'@8$&5' At the time of interview Food Connect had not taken any
CEOs of large farming co-operatives were being paid ‘obscene grants, with all costs being covered by trading. Within eight
amounts of money’, the farmers weren’t seeing much of this and months of establishing, it had made enough to pay out all the
customers were also paying too much for produce. In addition, accumulated back-pay to employees. Budgeting was initially
supermarkets were constantly pressuring the government to conducted on an ad-hoc basis, based on a selling price which
deregulate the industry nationally. Eventually losing his dairy was 20% cheaper than the major supermarkets. Robert admits
farm, Robert realised that such problems were affecting the in retrospect that they should have started out with similar
>""?' -)"?6#.$"1' $1?63.)A' %3' %' @8"&5' %1?' $?51.$(5?' .8%.' .85' prices to those being charged by competitors. Under the current
real inequity was in distribution, with a few major providers model, around 50% of revenue goes back to the farmers.
monopolising the market. Seeing this as a call to action, after
working for a few weeks on a Community Share Agriculture Much of Food Connect’s equipment was donated; in addition,
(CSA) program in Tasmania Robert went on to start his own %'>)5505)')""*'@%3'":.%$15?+'@8$#8'.""B'%)"61?'%'A5%)'%1?'

a half to pay off at $100 per week. In spite of his bad credit 8%3'%'-%).$#6&%)'$1.5)53.'$1'$*-%#.'$1.5)1%&&A;']")'5/%*-&5+']""?'
rating due to the loss of his farm, Robert was also able to secure Connect has some transitional employees, some of whom are
a loan from GE to buy new vans. This was achieved as the refugees, upon whom Food Connect’s work has undoubtedly
GE loan advisor knew Robert’s accountant and decided to had some impact.
approve the loan. Donations and people buying twelve month Looking to the future, Robert hopes to focus more on the
subscriptions also allowed Food Connect to develop and build replication aspect of Food Connect rather than day-to-day
its capital. operations and a ‘release-Robert’ strategy has been developed
Y$451'.85'5/.513$45')535%)#8'85'#"1?6#.5?':5>")58%1?+'J":5).I3' to enable this. Food Connect should ideally be able to run
vision for Food Connect has remained much the same since without him, as he moves into the Food Connect Foundation
its inception. The participatory Community Share Agriculture and potentially onto the Council of Elders. The independent
model aims to build relationships and market share, while also Food Connect Foundation will support entrepreneurship that
ensuring that no individual or group can take over or take the promotes soil fertility, appropriate scale organic farming and
#"*-%1A'$1'%1".85)'?$)5#.$"1;'J":5).'5/-&%$13'.8%.'.85'*")5' small food enterprises. Along with Food Connect Sydney
Food Connect develops, the more they also want to focus on and Adelaide, Food Connect Brisbane will pay a levy to the
social issues. The future of Food Connect is, as a result, driven Foundation as it continues to replicate the Food Connect
more by a ‘getting deeper’ mentality, rather than aspirations of model, in addition to developing a land trust and a farmer
growth, aiming to drive their business ‘deeper’ by developing accreditation scheme. :@
%' &%1?' .)63.' %1?' %' 15@' -55)' )54$5@' #5).$(#%.$"1' 3A3.5*' >")' Update: Food Connect has received funding of $210 000
farmers, as well as adopting a model to address depression through a partnership with Social Ventures Australia, which
and suicide issues in rural Australia. The establishment of is accessing funds from the Commonwealth Government’s
a ‘Council of Elders’ is also on the cards: a counselling and Jobs Fund, as well as funding through the Qld Department
advisory body that can give unfettered advice, having no legal of Communities. This will be used to establish a commercial
")'(3#%&')53-"13$:$&$.A'>")']""?'9"115#.I3'"-5)%.$"13;' processing kitchen which will employ and train at-risk youth
A social return on investment assessment was carried out for aged between fourteen and eighteen years, and also pioneer
Food Connect by Social Ventures Australia, which showed an Indigenous Food Enterprise that will blend traditional
a very high return ratio (30:1). However, Robert believes Indigenous foods and Western-style cooking.
.8%.' .85' %33533*51.' ?$?' 1".' 5/%*$15' %1A' ">' .85' &533' .%12$:&5' Website: http://www.foodconnect.com.au/
3"#$%&':515(.3'">']""?'9"115#.I3'@")B'%1?'>"#635?'*%$1&A'"1'
reducing food miles. He advises that such assessments are hard
."'?"+'-%).$#6&%)&A'%3'.85A'%)5'.$*5'#"136*$12+'5/-513$45'%1?'
can be quite subjective in their outcomes. He believes that the
farmers’ and customers’ stories often tell a lot more about the
social impact of Food Connect. Through partnerships with ARUP
(a consultancy) and Planet Ark, environmental assessments of
Food Connect’s activities are going to be conducted. Robert also

Mars Hill Cafe
Kevin and Lisa Crouse established Mars Hill Cafe in Parramatta

in 2001, aiming to provide a safe and engaging space for the
formation of community and the support of visual, written and
performance art. The original concept and start-up funding
came through association with a faith-based organisation in
the US that had an interest in starting a business that provided
a safe place where questions could be asked and discussions
held with a broader community. Kevin notes that it was
also recognised that some faith-based organisations can be
judgemental of people who are different and don’t always
engage well with broader communities.
Mars Hill is an incorporated association that is in the process
">'#"145).$12'."'%'#"*-%1A'&$*$.5?':A'26%)%1.55;'c54$1')5\5#.3'
that when Mars Hill started in 2001, social enterprise wasn’t a
well understood concept in Australia and they weren’t using the
.5)*'.85*35&453;'c54$1'3.)622&5?'."'5/-&%$1'."'3.%B58"&?5)3'.8%.'
.85'#%>5'@%3'-%).'1"1-)"(.'%1?'-%).':63$1533'%1?'>"61?'.8%.')5%&'
53.%.5'%251.3'@5)5'61#"*>").%:&5'&5%3$12'."'%'1"1-)"(.+'@8$&5'
>61?$12':"?$53'@5)5'61%:&5'."'#"*-)5851?'%'1"1-)"(.'.)%?$12;'
Early attempts to generate funds through grant programs
@5)5' 6136##533>6&' %3' .85' H%)3' Z$&&' %--)"%#8' ?$?1I.' (.' .85'
26$?5&$153;'^%.5)+'@851'%'15@':"%)?'*5*:5)'@$.8'5/-5)$51#5'
in writing grant applications was recruited, some applications
were successful. Kevin notes that whilst the money was
obviously useful it did pull the focus away from establishing
a sustainable business, as much time had to be dedicated to
delivering the grant funded project. The projects delivered
good social outcomes but with hindsight he can see how they
%&3"'#"1.)$:6.5?'."'.85'(1%1#$%&'$13.%:$&$.A;'bY)%1.'*"15A'$3'1".'
easy money, it can have a negative impact on the organisation
while still providing positive social outcomes’ says Kevin.
<8)"628')611$12'H%)3'Z$&&+'.8"35'$14"&45?'8%45':551'5/-"35?'
18 19
to a wide cross section of the community, particularly the Mars Hill has purposefully never publicised that it is a
diverse communities of Western Sydney. Through this the volunteer run organisation and has a careful philosophy of not
concept and the cafe have evolved and developed. Kevin says stigmatising people and not being badged as providing a social
the emphasis has now shifted to being more about running an 35)4$#5;' d"15.85&533+' >")' .8"35' 5/-5)$51#$12' $33653' $1' .85$)'
ethical business and meeting the needs within the community. lives, having a place where they can come to work and focus
Mars Hill is still connected to and supported by the founding "1'-)"?6#.$45'%1?'-"3$.$45'5/-5)$51#53'$3'8625&A'4%&6%:&5;'
body but an acknowledgement of broader perspectives, C1".85)' #")5' -8$&"3"-8A' $3' )5\5#.5?' $1' 8"@' 35)4$#5' $1' .85'
*6&.$-&5' :5&$5>' 3.)6#.6)53' %1?' ?$45)35' &$>5' 5/-5)$51#53' $3' %.' #%>5' $3' ")2%1$35?;' c54$1' 5/-&%$13' .8%.' #"61.5)' 35)4$#5' "1&A'
the core of what they do now. He adds that whilst this shift is provided as it is important that all staff have time to have
has challenged the relationship with the founding body, it still conversations with people visiting the cafe, and aren’t caught
)5#"21$353' .8%.' .85)5' $3' %' :515(.' ."' :5$12' $1' .85' #"**61$.A+' up in just waiting on tables. As the enterprise matures it is
to providing a space that’s engaging, providing a space for considering whether and how to provide some formal training
*63$#$%13'%1?'-"5.3'%1?'%'3-%#5'>")'%).$3.3'."'5/8$:$.;']")'*%1A' and support for volunteers in performing this role.
regular customers Mars Hill has become their second lounge
room, a neutral space where they can connect with others in Similarly, in the early days Lisa was the volunteer cook but
their community. There is an understanding that the values they quickly recognised that this took her away from spending
and intention behind the original concept are still there, and .$*5'@$.8'-5"-&5;'Q5#%635'$.'$3'*6#8'*")5'?$>(#6&.'."'%..)%#.'%'
that moving away from an overt faith focus has opened up this volunteer to this type of role, an agreement was reached with
5/-5)$51#5'."'%':)"%?5)'%6?$51#5; the founding organisation to provide short term funding to
take on a part-time cook as a paid position. This role has been
Mars Hill is run primarily by volunteers with around twenty #"45)5?':A'.)%?$12')545165'3$1#5'.85'%2)55*51.'(1$385?+'%1?'
involved at any one time. Kevin estimates that around two ".85)'.8%1'c54$1I3')"&5'R@8$#8'8%3':551'5/.5)1%&&A'>61?5?'."'
hundred people have been involved in this capacity over the date) the cook has been the only paid staff member.
past eight or nine years. Each volunteer commits to a minimum
of one shift per week, and if they are asked to come in for an However, some of this is set to change as in 2009 Mars Hill
additional shift because they are needed, they are paid for the was successful in being awarded a Commonwealth Jobs Fund
5/.)%'@")B'ROa)"-5)&A+'3%A3'c54$1+'O%3'%1'5.8$#%&':63$1533'@$.8' grant of $368 000 over two years. This is providing funding
.%/'(&5'16*:5)3'5.#'G'61&$B5'*%1A'$1'.85'8"3-$.%&$.A'$1?63.)APU;' to employ some core positions that will assist with securing
The volunteers are recruited through word of mouth and are Mars Hill’s longer term sustainability. An Arts, Music and
usually already coming to Mars Hill for events and informal Jobs Fund Coordinator will focus on developing the events
activities before committing to a volunteer role. The approach and entertainment activities so they begin to generate some
$3'."'-6)-"35>6&&A'*$/'6-'.85'.A-53'">'-5"-&5'@8"'%)5')"3.5)5?' revenue. Mars Hill is positioned at the high quality end of the
to work together. Some work full – time and volunteer in their #">>55' 5/-5)$51#5' %1?' .%B53' 2)5%.' -)$?5' $1' $.3' "@1' e6*-$12'
3-%)5' .$*5+' ".85)3' %)5' 615*-&"A5?+' 2)%--&$12' @$.8' #"*-&5/' Lama blend of ethical coffee, in the quality of its coffee
$33653'$1'.85$)'&$453'%1?'$1'155?'">'36--").;'c54$1'5/-&%$13'.8%.' products and in Kevin’s role as a national barista championships
this approach changes people’s opinions and beliefs about judge. A new Head Barista position will formalise the training
others who may be different from themselves. program and create the necessary linkages with a Registered

Training Organisation so participants receive accreditation. In In the past eighteen months or so Kevin has also participated
addition, a new coffee carts project developed in conjunction in the Parramatta Social Enterprise Hub program – an initiative
@$.8' a%))%*%..%' 9$.A' 9"61#$&' @$&&' 5/-%1?' .85' -%$?' -"3$.$"13' of Social Ventures Australia and Parramatta City Council –
and training opportunities available, as well as generating %1?' *")5' )5#51.&A' @%3' %*"123.' .85' ()3.' #"8").' ">' 3.6?51.3'
additional revenue. graduating from the newly established Australian School for
These new positions will also distribute some of the considerable !"#$%&' 71.)5-)5156)3;' <8535' 5/-5)$51#53' 8%45' ?545&"-5?'
work load carried by Kevin and Lisa. Kevin notes that being an 3-5#$(#'%1?'3-5#$%&$3.'3B$&&3'%1?+'=63.'%3'$*-").%1.&A+'#"115#.5?'
5.8$#%&' :63$1533' $.' 8%3' :551' $*-").%1.' .8%.' .85' b#)%0A' 8"6)3' Mars Hill to a growing and vibrant network of people who
and high commitment’ don’t impact on the families of those understand the model.
involved. ‘Otherwise all the social good achieved through the Moving forward Kevin is looking at further developing the
cafe is undone in the home’. That said, the family has ‘lived Jumping Lama ethical coffee blend, with a number of other
and breathed’ Mars Hill for many years. Succession is hard for outlets beginning to carry the brand. One of the current staff
Kevin to imagine at this point but he readily acknowledges that members is interested in establishing a coffee roasting enterprise
at some point he and Lisa would like to shift their focus and distributing high quality ethical coffee into the Western Sydney
some of their time to other ventures. In particular he’s interested market. Mars Hill doesn’t want to become a roaster itself but this
$1'>"#63$12'*")5'"1'.)%$1$12+':6.'.85'8%)?53.'-%).'@$&&':5'(1?$12' presents a growth opportunity through a collaborative project.
someone with the right blend of skills and attitude needed to Kevin also spends increasing amounts of time advising and
successfully run the Mars Hill social enterprise. training others interested in establishing enterprises like Mars
The complete involvement required by an enterprise like Mars Hill. A previous staff member is in the early business planning
Hill has seen people come and go over the years. The make- stages for a community cafe in Telopea, Common Grounds
6-' ">' .85' :"%)?' 8%3' )5\5#.5?' .8535' 38$>.3+' @$.8' .85' ")$2$1%&' Community Cafe is up and running in Laylor Park, and Kevin
concept developed by a group of friends moving to many has also assisted the Mount Druitt Community Enterprise Hub
-)5351.':"%)?'*5*:5)3':5$12')5#)6$.5?'>")'3-5#$(#'3B$&&3'%1?' to set up its coffee equipment and operations. In this role he is
networks. But all who have been involved along the way have #%)5>6&'."'-)"4$?5'%')5%&$.AE#85#B'%:"6.'8"@'?$>(#6&.')611$12'
:551' )526&%)' #63."*5)3' ">' H%)3' Z$&&' ()3.' %1?' .851' 3"628.' a social enterprise is, and particularly a low-margin food-
to deepen their involvement. At present a stronger focus on based enterprise. But after many years of hard work Kevin and
(1%1#$%&' 363.%$1%:$&$.A' $3' :5$12' %33$3.5?' :A' %' :"%)?' *5*:5)' Lisa can boast some success. They’ve survived nine years in a
@$.8' 5/-5)$51#5' )611$12' %' 36##533>6&' >%*$&A' :63$1533+' %1?' 8625&A' #"*-5.$.$45' 35#.")' G' .85' -)5*$353' 15/.' ?"")' 8%3' 8%?'
proper tracking and reporting systems are being established. seven restaurants come and go in that time.
Many supporters and partners have been instrumental in One of the challenges Kevin sees ahead is reconciling Mars Hill’s
Mars Hill’s establishment and development. These range from core philosophies of not stigmatising people and respecting
funding provided by the Parramatta Leagues Club, to a band .85$)' #"1(?51.$%&$.A' @$.8' .85' 155?' ."' )5-").' "1' "6.#"*53' %3'
.8%.'53.%:&$385?'.85'X)-8%1%25'!533$"13'R.85'()3.')526&%)'#"45)' part of the Jobs Fund agreement. The need for accountability is
charge gig) and the NSW State Library which uses Mars Hill as understood but the team is concerned about the dehumanising
a heat venue for the State-wide Poetry Grand Slam competition. effect reporting can have on people. They feel it’s critical that

Mars Hill doesn’t lose its position as an active, vibrant place in Mu’ooz Eritrean Restaurant
the community through a focus on these aspects. Kevin is also
B551'.8%.'H%)3'Z$&&':52$13'."':5..5)')5\5#.'.85'?$45)35'#6&.6)5'">' & Catering
the Parramatta region, in particular the Indigenous and Middle-
Eastern communities, and is looking at ways of creating links
<85' ()3.' %E&%E#%).5' C>)$#%1' )53.%6)%1.' $1' Q)$3:%15+' H6I""0'
with these communities moving forward.
-)"4$?53'.)%$1$12'%1?'@")B'5/-5)$51#5'."')5>6255'@"*51'>)"*'
,1')5\5#.$12'"1'.85'="6)15A'3"'>%)'c54$1'362253.3'.8%.'%1'5%)&$5)' Eritrea and neighbouring African countries, aiming to improve
focus on building the sustainability of the business, including #)"33E#6&.6)%&'61?5)3.%1?$12'$1'.85'&"#%&'#"**61$.A;'H6I""0'
the representation of skills on the board, would probably have empowers disadvantaged refugee women by allowing them to
meant less stress along the way. But he’s philosophical about earn their own income, learn new skills and to integrate into
this, suggesting that maybe it couldn’t have happened earlier the wider community. Before starting as a restaurant in 2008,
anyway and that now is a good time to consolidate and really H6I""0'8%?':551'"-5)%.$12'>""?'3.%&&3'%.'>53.$4%&3'%1?'8%?'%&3"'
focus on developing the potential they have laid the groundwork established a catering service.
After all the ups and downs he is still passionate about the
H6I""0' $3' %1' $1#")-")%.5?' %33"#$%.$"1' >")*$12' -%).' ">' .85'
power of an ethical business model to build community. JM
7)$.)5%1' C63.)%&$%1' F"*51' K' ]%*$&A' !6--").' d5.@")B' f&?+'
Website: http://www.marshillcafe.com.au/ whose management committee administers the enterprise.
Q5.@551'.85')53.%6)%1.'%1?'.85'#%.5)$12'35)4$#5+'%)"61?'(>.551'
-%$?'3.%>>'*5*:5)3'%)5'5*-&"A5?+'%&&'-%).'.$*5'5/#5-.'>")'.85'
*%1%25)'%1?'.85'#85>;'H"3.'">'.85'@"*51'@")B$12'%.'H6I""0'
are from Eritrea, though women from other African countries
%)5'%&3"'5*-&"A5?'RVgh'C>)$#%1'")$2$1+'ih'C63.)%&$%1U;'H6I""0'
has a management committee, but founder Saba Abraham
acknowledges that more skills are needed on this committee
to help with decision making. Currently Saba makes all
"-5)%.$"1%&' ?5#$3$"13' )52%)?$12' H6I""0' %1?' #"136&.3' @$.8'
the committee only as needed, when new issues arise. Aside
>)"*'.85')53.%6)%1.'%1?'#%.5)$12'35)4$#5+'H6I""0'%&3"'512%253'
in advocacy. Currently in place is a cultural program for high
school students, who come to the restaurant and talk to the
women about refugee and settlement issues, issues on which
.85A'.851'#"*-&5.5'%33$21*51.3;'H6I""0'$3'8"-$12'."'5/-%1?'
this program as it allows the women to demonstrate what they
are capable of, and creates opportunities for the students to
learn about African cultures and about refugees.
,1'53.%:&$38$12'H6I""0+'!%:%'3"628.'."'-)"4$?5'\5/$:&5'@")B'
24 25
opportunities to refugee women from Eritrea and neighbouring and large covered its own operating costs, though it continues
countries. The vast majority of these women have limited to receive funding for training through various channels.
&%126%25' 3B$&&3+' ?"' 1".' @")B' %1?' &%#B' #"1(?51#5;' <8535' H6I""0'8%3':551'8%)?'8$.':A'.85')5#51.'5#"1"*$#'?"@1.6)1;'
factors, coupled with family commitments, restrict their ability !%:%'5/-&%$13'.8%.'-5"-&5'3-51?'&533'*"15A':6.'*")5'.$*5'%.'.85'
to obtain full time employment in the mainstream workforce. restaurant- and she still has to pay her workers. The restaurant is
Saba advises that a catalyst for the social enterprise idea was a located downstairs without a street front and Saba feels this has
program run by the Brisbane City Council which funded planning #"*-"61?5?'.85')5#51.'?$>(#6&.$53'%1?'$3'&""B$12'>")'%1".85)'
>")'*$#)"E(1%1#5'-)"=5#.3;'X.85)'5%)&A'>61?$12'$1#&6?5?M'%'jk' location to open a second restaurant. She admits that initially
TTT'2)%1.'>)"*'.85'Y%*:&$12'9"**61$.A'Q515(.']61?+'%'jS' the focus was on the cooking and she didn’t realise what all
000 grant from Foresters Community Finance, a $1000 loan the other aspects of running a business would involve. Had she
from Foresters, and an $8 000 grant from Moorooka Council. In realised how hard it was going to be, she might not have had
STTk+'H6I""0'-%).15)5?'@$.8'!-$)%&'9"**61$.A'Z6:'."'%--&A' the courage to do it, but at the time, she thought it was worth
for a Federal Government grant; after a two year process, they having a go. At this stage, the business would probably fold if
received $125 000 to assist with establishment. After a year of Saba were to leave. The issue of succession will be discussed
)611$12'%3'%'>""?'3.%&&+'H6I""0'@%3'2)%1.5?'%'>6).85)'jSS'TTT' %.'.85'15/.'CYH+'."'&""B'%.'@8"'*$28.':5'%:&5'."'.%B5'6-'.85'
:A'Q)$3:%15'9$.A'9"61#$&'."'5/.51?'.85':63$1533;',1'STTl+'%'jSi' main coordinating role. Saba hopes to ‘transition’ someone to
TTT'2)%1.'>)"*'.85'Y%*:&$12'9"**61$.A'Q515(.']61?'>61?5?' take over from her, so she can scale back her involvement with
.85'-6)#8%35'">'%'4%1;'QA'.8$3'-"$1.'H6I""0'8%?'%&3"'2515)%.5?' H6I""0;'!%:%'@"6&?'%&3"'&$B5'."'355')526&%)'.)%$1$12'3533$"13+'
%'jLk'TTT'-)"(.'%1?+'%3'%')536&.+'.85A'@5)5'%:&5'."'-6)#8%35' similar to the initial government-funded program, introduced.
catering equipment and pay Saba a wage. Saba asserts that ‘if F$.8' 36#8' %' .)%$1$12' %))%125*51.+' H6I""0' @"6&?' :5#"*5'
you come with a clear idea and commitment, there is support’ %' 3.5--$12' 3."15' >")' @"*51' .8%.' @"6&?' %33$3.' .85*' ."' (1?'
%1?'.8%.'*%B$12'3-5#$(#')5_653.3'$3'*")5'36##533>6&'.8%1'=63.' permanent jobs in the wider community. :@
asking for assistance in general. Update: Front of house basic training is now being delivered
a%).15)38$-3'8%45'-&%A5?'%'-$4".%&')"&5'$1'H6I""0I3'?545&"-*51.+' @))A24$&'$%&!..>$@0"2)$!$*)@$0)!3$10).$"%$5)"*($%'/(0&$&'$-22$
particularly in relation to training. With the help of the Qld the currently vacant position. Saba is taking steps to hand over
m5-%).*51.' ">' 7?6#%.$"1' K' <)%$1$12+' H6I""0' @%3' %:&5' ."' the management of Mu’ooz to a small degree. Despite having
provide four months of training for twenty two women; training gained valuable experience, Saba is clear that the complex role
which the women received free of charge and for which they she has been performing requires more than one person to be
@5)5'%&3"'-%$?;'!%:%'5/-&%$13'.8%.'.8$3'.)%$1$12'@%3'#)6#$%&+'%3' sustainable. She feels that a small team assisted by a mentor
the women were unskilled, and being paid acted as a major would be a good structure for Mu’ooz, moving forward.
incentive for them to get involved and to stay committed. Further Website: 8..-MDD@@@;*6""0;#"*;%6D
(1%1#$%&'%1?':63$1533'*51.")$12'8%3':551'-%).$%&&A'>61?5?':A'
Social Ventures Australia. Spiral Community Hub continues
to play a major supportive role, helping with administration,
*%)B5.$12'%1?'%##"61.$12;'!$1#5'H%)#8'STTW+'H6I""0'8%3':A'

Sorghum Sisters
Incubated by Adult Multicultural Education Services (AMES) and

in operation since 2005, Sorghum Sisters encourages healthy
eating and contributes to cultural sustainability by providing
African staple foods to the community, school students in
particular. Maria Tsopanis, AMES’ Enterprise Coordinator,
advises that it also aims to address systemic disadvantages faced
by refugees living in Melbourne’s Carlton Estate through an
increased level of economic and social participation. Currently
Sorghum Sisters delivers healthy lunches to students at Carlton
and South Brunswick Primary Schools and also operates a
successful catering business.
C' 8$28' )$35' -6:&$#' 8"63$12' 53.%.5' $1' %1' ".85)@$35' 251.)$(5?'
area, the Carlton Estate’s population comprises a large number
of refugees and migrants from the Horn of Africa, by and large
from lower socio-economic backgrounds. This demographic is
)5\5#.5?'$1'9%)&."1'a)$*%)A'!#8""&+'@8$#8'H%)$%'%1?'%'>5&&"@'
AMES colleague visited in 2004. While the English classes

Maria had come to speak about did not match the school’s business. Maria also advises that at the beginning the focus
needs, she did discover a lot more about the issues being faced was on the community development outcomes Sorghum
by the school, notably the lack of parents’ engagement in Sisters could potentially deliver and that business planning
decision-making and an under-utilised kitchen. Maria was able wasn’t undertaken at the start. Looking back and knowing what
to draw on these insights a few months later when an African she knows now, Maria says the two year time frame was very
community leader from the estate approached AMES. While ambitious.
the leader’s initial proposal for a restaurant, to be set up by a Sorghum Sisters is a registered trading name under AMES. All
group of unemployed and socially isolated women from the its systems support (payroll, industrial relations, recruitment
estate, was not feasible, AMES came up with the idea of putting etc) is performed by AMES. Reporting to the AMES board
Carlton Primary School’s kitchen to use. Speaking with the (which occurs on a monthly basis) involves close scrutiny,
community, Maria and her colleagues discovered that many especially on what the social return on investment has been.
of the women were quite enterprising and were travelling long Overall decision-making sits with AMES management while
distances to buy staple African foods, cooking them in their operational decisions are made by Maria and the women
\%.3'%1?'35&&$12'.85*;'CH7!'?5#$?5?'."'&""B'$1."'53.%:&$38$12' through discussion. Regular meetings are also held with staff
a social enterprise around making injera and other staple foods involved in all of AMES’ enterprises, to discuss issues and to
within Horn of Africa communities. These foods would be sold 38%)5'5/-5).$35;'Q%35?'"1'!")286*'!$3.5)3I'5/-5)$51#53'."'?%.5+'
to families in the Carlton Estate and at the school, as a way of Maria is currently developing a new business plan, working
bringing the parent community into the school on a regular closely with the women so they understand and have ownership
basis, making them feel comfortable and helping to break over the process. This business plan is being developed with
down some barriers. The school Principal was very supportive the guidance of a small business mentor, provided by the City
of the idea, as was the Horn of Africa Community Network; of Melbourne.
through these partnerships AMES was able to develop close
links with the local community. Partnerships have been crucial to Sorghum Sisters’ development.
Above all, Carlton Primary School has been an important
H%)$%' 5/-&%$13' .8%.' @8$&5' .85' :%3$#' 4$3$"1' :58$1?' !")286*' collaborator; without the support from the school’s staff and
Sisters hasn’t changed, the structure of the enterprise and access to the school kitchen, the enterprise would never have
AMES’ level of involvement is different to what was originally succeeded. The Horn of Africa Community Network was critical
envisaged. Initially, AMES had intended to develop Sorghum at the beginning, given their close links to the community, but
Sisters as a partnership owned and managed by the women. The now plays less of an intermediary role as Sorghum Sisters’ direct
plan was to recruit staff and to put them through traineeships, contact with the community has increased. An informal yet
thereby building up their skills and developing the business at 3$21$(#%1.' -%).15)38$-' 5/$3.3' @$.8' .85' 986)#8' ">'C&&' d%.$"13+'
the same time. One of the women would also undergo training which is involved with community development work in the
for a Cert IV in Hospitality and would then go on to train housing estate and has assisted in developing a pool of casual
other community members. However in practice it evolved workers and establishing further links between Sorghum Sisters
differently, partly due to the amount of time the women were and the community. Outside of its school lunch program, the
able to commit to the enterprise as they were juggling caring *%=")$.A' ">' #%.5)$12' #63."*5)3' %)5' 1"1-)"(.' #&$51.3;' C&"12'
responsibilities and really wanted to work, not to run a small

the way, Sorghum Sisters has been aligned with several other Sisters provided school lunches on one day each week,
organisations that are working with the same client group and gradually developing a low cost healthy eating menu. With
who see the enterprise and the women involved as role models. ?5*%1?'$1#)5%3$12+'.85'-)"2)%*'5/-%1?5?'."'*")5'?%A3'%1?'
In addition to providing mentoring sessions to Maria, the City eventually to South Brunswick Primary School as well. In its
">' H5&:"6)15' 8%3' %&3"' :551' %' )526&%)' #63."*5)+' 8%3' -)"(&5?' second year, Sorghum Sisters decided to increase its focus on
the business and also funded the launch day for the School healthy eating in the school community, largely due to the issue
Lunches program. Once the new business plan is developed, of diabetes at Carlton Primary. Currently, the lunch program
Maria hopes to tackle social procurement with the council operates four days a week at South Brunswick and two days at
with the aim of becoming a preferred supplier. Carlton.
Sorghum Sisters pays a nominal fee of $1200 per annum Management realised early on, however, that the income
to Carlton Primary School for the use of the kitchen. While from staple products alone would be very small and would
$.' )5#5$45?' %' 9"**"1@5%&.8' m5-%).*51.' ">' ]%*$&A' K' not sustain the business. This led to the idea of establishing
Community Services grant in August 2005 under the a catering service upon the completion of training. As Maria
Strengthening Communities scheme, the start up funding was 5/-&%$13+' b.85' ?5*%1?' #%*5' :5>")5' .85' 36--&AI+' @$.8' *%1A'
needed in April and the grant wasn’t received until August. As 1"1-)"(.3' $1' .85' %)5%' )$12$12' %1?' %3B$12' $>' !")286*' !$3.5)3'
a result, AMES funded the work to bring the kitchen up to food could cater. The catering business took time to launch, with
service standards, and also provided other start up funding. menus, costing, the use of different equipment and quantity
Maria believes that while grants can be useful, government and portion control all requiring attention. Given the small
funding can be distracting and often the funding is not for margin, one of the main cultural challenges was teaching
what the enterprise actually needs. In the case of Sorghum women to make smaller amounts of food than they were used
!$3.5)3+'.8$3'@%3'5/-5)$51#5?'@851'%'#"**61$.A'?545&"-*51.' to cooking, to avoid waste. AMES continues to subsidise the
worker was employed (in accordance with the award of the 3"#$%&'51.5)-)$35'%1?'$1'STTV+'.8$3'%*"61.5?'."'%--)"/$*%.5&A'
grant) when what they needed at that stage was a business $30 000. This subsidy includes Maria’s salary and all other
development position. State government grants for enterprise costs, including the chef’s wage. Maria notes that if her salary is
?545&"-*51.'8%45'2$451'!")286*'!$3.5)3'2)5%.5)'\5/$:$&$.A'$1' )5*"45?'>)"*'5/-51?$.6)5'#%&#6&%.$"13+'.85'51.5)-)$35':)5%B3'
how the money is allocated. But rather than relying on grants even. There is hope that with a new business plan, it will be
Sorghum Sisters is instead focusing on customer development; easier to approach other funding sources and potentially even
?545&"-$12'%'?%.%:%35+')5(1$12'*%)B5.$12'$?51.$.A'%1?'3.)%.52A' social investors. Under the new plan, Sorghum Sisters will try
and purchasing commercial equipment to boost its capacity. to develop a system to measure outcomes, with AMES currently
H%)$%'%?4$353'.8%.'.8$3'$1453.*51.'$3':%35?'"1'.85'8$28'(26)53' &""B$12'."'635'!"#$%&'C##"61.$12'K'C6?$.'%#)"33'%&&'">'$.3'3"#$%&'
projected for future growth and income. enterprises.
Sorghum Sisters’ trading income currently constitutes 70% of With Sorghum Sisters, AMES wanted to develop a social
income. The School Lunch Program breaks even; margins are enterprise model that could be replicated elsewhere,
low but it is sustainable and achieves wider social outcomes particularly in similarly marginalised refugee communities.
both for the women and for the schools. At the start, Sorghum ,.' @%3' %&3"' &""B$12' ."' b#"1.5/.6%&$35I' .85' 712&$38' .)%$1$12' $.'

offered; based on the outcomes of its own Adult Migrant even more irregular and were determined by demand, but the
712&$38' -)"2)%*' %1?' )536&.3' >)"*' )535%)#8+' $.' 8%?' $?51.$(5?' @"*51'%)5'>%$)&A'\5/$:&5'%1?'8%45'&5%)1.'."')"3.5)'.85*35&453'
that structured English classes were not well-suited to certain around this so jobs can be covered. Maria herself was putting
participant groups. Research also showed that learning English in two and a half days per week with Sorghum Sisters initially,
‘on the job’ would deliver better outcomes than sitting in a but now works about half a day to a day per week on the
class room. Sorghum Sisters would provide opportunities to enterprise. As the catering side grows, Maria acknowledges
&5%)1' 712&$38' $1' .85' #"1.5/.' ">' @")B+' *%B$12' &%126%25' 3B$&&3' .8%.'15@'3.%>>'@$&&':5'155?5?+'%3'*%1A'">'.85'5/$3.$12'@"*51'
more applicable to everyday life. AMES has also been able to don’t want to increase their hours. Women from the estate
use the social enterprise to deliver training for ten women in will be given preference for any new positions, though other
95).$(#%.5',,,'$1'98$&?)51I3'!5)4$#53'%.'.85'3#8""&'G'@8$#8'H%)$%' AMES training programs in the area could be a good source
suggests shows a growing belief that skills training adds value of potential new recruits as well. Many of the staff members
."' %1?' #"1.5/.6%&$353' 712&$38' .)%$1$12' %1?' .85)5:A' -)"?6#53' are of African background, though women of different cultures
:5..5)')536&.3;'n3$12'.85'5/-5)$51#5'2%$15?'.8)"628'!")286*' 8%45' %&3"' :551' $14"&45?;'C&."25.85)+' (>.A' .8)55' @"*51' 8%45'
Sisters, AMES has also established other social enterprises, gone through accredited training programs with Sorghum
including Cultural Cooks in 2008 and three other school-based Sisters, with 70% going on to part-time or casual employment
social enterprises in Westall, Eumemmerring and Kensington 5&35@85)5;'<85)5' 8%45' :551' (45' .)%$15538$-3+' [email protected]' #%36%&'
Primary Schools. AMES is also establishing a cleaning social cooks, a driver and twenty two residents from the estate trained
enterprise, having successfully obtained funding under the in food handling.
Commonwealth’s Jobs Fund. The Commonwealth Government While she doesn’t see herself as the ‘founder’, Maria admits
$3' %&3"' &""B$12' %.' -$&".3' ">' #"1.5/.E3-5#$(#' 712&$38' .)%$1$12' she has been a strong advocate for the enterprise. She believes
)5&%.5?'."'3-5#$(#'-".51.$%&'=":'"6.#"*53+'%'?$)5#.$"1'85%4$&A' that Sorghum Sisters probably would have gotten started
$1\651#5?':A'CH7!I'$1-6.;' without her commitment but that the longevity might not have
Sorghum Sisters currently employs one full time staff member, been there. She describes her role as more ‘advisory’ now.
.8)55' -%).E.$*5+' 3$/' #%36%&3' %1?' "15' 4"&61.55);' ,1$.$%&&A' >"6)' While AMES would be happy to let the community take on
women were chosen, all of them parents or grandparents of running Sorghum Sisters completely over time if it wanted to,
#8$&?)51' %.' 9%)&."1' a)$*%)A;' <85A' )5#5$45?' #"1.5/.6%&$35?' .85)5'$31I.'%1A'3-5#$(#'.$*5'>)%*5'%)"61?'%1'5/$.'%.'.8$3'3.%25;'
.)%$1$12'"1'3$.5'>)"*'%'_6%&$(5?'#85>+'@8"'$3'.85'>""?'36-5)4$3")' There is pressure around sustainability and funding but Maria
%1?'?5%&3'@$.8'.85'#%.5)$12'#63."*5)3;']")'.85'()3.'A5%)+'CH7!' asserts that they’re working through these issues with business
employed women on a paid traineeship basis, which inevitably -&%11$12'%1?'.85)5'$3'1"'-638'."'25.'"6.;'C3'385'5/-&%$13+'*"3.'
led to issues with Centrelink, given that most of the women of the women ‘want to cook, not to be business women, at the
)5&$5?'"1':515(.3'%1?'.85'$1#"*5')5#5$45?'.8)"628'!")286*' moment anyway’.
Sisters was irregular. With reporting requirements constantly The women involved in Sorghum Sisters often go out and talk
changing and the large amount of paperwork required, dealing to groups of women from similar socio-economic backgrounds
with Centrelink is still a major issue faced by most staff. The about social enterprise. Maria sees great value in this, as it
women are now on award wages, under staff contracts with gives other women a realistic view of what social enterprise
AMES. Once the catering business took off, hours became

51.%$&3'%1?'%&3"'-)"(&53'.85'@"*51'%3')"&5'*"?5&3;'C.'.85'3%*5'
time, she acknowledges that even if other groups were to start
in the same way as Sorghum Sisters, they wouldn’t necessarily
go down the same developmental or structural path. She
3.)53353'.85'155?'."':5'\5/$:&5+'5136)$12'.8%.'&"12'.5)*'2"%&3'
and objectives can respond to changing circumstances. What
she feels is required is careful planning and a ‘two pronged
approach’, involving community development and business
development aspects progressing together in stages. :@
Update: In May 2010, Malou Pascal Anes took over from
Maria Tsopanis as Social Enterprise Manager for AMES, with
responsibility for all its social enterprise activities. In 2010,
Sorghum Sisters was also successful in obtaining funding STREAT
through the Commonwealth Government’s Jobs Fund. This
funding will enable the enterprise to develop a commercial
A"&10)*$!*3$1!.)7$BCDE$0!%$+)1)*&24$!**'/*1)3$!$./+&0)+$-:)$ A Melbourne-based social enterprise, STREAT has set out to stop
year commitment to the enterprise. homelessness ‘the delicious way’: by providing homeless and
Website: http://www.sorghumsisters.com.au/ disadvantaged youth with supported training and employment
opportunities within the hospitality industry. The business
revolves around street cafes, with youth receiving hospitality
training as they work at food carts. Currently, STREAT operates
a food cart in Melbourne’s Federation Square as well as a coffee
cart at Melbourne Central. STREAT comprises three core areas:
the provision of social support, the training and employment
">'?$3%?4%1.%25?'A"6.8'%1?'.85'5>(#$51.')611$12'">'%':63$1533;'
STREAT has also attempted to develop a business model that
can scale and also be replicated elsewhere.
The idea behind STREAT developed when co-founders
Rebecca Scott and Kate Barelle were working for KOTO, a
social enterprise in Vietnam running a training program and
restaurant providing Vietnamese street youth with hospitality
%1?'&$>5'3B$&&3;'<85$)'5/-5)$51#53'$1'[$5.1%*'5/-"35?'J5:5##%'
and Kate to a vibrant street food culture and also illustrated to
them the power of social enterprise to improve the lives of the
most vulnerable. Prior to launching STREAT, Rebecca conducted
36 37
5/.513$45')535%)#8'"1'3"#$%&'51.5)-)$35'%1?'61?5).""B'%'3.6?A' The vision behind STREAT has grown a lot over the past
tour of seven countries, visiting social enterprises and building four years, partly due to the partnerships the enterprise has
on what she had learnt in Vietnam. Following this research, developed. Having mapped out the three core areas of the
%##")?$12'."'J5:5##%+'O545)A.8$12'54"&45?'3"'_6$#B&AP; business, STREAT set about determining what they could do
Along the way, there have been some fundamental shifts in themselves within these areas and what they could partner
STREAT’s structure and outlook. While the enterprise has always on. STREAT’s partners are all philosophically aligned with
been about creating training and employment opportunities for .85' 51.5)-)$35N' >")' 5/%*-&5+' !<JEAT is partnered with the
young people, Rebecca soon realised that STREAT didn’t have AFL’s Ladder Program, the AFL’s start-up youth homelessness
to be restricted to an intermediate labour market model and program sharing similar objectives to STREAT. Partnerships
that ‘the end point didn’t have to be young people in jobs in have been crucial to the social support aspect of STREAT’s
hospitality’. She saw the potential for STREAT to scale, creating :63$1533M'O.85'A"612'-5"-&5'#"*5'@$.8')5%&&A'#"*-&5/'$33653+'
more small enterprises and jobs, and, over time, moving to a and if you don’t support these, you won’t get the training and
partnership or equity share model, where the young people 5*-&"A*51.'"6.#"*53P;',1$.$%&&A+'!<JEAT intended to provide
would own and manage their own enterprise. Another big case management itself, employing a clinical psychologist and
shift has been what the social enterprise looks like. While the youth workers. Case management is now provided through a
original business plan assumed that the business would set up partnership with Melbourne Citymission (MCM), which has an
a cafe, from which food carts would run, a decision was made integrated unit within STREAT. The partnership was a ‘natural
to start with the carts alone, avoiding the high overheads a (.I+'3%A3'J5:5##%+'3$1#5'.85'H9H'@5)5'.8$1B$12'%:"6.'A"6.8'
cafe would incur. The economical nature of STREAT’s street- homelessness issues in the same way as STREAT were. MCM
based and mobile concept was important, given that the has also become STREAT’s sole referral agency for young
:63$1533'8%3'5/.)%'3"#$%&'36--").'#"3.3'."'*55.;'F8$&5'C63.)%&$%' people, simplifying the youth employee selection process and
may lack the huge street economy present in many Asian also providing a safety net if employees drop out of STREAT.
countries, Rebecca says that a number of people in the public Other service providers don’t always take (young people) back,
sector are increasingly looking at how to use socially inclusive but MCM will keeps working with them. The co-location of
public spaces to increase economic participation. One of the MCM staff with STREAT has also increased the potential for the
advantages of being a start up business, she believes, is the organisations to develop other joint programs. The outcome
%:$&$.A'."':5'\5/$:&5'%1?'."'35$05'"--").61$.$53'%3'.85A'%)$35;' for disadvantaged young people was therefore seen as better if
In January 2011 STREAT reached the milestone of 30,000 STREAT partnered with MCM, rather than working with several
customers. referral agencies. Hospitality training has also been provided

through a partnership, with the William Angliss Insitute. STREAT has also developed relationships within the social
98"351'&%)25&A'>")'$.3'-8$&"3"-8$#%&'(.+'F$&&$%*'C12&$33'$3'%&3"' enterprise community. In 2009 it helped set up the Socially
Australia’s only national hospitality TAFE, an important factor Enterprising Foodies, a network of forty Melbourne-based
given that scaling and replication are the end results STREAT food social enterprises, most of which were unaware of one
@%1.'."'%#8$545;'OF$.8'F$&&$%*'C12&$33+'@5'#%1'2"'%1A@85)5' another. STREAT organised an informal dinner, where the social
$1'C63.)%&$%+'%1?'5451'"45)35%3P+'5/-&%$13'J5:5##%;' 51.5)-)$353' @5)5' %:&5' ."' ?$3#633' .85$)' #"**"1' 5/-5)$51#53;'
A key aspect of STREAT’s partnerships is that partners agree Rebecca says that while STREAT doesn’t want to run the
to help capacity build back into the enterprise. Intellectual network in the long-term, the business is happy to act as a
property is equally shared, with both partners able to use catalyst, helping to organise online forums and more sessions
jointly developed programs. While many partnerships have to help kick-start the process of sharing and discussion.
:551' %#.$45&A' -6)365?+' ".85)3' 8%45' 54"&45?' 615/-5#.5?&A;' Rebecca herself spends a lot of time talking to people about
STREAT’s partnership with Michael O’Brien Catering was one what STREAT has learnt along the way. She has also shared
such instance, initially suggested by a STREAT board member templates and processes with social enterprises at the earlier
who works in international hospitality consultancy and who stages of development and while this does take a lot of time,
proposed that STREAT view big service providers in the catering J5:5##%':5&$5453'.8%.'$.'$3'$*-").%1.;'O!<JEAT is the product
industry as partners instead of competitors. Michael O’Brien, of a lot of people’s generosity with time and information, so we
who hold the ten year catering contract for the Melbourne @%1.'."'*%B5'36)5'@5'2$45'.8$3':%#BP;'
Rectangular Stadium, provide catering services to STREAT, 'O745)A'3"#$%&'51.5)-)$35'3.%).3'@$.8'%1'$?5%'%1?'.851'%'&5%-'">'
whose carts often aren’t big enough to accommodate food >%$.8P+'3%A3'J5:5##%+'%1?'!<JEAT'@%3'1"'5/#5-.$"1;'J5:5##%'
preparation. In addition, the company grants STREAT access and her partner have personally invested over $300 000 in
to its supply chains and, as a large employer who understands STREAT, as well as years of Rebecca working for no wage,
STREAT’s work, is a potential future employer for the young knowing it was money they would never recover. Believing
people working with STREAT;'OC3'%1'$1?63.)A+'8"3-$.%&$.A'8%31I.' strongly in the project, however, they felt that with meticulous
?"15'%3'*6#8'%3'$.'#"6&?'%1?'.85A')5#"21$35'.8%.P+'3%A3'J5:5##%;' -)5-%)%.$"1' %1?' )535%)#8+' .85A' @"6&?' :5' %:&5' ."' (1?' -5"-&5'
O]")'.85*+'$.I3'%:"6.':5$12'%:&5'."'?5*"13.)%.5'@8%.'.85A'?"'>")' willing to invest in their idea. In addition to her self-funded study
#"**61$.$53P;'C1".85)'>%#.")'$3'.8%.'&%)25'8"3-$.%&$.A'.51?5)3' tour of global SEs, Rebecca’s overseas research also involved a
are often with the State government, who are increasingly funded ethical leadership fellowship from the St James Ethics
thinking about social procurement. As a result, having STREAT Centre, through which she visited Asian social enterprises and
as a partner can help companies with their bid for a tender. $?51.$(5?' $1.5)53.5?' "45)35%3' -8$&%1.8)"-$3.3;'<85' *%=")$.A' ">'
STREAT has to look carefully at where partnerships will work these philanthropists fund international development work in
and to clearly articulate where they won’t compromise; what developing countries but had never funded a social enterprise.
they seek is a genuine commitment. With Michael O’Brien,
STREAT dealt directly with management and could therefore STREAT’s initial feasibility study was funded by Danish investors,
:5'%336)5?'">'."-'&545&'36--").;'O!.)6#.6)%&'#8%1253'$1'.8535':$2' the TK Foundation. This feasibility study was presented by
")2%1$3%.$"13'%)5'%1'$3365P+'5/-&%$13'J5:5##%+'O%1?'@5'@%1.5?' Rebecca and Kate to the Foundation’s Trustees in Copenhagen in
."'*%B5'36)5'R.85$)'#"**$.*51.U'@%3'5*:5??5?P;' !5-.5*:5)'STTW;'<85']"61?%.$"1'@%3'1".'3-5#$(#%&&A'$1.5)53.5?'

in Melbourne’s homeless youth; rather, it was interested in the this type of investment. In relation to its goal of new enterprise
scaleable model STREAT put forward. While they wanted the development, STREAT'$3'%&3"'5/-&")$12'.85'3.)6#.6)%&'"-.$"13'
enterprise to start in Asia, Rebecca successfully made a case %4%$&%:&5'%1?'8"@'.8535'@"6&?':5'(1%1#5?+'@$.8"6.'8%4$12'."'
>")'C63.)%&$%':%35?'"1'.85'&545&'">'5/-5).$35+'-%).15)3'%1?'.85' rely on ongoing funding.
5/$3.$12'3"#$%&'51.5)-)$35'#"**61$.A'.8%.'!<JEAT could draw In the young people it takes on as trainees, STREAT looks for
on. Melbourne in particular was highlighted as the hospitality those most likely to succeed amongst the most disadvantaged:
and philanthropic capital of Australia. Asserting that the namely youth with a level of literacy and numeracy, stability
replication model would have a better chance of succeeding and an interest in hospitality. If any of the trainees drop out,
it the foundations of the enterprise were correctly established, H9H' @$&&' #"1.$165' ."' @")B' @$.8' .85*' %1?' @$&&' 85&-' ."' (1?'
in Australia, STREAT was successful in obtaining most of its STREAT' %' )5-&%#5*51.;' ,1' X#.":5)' STLT+' .85' ()3.' 2)"6-' ">'
3.%).E6-'>61?$12'>)"*'.85'<c']"61?%.$"1;'C3'J5:5##%'3%A3+'O@5' trainees graduated from STREATI3' -)"2)%*' @$.8' %' 95).$(#%.5'
%&@%A3'B15@'.8%.'$>'@5'2".'.8%.'()3.'$1=5#.$"1'">'#%-$.%&+'$.'@"6&?' II in hospitality. The majority of the nine trainees are now
be easier to attract others: if you come with that sort of capital working in restaurants around Melbourne, with many of them
A"6I)5' #&5%)&A' %' 35)$"63' -&%A5)P;' !<JEAT went on to obtain undertaking full apprenticeships. In January 2011 it welcomed
>61?3'>)"*'".85)'3"6)#53+'$1#&6?$12'$.3'()3.'C63.)%&$%1'$1453.")+' its third student intake.
the R.E. Ross Trust, and in 2009 also gained $1.2million under
.85'OY5.'9"**61$.$53'F")B$12P'3.)5%*'">'.85'e":3']61?;'<8$3' Through its feasibility study, STREAT mapped out what positions
>61?$12'@$&&'36--").'.85'5/-%13$"1'">'!<JEAT’s street cafes to it would need and the types and level of skills it would require
(45'&"#%.$"13'%#)"33'.85'H5&:"6)15'9Qm;'Z%4$12'3551'".85)3' for these. Apart from the CEO and the General Manager, there
struggle because of limited start up funding, STREAT prepared are also units with responsibility for social support, training,
5/.513$45&A'?6)$12'$.3'&"12'3.%).'6-'-5)$"?'%1?'%$*5?'."'8%45' food service business, marketing and communications and
operating costs for a year and a half in hand before launching. %?*$1$3.)%.$"1;'<85' :63$1533' 8%3' 8%?' 1"' ?$>(#6&.A' )5#)6$.$12'
For a start-up social enterprise, therefore, STREAT was well %.' %' 8$28' &545&N' $.' )5#5$45?' "15' 861?)5?' %1?' 35451.AE(45'
resourced. Rebecca admits that looking well-resourced could applications for the General Manager position alone, with
pose an obstacle to continued future investment, which it will -5"-&5'>)"*'#")-")%.5+'1"1-)"(.'%1?'>""?'35)4$#5':%#B2)"61?3'
155?'%3'%':6>>5)'$>'-)":&5*3'@$.8'.85':63$1533I3'#%38'\"@'%)$35;' %&&' %--&A$12;' J5:5##%' 5/-&%$13' .8%.' *%1A' -5"-&5' 8%?1I.'
Government funding was STREAT’s last resort, as it wanted more previously realised that they could use the skills they have for
\5/$:$&$.A'%1?'?$3#)5.$"1'$1'8"@'*"15A'#"6&?':5'635?'@$.8$1' a social purpose. STREAT advertised its managerial positions
the enterprise. Rebecca stresses that STREAT is nevertheless just as the Global Financial Crisis was emerging and found
very grateful for the funding obtained through the Jobs Fund. that many people were eager to move into a social enterprise,
having become disillusioned with the corporate sector. With
STREAT is now mapping its growth strategy and is aiming to STREAT’s middle range pay structure, it is planned that those
)%-$?&A' ?$45)3$>A' $.3' )545165' 3.)5%*3;' J5:5##%' $3' 5/%*$1$12' @8"'#%*5' >)"*' .85' 1"1-)"(.' 35#.")' %)5' -%$?' )5&%.$45&A' @5&&+'
@8%.'.A-53'">'#%-$.%&'.85':63$1533'@$&&'155?'"45)'.85'15/.'.8)55' whereas those from the corporate sector ‘would be taking a
years and what the potential sources of this capital might be. step down’. Currently comprising a core team of eight to ten
She admits that there is not much social investment in Australia people (not including the young trainees who stay on to become
to date and that STREAT'*%A'@5&&':5'%*"12'.85'()3.'%3B$12'>")'

employees), STREATI3'3.%>>'$3'5/-5#.5?'."'$1#)5%35'_6$#B&A'%3'$.' She also wants to share what STREAT has learnt, recognising
increases the number of carts across the Melbourne CBD. .8%.' .85)5' %)5' 1".' *%1A' C63.)%&$%1' 5/%*-&53' %4%$&%:&5' ">'
The enterprise looks for a combination of values alignment, 5/-5)$51#53' $1' 3"#$%&' 51.5)-)$35;' !85' -6.3' .8$3' ?"@1' ."' .85'
#6&.6)%&' (.' %1?' 3-5#$%&$3.' 3B$&&3' $1' $.3' 3.%>>;' F8$&5' 385' tendency for many people to conceal failures or incomplete
acknowledges the importance of a work-life balance, Rebecca projects, focusing on only the positive stories in order to attract
also believes that as a social enterprise, STREAT needs people >61?$12;'F8$&5'J5:5##%'%?*$.3'.8%.'$.'#%1':5'8%)?'."'(1?'.$*5'
who are passionate and who think about their work ‘more ."'*5%36)5'$*-%#.'%1?'."'?"#6*51.'(1?$123'@851')611$12'%'
than just when they clock on’. The business is in the process 3"#$%&' 51.5)-)$35+' 385' %335).3' .8%.' $.' $3' -"$1.&533' O3-51?$12' %&&'
of developing a dedicated HR unit, to help build a culture your time on something and not knowing if you’re doing it
that rewards people thinking creatively, promotes a team spirit @5&&P;'
and that is supportive of the young people and staff. While it Having seen what can happen to a business when the founders
seeks to avoid a culture of ‘staff versus young people’, STREAT stay on for too long, Rebecca is also starting to build succession
cannot put this into practice until the young people transition planning into the organisation. While it’s too early to say when
into staff and board positions. In the future, Rebecca wants she’ll leave, Rebecca is determined to ensure STREAT will never
to see STREAT develop as a highly participatory, egalitarian be in a position where it would collapse if she was no longer
organisation, though she admits that this will become harder as involved. Already grooming the general manager to take
the business grows and people are spread across multiple sites. "45)+'J5:5##%'3%A3'.8%.'@8$&5'385'(1?3'.85'3.%).'6-'-8%35'">'%1'
The assessment of social impact is seen as a tool that can be organisation invigorating, if it ever felt like ‘business as usual’,
used to STREAT’s advantage, helping to determine where to she would be bored and ready to move on. Having said that, she
place resources and how to leverage the time she and other staff admits that STREAT is the sort of organisation with which new
invest in the business. Given that Rebecca and Kate both have a and interesting developments could keep happening for a long
background in research, measuring impact has been a key part time. Given the business’s focus on scaling and replicating,
of the thinking behind STREAT from the beginning. STREAT has there will also be constant new challenges. In the longer term,
#8"351'.85'!"#$%&'C##"61.$12'K'C6?$.'*5.8"?"&"2A'."'*5%36)5' Rebecca envisages the establishment of a STREAT'OQ)%$13'<)63.P+'
the social impact of its work, a method that will sit within the comprising Kate and herself, as well as a core group who’ve been
broader research framework the business is developing. The intrinsically involved in STREAT and know how the business
research framework will aim to capture data from the young was built. This group would have high level oversight of STREAT,
-5"-&5'@851'.85A'()3.'#"*5'$1."'!<JEAT, so that the program’s working on the establishment of new projects and potentially
impact can be tracked. Given STREAT’s focus on replication, advising on matters such as the feasibility of new locations. :@&
its data collection tools are not unique to Australia. This also Website: http://streat.com.au/
means that STREAT’s data can be easily cross referenced to
data collected by other organisations globally.
STREAT'$3'%&3"'2"$12'.8)"628'.85'-)"#533'">'?545&"-$12'$.3'()3.'
Social Accounts, with Rebecca hoping to report annually on the
indicators the business has developed, to ensure transparency.

Abbotsford Convent
Abbotsford Convent is located four kilometres from

Melbourne’s city centre on almost seven hectares of land.
The eleven heritage buildings on the site are the legacy of the
original Sisters of the Good Shepherd settlement, which was
founded in 1863. The entrepreneurial Sisters started with one
house and gradually established a self-contained settlement
that provided its own food and operated a number of enterprises,
such as a large industrial laundry. The approach taken to
its mission to look after wayward and fallen women was a
)5\5#.$"1'">'$.3'.$*53;'H%22$5'H%26$)5+'.85'97X+'%?4$353'.8%.'
it was a separatist settlement with ‘lots of gates and keys’ and
that the Sisters’ enterprises were often in court for undercutting
competitors prices, which they were able to do through the use
of free labour. The site has many stories to tell about these early
years and some of the ‘girls’ and their families have sought
compensation from the Order.
46 47
In 1975 the Sisters sold the site to the State Government,
recognising that a social isolation model was not the best
way to rehabilitate women. The State Government gifted it to
the La Trobe and Lincoln Universities for twenty years, but it
was eventually returned as the costs of operating the heritage
site were prohibitive. It was at this stage that the story of the
current Abbotsford Convent social enterprise began. When the
State Government advertised that the site would be sold to a
group of developers (or ‘destructors’, as Maggie calls them)
who planned to build multi-storey apartments on the site, a
group of local community members conceived and offered an
alternative solution.
The Abbotsford Convent Coalition (ACC) fought against the
development plans for seven years, through numerous court
proceedings and challenges. The members went to their
networks and developed partnerships to secure professional
5/-5).$35+' >)"*' &%@A5)3' %1?' )5%&' 53.%.5' %251.3' @8"' -)"4$?5?'
major pro bono support, and a huge community campaign was
mobilised. The vision for the site evolved from heritage-based
arts and tourism precincts that had been visited in Europe and
elsewhere. After a massive effort by the ACC and its supporters,
twelve months the ACF had to close the site to the public in
by 2001 the project had secured in-principle support from the
order to focus on these major works. Maggie reports that at
State Government. The Abbotsford Convent Foundation (ACF)
the end of this stage the site was a ghost town, the gates were
was established as the legal entity to manage the project, and
&"#B5?'%.'(45'"I#&"#B'545)A'5451$12'%1?'-5"-&5'@5)5'1".'63$12'
in 2004 the title for the land was formally transferred in what is
the space.
1"@')5#"21$35?'%3'"15'">'C63.)%&$%I3'8$2853.'-)"(&5'#"**61$.A'
asset transfer cases. In 2005 the northern part of the site was Today the vision is to be a unique arts, cultural and learning
added to the original title, to be retained in public ownership. precinct and to be a community resource, an incubator for
The site is Crown Land and ACF now leases and manages it on creativity and the sharing of ideas, and a place of enjoyment.
a perpetual basis. The Abbotsford Convent site has twelve thousand visitors per
week and is open seven days a week. Maggie reports that
With the transfer, the State Government committed $4 million
development is years ahead of the plan and that it’s still growing
in seed-funding and the City of Yarra added a further $1 million.
>%3.;'!85I3'=63.$(%:&A'-)"6?'@851'385'3%A3'b%1?'$.'#"6&?'8%45'
These funds were primarily allocated to getting the buildings
ended up another gated apartment community covered in car
and grounds into a state where they could be used, as some
parks’. As activity builds, security is becoming more of an issue,
">'.85':6$&?$123'8%?':551'?5)5&$#.'>")'>").A'A5%)3;']")'.85'()3.'
with some incidents of vandalism, but the ACF is committed to

maintaining access in keeping with the public ownership of %1?'.85'#%)5>6&'%..51.$"1'-%$?'."'#)5%.$12'%'61$_65'5/-5)$51#5'
the land. Maggie stresses that community outcomes are always $3' )5\5#.$45' ">' .85' b#6)%.")$%&I' %--)"%#8' H%22$5' 8%3' .%B51' ."'
a top priority, ‘otherwise we’d be just a bunch of old buildings’. the site as a whole.
The agreement with the State Government included a clause This approach is also clearly evident in the events strategy, which
that precluded ACF from taking any further funding from the is also a key income earner. Maggie notes that ACF doesn’t
State Government and from borrowing against the site’s assets. -)"?6#5' .85' 5451.3' %1?' .8%.' .85A' 8%45' :551' 45)A' 3-5#$(#' $1'
The venture was viewed as highly risky and Maggie notes that choosing which events to allow to access the site. In particular,
this unusual clause was originally intended as a safeguard it is critical that the event will be unique in some way, that the
to ensure the State would not have to ‘bail it out’ if it didn’t organisers are interested in holding the event at the Convent
@")B;'<8$3'8%3'*5%1.'.8%.'(1%1#$12'8%3':551'#8%&&512$12':6.' "45)'%'16*:5)'">'A5%)3+'%1?'.8%.'%1A'5451.'$3'3$.5'3-5#$(#'")'
Maggie also suggests that it has meant ACF has had to ‘grow site responsive (eg. a puppetry performance telling the story of
up fast’. No entry fee is charged, as the site is owned by the the Sisters and the girls). The Convent isn’t positioned as a site
people. So developing viable revenue streams has been critical for performance in general, but as a site for artistic research and
to surviving the early years and growing to realise the vision. development. It becomes intrinsic to the event’s development,
The major income earner is rent. Whilst the bulk of tenancy with a clear reason why it would be held at the Convent, rather
fees are kept very low to provide opportunities for artists, than being hired as just another venue.
because there are over a hundred of them, the rent adds up. Maggie notes that this curatorial approach required some hard
Many different types of artists work out of the site and this calls and steely determination at times. It would have been
?$45)3$.A'8%3':551'?5&$:5)%.5&A'>"3.5)5?;'<85A'%)5'%&&'5/-5#.5?'."' easy, especially during the early stages, to ‘take all the boring
contribute to the site’s community, not just use it, and one of the events that came along’ just because they would have provided
_653.$"13'"1'.85'%--&$#%.$"1'>")*'3-5#$(#%&&A'%3B3'%:"6.'.8$3;' a steady income stream. Similarly, some potential tenants that
Not surprisingly there is a register of people waiting for these came with offers of funds to restore buildings have been turned
tenancies and Maggie advises that they are looking at inserting away. She admits it was often tempting, and that the Board’s
a clause into the tenancy agreements to ensure they have a way willingness to take risks has been a big factor in remaining
to manage the community contribution commitments made by true to the vision. The truly unique space created is now being
tenants. sought out.
!*%&&':63$1533'3.%).E6-3'%1?'1"1-)"(.3'%&3"'*%B5'6-'3"*5'">' Some of the events held regularly include: the world’s only
.85'.51%1.'-)"(&5+'%1?'.8535'-%A'%1'$15/-513$45')%.5+'@8$&3.'.85' 9)$*5' K' e63.$#5' ^$.5)%)A' ]53.$4%&N' %' F)$.5)I3' ]53.$4%&N' .85'
more commercial businesses pay ‘high street’ rates for access Victorian Vegan Festival; The Push; the Victorian Government’s
to spaces. Some tenants are individual practitioners, and some Annual Youth Music Festival; and the Australian Opera Festival.
are much larger – such as the volunteer-based Community A number of smaller, regular events are also held, including:
Radio station 3MBS. A Wellbeing Wing has been established, a monthly Sunday Arts gathering, where artists come to sell
with complementary and holistic therapy practitioners working %1?' .%&B' %:"6.' .85$)' @")BN' .85' *"1.8&A' !8$).' K' !B$).' *%)B5.+'
from a series of what were previously nuns’ cells. Maggie sees for emerging Australian apparel and accessory designers,
this as a broader interpretation of the term ‘culture’ on the site @8$#8'8%3'_6$#B&A'2)"@1'."'(>.A'3.%&&3'%1?'?)%@3':$2'#)"@?3N'

the monthly Slow Food Farmers Markets; and, over summer, a to the ACF. A lease has also just been signed for a new shop
Friday night Supper Market, which brings together arts, crafts that will sell Abbotsford Convent merchandising and the work
and food from migrant and refugee communities. Maggie ">'.51%1.'%).$3.3;'H%22$53'3553'.8$3'%3'.85'15/.'3.%25'$1'b:5$12'
advises that the large events provide a good income stream, grown up’.
and whilst the smaller ones usually end up not making much Maggie advises that in 2005/06 the social enterprise’s operating
money they achieve other social objectives. -)"(.':5>")5'?5-)5#$%.$"1'%1?'2)%1.'$1#"*5'@%3'b$1'.85':&%#BI;'
ACF also provides short term venue hire and clients include (for C1'5#"1"*$#'$*-%#.'%1%&A3$3'8%3'#"1()*5?'.8%.'"1#5'.85'3$.5'
5/%*-&5U'%'2)"6-'">'@"*51'@8"'#"*5'."25.85)'."'35@+'%1?' is fully operational it will become self-sustaining. Maintenance
a number of corporate and government clients who regularly funds will be generated by the new leases and a sinking fund
hold meetings there. Maggie stresses that these spaces are will be established. At that point any further funds sought will
1".' b\%38I+' @$.8' ?%.%' -)"=5#.")3' 5.#+' :6.' .8%.' .85' 3-%#53' %)5' be only for major capital refurbishment works.
interesting and the client gains access to the whole site – with However at this stage the income streams aren’t generating
its coffees shops, gardens, artworks and ambience. A function enough revenue to bring the buildings up to compliance
space is in high demand by brides, and this aspect has been standards and to do the major maintenance works that are
outsourced, with the venue hire coming back to ACF and the ongoing (eg. overhauling a very old plumbing system). Works
]61#.$"1' !-%#5' H%1%25)' 5%)1$12' $1#"*5' >)"*' .85' \"@5)3+' on one of the buildings have just been completed, and this
catering etc. was funded through a Commonwealth Government grant that
Revenue earned from the car park across the street is another was matched with philanthropic funding. A Myer Foundation
3$21$(#%1.' 3.)5%*;'["&61.55)' #"**61$.A' *5*:5)3' #"*5' "6.' 2)%1.' >61?5?' .85' @")B3' ."' (1$38' %1".85)' :6$&?$12;' <8535'
each Saturday to do the marshalling and ACF donates 20% of sorts of injections of philanthropic funds have been targeted
the income generated annually to the Collingwood Children’s at the building upgrades; being heritage listed and very old,
]%)*' &"#%.5?' 15/.' ?"");' H%22$5' %?4$353' .8%.' .85A' @$&&' %&3"' )51"4%.$12' 5%#8' :6$&?$12' $3' %1' 5/-513$45' 5/5)#$35;' H%22$5'
38").&A'$13.%&&'%'?"1%.$"13':"/+'%1?'385'>55&3'.8%.'.85'#"**61$.A' is clearly happy that two buildings were completed in 2009
is ready for this as the value of the site is now recognised and and will soon begin generating an income. ACF was also
it has become an integral part of local people’s lives. Many successful in receiving $1.75 million from the Commonwealth
)53$?51.3'="2+'@%&B'%1?')5&%/'$1'.85'2%)?513'%1?'355'$.'%3'45)A' Y"45)1*51.I3' e":3' ]61?' ."@%)?3' @")B' "1' .85' (1%&' :6$&?$12+'
*6#8' -%).' ">' .85$)' #"**61$.A;' !85' 8"-53' .85' ?"1%.$"1' :"/' but Maggie advises it will cost $8 million to complete it so they
might help pay for some of the 170km of toilet paper they go will be looking for potential partners who can contribute to
.8)"628'5%#8'3$/'*"1.83'%#)"33'.85'3$.5o this. Arrangements such as being a free rent tenant for a period,
Tours are also provided on site and these are delivered through $1')5.6)1'>")'(1%1#$%&'#"1.)$:6.$"13+'%)5':5$12'#"13$?5)5?;'
a partnership with a group of volunteer tour guides. Because As each building is brought ‘on line’ careful attention has been
each guide has a different interest the focus of each tour varies given to how it interacts with the rest of the site to protect
– religious history, architecture, arts etc. A rigorous selection the heritage values and integrity of the space as a whole.
process is in place to ensure interesting and committed people One building provides a space where people can come and
are engaged in these roles and the tours return a good income watch artists at work, and has a retail aspect to engage people

further. An area that had been earmarked for commercial rental staff and twenty-four volunteers. These oversee all the works,
to architects has been reassigned to take up an opportunity all the events and functions, the visitors, the tenancies etc.
to lease it to the local Wurundjeri Indigenous Council. The Maggie is quick to compare this to the Melbourne Recital Hall,
projected rental was lowered and the original owners of the which is housed in one brand new building (no maintenance
land are now housed on the site. They have become an integral or refurbishment issues), doesn’t program its own work and
part of the community and once fully established will deliver 8%3'%--)"/$*%.5&A'3$/.A'-%$?'3.%>>;'F851'^%'<)":5'n1$45)3$.A'
language classes and other cultural activities. managed the site it had seven full time gardeners; ACF has
F8$&3.' C9]' ?"531I.' 355' $.35&>' %3' %1' $1#6:%.")' 3-5#$(#%&&A+' two part-time gardeners and volunteers. She suggests they are
it has played this role with a number of community cultural able to run this ‘lean ship’ because it isn’t there to ‘build an
development organisations and this lends itself well to the wider empire’, it’s there to establish a community. Local community
social purpose. Having access to the site and leases has fostered involvement in volunteering and other activities is testament
a number of organisations as well as collaboration between to this. Maggie says its ‘like a village here now, but one that’s
")2%1$3%.$"13' "1' 3$.5;' ]")' 5/%*-&5+' .85' .51%1.' ,1.5)%#.' $3' %' connected to the community not shut off from it’.
school in visual and performing arts for adults with a disability; <85' 3.%>(12' *"?5&' 8%3' 54"&45?' ")2%1$#%&&A' %3' .85' C9]' 8%3'
Lentil As Anything, one of the cafes on site, provides training grown. A venue-hire role was created when it became obvious
and opportunities for refugees and also does joint projects with this was needed due to the level of income being generated by
,1.5)%#.N' %1?' .85' "13$.5' Q%B5)A' 8"3.3' %1' %116%&' 5/8$:$.$"1' ">' this activity. A Tenant Liaison Coordinator was established in a
the Interact students’ work. And a number of small to medium similar way, and is responsible for coordinating all the tenant
community cultural development organisations have grown issues and ensuring they are handed to the right team members,
.""':$2'%1?'8%45'*"45?'"6.'."'5/.5)1%&'.51%1#$53; for issues ranging from policy to building maintenance. Now
ACF is also playing a key role in developing the Abbotsford that there are over one hundred tenancies, a weekly tenants’
&"#%&$.A'%3'%'3$21$(#%1.'b-&%#5I'$1'H5&:"6)15;',.'8%3'#"13#$"63&A' newsletter is also distributed to ensure everyone receives the
developed relationships with neighbouring organisations, such latest news and has the same version of information.
%3' .85' 9"&&$12@""?' 98$&?)51I3' ]%)*' 15/.' ?"")' %1?' .85' 7%)&A' Most of the staff come from arts backgrounds and have arts
^5%)1$12' 951.)5' 15%):A;' H%22$5' 5/-&%$13' b@5' %)5' 85&-$12' degrees, but not all. Maggie stresses that ACF isn’t solely an
to look after the community’. In the early days this was also arts enterprise, it’s actually primarily a landlord. The Business
evident in the working relationship with the City of Yarra, which Manager came from working in a golf club, and apparently
53.%:&$385?'%'@")B$12'-%).A'>")'.85'-)"=5#.'%1?'-)"4$?5?'">(#5' 85'$3'>%3#$1%.5?':A'.85'?$45)3$.A'%1?'b%&&'.85'#)%0A'.8$123'.8%.'
spaces and other support to the ACF team. The Council co- happen in a day’. The team put in long hours and work very
funded the economic impact study and a monthly meeting is hard, because everyone is dedicated to the vision. Maggie
still held with Council staff, where issues are tackled together. advises that the retention rate is high, despite a limited salary
It has also invited developers to visit the site to stimulate their budget, and there is a strong culture of internal promotion.
thinking about how to integrate arts and culture into new Several staff who began in administrative roles have been
developments. moved into other areas, and Maggie notes that staff who work
The ACF is currently run by ten full time staff, four part time in administration get to know everything about the organisation

and all the people involved and are therefore a great asset. minute or a staff member might attend and discuss their work
Constant requests for student placements can’t always be met in more detail. The Board also receives an occasional bulletin
as there is neither the space nor time to accommodate them. update from Maggie. She advises that she has Chaired and sat
H%22$5I3' "@1' :%#B2)"61?' 8%3' :)"628.' ?$45)35' 5/-5)$51#5' "1' %' 16*:5)' ">' :"%)?3' 85)35&>' %1?' 3%A3' bA"6' #%1I.' 5/-5#.' %'
to a diverse role – she’s owned a restaurant, been a theatre Board member to be engaged unless you give them regular
director, and worked in community building. These non-linear information’.
career paths are often seen in successful social enterprise Whilst she feels personally very responsible for the site, Maggie
practitioners as the work is so varied. Maggie describes going acknowledges the role that the Board and team have played
from a meeting about door knobs, to a marketing meeting, to a in ACF’s success to date. The trusting relationships and long-
tenants meeting, to a meeting about types of grass to plant, to term strategic approach have enabled a strong vision to be
writing funding applications, to liaising with community and established and for this to remain central to decision-making,
board members. She says ‘it’s what makes it so great, but it’s even when it meant taking risks along the way and to being
also a challenge’. ‘malleable’ to opportunities that have presented themselves.
H%22$5' 362253.3' .8%.' 36#8' #8%&&51253' *5%1' .85)5I3' ?5(1$.5' This approach is evident in the new landscape master plan that
potential for leaders in the social enterprise sector to burn out. has recently been completed – there’s no money to actually
It’s important that Boards support these roles and in ACF’s case implement it, but now there’s a strategy and if an opportunity
the Board has demonstrated tremendous commitment. There is arises it can be acted on quickly.
a difference between support and getting ‘operational’ though Maggie advises that there aren’t any other sites like Abbotsford
%1?'H%22$5'3%A3'$.'.""B'%:"6.'3$/'*"1.83'."'38$>.'.85'5%)&AE?%A3' Convent in Australia as yet. But she has been spending quite a
#6&.6)5'%1?':6$&?'#"1(?51#5'3"'.85'Q"%)?'>5&.'$.'#"6&?'.)63.'.85' bit of time talking to people interested in the model, particularly
team and focus on governance matters. of late in Toowoomba (QLD) and in Bendigo (regional VIC).
<85)5' %)5' .51' :"%)?' *5*:5)3' @$.8' %' *$/.6)5' ">' #"**61$.A' In Europe there is a network of historical monuments that are
focus and business focus, with the main areas of professional arts and cultural precincts. ACF participates actively in this
5/-5).$35' #"45)5?;' ]"6)' *5*:5)3' ">' .85' C99' )5*%$1' "1' .85' 15.@")B'."'&5%)1'%1?'38%)5;'H%22$5'8%3'$?51.$(5?'38%)$12'.85'
Board and have brought great continuity. Interestingly, when B1"@&5?25'%)$3$12'>)"*'.8$3'%1?'>)"*'.85'C9]'5/-5)$51#5'."'
.85'b(28.'@%3'@"1I'.85'*%$1'?)$45)'">'.85'C99'3"&?'85)'8"635' other sites in Australia as a way to spread the impact nationally.
around the corner and moved to New Zealand. Maggie advises Evidence of the social impact of the ACF is palpable on the site,
.8%.'385'@%3'5/8%63.5?'%1?'8%?'."'25.'%@%A+':6.'8%3':551':%#B' and Maggie advises that local stakeholders are increasingly
."'4$3$.'%1?'3-51.'.85'@8"&5'.$*5'45)A'5/#$.5?'%:"6.'@8%.'8%3' recognising the site as the ‘jewel in the crown’ of the locality,
been achieved. %1?'.8%.'$.'$3')5.6)1$12'3$21$(#%1.'4%&65'."'.85'&"#%&'#"**61$.A;'
Maggie reports that the Board has ‘healthy’ meetings. They Tangible evidence of this is seen in real estate listings citing
hold a substantial quarterly meeting, with an operational and -)"/$*$.A' ."' .85' 9"1451.' 3$.5' %3' %' 3$21$(#%1.' 3%&53' >5%.6)5;'
a strategic paper from Maggie and papers from the team. In Whilst ACF hasn’t begun formally tracking its social impact as
between there is a conversational meeting, where a set topic yet there are plans to start work on this in the consolidation
$3'?$3#6335?'*")5'$1>")*%&&A'G'>")'5/%*-&5'%'b8".'."-$#I'">'.85' stage. To date all resources have had to be prioritised towards

getting the buildings refurbished and the site operational, and as
they don’t have a parent funding body there hasn’t really been
a strong driver to focus on this to date. Maggie acknowledges
that this ‘on your own’ model to start-up has been terrifying
at times, but ultimately has afforded enormous freedom to
develop the community vision for the site.
H%22$5')5\5#.3'.8%.'%.'.85'#")5'.85'4$3$"1'@%3'%'2""?'$?5%;',.'
came out of the community and people have ‘stuck with it’.
She says the original ACC members laugh at some of the issues
they face now, that they could never have dreamed of and that
%)5' $1?$#%.")3' ">' 36##533;' ]")' 5/%*-&5+' %' #"**5)#$%&' :)5%?'
manufacturer tried to give its products away free at a Slow
]""?'H%)B5.;'C3'H%22$5'%335).3+'O<85'>%#.'.8%.'.85'#"**5)#$%&'
businesses want to be here that much is testament to our
5/.)%")?$1%)A'36##533P;'JM
Website: http://www.abbotsfordconvent.com.au/ Biddy Bags
^$4$12'$1'%1'%)5%'@$.8'%'3$05%:&5')5.$)5?'-"-6&%.$"1+'!%*%1.8%'
Jockel noted the isolation of many older women, stemming
from their lack of involvement in the economic and social life
of the community. Recognising that the elderly have much to
contribute, Samantha launched Biddy Bags in 2007, with an
aim to value the skills and abilities of the ageing population
and to give them a continued valued role in society. Biddy
Bags focuses on economic participation, the sharing of skills
and intergenerational contact, with women working on a paid
casual basis to make bags and to conduct workshops.
Biddy Bags is a Company Limited by Guarantee, with a
small board comprising Samantha, her sister and a friend. In
practice, however, Samantha makes the decisions regarding
the enterprise. While this structure works fairly well for Biddy
Q%23+' %3' $.' $3' #6))51.&A' 3*%&&+' !%*%1.8%' 5/-&%$13' .8%.' 3.%).$12'
6-'%'1%.$"1%&'3"#$%&'51.5)-)$35'$1'C63.)%&$%'$3'?$>(#6&.+'?65'."'
the absence of a suitable company structure. Given the current
58 59
need to register the company name in each state, Samantha While Biddy Bags had the right company structure and was
suggests that there is a need for a new structure for social theoretically an ideal candidate for grants, Samantha, being
enterprise that isn’t as complicated but which still ensures A"612'%1?'61B1"@1+'>"61?'$.'?$>(#6&.'."'":.%$1'>61?$12;'!85'
transparency and accountability. secured a $5000 grant from the regional arts development
Q$??A'Q%23'#6))51.&A'5*-&"A3'3$/'-%$?'3.%>>'%1?'.@"'4"&61.55)3;' fund and $1000 from a community fund for materials. Yet
The ladies are employed on a product by product basis and are .8535' %*"61.3' @5)5' 1".' 36>(#$51.' ."' #"45)' .85' 3.%).E6-' #"3.3'
paid for each product made, in addition to receiving over half so the bulk of her start up funding came from a $10 000 grant
">' .85' -)"(.' ">' 5%#8' -)"?6#.' %#.6%&&A' 3"&?;' !%*%1.8%' 85)35&>' >)"*'%'n1$.$12'986)#8'H$33$"1']61?;'!%*%1.8%'5/-&%$13'.8%.'
works part time for no wage. One of the key hallmarks of the while she had been reluctant to rely on this option, given her
product is that the traditional knitting and sewing skills of the close connection to the church community and the funding
ladies have been adapted to modern designs, that are attractive committee (her husband being a Minister), there were few
to a much broader audience. ".85)'%451653'">'>61?$12'%4%$&%:&5;'<85'2)%1.'@%3'3-5#$(#%&&A'
>")'.85'*%B$12'">'.85'()3.'.@"'861?)5?':%23'%1?'-%A$12'@%253'
Samantha has had several business ideas in the past but her and this, in addition to Human Ventures’ support, meant that
#"1#5-.'>")'Q$??A'Q%23'@%3'.85'()3.'."'2%)15)'51"628'36--").' when Biddy Bags launched, it had a fully operational website
to encourage her to pursue it. The difference that even a small and two hundred bags in stock.
amount of money (e.g. $25-$300 per week) could make to a lady
"1'%'-513$"1'@%3'54$?51.+'%3'@%3'.85'3"#$%&':515(.'.8%.'#"6&?' With very few social enterprises focusing on the social
)536&.'%1?'.85'3B$&&3'385'#"6&?'38%)5'.8)"628'@")B38"-3;'C.'()3.' inclusion and meaningful engagement of older people,
Samantha had imagined that the women would get together to there has been a high level of interest in Biddy Bags’ work.
knit products but soon found that many of the women preferred Products that people can relate to, strong support networks and
to work alone and saw interaction with younger people through consistently good publicity have been crucial to Biddy Bag’s
.85'@")B38"-3'%3'*")5':515(#$%&;'Q$??A'Q%23'$3'1"@'-%$?'."' ongoing success. Adopting the structure of a social enterprise
#"1?6#.' @")B38"-3' %1?' .85' -)"?6#.3' 8%45' %&3"' ?$45)3$(5?N' has also meant that funding bodies don’t drive Biddy Bags
nevertheless, the vision behind the company is very much as it direction and that Samantha can continue to make decisions
was at the start. 85)35&>;' C##6*6&%.$12' -)"(.' %&*"3.' >)"*' .85' "135.+' Q$??A'
Bags has covered its costs with around $25 000 in grants and
Z%4$12' &$..&5' :63$1533' 5/-5)$51#5+' !%*%1.8%' 36##533>6&&A' the rest through its own revenue. Project based commissions
applied for the Young Artists Mentoring Program with Youth from art galleries in NSW and Brisbane to produce items that
Arts Qld. She obtained a one year mentorship, with Aleem Ali #"*-&5*51.'5/8$:$.$"13'8%45'%&3"':551'%'3"6)#5'">')545165;'
from Speak Out (now Human Ventures) as her mentor. Human While no formal assessment of social impact has been
Ventures has since been a major partner, contributing around 61?5).%B51+' !%*%1.8%' %335).3' .8%.' 385' #%1' 355' .85' (1%1#$%&'
$10 000 in pro bono input, including the design of Biddy Bags’ impact Biddy Bags has had whenever one of the elderly women
website; and with Aleem personally supporting Samantha in is able to afford something she couldn’t have prior to earning an
technical areas and in establishing networks. Youth Arts Qld income through the enterprise. Similarly, she believes that the
8%3'%&3"'-&%A5?'%'3$21$(#%1.')"&5'$1'-)"4$?$12'!%*%1.8%'@$.8' workshops Biddy Bags conduct have created a positive social
useful contacts. impact by encouraging intergenerational contact and building
a sense of community.
Samantha says that if Biddy Bags wanted to grow, it would
)5_6$)5' %' 3$21$(#%1.' 2)%1.' %1?' #8%1253' $1' *%1%25*51.' ."'
produce more stock and to employ more staff. But she says
.8%.'385'$31I.'36)5'@85.85)'2)"@$12'$1?5(1$.5&A'$3'.85')$28.'@%A'
for Biddy Bags to go as the production process is so unique.
!85'(1?3'$.'8%)?'."'$*%2$15':5$12'%:&5'."'%#8$545'.85'&545&'">'
engagement with the ladies and the quality of the product if
they were trying to produce at a large scale. Samantha suggests
that sometimes the work of an individual person can’t be
replicated and scaled and that this is an issue that needs to be
#"13$?5)5?'$1'.85'1"1-)"(.'35#.")'%3'%'@8"&5;':@
Website: http://www.biddybags.com.au/
62
The Big Issue in Australia .85'*%2%0$15'>")'jS;kT'5%#8'%1?'.851'%..5*-.'."'35&&'>")'jk;<85'
%*"61.'451?")3'5%)1'>)"*'*%2%0$15'3%&53'4%)$53M'3"*5'"1&A'35&&'
%'>5@'*%2%0$153'@8$&5'".85)3'%)5'*")5'51.)5-)5156)$%&+'35&&$12'
<85'Q$2',3365'!.)55.'H%2%0$15'71.5)-)$35'-)"4$?53'"--").61$.$53' 861?)5?3' %1?' 2515)%.$12' %' 3$05%:&5' $1#"*5' $1' .85' -)"#533;'
for disadvantaged people to improve their circumstances by C##")?$12'."'*%2%0$15'5?$.")'C&%1'C..@""?+'8"@545)+'35&&$12'
35&&$12'<85'Q$2',3365'*%2%0$15;'<85'-6:&$#%.$"1'%1?'3%&5'">'.85' <85'Q$2' ,3365' *%2%0$15' )5-)5351.3' *")5' .8%1' =63.' *"15A' >")'
*%2%0$15'$3'"1&A'"15'">'<85'Q$2',3365'C63.)%&$%I3'%#.$4$.$53':6.' the vendors. It also provides them with a sense of purpose
remains the largest source of income for the organisation. and, given that they are interacting with the community and
<85'Q$2',3365'@%3'()3.'&%61#85?'$1'.85'nc'%3'%'*%2%0$15'$1' working instead of begging, it raises vendors’ self esteem. The
1991. A response to the growing number of homeless people Big Issue also employs vendor support staff, to ensure that
$1' ^"1?"1+' <85' Q$2' ,3365' *%2%0$15' -)5351.5?' 35&&$12' .85' vendors are not competing at the same locations and also to
*%2%0$15'%3'%'&52$.$*%.5'%&.5)1%.$45'."':522$12M'O>)"*'4$#.$*' assist with problems in relation to health and housing. Alan says
."' 451?")P' $1' .85' @")?3' ">' .85' >"61?5)+' e"81' Q$)?;' ])"*' .85' that vendors don’t often move on to better employment, given
*%2%0$15'2)5@'%'@$?5)'")2%1$3%.$"1'.8%.'1"@'%&3"'.%)25.3'.85' .8%.'.85'3%*5'$33653'.8%.'8%45'&5?'.85*'."'35&&'.85'*%2%0$15'
61?5)&A$12' #%6353' ">' 8"*5&5331533' %1?' 36--").3' *%2%0$15' prevent them from entering mainstream employment. One of
451?")3' $1' 8"63$12+' 85%&.8' %1?' (1%1#$%&' *%..5)3;' ,1' LVVl+' .85'*%$1'%?4%1.%253'">'35&&$12'<85'Q$2',3365'*%2%0$15'$3'.8%.'
this model was brought to Australia, with Graeme Wise and vendors can work their own hours. Many long term vendors
The Body Shop key drivers in the establishment of The Big have accepted that this system works for them and don’t seek
Issue Australia. In its early days, The Big Issue Australia was employment elsewhere.
essentially an off-shoot of the Body Shop and continues to While the wider organisation has received several government
have only limited contact with the original UK organisation. 2)%1.3+' <85' Q$2' ,3365' *%2%0$15' 8%3' :A' %1?' &%)25' :551' 35&>E
C.'()3.+'<85'Q$2',3365'RC63.)%&$%U'*%2%0$15'@%3'-6:&$385?'"1'%' sustaining. The Body Shop has remained a crucial partner. Alan
3*%&&'3#%&5'%1?'3"&?'"1&A'$1'H5&:"6)15;',.'8%3'3$1#5'5/-%1?5?' %?*$.3'.8%.'>")'%'&"12'.$*5+'.85'*%2%0$15'@"6&?'8%45'>"&?5?'
:6.'.85'4$3$"1'%1?'5.8"3':58$1?'.85'*%2%0$15'8%45')5*%$15?' if The Body Shop had backed out. To reduce its vulnerability,
consistent: publishing a product that is attractive to customers .85' *%2%0$15' 8%3' *%?5' %' #"1#5).5?' 5>>").' ."' :)$12' $1' *")5'
but which also assists the people who are selling it. partners and supporters over the last decade. Advertising
d".'%&&'*%2%0$15'451?")3'%)5'8"*5&533+'.8"628'.85'4%3.'*%=")$.A' revenue is another source of income, though Alan says that
are unemployed or unable to hold down steady employment. nurturing lasting partnerships is favoured over the constant
<85' Q$2' ,3365' 8%3' 1"' b#85#B' &$3.' ">' #)$.5)$%I' >")' $.3' *%2%0$15' pursuit of advertising. The advertisements that do appear in the
vendors and it is understood that if someone approaches the *%2%0$15'4%)A+'@$.8'3"*5'#"*-%1$53'-%A$12')526&%)'-)$#53'>")'
*%2%0$15'%3B$12'>")'36--").+'.85A'636%&&A'155?'$.;'[51?")3'-%A' advertising space while other like-minded social organisations
>")'#"-$53'">'.85'*%2%0$15'6-'>)"1.+'.8"628'.85)5'$3'%'#&"35&A' %)5'">.51'2$451'3-%#5'%.')5?6#5?')%.53'")'>")'>)55;'^%)25'()*3'
policed system which occasionally allows for small amounts of such as Freehills, Origin Energy and Corrs Chambers have all
#)5?$.;'<85'Q$2',3365I3'">(#53'%1?'"6.&5.3'36#8'%3'<85'Q"?A'!8"-' )5#51.&A'%?45).$35?'$1'.85'*%2%0$15+'@$.8'C&%1':5&$54$12'.85A'
serve as collection points, where vendors purchase copies of -%).&A' ?"' $.' ."' 36--").' .85' *%2%0$15' %1?' %&3"' :5#%635' .85A'
-)"4$?5'#"-$53'$1'.85$)'">(#53'."'3.%>>;'F8$&5'.85)5'$3'1"'3-5#$(#'

#)$.5)$%'%)"61?'@8%.'.85'*%2%0$15'@"6&?'")'@"6&?1I.'%?45).$35' 4$5@3'.8$3'35-%)%.$"1'">'"-5)%.$"13'%3'%'O*$/5?':&533$12PM'85'
(apart from political advertisements, which are rejected), Alan does feel there ought to be greater interaction between the
3%A3'.8%.'$.'O@"6&?':5'>%$)&A'":4$"63'$>'3"*5.8$12'@%31I.'%'(.P;' *%2%0$15'%1?'.85':"%)?+'2$451'.8%.'.85'*%2%0$15'$3'.85'-6:&$#'
<8$3':5#%*5'54$?51.'%'#"6-&5'">'A5%)3'%2"+'@851'^A1/':"628.' face of the organisation and its main income generator. He also
a series of double page ads. While they were a big source of feels that closer consultation with the board would enhance
revenue, the ads generated protest letters and complaints of ?$3#633$"13'36))"61?$12'%?45).$3$12'3.)%.52A'%1?'.85'*%2%0$15I3'
35/$3*' >)"*' )5%?5)3;' <8$3' $1#$?51.+' >")' C&%1+' $&&63.)%.5?' .85' future direction. He concedes, however, that the core aim of
clear ideas that The Big Issue’s readers have about what is .85':"%)?'$1')5&%.$"1'."'.85'*%2%0$15')5*%$13'%&$215?'@$.8'8$3M'
%##5-.%:&5+'O%1?'$.I3'%':$2'#"3.'."'%&$51%.5'.85*P;' ."'35&&'%3'*%1A'#"-$53'%3'-"33$:&5;'m6)$12'.85')5#51.'(1%1#$%&'
<85' *%2%0$15' 8%3' .8)55' >6&&' .$*5' 3.%>>+' 3545)%&' -%).E.$*5' #)$3$3+'3%&53'(26)53'?$?'>%&&+'@$.8'-5"-&5'$1#)5%3$12&A')5&6#.%1.'
5*-&"A553' %1?' %' O3*%&&' %)*AP' ">' )526&%)' #"1.)$:6.")3' @8"' ."'-%).'@$.8'.85$)'*"15A;'!%&53'">'.85'*%2%0$15'%)5'#"13.%1.&A'
%)5' -%$?' >")' .85$)' -$5#53;' OX6)' #"1.)$:6.$12' @)$.5)3' %1?' affected by a wide range of factors, including bad weather,
photographers are important – they provide content for much issues with public transport, holidays and the availability of
&533'.8%1'.85A'25.'5&35@85)5+'."'36--").'63;P'F8$&5'%'16*:5)' free newspapers.
of writers and photographers contribute out of support for the Until recently, subscriptions to The Big Issue were not common,
*%2%0$15I3'3"#$%&'-6)-"35+'$.'#%1'%&3"':5'%?4%1.%25"63'."'.85*' #%.5)$12'%&*"3.'5/#&63$45&A'."'.8"35'@8"'8%?'*"45?'"6.'">'.85'
-)">533$"1%&&A+'2$451'.85'*%2%0$15I3'-)">533$"1%&'3.%1?%)?3'%1?' major cities and no longer saw a vendor. In 2010, however,
)5-6.%.$"1;',1$.$%&&A'.85'*%2%0$15'%#.$45&A'-6)365?'@5&&'B1"@1' .85'36:3#)$-.$"1'3$?5'">'.85'*%2%0$15'8%3'5/-%1?5?'@$.8'.85'
contributors, but staff soon learned that people did not buy launch of the Women’s Subscription Enterprise.
The Big Issue for this. At the same time, since it is a means for C--)"/$*%.5&A' >").AE3$/' .8"63%1?' C63.)%&$%1' @"*51' %)5'
451?")3'."'5%)1'%1'$1#"*5+'.85'*%2%0$15'#%1I.'*5)5&A'#"1.%$1' homeless every night, with women also making up 40% of
‘rubbish’. Vendors themselves frequently write pieces for the those sleeping outdoors or in improvised shelters. While
*%2%0$15+' %1?' %)5' %:&5' ."' %..51?' )526&%)' @)$.$12' @")B38"-3;' .85' !.)55.' H%2%0$15' 71.5)-)$35' 8%3' "-5)%.5?' 36##533>6&&A' >")'
<85'3*%&&'5?$.")$%&'?5-%).*51.'8%1?&53'.85'*%2%0$15'#"1.51.' fourteen years, street vendors are still predominantly male,
while administration and accounts are by and large coordinated 2$451'@8%.'.85'Q$2',3365'")2%1$3%.$"1'8%3'$?51.$(5?'%3'3%>5.A'
:A'.85'@$?5)'Q$2',3365'")2%1$3%.$"1;'O<85'%*"61.'%1?'_6%&$.A' issues and negative connotations associated with homeless and
of content we generate every fortnight with the resources we otherwise disadvantaged women working as street vendors.
8%45'$3'-)5..A'%*%0$12P+'3%A3'C&%1;'Z5'%?*$.3'.8%.'@8$&5'$.'#%1' Many women’s capacity to be vendors is also complicated by
be a hard sell convincing potential employees to work for less child care responsibilities.
than they’d be earning elsewhere, there are people willing to
do so. The Women’s Subscription Enterprise, which was launched
in July 2010, aims to employ disadvantaged women to work
The Big Issue organisation has a board, comprising people %3' ?$3-%.#8' %33$3.%1.3' %1?' ."' #"&&%.5' %1?' 3").' *%2%0$153' >")'
>)"*' %' *$/.6)5' ">' :%#B2)"61?3' %1?' @$.8' ?$>>5)51.' 3B$&&3;' ,.' distribution. Focusing primarily on libraries, schools, public
focuses primarily on governance, rather than direction, and agencies and businesses, subscriptions are sold by professional
8%3' *$1$*%&' $14"&45*51.' @$.8'<85' Q$2' ,3365' *%2%0$15;'C&%1' salespeople and aim to complement rather than compete with

3.)55.'451?")3;']")'545)A'"15'861?)5?'*%2%0$153'$.'35&&3+'.85' Gideon Shoes
Enterprise will provide one homeless woman with a part-time
=":' %3' %' ?$3-%.#8' ">(#5)' $1' $.3' ?$3.)$:6.$"1' #51.)53;' C3' *")5'
subscriptions are sold, more disadvantaged women can be
employed, with revenue directed to women through wages, Gideon Shoes was established in 2007 as a small ethical
training and support. The enterprise is developing quickly, with business selling shoes at markets and online for $40 a pair.
the Melbourne distribution centre having opened in September Gideon was a young Sydney University law student at the
2010 and currently employing seventeen women to sort, collate time and so the shoe business was managed in addition to his
and distribute subscriptions each fortnight. After the start-up studies. Matt Noffs co-founded the Street Uni, a program of
phase, it is planned that the enterprise will become a self- the Ted Noffs Foundation, with his wife Naomi. Demonstrating
sustaining initiative through the sale of subscriptions: an income- his commitment to ethical business, Gideon approached
generating social business with the social purpose of employing, Matt wanting to make a donation to the Street Uni of $5 from
training and supporting formerly homeless women. :@ each shoe sale. They started working together in the evenings
with Matt volunteering his time whilst still building the Street
Update: At the time of printing, Distribution Centres were Uni program. These early efforts were successful and an
soon expected to open in Adelaide and Sydney as part of the arrangement with a large retail chain was secured, and $10
Women’s Subscription Enterprise’s expansion. TTT'@%3'?"1%.5?':A'Y$?5"1'!8"53'."'.85'!.)55.'n1$'$1'.85'()3.'
Website: http://www.bigissue.org.au/ eighteen months.
As things progressed Gideon decided he wanted to spend
*")5'.$*5'"1'8$3'3.6?$53'%1?'53.%:&$38$12'8$*35&>'$1'8$3'(5&?+'
but both he and Matt were loathe to let Gideon Shoes just fade
away. A solution was found and the Street Uni bought Gideon
out by returning all the money donated to date. Matt advises
that this approach was acceptable to the Ted Noffs Foundation
board as it technically didn’t cost the foundation anything, as
it wouldn’t have had access to these funds without Gideon’s
donations anyway.
Gideon Shoes was established as a social enterprise wholly
owned by the Ted Noffs Foundation and with a social purpose
of generating revenue to support the Street Uni program, to
provide employment for marginalised young people, and to
contribute to the no sweatshop movement.
A successful application to the Commonwealth Government’s
Jobs Fund has secured $930000 over two years for Gideon
Shoes. Under the funding agreement Gideon Shoes will employ
69
A"612' -5"-&5' >)"*' !"6.8' F53.' !A?15A;' H%..' 5/-&%$13' .8%.' shoe production. Matt suggests that at present other businesses
.85' :%&%1#5' :5.@551' 5/-5).' 3.%>>' %1?' .85' -%.8@%A3' -"3$.$"13' are ‘just scratching the surface’ with little accreditation in
@$&&' :5' #%)5>6&&A' *"1$.")5?' "45)' .85' ()3.' A5%)' ."' 5136)5' .85' place and that Gideon Shoes presents a unique opportunity
51.5)-)$35' ?545&"-3' %' *"?5&' .8%.' #%1' *55.' :".8' $.3' (1%1#$%&' to highlight the issues and present a sustainable business
and social targets. approach to doing things differently. Through a social marketing
Matt is also developing an approach that will create interesting and entrepreneur driven approach he plans to drive greater
and empowering opportunities for the young people. He awareness of the power of consumer choices and make these
5/-&%$13' .8%.' %' 38"5' $3' 3"*5.8$12' .8%.' .85A' $1.)$13$#%&&A' choices transparent in the market place.
understand – it’s something everyone needs and, especially for The Ted Noffs Foundation board has shown a high degree
young people, is a symbol of identity. However, the vision is of risk tolerance and innovation in how it has responded to
not to just teach them how to sell shoes to a distributor. Social the opportunity presented by Gideon Shoes. Non-traditional
marketing will be central to the approach and will allow Gideon decision making can be seen in the approval to buy-out the
!8"53' ."' 5/.51?' .85' 5*-&"A*51.' %1?' .)%$1$12' 5/-5)$51#5' enterprise, in supporting the Jobs Fund application and in
beyond just sales to marketing, media, promotions etc. ‘The accepting that, like most start-up businesses, it may be up to
aim is not to teach young people how to be employees, but (45'A5%)3':5>")5'Y$?5"1'!8"53')5.6)13'%1A'36)-&63'%1?':52$13'
how to be entrepreneurs’ says Matt. With this in mind the core #"1.)$:6.$12'."'.85'!.)55.'n1$;'C3'@$.8'*"3.'1"1-)"(.'51.$.$53+'
team will be made up of trainers who work with the young capital is utilised in program delivery, rather than accumulated
people to develop relevant skills and attitudes. This approach is as a commercial business would do, and therefore there will
likely to mean that each young person stays with Gideon Shoes be limited reserves to draw on during the establishment phase.
for longer than they might in a more traditional intermediate And as Matt is quick to point out ‘it costs money to make
labour market (ILM) model. money’. This is a challenging scenario for anyone governing
In addition to the employment and training objectives Matt is $1'.85'1"1-)"(.'35#.");'Q".8'Y$?5"1'!8"53'%1?'.85'!.)55.'n1$'
#&5%)' .8%.' %' #")5' -)$")$.A' >")' .85' ()3.' A5%)' $3' 35#6)$12' .85' b1"' generate positive public and media interest in the work of the
sweatshop’ supply chain for the shoes. Before the Ted Noffs Ted Noffs Foundation and the willingness of the board to ‘give
Foundation purchased the business the shoes were made in some rope’ can be attributed in some part to this.
Vietnam. Now they are Australian made. But part of the social The support of the board has been critical to Gideon Shoes
purpose of Gideon Shoes is to drive the no sweatshop agenda progressing as far as it has. However, the skills required to
further. Whilst they are beginning to receive a lot of attention govern a social enterprise are different from those needed
and kudos, Matt understands that ‘ethical’ can be a grey area $1' %' >"61?%.$"1' ")' .)%?$.$"1%&' 1"1-)"(.' 35..$12;' H%..' 8%3'
and that in the longer term it will be critical for Gideon Shoes received considerable advice and pro bono support from some
."')5%&&A'>"#63'$1'"1+'%1?'#"1.$16%&&A')5(15+'@8%.'.8$3'*5%13' 3$21$(#%1.':63$1533'-5"-&5'."'?%.5'%1?'@$&&':5'53.%:&$38$12'%'
.8)"628'?545&"-$12'%1?':51#8*%)B$12'%2%$13.'3-5#$(#'#)$.5)$%;' Steering Committee for Gideon Shoes in the near future. Matt
Z5'>55&3'.85)5'$3'%'&".'">')""*'>")'$*-)"45*51.+'>")'5/%*-&5' considers support from the CEO of Mounties, Greg Pickering,
eventually manufacturing from recycled materials, and projects Phillip Adams AO, and the owner of Street Press Australia Craig
that it will take around ten years to fully benchmark ethical Treweek as instrumental to Gideon Shoes’ success to date. In

particular, simplifying the ideas and prioritising activities have $**$2)%1.3'")')5>62553;'H%..'$3'#&5%)&A'5/#$.5?':A'.85'-)"3-5#.'
been areas where their input has been very useful to date. The of developing opportunities where they can enjoy their lives,
steering committee will operate under the umbrella of the have fun while they learn and work and also suggests that if this
>"61?%.$"1':6.'@$&&':5'?53$215?'."'-)"4$?5'%##533'."'3-5#$(#' isn’t part of the process they won’t opt in anyway. He says these
:63$1533' 3B$&&3' %1?' 5/-5)$51#5' >")' .85' 51.5)-)$35;' !"*5' B5A' %)5'3*%).'A"612'-5"-&5'@8"'%)51I.'2"$12'."':5'3%.$3(5?'@$.8'%'
partners, such as Street Press Australia, are also bringing know- life in pursuit of a big wage and in many cases the activities that
how that is assisting Gideon Shoes to hone its market offer. are increasing their marginalisation (such as crime) are chosen
The management of Gideon Shoes is also going to require a because they are more adventurous, more creative and often
different skill set and orientation to the programs Ted Noffs pay better than the mainstream alternatives. Matt understands
Foundation is used to running. An Operations Manager .8%.'.85)5'$3'%1'$*-5)%.$45'."'(1?'=":3'>")'.8535'A"612'-5"-&5'
position will be established to work alongside Matt and he says but stresses that just ‘throwing them in a factory’ isn’t going to
$.'@$&&':5'$*-").%1.'.8%.'.8$3'-5)3"1'8%3'5/-5)$51#5'$1')611$12'%' address the deeper social issues. His vision for Gideon Shoes
commercial business, but is also passionate about the concept is to ‘not just teach a kid that he can sell a shoe, make money
of social enterprise. In the longer term the Operations Manager and become a rich man – but that he can sell a shoe, have
@$&&':5')53-"13$:&5'>")'?5&$45)$12'"1'%1?':%&%1#$12'.85'(1%1#$%&' a comfortable life and make a comfortable life for someone
%1?' 3"#$%&' "6.#"*53' %1?' 3"' .8$3' *$/.6)5' ">' #%-%:$&$.A' %1?' else somewhere too’. He adds that there’s no point employing
attitude will be critical to success in the role. young people in Australia to help improve their lives, only
to make a young person in China (or wherever the shoes are
However Matt is philosophical about how to approach being made) suffer for that. And if these young people who’ve
demonstrating Gideon Shoes’ impact. He notes that while had very little fun in their lives can see that they can do this
reporting to the Commonwealth is part of the Jobs Fund and enjoy themselves in constructive ways – rather than the
%2)55*51.' .8%.' .85)5' %)5' 1"' 3-5#$(#' )5_6$)5*51.3' %:"6.' .85' destructive ways they are choosing now – then you have a real
*5.8"?' 635?;' Z5' %&3"' 5/-&%$13' .8%.' <5?' d">>3' ]"61?%.$"1' recipe for change.
traditionally has a strong focus on data collection and reporting,
with robust statistics generated on a regular basis. For Gideon H%..' %&3"' )5\5#.3' .8%.' %3' .85' 3"#$%&' 51.5)-)$35' *"45*51.' $3'
Shoes, Matt feels that it will be important to also capture the growing in Australia it is validating and empowering to feel
qualitative data, the stories of those involved, and not to over that you aren’t alone – that other people think like you do and
complicate the process. He also stresses that it is most important understand what you are trying to do. He stresses that it isn’t
to keep in mind the point of assessing impact, which ultimately important that we create more social enterprises in the world,
should be about discovering and spreading knowledge rather but that enterprises the world over recognise that they could
.8%1'=63.'=63.$>A$12'.85'#"*-%1AI3'5/$3.51#5; all operate as social enterprises. By making sustainable choices
that contribute to a healthy society and environment business
Matt also maintains that to bring about social change, models have the potential to drive change on a massive scale.
particularly when working with young people, enjoyment must For Gideon Shoes, the objective is to demonstrate publicly and
be central to the approach. A lot of the young people Gideon transparently its internal values through the choices it makes as
Shoes will work with are involved with crime or drugs, have a business. JM
mental health, education and family-related issues, and are new

Update: Since the time of interview Glenn Smith has been
employed as Operations Manager of Gideon Shoes. Matt
advises that Glenn has been instrumental in establishing the
enterprise and has the business on track. Glenn comes with
experience in social enterprise management, such as at The Big
F%%/)>$!*3$&0"%$0!%$5))*$'.$0/()$5)*)-&7
Website: http://www.gideon.com.au/
Goolarri Media Enterprises
Goolarri Media was formally established in 1996, consolidating

(45' A5%)3' ">' %#.$4$.A' &5?' :A' .85' Q)""*5' C:")$2$1%&' H5?$%'
Association (BAMA). Activities evolved in line with the interests
of the founders and when a television licence was purchased,
QCHC')5#"21$35?'.8$3'@"6&?':5'%1'5/-513$45'"-5)%.$"1'%1?'
that it would need to branch out into income generating
activities to sustain it. Goolarri Media was created with a
social purpose of ‘digitising our culture and community’. It
does this through radio, television, events management, music,
marketing services and training programs. Through these
services it provides employment opportunities and pathways,
and reality based training for local Indigenous people. Goolarri
is based in Broome and has staff across the remote Kimberley
region of Australia, an area of 1 million square kilometres and
encompassing many traditional language groups.
Goolarri maintains a strong and structural connection with
BAMA, with a Heads of Agreement in place and a joint
Chair between the two organisations. The Chair serves for
four years, providing stability and continuity in governance.

etc), rather than the creative units structure common in media
organisations (e.g. separate teams for television, radio etc).
Kevin advises that this approach creates innovation advantages,
both in the market and in the training and development of
staff. For staff it means that they get to see their work from
beginning to end – creating pride, satisfaction and ownership
internally and building a positive culture. In the market it has
allowed Goolarri to develop a vertically integrated service
offering, with customers and partners often utilising a number
of complementary service areas to deliver a project.
Training and development with local community members is
central to Goolarri’s purpose and creating pathways into and
out of the enterprise that are available and accessible has been
a focus. Staff who leave to work elsewhere are welcome to
return and often do. Some have worked on big productions,
like the movie Bran Nue Dae and TV series including The First
Australians and The Circuit;' c54$1' $3' #&5%)' .8%.' .8$3' \6$?$.A' $3'
The connections between, and separation of, roles and considered an asset as people bring important resources –
responsibilities between the two organisations have been B1"@&5?25+'5/-5).$35+'15@'15.@")B3'%1?'$13-$)%.$"1'G':%#B'$1."'
considered carefully and enshrined in policy and practice. .85')5*".5')52$"1'.8%.':515(.'.85'@8"&5'#"**61$.A;'a%.8@%A3'
BAMA oversees the cultural protocols, advocacy and political within the organisation are also fostered, with the vertically
lobbying, and through policy ensures the social purpose integrated service offering facilitating skill development and
remains central to all activities. The Goolarri management team 5/-5).$35'38%)$12;'
8%3'=6)$3?$#.$"1'"45)'%&&'"-5)%.$"1%&'*%..5)3;'a)"(.3'2515)%.5?' Succession is also being considered with some interested
by Goolarri are returned to BAMA for allocation to education young people being prepared to take on possible BAMA board
and cultural related activities, and the organisation’s objectives positions. Kevin believes in creating structured pathways for
#&5%)&A'3-5#$>A'.8%.':515(.'#%11".'\"@'."'%1A'$1?$4$?6%&;']")' new perspectives and that an organisation’s leader shouldn’t
Goolarri’s Managing Director, Kevin Fong, the structure works stay more than ten years. In keeping with this philosophy he is
@5&&'%3'$.'%&&"@3'.85'51.5)-)$35'."'*%B5'%'-)"(.+':6.'%&3"'-)".5#.3' preparing to transition out of the Managing Director role and
the social focus. There is a strong link but also a separation will ‘go sideways’ into other projects and take on a Director
@$.8'.85'-%)51.'1"1-)"(.+'%1?'.8$3'8%3':551'%'#)$.$#%&'36##533' role with BAMA. To facilitate this he is currently mentoring the
factor for Goolarri. 98$5>' 7/5#6.$45' X>(#5)' ."' .%B5' "1' *%1%2$12' Y""&%))$' $1' .85'
Goolarri has developed a convergence model for its internal near future.
3.)6#.6)5'%1?'3.%>(12;'<8$3'*5%13'$.'"-5)%.53'"1':63$1533'61$.' Being a proudly Indigenous owned enterprise Goolarri has
lines (e.g. intellectual property, business development, training also put substantial emphasis on developing innovative ways

important. Now partnerships are evident across the enterprise’s
%#.$4$.$53+'>")'5/%*-&5M'<C]7'635'Y""&%))$I3'-)"?6#.$"1'3.6?$"'
as the market is too small for TAFE to sustain their own; Goolarri
?"'(&*$12'>")'.85'85%&.8'-)"*".$"1'@")B'61?5).%B51':A'".85)'
Indigenous organisations across the region; Telstra Foundation
is a partner in the Open Learning Centre; Goolarri partnered
with Microsoft on developing interactive prototypes, and with
9A:5)-").' $1' Z"12' c"12+' 5/%*$1$12' 51#)A-.$"1' -)"2)%*3;'
Kevin emphasises that partnerships have been sought
3.)%.52$#%&&A' %1?' 3-5#$(#%&&A' ."' %??)533' $?51.$(5?' #%-%#$.A'
gaps and to open up new markets.
,1'5/.51?$12'$.3')5%#8'Y""&%))$'$3'&""B$12'."')5-&$#%.5'3$?5@%A3'
into like-like organisations and activities. The vertical integration
">' @")B$12' @$.8' $.3' 3.%>>+' @8"' #6))51.&A' 16*:5)' .8$).AE(45+' model facilitates this approach and the constitution enables
plus twelve regular volunteers. The ‘Goolarri Way’ governs the creation of spin-off entities. Kevin notes that this has been
how people work together – we strive for excellence, we are key to Goolarri’s commercial success as it has limited the
a family, we come with good inner strength, we don’t play 155?'."'5/.51?'$.3'"@1'#%-$.%&'5/-51?$.6)5;'96))51.&A'%'>"#63'
politics, we ensure our products and services are continually $3' "1' 53.%:&$38$12' .85' c$*:5)&5A' ,13.$.6.5+' @8$#8' @$&&' 5/.51?'
relevant to our vision, we don’t do anything for just commercial 3$21$(#%1.&A'"1'.85'5?6#%.$"1'%1?'.)%$1$12'-)"2)%*3'">>5)5?':A'
reasons. It’s written down but, as Kevin says, more importantly Goolarri. A separate company delivering a newspaper is also
it’s understood through behaviour and leadership and this has being considered.
been critical to Goolarri’s development. In some cases staff
Goolarri has recently contracted Curtin University to undertake
may come with poor literacy levels or work history issues.
a longitudinal study on its Kimberley Girl program, tracking
c54$1'5/-&%$13'.8%.'.85A'b*%-'.85'$1?$4$?6%&I+'$?51.$>A$12'@8%.'
the girls’ journeys over time. At the time of interview 75 had
motivates them and being careful not to use a ‘three strikes and
completed the program and this is having an impact on the
you’re out’ approach. The respect Goolarri has in the wider
whole community. But generally, because Goolarri generates
community and people’s pride in the enterprise are also strong
$.3'"@1'"-5)%.$12':6?25.+'.85)5'$31I.'%1'5/.5)1%&')5_6$)5*51.'
motivators. Kevin suggests that the strong core values have freed
to report on impact. For Goolarri accountability is in its
.85'51.5)-)$35'6-+'%&&"@$12'$.'."':5'\5/$:&5'%1?')53-"13$45'%3'
relationships and deep connectedness to its community. The
decision-making criteria are clear and well understood.
enterprise is also highly visible in the region and Kevin laughs
This strong sense of identity and focus also translates into how @851' 85' 3%A3' -5"-&5' ?5(1$.5&A' ?"1I.' 8"&?' :%#B' $1' -)"4$?$12'
Goolarri works with partners. Kevin advised that in the early feedback. If for some reason the radio broadcast goes off air for
days there was a sense that the Goolarri Way needed to be even a few minutes the switchboard lights up, testament to the
protected and there was some reluctance to partner as it would -"-6&%)$.A' ">' .85' 35)4$#5;' 9"1(?51#5' $1' Y""&%))$I3' $*-%#.' $3'
mean giving up a level of control. But as the enterprise grew clear and Kevin stresses that ‘we don’t need to spend a whole
%1?' ?$45)3$(5?' $1."' 15@' *%)B5.3+' -%).15)38$-3' :5#%*5' *")5' lot of money getting someone else to tell us that’.
Despite the success of Goolarri’s commercial activities Kevin
is acutely aware that a longer term core funding solution is Human Ventures
needed to ensure BAMA’s community programs continue and
grow deeper. If this isn’t achieved the ‘side-by-side’ status
of the non-income generating community programs will be
impacted. Goolarri’s commercial activities are all designed to Human Ventures (formerly Speak Out) is a Brisbane-based
deliver social or community outcomes, however it is important organisation engaged in communication design, community
that these are provided in addition to many of the non-income engagement, enterprise development and participatory arts,
generating programs delivered by BAMA rather than being using these disciplines as vehicles to empower the most
seen as a replacement strategy. BAMA believes that the Federal vulnerable members of society.
Government has a central role to play in digitising Indigenous
culture and that it should assist with addressing this funding gap. The organisation established as Speak Out in Sydney in 1995.
In its lobbying and advocacy role BAMA is in discussions with Originally, the focus was on t-shirt design and manufacture,
the Federal Government about developing a more permanent with the aim of giving marginalised young people the
funding stream for its community programs, and is using this opportunity to access employment and career pathways outside
opportunity to also highlight the need for development funding of traditional channels. Over four years a series of successful
for social enterprises nationally. projects, involving around forty disadvantaged young people,
were established. With this success came a fairly prominent
In looking back over Goolarri’s development Kevin -)"(&5+' &5%?$12' ."' #"1.)%#.3' @$.8' Y515)%&' a%1.3' 9"' %1?' ^54$'
acknowledges that it would have been useful to have had many Strauss among others, as well as widespread publicity in
of the technical aspects of the enterprise in place earlier. As is *%2%0$153;' F$.8' $.3' >"#63' "1' >%38$"1' ?53$215?' :A' %1?' >")'
common in many social enterprises technical processes, policies young people, Speak Out’s social message was evident mainly
and the organisational structure all developed organically as in the supply chain, rather than on the retail side. However, it
need dictated and as the resources were available. However he :5#%*5' ?$>(#6&.' ."' )61' %' #"*-5.$.$45' >%38$"1' *%16>%#.6)$12'
)5\5#.3'.8%.'$>'%'&".'">'.$*5'%1?'515)2A'8%?':551'$1453.5?'$1."' :63$1533'"1'38")5'$1'C63.)%&$%+'%'?$>(#6&.A'%62*51.5?':A'.85'
.8$3'%.'.85'3.%).'.85A'@"6&?'8%45'8%?'b%'8"635':6.'1".8$12'."'(&&' introduction of the GST and the loss of key staff members. As
it with’. After fourteen years, the Goolarri ‘house’ is a vibrant a result, Speak Out was closed in late 1999, with the business
3"#$%&'51.5)-)$35'%??$12'4%&65'."'$.3'#"**61$.A'$1'3$21$(#%1.' -&%1'%1?'#"1#5-.'&5>.'@$.8'C&5/'H#m"1%&?'R7/5#6.$45'm$)5#.")'
and practical ways. JM of the Wise Foundation). Drawing on his local connections
Website: http://www.goolarri.com/ $1'Q)$3:%15+'$1'STTL'C&5/'?5#$?5?'.8%.'$.'@%3'@").8'-6)36$12'
Speak Out in a new form.
While the focus was still on disadvantaged young people, the
new Brisbane Speak Out would shift its enterprise focus to
creative industries, mainly multimedia. Working for Brisbane
9$.A'9"61#$&'%.'.85'.$*5+'C&55*'C&$'()3.':5#%*5'$14"&45?'@$.8'
!-5%B' X6.' %3' %' 4"&61.55)' :"%)?' *5*:5);' Z5' 5/-&%$13' 8"@'
Speak Out conducted market research to determine what
80 81
would be a viable business enterprise and where the greatest required in an emerging organisation; in other instances, there
155?+' $1' )5&%.$"1' ."' .85$)' 3"#$%&' *$33$"1+' 5/$3.5?;'<85' )536&.3' was something of a disconnect between some board members
of this research showed that traditional ‘crisis’ youth services, and the day-to-day operational aspects of Speak Out. The
providing housing, food and clothing, were struggling to recent re-branding and re-positioning of Speak Out as Human
transition disadvantaged young people into the mainstream Ventures have also led to further changes in the board. While
sectors of education, training and employment. Speak Out Aleem acknowledges there is still a level of development to
consequently decided to position itself in the area between the occur, in terms of bringing new board members up to speed,
crisis service providers and the mainstream. this poses much less of a challenge than in the past, given that
Aleem, now the CEO, admits that going into the high knowledge Human Ventures is now well established.
and skills driven industry of multimedia was a risky decision, Brisbane City Council (BCC) played a key support role in
given that many of the young people Speak Out was working Human Ventures’ development, granting them a low cost
with had only completed up to years nine or ten. Initially, Speak lease for premises in central Brisbane, which the organisation
Out was working predominantly with young men, many of #"1.$1653'."'635'%3'$.3'85%?'">(#5;'Q99'8%3'%&3"':551'%'*%=")'
@8"*'8%?':551'$14"&45?'@$.8'=6451$&5'=63.$#5'>")'2)%>(.$')5&%.5?' client from the beginning, which has made approaching other
">>51#53;'F8$&5'.8$3'2)"6-'@%31I.'3-5#$(#%&&A'.%)25.5?+'A"6.8' large organisations, such as the Port of Brisbane, a much easier
justice services in Queensland picked up on the advertising task for Human Ventures. The Queensland State government
#%*-%$21' >")' !-5%B' X6.I3' ()3.' $1.%B5' %1?' 3%@' .85' -".51.$%&+' is another ongoing supporter, providing $15 000 to conduct
referring ten young men to the organisation. These men clearly initial market research, as well as grant funding for training
had an interest in creative pursuits; what was needed was an programs. A three year funding plan was negotiated with the
opportunity to channel this interest. This led to the creation 3.%.5' 2"45)1*51.+' %1' %2)55*51.' @8$#8' 2%45' .85' \5?2&$12'
of Orbit, Speak Out’s creative industry- focussed employment organisation stability but, with its limited duration, also ensured
and training program, which took on board twenty three young that it would not become dependent on grants for its survival.
people. Eleven of these participants were then selected to Funding from the Foundation for Young Australians, the Qld
participate in a twelve month full-time traineeship. Department of Employment, Arts Qld and from the Westpac
When Speak Out re-formed in 2001 as a Company Limited Foundation all assisted with further establishing the enterprise.
:A'Y6%)%1.55'$1'f65513&%1?+'"1&A'C&5/'H#m"1%&?'#"1.$165?' F$.8' $.3' STTWDTV' 15.' %116%&' .)%?$12' -)"(.' ">' %--)"/$*%.5&A'
>)"*'.85'-)54$"63':"%)?;'C&5/'8%3'3$1#5'3.5--5?'?"@1'>)"*'.85' $99 000, Human Ventures’ trading income currently comprises
:"%)?+'@8$#8'1"@'#"*-)$353'(45'-5"-&5+'$1#&6?$12'C&55*;',1' 36% of gross annual income.
addition to this, the board has a couple of ‘critical friends’; that Human Ventures has gone through several stages in its
$3+'-5"-&5'61?5)'1"'&52%&'":&$2%.$"1':6.'@$.8'3-5#$(#'3B$&&3'@8"' ?545&"-*51.'%3'%1'")2%1$3%.$"1;'C&55*'5/-&%$13'.8%.'$1'!-5%B'
-)"4$?5'%?4$#5'."'.85':"%)?;'^52%&+'(1%1#5+'*%)B5.$12'%1?'aJ' Out’s early days, potential clients were not sure whether it
advice are provided by these ‘friends’, who may become board was a graphic design agency with a social mission or a youth
members in the future. Aleem says the board has been a real service organisation engaging in some amateur graphic design.
journey, with its composition having changed several times over To address this, key areas of the organisation were re-branded,
the years. In some situations, board members had the requisite with the social justice arm named the Speak Out Foundation,
skills on paper but did not fully grasp how much work was the design studio enterprise named Speak Out Creative and a
design studio doing paid Community Cultural Development As part of the commitment to community cultural development,
work named Speak Out Connect. However, they soon realised both Human Ventures, as well as Aleem on a personal level,
that by creating the Foundation, they had marginalised the provide mentoring and support to a number of organisations.
#")5')5%3"1'>")'.85'")2%1$3%.$"1I3'5/$3.51#5M'$.3'3"#$%&'*$33$"1;' <8$3'$3'?"15'5$.85)'-)"':"1"'")'%.'#"3.'$>'.85)5'%)5'3$21$(#%1.'
From then on, the different aspects of the organisation were #"3.3'$14"&45?;'d".%:&5'5/%*-&53'">'")2%1$3%.$"13'.8%.'Z6*%1'
treated as departments under the one Speak Out brand which, Ventures has assisted around design and brand development
in 2009, became Human Ventures. include Biddy Bags and Black Star Coffee. As an organisation,
The switch from Speak Out to Human Ventures occurred largely Human Ventures is trying to focus increasingly on creative
due to a perceived need within Speak Out to rejuvenate and re- industries enterprise development, as well as on Business
$1451.'.85'")2%1$3%.$"1;'C&55*'5/-&%$13'.8%.'.85A'@5)5'(1?$12' Babes, an enterprise supporting young mothers to start micro-
.8%.'8%4$12'%1'5/#&63$45'>"#63'"1'A"612'-5"-&5'@%3'%#.6%&&A' enterprises.
marginalising young people and that there was a need to To measure the social impact of its work, Human Ventures
engage young people more broadly. The original constitution, recently underwent a Social Return on Investment evaluation,
inherited from 1995, was becoming increasingly irrelevant delivered by Social Ventures Australia. While he found it
and, having adopted the focused principles of the youth sector, useful on some levels, Aleem says that it was far too resource
Speak Out was being restricted as an organisation. By rewriting intensive and that if Social Ventures Australia had not paid
the constitution, which contained new cross cultural and inter for it they wouldn’t have continued with the process. The
generational foci, Aleem says that the organisation was also \5/$:&5' -)"#533' ">' 54%&6%.$"1' ?$?' %&&"@' .85*' ."' #8%125' .85'
able to be clear about what it was offering and to present measurements to suit their organisation but this didn’t give
itself as a fully integrated social enterprise. He believes that them a benchmarked value which they could compare or
the new Human Ventures brand has given the organisation #"**61$#%.5'>")'5/.5)1%&'-6)-"353;'C&55*'1".53'.8%.'%1".85)'
more credibility with corporate customers by eliminating ?$>(#6&.A'@$.8'.85'!"#$%&'J5.6)1'"1',1453.*51.'*"?5&'@%3'.8%.'
the confusion about whether they are ‘just another youth it doesn’t differentiate between the government as a funder and
organisation’ or a truly professional creative services provider. as a purchaser; although it was able to accommodate the fact
Human Ventures currently employ twelve staff and eight that Human Ventures has legitimate government clients who
volunteers. Previously employee numbers have been as high are not funders. Despite the limitations Aleem advises that the
%3' (>.A' R$1#&6?$12' ">' .)%$1553U' :6.' C&55*' :5&$5453' .8%.' 2"$12' 54%&6%.$"1'-)"#533'@%3':515(#$%&'%3'$.'*%?5'.85'3.%>>'%1?':"%)?'
>")@%)?+'.@5&45'."'3$/.551'3.%>>'*5*:5)3'@$&&':5#"*5'.85'1")*;' more aware about how they communicate Human Ventures’
C'(1%1#5'*%1%25)'@$.8'5/-5)$51#5'$1'.85'#")-")%.5'35#.")'@%3' value to stakeholders.
recently brought on board and has enhanced the sustainability The evolution to the Human Ventures model has been
">' .85' ")2%1$3%.$"1' :A' 5136)$12' .8%.' (1%1#$%&' 3A3.5*3' %1?' %' 3$21$(#%1.' #"1.)$:6.$12' >%#.")' $1' C&55*I3' #"1.$16$12'
processes develop alongside the operations. Volunteers are involvement. Discussions around succession have been taking
also taken on by Human Ventures, mostly for their professional place for several years and Aleem believes that the systems are
3B$&&3+'@8$&5'(1%&'A5%)'61$45)3$.A'3.6?51.3'%&3"'#"*-&5.5'>")*%&' now in place as well as a strong enough reputation to continue
placements. to succeed without him. But while he admits to having thought

about going to work for a government body or a larger NGO, Vibewire Youth Inc.
he says that the comparative mobility and broader reach that
Human Ventures’ has have kept him focused. Human Ventures
often works in areas where the government and corporate [$:5@$)5' `"6.8' ,1#;' 5/$3.3' ."' #)5%.5' "--").61$.$53' %1?' ."'
sector ‘throw money... but don’t actually know what to do’. develop career prospects for young people in media, the arts
Aleem suggests that as long as this is the case there will always and entrepreneurship. Founded in Sydney in 2000 by Tom
:5'%'&545&'">'5/#$.5*51.'%)"61?'?545&"-$12'15@'3"&6.$"13'."' Dawkins, Vibewire started as a university project, organising
address social problems. :@ %).'%6#.$"13+'(&*'>53.$4%&3'%1?'*5?$%'-)"=5#.3'."'-)"*".5'A"6.8'
Website: http://www.human.org.au/ 5/-)533$"1;'C3'.85'")2%1$3%.$"1'2)5@+'$.'%&3"'?545&"-5?'%'>"#63'
on supporting youth innovation and entrepreneurship.
Co-Directors (at the time of interview) Annie Le Cavalier and
H%)A'd26A51'5/-&%$1'.8%.'@851'[$:5@$)5'&%61#85?'$.3'@5:3$.5'
ten years ago, the internet was still under-utilised by young
-5"-&5'%3'%'*5?$6*'">'5/-)533$"1;'[$:5@$)5;15.'@%3'#"1#5$45?'
as a space for young people to connect and to engage across a
range of topics; this then led to the creation of various youth-led
projects in the arts and media. As a projects-based organisation,
[$:5@$)5'3""1'$?51.$(5?'%'&%#B'">'">(#5'3-%#5'>")'A"612'-5"-&5'
wanting to get their projects off the ground. In response, they
53.%:&$385?'.85'[$:5@$)5'71.5)-)$35'Z6:+'.8)"628'@8$#8'">(#5'
space is rented to young entrepreneurs during the start-up
phase of their initiatives. Workshops, master classes, mentoring
%1?' -)%#.$#%&' ">(#5' 36--").' %)5' %&3"' -)"4$?5?;' !545)%&' A"6.8'
organisations – notably the Oaktree Foundation, Live Futures
2020 and Fundbreak – have occupied the space in the inner-
city suburb of Ultimo. The City of Sydney provides ongoing
subsidised rent, while seed funding for the development of the
Enterprise Hub program came from the Foundation for Young
Australians (FYA).
Mary acknowledges that Vibewire ‘couldn’t have survived’
@$.8"6.' .85' (1%1#$%&' 36--").' %1?' *51.")$12' -)"4$?5?' :A'
the FYA and the City of Sydney. Another crucial partnership
developed with SBS (Australia’s multicultural and multilingual
broadcaster), who gave VibeWire a contract to deliver content
on World Youth Day (WYD). The contract facilitated the growth
86 87
of Vibewire’s youth media arm, allowing the organisation to operate as an incorporated association, but prefers to operate as
)5#)6$.'%'.5%*'">'3$/.A'A"612'-5"-&5'>")'.@"'@55B3;'H%)A'%1?' %'-)"(.E>")E-6)-"35'")2%1$3%.$"1'.8%1'%3'%'.)%?$.$"1%&'1"1-)"(.;'
Annie admit that SBS took a big risk in taking on Vibewire’s Structural change has also involved a shift from being entirely
largely unskilled team but it also made economic sense for youth run, and taking on very little advice from other parties, to
them to work with Vibewire instead of a mainstream supplier: a much more diverse board and advisory network. Annie feels
‘they got a lot more for their money’, Mary asserts. that Vibewire has learnt from past mistakes, where a youth-led
However, working as SBS’ ground media team for WYD took board and poor succession planning left the organisation on
its toll on Vibewire, with all other programs effectively being the verge of collapse. By focusing on restructuring the core of
shut down for the duration of the contract. While SBS wanted .85':63$1533'%1?'&""B$12'>")'3-5#$(#'3B$&&'35.3'."'*%B5'6-'.85'
to continue working with Vibewire after WYD, a decision board, she hopes to make Vibewire a long term sustainable
was made not to pursue it at that point. The Vibewire board organisation that is not dependent on any one individual.
acknowledged that major structural changes were required Vibewire is also focusing more on its social enterprise model
before the organisation would be in a position to handle a long- through revenue generation, with trading income constituting
term sustainable partnership. Rather than seeing it as a missed around 40% of gross annual income in 2009. Such a focus
opportunity, Mary says that turning down the opportunity to was necessary because of the lack of any other regular income
continue working with SBS was ‘better than taking it on and not sources, with private donations and media contracts coming in
doing it well’ as this approach has protected the organisation’s only sporadically.
reputation for the future. Amidst all the structural changes, however, Vibewire has
Shortly prior to the WYD contract with SBS, Vibewire’s founder retained its core mission of providing a platform for youth
and CEO, Tom Dawkins, left the organisation. His departure 5/-)533$"1+':6.':5#%635'.85A'?"'1".')5_6$)5'A"612'-5"-&5'."'
had a major impact, given that most of Vibewire’s work had 8%45' %1A' 5/-5)$51#5+' .85A' %)5' .85)5>")5' #"13.%1.&A' 35%)#8$12'
revolved around his passion and vision. ‘A lot of Vibewire for innovative ways to balance development opportunities
was bound up in the charisma of the individual leader’, Annie for young people with the delivery of quality products and
advises. While Annie and Mary had both been working in services. To avoid duplication and to potentially build a youth
Vibewire alongside Dawkins, they had little knowledge of media support framework across Australia, the organisation is
the whole-of-business operations, which were later found to looking at possible collaborations with other peak youth bodies,
be lacking sound and sustainable structures and management including the Australian Youth Affairs Coalition (AYACC).
processes. These factors, coupled with dramatic changes in the While the social impact of Vibewire’s work has not previously
online landscape since Vibewire’s establishment, quickly set been measured, it is being considered. Important for Vibewire’s
the organisation almost back to where it had started. Board is determining what they are measuring and whether
C11$5' .""B' "1' .85' &5%?5)38$-' ?6)$12' .85' ?$>(#6&.' .)%13$.$"1%&' such measurement will be useful for the organisation, in terms
period, following the resignation of Dawkins’ immediate of the time and resources required. Annie was also hesitant to
replacement. Mary joined her as Co-Director in 2009. Under assess the impact of Vibewire’s work in terms of the ‘categories
their charge, sweeping changes have been implemented to ">' A"612' -5"-&5I' %>>5#.5?;' !85' >55&3' .8%.' :A' b:"/$12' -5"-&5I'
Vibewire’s structure and operations. Vibewire continues to into categories of ‘indigenous, disadvantaged or disabled’, this

focus is perpetuated in the lives of these young people, even Update: Mary Nguyen stepped down as Co-Director of
$>' .8%.' $31I.' 8"@' .85A' @%1.' ."' ?5(15' .85$)' &$453;' 7451' .8"628' Vibewire in March 2010. In 2010 Vibewire successfully ran
2)%1.' >61?$12' $3' ">.51' %&&"#%.5?' ."' .8535' 3-5#$(#' 2)"6-3+' electionWIRE.net in partnership with YouTube to provide
Mary claims that chasing funding on these grounds ‘does a critical youth perspectives and reporting on the Australian
disservice to Vibewire’s participants’, given that it detracts from Federal elections.
the core focus of the organisation. If Vibewire undertakes a Website: http://vibewire.org
social impact assessment, it will be self-initiated, not driven by
a funder, and will most likely draw on different approaches to
develop a model that works for the organisation.
Both Annie and Mary are clear that keeping Vibewire running
has required patience, perseverance and innovation. Staying
true to Vibewire’s vision has also sustained them through the
?$>(#6&.' .)%13$.$"1%&' -5)$"?3;' H%)A' 3.)53353' .85' $*-").%1#5' ">'
people sharing their own stories about mistakes and failure,
arguing that in a risk-taking entrepreneurial environment, it
$3' #)6#$%&' .8%.' -5"-&5' 38%)5' 5/-5)$51#53' %1?' .8%.' .85A' b?"1I.'
stigmatise failure’. Through the Enterprise Hub, Vibewire is
%..5*-.$12' ."' -%33' "1' $.3' "@1' 5/-5)$51#53+' ."' -)5451.' ".85)'
organisations from making the same mistakes.
With most other programs in the area of youth empowerment
%1?' 5/-)533$"1' 25%)5?' ."@%)?3' 35..$12' 6-' -5)*%151.'
organisations, there is little support for those who want to run
short-term campaigns. ‘For most social mission organisations,
.85'-6)-"35'">'A"6)'5/$3.51#5'$3'."')5*"45'.85'155?'>")'A"6)'
@")B+I' H%)A' %)2653;' b<8%.' $3' .85' ?5(1$.$"1' ">' 36##533I;' X>.51'
@8%.'%)5'*"3.'155?5?'%)5'>%3.E*"4$12+'\5/$:&5'%1?')53-"13$45'
approaches without the trappings of an organisation. ‘Yet
.85' #6))51.' &52%&' %1?' (1%1#$%&' 3.)6#.6)53' %4%$&%:&5' >")' 3"#$%&'
enterprise in Australia, are limited and do not support young
people aiming to establish anything other than a permanent
")2%1$3%.$"1I;' C3' &"12' %3' .8$3' 2%-' 5/$3.3+' .85'[$:5@$)5' Q"%)?'
believes there is a risk of alienating an entire generation of
young people who have the requisite ideas but lack adequate
support. :@

Breakout DesignPrintWeb
Breakout Design Print Web is a social justice enterprise

engaging in advocacy targeting abuses of authority, particularly
in relation to correctional services and mental health facilities.
This advocacy work is supported by Breakout’s provision of
design, print and web services to unions, community groups
and corporations across Australia.
The idea for Breakout started in the early 1970s at a Sydney half
way house for recently released prisoners. Founder Brett Collins
was himself released from jail in 1980 and became an employee
">' .85' 8%&>E@%A' 8"635;'<85' 8"635' 5*-&"A5?' (45' -5"-&5' %1?'
was funded by both the State and Federal governments, with
Brett eventually becoming Chair of the Board. Yet he soon
found that having government funding restricted the advocacy
the organisation could engage in; any major criticism of the
92 93
half-way house. After Breakout withdrew from the funded half-
way house it established as a new un-funded association, and
over time transitioned into a workers co-op. The establishment
of this structure was supported by a state government scheme,
though the conditions they placed on the co-op were not
conducive to the independence the workers had hoped for.
Breakout eventually bought out the capital provided under
the scheme, to pursue a more independent path. The original
structure has changed to that of a Proprietary Limited Company,
with Breakout’s advocacy arm, Justice Action, embedded within
Q)5%B"6.' %3' %1' 61$1#")-")%.5?' ")2%1$3%.$"1;' Q)5..' 5/-&%$13'
that the relationship between Breakout and Justice Action has
always been the focus of marketing strategies. Breakout also
shares equipment and staff with and spends the bulk of its
-)"(.3'"1'e63.$#5'C#.$"1I3'#)$*$1%&'=63.$#5'%?4"#%#A;
Breakout received $108 000 in seed funding in 1984, for its
()3.'.@5&45'*"1.83+'61?5)'%']5?5)%&'9"**61$.A'7*-&"A*51.'
government led to confrontations with funding authorities and a)"2)%*;'Q)5..'5/-&%$13'.8%.'@8$&5'.85)5'@%3'%'&".'">'36--").'."'
.85')$3B'.8%.'>61?$12'@"6&?':5'?$3#"1.$165?;'Q)5..'5/-&%$13'.8%.' $1$.$%.5'%1'5/E-)$3"15)'5*-&"A*51.'-)"=5#.+'85'B15@'.8%.'36#8'
to pursue justice advocacy, it was critical that an autonomous funding could only be a one-off given Breakout’s desire for
revenue stream was established. In 1982, he set up an arts and complete independence. The state government scheme which
craft shop, funded through a one-off Federal Government grant initially supported Breakout invested capital in the workers
%$*5?'%.'#)5%.$12'5*-&"A*51.'>")'5/E">>51?5)3'.8%.'@%3'."':5' co-op model; when Breakout moved from this structure, it
an employment generating enterprise. He admits that there bought out this capital using funds personally invested by
was a limited market for this, with the enterprise eventually Brett. Brett continues to invest personal money in Breakout
diversifying by obtaining commercial cleaning contracts (including $200 000 from the proceeds from his house sale);
and purchasing printing presses. With the printing business $1$.$%&' ?$>(#6&.$53' $1' :"))"@$12' .8)"628' *%$13.)5%*' #8%115&3'
proving to be the most successful venture, the group decided aside, he also sees investing his money to build Breakout as
."'5/-%1?'$.;'Z5'5/-&%$13'.8%.'@8$&5'.85'-6)-"35'">'Q)5%B"6.' a more useful application of his funds than putting them in a
is its politics, he always recognised that the business had to bank. Breakout’s current annual turnover is between $1.5 and
#"*5' ()3.' ".85)@$35' .85' ")2%1$3%.$"1' @"6&?' 1".' :5' %:&5' ."' $2 million.
independently fund its advocacy work. There has, therefore, Breakout has constantly adapted the services it provides to
been a consistently strong emphasis on creating a sustainable meet the changing demands of the market. In recent years,
and disciplined business from the beginning. there has been a shift from printing to digital media work and,
Initially Breakout was an association within the structure of the @$.8$1' .85' -)$1.$12' :63$1533+' >)"*' :""B3' ."' *%2%0$153;' X45)'

5/-5#.$12'Q)5%B"6.'."'?"'%&&'.85'@")B'$.35&>+'53-5#$%&&A'@851'.85'
clients are supporting the enterprise because of its social focus.
Yet Breakout is transparent about how contracts are managed
and Brett maintains that working with other organisations is
conducive to the provision of a quality product.
Initially, people came to Breakout through friends, with the
organisation later starting to advertise through allied networks.
The advertising of positions increased as more people with
specialist skills were needed. Around twenty people are
employed in the printing workshops, with managers responsible
for the various operational areas of Breakout’s business. Given
the ever-changing nature of the work, however, the operational
structure is continually evolving in response to changes in the
industry and in the market. Most of Breakout’s employees are
5/E">>51?5)3+'@8"')5#5$45'8%1?3'"1'.)%$1$12'$1'?$>>5)51.')"&53;'
[email protected]' 3$/' A5%)3+' Q)5%B"6.' 8%3' 2)%?6%&&A' :6$&.' 6-' $1?63.)AE C' *$/' ">' *51' %1?' @"*51' %)5' #6))51.&A' 5*-&"A5?+' @$.8' %1'
3-5#$(#' 5/-5).$35+' %&&"@$12' $.' ."' "-5)%.5' 36##533>6&&A' $1' .85' %45)%25'%25'2)"6-'">'.8$).A'(45'."'>").A'A5%)3;'Q)5..'5/-&%$13'.8%.'
competitive design and print industry. While Breakout does employees are encouraged to stay, as this creates stability for
.%)25.'.85'35#.")3'.8%.')5#5$45'.85':515(.'">'$.3'%?4"#%#A'@")B+' themselves and also minimises disruption to the business. As
36#8'%3'&52%&'()*3+'$.'8%3'%&3"'3"628.'&%)25'#"**5)#$%&'#&$51.3' .85'")2%1$3%.$"1':52%1'."'8$)5'-5"-&5'@$.8'3-5#$(#'3B$&&3'35.3+'
$1'.85'"-51'*%)B5.;'Q)5..'1".53'.8%.'.8$3'8%3':551'*")5'?$>(#6&.' 3"*5'5*-&"A553'8%?1I.'8%?'%1'5/-5)$51#5'">':5$12'$*-)$3"15?'
."'152".$%.5+'2$451'.85'?$>(#6&.$53'$1'1%4$2%.$12'$1.5)1%&'36--&A' or of mental health issues. However, the underlying principles
processes, and despite the willingness of management in many ">' "-511533' %1?' ?$)5#.1533' %1?' %&&"@$12' -5"-&5' ."' 5/-)533'
large corporations, including Citibank and the Macquarie themselves and be heard have been maintained. Breakout
Group, to support Breakout through printing work contracts. also employs staff for Justice Action, whose advocacy work is
Social-to-social marketing has also become a major focus. presented as an advertising budget within Breakout’s accounts.
After three years, Breakout started to receive contracts that were Brett acknowledges that the current structure of Breakout
too big to perform alone. As a result, ‘Alliance Partnerships’ were depends a lot on him personally; while this structure probably
set up with other organisations to allow Breakout to handle wouldn’t work for other organisations, it has worked for Breakout
large volume contracts and also to build up trade relationships. >")'[email protected]'(45'A5%)3;'<85)5'8%45':551'3545)%&'51_6$)$53'%:"6.'
These relationships are based solely on trade, not on social setting up something similar to Justice Action in other states,
51.5)-)$35+'Q)5..'5/-&%$13+'@$.8'".85)':63$153353'8%--A'."'@")B' supported by social enterprises like Breakout. Seeing itself as
with Breakout because of its reputation for reliability. This type working for the general community, Breakout makes a point
of approach is typical in the industry and partnerships are of sharing material and advice with other organisations. Brett
#)6#$%&'."'5136)$12'"1'.$*5'?5&$45)A'%3'@")B'4"&6*53'\6#.6%.5;' 5/-&%$13'.8%.'b36##533$"1'$1'%'3.)%$28.'&$15I'$31I.'15#533%)A'%1?'
He acknowledges that there have been issues with some clients that the focus is on ‘spinning off’ other related organisations.
C1' 5/%*-&5' $3' .85' 53.%:&$38*51.' ">' .85' F"*51' ,1' a)$3"1'
Advocacy Network (WIPAN) in 2007 by an employee of
Breakout. While WIPAN deliberately began at arms length
from Justice Action, by setting up as a separate organisation it
was able to gain the support of women’s organisations that may
not have supported Justice Action’s wider-reaching work. Brett
says that Breakout is now at a phase where it is trying to have
the business arm running as smoothly as possible so that it can
#"1.$165'."'5/-%1?'$.3'-"&$.$#%&'%#.$4$.A+'53-5#$%&&A'$1'.85'%)5%3'
of mental health, privatisation of the prison system, juvenile
justice and women’s issues.
<85' 5/-%13$"1' ">' e63.$#5' C#.$"1I3' %?4"#%#A' )"&5' 8%3' 3551'
the organisation being asked to speak on behalf of NSW,
Australian and New Zealand’s prison populations before
various government committees and councils on prison reform.
e63.$#5'C#.$"1I3'B5A'%#8$545*51.3'8%45'$1#&6?5?'$.3'5/-"36)5'
of the miscarriage of justice around the Hilton Hotel bombing,
the defence of the right to vote for prisoners nationally, and Our Community
its successful lobbying of the NSW government to move the
control of a prison hospital to the Department of Health. Brett
believes that Justice Action’s success is proof that in pursuing In 2000 Denis Moriarty established Our Community, a Pty Ltd
a social focus, accountability to a community network is far 3"#$%&'51.5)-)$35'@$.8'%'3-5#$(#'-6)-"35'">'-)"4$?$12'%?4$#5+'
*")5' 5>>5#.$45' .8%1' 8%4$12' ."' )5-").' ."' %1' 5/.5)1%&' >61?$12' tools and training to Australia’s community groups and schools
organisation. and creating practical linkages between the social sector and the
More broadly, Brett believes that by starting with the focus of general public, business and government. A fully integrated
justice advocacy and building the social enterprise behind it, social enterprise, Our Community’s social purpose is its core
Breakout has been successful in keeping its vision central to all business.
">'$.3'%#.$4$.$53'@$.8"6.'3%#)$(#$12'$.3'$1?5-51?51.'4"$#5;'7451' The original concept was borne out of the founder’s combined
though Brett has legal control over Breakout, he doesn’t need 5/-5)$51#5'$1'.85'3"#$%&'35#.")+'%1?'-%).$#6&%)&A'@$.8'1"1-)"(.'
."'5/5)#$35'.8$3'%1?+'%3'%')536&.+'.85)5'$3'%'3.)"12'35135'">'2)"6-' boards. On one side he recognised a growing frustration with
ownership over the enterprise. This, coupled with a disciplined .85' $15>(#$51#$53' $1' 1"1-)"(.' 2"45)1%1#5' %1?' *%1%25*51.+'
approach to business, has made the Breakout model one which %1?'"1'.85'".85)'8%?'()3.E8%1?'5/-5)$51#5'@$.8'8"@')53"6)#5>6&'
several similar groups are seeking to replicate. :@ 1"1-)"(.3'#%1':5;'C.'.85'3%*5'.$*5'.85'b.5#81"&"2A')54"&6.$"1I'
Website: http://www.breakout.net.au/ was in full swing and he saw opportunities to improve the
functioning of the sector through this. And for Denis, founder
and Managing Director, a course at the St James Ethics Centre
helped clarify his values and how he wanted to translate these To match the needs of the commercial structure with the social
into his work life. purpose, Denis knew from the outset that he would need a
C.' .8%.' .$*5' .85)5' @5)5' >5@' >%#.3' %1?' (26)53' "1' C63.)%&$%I3' different kind of board. This has been kept deliberately small
social sector available but an early analysis conducted by and tight over the years, and currently there are three members
.85' &%.5' a)">533")' H%)B' ^A"13' $?51.$(5?' .85)5' @5)5' gTT' TTT' (including Denis). Three of the social investors were also keen
organisations spending $54 billion per annum. These statistics to be involved and attend and contribute to board meetings in
reinforced that this was a sector in its own right, and one that %1' 5/E">(#$"' #%-%#$.A' ."' .8$3' ?%A;' m51$3' 1".53' .8%.' .8$3' #&"35'
required its own specialty products and services. There were level of engagement with the social investors has been key as
%&3"' ":4$"63' :515(.3' ."' :5' 8%?' >)"*' 38%)$12' &5%)1$12' %1?' it has meant, when tough decisions had to be made, that they
practice across the sector. In particular, Denis had an interest B15@'%1?'61?5)3.""?'.85':63$1533;'<85A'5%#8'8%45'5/-5)$51#5'
in democratising access to information and wanted to provide in both the commercial and social sectors and this perspective
services that would build the capacity of small to medium has also been useful.
community organisations. Eventually the plan is to return the original capital but to date
J535%)#8' $1."' *"?5&3' $1' -&%#5' $1' .85' nc' %1?' n!' $?51.$(5?' 1"'(1%1#$%&')5.6)13'8%45':551'2515)%.5?'."'.85'3"#$%&'$1453.")3'
that supporting infrastructure for the social sector could have as a business decision was made to build the enterprise, and
a big impact and that this was sadly lacking in Australia. But the free content and services. Their close engagement with the
Denis was clear that the entity needed to be autonomous board and Our Community’s activities has meant that the social
and self-sustaining, and therefore couldn’t be dependent on returns being generated are very real to them. Consequently
grant funding. The concept planning had shown that whilst .85A'8%45':551'&533'#"1#5)15?'%:"6.'(1%1#$%&')5.6)13'.8%1'.85A'
Our Community would never make a lot of money that there may have been otherwise. Denis notes that without this, during
was strong potential to break even, whilst delivering quality the tough establishment phase, they could have required some
#%-%#$.A':6$&?$12'35)4$#53'."'.85'35#.");'<8$3'@%3'$?51.$(5?'%3' 3%#)$(#5'">'.85'3"#$%&'-6)-"35'."'%#8$545'%'3.)"125)'(1%1#$%&'
an ideal scenario for a social investment approach. position in the short term.
X6)'9"**61$.A'8%3'8%?'3$/'3"#$%&'$1453.")3'"45)'$.3'.51'A5%)' m51$3'%?4$353'.8%.'>")'(45'A5%)3'$.'@%3'b."6#8'%1?'2"I'%1?'.85)5'
8$3.")A+'-)"4$?$12'jL;g'*$&&$"1'$1'#%-$.%&;']$45'">'.85'3$/'@5)5' @5)5'.$*53'@851'85'?$?1I.'?)%@'%'@%25;'C:"6.'(45'A5%)3'%2"'
35#6)5?':A'.85'98%$)+'9%)"&'!#8@%).0'CH+'%1?'85)')5-6.%.$"1' %'3$21$(#%1.'-)"(.'#"6&?'8%45':551')5.6)15?+':6.'"1&A'.8)"628'
and enthusiasm for the concept played a major role in this. She cutting the staff base and dramatically reducing the free content
8%?'5/-5)$51#5'@$.8')611$12'85)'"@1'>%*$&A'>"61?%.$"1'%1?' available on the website. Denis notes that as a social enterprise
businesses, and with the issues that short-term grant funding (1%1#$%&')5.6)13'@$&&'1545)':5'X6)'9"**61$.AI3'-)$*%)A'>"#63'
creates for the sector. She had an interest in building capacity as it is passionate about all the non-commercial services it
and, in addition to being a primary and long-term social offers and any surplus is directed into funding these. It has only
investor in Our Community, has acted as Chair to the Board started returning a surplus in the last two years, before that
for ten years. Rhonda Galbally AO became Our Community’s all income went into covering operational costs. During that
founding CEO. Rhonda came with considerable media and time, the initial capital investment acted as a back-up pool that
-6:&$#'-)"(&5'%1?'@%3'8$28&A')53-5#.5?'>")'85)'-%3.'51?5%4"6)3; covered the gap when there was a shortfall between incomings

and outgoings. The small surplus now being returned is being and local government cooperative schemes being established
reinvested into developing new and innovative resources. and provided State and Federal government treasurers the data
The social investors hear about the good work through their own needed to push the insurers for reform.
networks, reinforcing their commitment and Our Community A key project has been working with the banking sector on
also receives on average a staggering 400 emails per day with ?545&"-$12' 3-5#$(#' -)"?6#.3' >")' #"**61$.A' ")2%1$3%.$"13;'
feedback on its services from the sector. The commercial sector With every community organisation having a bank account and
would surely envy this level of engagement and it is testament with $54 billion being spent in the sector every year the lack
to the relationships developed with the constituent base. This ">'3-5#$%&$35?':%1B$12'-)"?6#.3'@%3')5#"21$35?'%3'3$21$(#%1.&A'
kind of ‘real time’ data guides the development of programs impacting the capacity of the sector. Our Community saw
and services, providing a simple mechanism for assessing that the banks did a lot for small to medium enterprises in the
effectiveness and keeping staff very close to constituents needs. commercial sector but weren’t recognising the social sector as
Denis notes that he is often asked about more formal social having unique needs, nor the potential market this represented.
impact assessment and advises that if there was a lot of money Originally Denis approached NAB to partner but the response
to spare he might hire a researcher to do some qualitative was to offer a donation indicating it was viewed as a ‘charity’
and quantitative assessment. Because grant funding is not project, not what Our Community was looking for. There was
a core driver for Our Community and as it has a high level also a cultural hurdle to overcome, with there being a sense of
of commitment from its social investors there has been no it being considered a bit ‘grubby’ to see the social sector as a
incentive to go down this path. He’s realistic when he suggests potential market.
that if he had a spare $50 000 there would mostly likely be Eventually Westpac was approached, and Denis notes that in
other more pressing priorities for the money anyway. .85'()3.'#"6-&5'">'A5%)3'.85)5'@%3'%'3$*$&%)')53-"135;']$1%&&A'
X6)' 9"**61$.A' 8%3' *%?5' 3"*5' 3$21$(#%1.' #"1.)$:6.$"13' one staff person – the critical intrapreneur – understood the
to Australia’s social sector over the past ten years and Denis concept and saw the potential. It is still a work in progress, but
advises that partnerships are core to the model. When public 3$/'A5%)3'"1'F53.-%#'1"@'8%3'%'3"#$%&'35#.")':%1B$12'?$4$3$"1'
&$%:$&$.A' $136)%1#5' @%3' ()3.' $1.)"?6#5?' $1' LVVp+' $1' )53-"135' %1?'$3'?545&"-$12'(1%1#$%&'-)"?6#.3'.%$&")E*%?5'>")'.85'3"#$%&'
."' *5*:5)3I' >55?:%#B' "1' .85' ?$>(#6&.A' @$.8' ":.%$1$12' .85' sector. It has also been a key partner in the development and
required insurances, the team worked with the Queensland promotion of Our Community’s Giving Centre (Give Now
%1?'[$#.")$%1' !.%.5' Y"45)1*51.3' "1' %' 36)45A' .8%.' $?51.$(5?' website), which handles the back end processing of online
that from a relatively small sample of the sector, $34 million donations for 1800 community organisations at no cost so the
in insurance premiums were being bought and not $1 was >6&&'?"1%.$"1'$3')5#5$45?':A'.85':515(#$%)A+'-)"4$?$12'"45)'jLl'
being paid out on claims. Over 1800 community organisations million in donations. Prior to the establishment of this, only the
completed the survey, which required them to provide (45'&%)253.'#8%)$.$53'$1'C63.)%&$%'8%?'%1'"1&$15'2$4$12'-)5351#5'
(45' A5%)3' ">' ?5.%$&5?' $136)%1#5' 8$3.")A;' <8$3' &5?' ."' *%=")' %1?' .8$3' -$5#5' ">' $1>)%3.)6#.6)5' 8%3' 51%:&5?' %' ?$45)3$(#%.$"1'
pressure on the insurance industry to better accommodate the of funding streams for many small – medium community
requirements of the social sector. This was Our Community’s organisations. Westpac also now provides free resources for
()3.':$2'-$5#5'">'%?4"#%#A'@")B'%1?'&5?'."'15@'2"45)1*51.' treasurers and runs the annual Treasurer’s Awards, and has

recently launched Financial Literacy Week with free training product with the potential for more commercial returns, the
available to community organisations. Over time this will have future is looking bright for continued sustainability of the non-
a big impact on the sector’s capacity through improving its commercial programs that are critical to delivering on Our
(1%1#$%&'*%1%25*51.'#%-%:$&$.$53;' Community’s purpose.
A similar starting point is seen in Our Community’s partnership m51$3' )5\5#.3' .8%.' b1".' :5&$54$12' .85$)' "@1' -6:&$#$.AI' 8%3'
@$.8' C63.)%&$%' a"3.;' ,.' @%3' $?51.$(5?' .8%.' 3*%&&' G' *5?$6*' been a key factor in Our Community’s success. Ensuring the
community organisations aren’t good at marketing themselves, products and services are very practical, pitched at a level that
and so an approach was made for assistance with resourcing is useful to the constituent base, and highly accessible is at
this area. The idea was that the more the sector marketed itself the core of this. He’s also philosophical about where they’ve
by post the more business Australia Post would receive, a clear 5/-5)$51#5?'35.:%#B3+'36#8'%3'$1'.85'>%$&5?'152".$%.$"13'@$.8'
business proposition. It took three years before the concept NAB. Ultimately this meant they were in a much stronger
was grasped, and again credit is due to a lateral thinking -"3$.$"1' ."' 152".$%.5' @$.8' F53.-%#' %1?' 85&-5?' )5(15' @8%.'
intrapreneur. Australia Post now sponsors the Marketing Media they were looking for in a partner.
K'a"3.'951.)5'35#.$"1'">'X6)'9"**61$.AI3'@5:3$.5+'$1#&6?$12' Z5'%&3"'8%3'3"*5'$1.5)53.$12')5\5#.$"13'"1'X6)'9"**61$.AI3'
funding a journalist to prepare fact sheets and other free (1%1#$%&' ="6)15A;' X)$2$1%&&A' .85' :63$1533' -&%1' $?51.$(5?' .8%.'
resources. $3 million would be needed, but they stopped at $1.7 million
A new partnership with Telstra has seen the recent launch of from social investors and designed the enterprise accordingly.
the Get Connected Join Up program which links potential ^""B$12':%#B+'%1?'@$.8'.85'?$>(#6&.'A5%)3':58$1?'8$*+'m51$3'
volunteers with community organisations. The health and feels that having less at start-up has been a positive for the
@5&&:5$12' :515(.3' ">' 4"&61.55)$12' %)5' %' #")5' *533%25' ">' ")2%1$3%.$"1;'Z5'.8$1B3'.8%.'$>'.85AI?'8%?'.85'5/.)%'.85A'@"6&?'
the program and a partnership with the Pharmacy Guild of have tried to do too many things too quickly, which would
Australia is helping to promote it through 5000 pharmacies have impacted on sustainability. It took longer than originally
across the country. Pharmacists provide information to people planned, but has given a better outcome in the long run.
they feel might be in danger of becoming a bit isolated <85' 5/.)%' .$*5' 8%3' %&&"@5?' .85' .5%*' ."' :6$&?' $.3' #)5?$:$&$.A+'
(such as new mums), who can then search by postcode for 5/-5).$35'%1?'."'?545&"-')5&%.$"138$-3'@$.8'.85'35#.")'%1?'B5A'
organisations in their area. This approach clearly demonstrates -%).15)3;'m51$3'3%A3+'O`"6'#%1'?"'%'&".'@$.8'%'&$..&5'%1?'.8)"@$12'
Our Community’s philosophy of linking with a partners’ core *"15A'%.'3"*5.8$12'?"531I.'%&@%A3'3"&45'.85'-)":&5*P;'X6)'
business, moving the program out of the charity dimension. Community’s philosophy is not to waste money, not to be
Most recently Our Community has established its own b*5%3&AI' :6.' 1".' ."' @%3.5;' ]")' 5/%*-&5' 3.%>>' ?"' %&&' .85' ">(#5'
Foundation and the Giving Centre will become part of this. cleaning to save money on cleaning costs and build ownership
With a small surplus now being generated Denis advises that G'545)A'<653?%A'%.'LT%*'545)A"15'3."-3'%1?'#&5%13'.85'">(#5'
the time was right to take this step. In the future surplus will go on a rotating roster for different jobs. Denis suggests that this
to fund the foundation’s work, including establishing a grant type of ‘lean’ approach is characteristic of successful social
funding pool and other capacity building activities. And with enterprises and will be important for Australia’s emerging social
the recent launch of Smarty-Grants, a new software service enterprise sector and its supporters to consider.

As Our Community enters its second decade it is turning
its attention to its longer term future. Succession plans are
being developed, processes and systems are well established
and a committed staff base has been secured. As the social
enterprise model becomes more established and better
known in Australia, Denis believes that issues such as the
legal structure of the organisation will no longer be as central.
Our Community made a decision to forgo the opportunity to
seek and receive grant funding and stuck to its guns on this,
5451' ?6)$12' ?$>(#6&.' .$*53;'F$.8' $.3' 3"#$%&' -6)-"35+' $>' $.' 8%?'
#8"351' %' 1"1-)"(.' &52%&' 3.)6#.6)5+' $.' @"6&?' 8%45' :551' $1' %'
3.)"12'-"3$.$"1'."'%..)%#.'5/.5)1%&'>61?$12;'Q6.'$1'.85'&"12')61'
working within a commercial structure has forced the team to
stay absolutely focused on the core purpose and to develop
innovative services and programs. Denis believes that as the
35#.")3'#"1.$165'."'#"145)25+'b1"1-)"(.I+'@$&&':5#"*5'@$?5&A'
)5#"21$35?'%3'=63.'%'.%/%.$"1'3.%.63')%.85)'.8%1'%'*%1%25*51.' Infoxchange
style.
JM ,1>"/#8%125'C63.)%&$%'$3'%'3"#$%&'51.5)-)$35'.8%.'6353'.5#81"&"2A'
to promote social justice. The enterprise’s initiatives centre
Website: http://www.ourcommunity.com.au around two main objectives: to ensure all those in our
#"**61$.$53'@8"'@$38'."'%##533'15@'.5#81"&"2A'%1?'.85':515(.3'
that this brings are able to do so irrespective of income, ability,
?$3%?4%1.%25' ")' &"#%.$"1N' %1?' ."' $*-)"45' .85' 5>(#$51#A' %1?'
effectiveness of the NGO sector through service coordination
and shared information systems. Established in Melbourne,
,1>"/#8%125'1"@')613'$1$.$%.$453'%#)"33'C63.)%&$%'%1?'8%3'%&3"'
supported the development of a similar community based
enterprise in Timor Leste.
Working with homeless people on the streets of Melbourne in
LVWW+' ,1>"/#8%125I3' >"61?5)' C1?)5@' H%8%)' ?$3#"45)5?' .8%.'
(1?$12' 5*5)251#A' %##"**"?%.$"1' @%3' %' *%=")' #8%&&5125;'
F$.8"6.' %' ?$)5#.")A' ">' %4%$&%:&5' :5?3+' b.85' "1&A' @%A' ."' (1?'
accommodation was to get on the telephone and call all the
housing agencies one by one until you struck gold’, Andrew says.
106 107
‘And no sooner had you found appropriate accommodation for self-sustaining, generating funds to pay for its operations and
someone, than someone else was on the doorstep and you’d its future maintenance and upgrade. In 1996, HBBN separated
have to go through the whole process again’. When a friend from the Inner Urban Regional Housing Council and changed
suggested he develop a computer database to list vacancies, its name to the Victorian Housing and Youth Information
Andrew immediately saw the possibility of ‘using technology 7/#8%125' R,1>"/#8%125U;' ,1>"/#8%125' :52%1' ."' %#.' %3' %1' ,!a'
for social justice’. for community sector organisations, providing them with
internet access, developing and maintaining their websites and
At the time, Andrew was working for the Inner Urban Regional
setting up State-wide intranets connecting community service
Housing Council, which applied for and received a small
providers. The business employed four workers through the
$2500 grant from the Victorian Government to undertake a
Federal Government’s Jobskills program and trained young
feasibility study. Computer consultants advised Andrew and his
people from inner city refuges in internet use.
colleagues that they would need between $250 000 and $300
000 to get the project off the ground, an inconceivable amount X45)'.85'15/.'?5#%?5+',1>"/#8%125'#"1.$165?'."'2)"@'%1?':A'
at the time. As a result, rather than undertaking a feasibility 2010, the enterprise was a social sector business registered as
study which was ‘likely to gather dust on a shelf’, they decided ,1>"/#8%125'C63.)%&$%' ^.?' @$.8' .%/E5/5*-.' 3.%.63;' ,.' 5*-&"A3'
to use the grant money to start building the database. With seventy people, with operations throughout Australia and in
two donated computers and purchased modems, Andrew and .85'C3$%Ea%#$(#;'
his colleagues created the Housing Bulletin Board Network The original Bulletin Board continues to operate online under
(HBBN) over eight months. While the Bulletin Board was basic .85' 1%*5' !5)4$#5' !55B5)' %1?' $3' C63.)%&$%I3' *"3.' 5/.513$45'
by today’s standards, its potential soon became apparent. community services directory, with information on over two
X>.51'.85'()3.'-").'">'#%&&'$1'.85'35%)#8'>")'%4%$&%:&5':5?3'>")' 861?)5?'%1?'(>.A'.8"63%1?'35)4$#53;']"#6335?'"1':)$12$12'635)3'
homeless youth, the Victorian Police was an early adopter of targeted information with minimal effort, it can be searched
the electronic database. :A' B5A@")?+' 25"2)%-8$#' )52$"1+' 3-5#$(#' 36:6):' &"#%.$"1+'
C1?)5@' %1?' 8$3' #"&&5%2653' 3""1' )5%&$35?' .8%.' 5/.51?$12' .85' practitioner name, service name or service focus and is
database to other service areas would make it an even more available in print and on CD-ROM as well as online. One of the
635>6&' )53"6)#5;' F$.8' *%1A' 8"*5&533' -5"-&5' 5/-5)$51#$12' services on offer is to partner with community and government
multiple problems requiring simultaneous attention, agencies to help them develop their own databases, or to tailor
employment, counselling and mediation, drug and alcohol and Service Seekers’ interface and content to suit their individual
education services were added to the database. By the end of ")2%1$3%.$"1I3' 155?3;' <8$3' $3' $1' B55-$12' @$.8' ,1>"/#8%125I3'
1995 over seven hundred people were registered service users, creed that social justice is enhanced by using technology to
the database contained information on over twelve thousand better allocate scarce resources, by ensuring organisations
services and the Housing Bulletin Board Network (HBBN) had co-operate with each other and work is not duplicated, for
nine staff. 5/%*-&5;
ZQQd' #"1.$165?' ."' 54"&45' %1?' 5/-%1?' $.3' 35)4$#53' %1?' X15'">',1>"/#8%125I3':53.'B1"@1'$1$.$%.$453'$3'Y)551'a9+'@8$#8'
activities, moving onto the Internet in 1995. Around cleans and upgrades computers donated by over one hundred
this time emerged the principle of the facility becoming %1?' (>.A' 2"45)1*51.' %1?' #")-")%.5' ")2%1$3%.$"13+' $13.%&&3'

licensed software and provides the package at an affordable funding submissions are increasingly unpredictable’ and it
price with a service warranty. ICT services offers a complete was estimated that the loss of key government projects could
suite of ICT support for individuals and organisations, including )536&.' $1' %' 8$.' ."' )545165' ">' "45)' jgTT+TTT;' ,1>"/#8%125'
internet access, computer support, wireless installations, had to consider how it could best capitalise on its strengths
networking, hardware and software, online support and ICT to generate a revenue stream independent of government
health checks assessing an organisation’s ICT capabilities and #"1.)%#.3+'36>(#$51.'."'*%B5'$.'363.%$1%:&5'$1'$.3'"@1')$28.'%1?'
shortcomings, and a help desk providing on-the-spot technical %&&"@'$.'."'$1453.'$1'JKm'%1?'-)"4$?5'355?'>61?$12'>")'".85)'
advice during business hours. $1$.$%.$453;' QA' STTl' %' :63$1533' -&%1' 8%?' $?51.$(5?' 3$/' #")5'
,1'*"3.'">'$.3'$1?$4$?6%&':63$1533'%)5%3',1>"/#8%125'#"*-5.53' activities (Service Seeker, Web Design and Support, Training,
keenly with other providers, although it has no rivals in the range Green PC, Interstate, and ISP Help Desk) budgeted to bring in
">'$.3'">>5)$123;',1'.85'@")?3'">'C1?)5@'H%8%)+',1>"/#8%125'8%3' revenues of $4.45 million for 2006-07 and to occupy a staff of
become ‘a fair dinkum business that needs to make a surplus to (>.A;'
keep going’. It has ‘the same tensions as any other commercial- While it was determined that the enterprise should continue to
.A-5':63$1533+'5/#5-.'.8%.'"6)'-)"#53353'%)5'?$>>5)51.'%1?'"6)' $1453.' $1' $.3' :63$153353' $1'[$#.")$%+' ,1>"/#8%125' %&3"' ?5#$?5?'
surplus stays within the company, and no individual makes a to develop a full service offering in Queensland. This was to
-5)3"1%&'(1%1#$%&'2%$1I;' be a stepping stone to national and, ultimately, international
,1>"/#8%125I3' *"3.' %*:$.$"63' -)"=5#.' 8%3' :551' .85' m$2$.%&' 5/-%13$"1;'Z"@545)+'.85'-&%1'?$?'_653.$"1'@85.85)'.8$3'$?5%'
Inclusion Initiative, a direct action program aiming to provide was realistic, and noted, prophetically, that ‘staff and logistics
affordable access to information technology and IT skills $33653'#%1':5'?$>(#6&.I;'C.'$.3'8$28'-"$1.'.85'f65513&%1?'Y)551'
to residents in disadvantaged communities. With $6 million a9' :63$1533' 5*-&"A5?' .8$).A' (45' -5"-&5;' Z"@545)' .85' STTl'
from eleven corporate partners and the Victorian government, business plan ultimately proved unrealistic. Despite Andrew
,1>"/#8%125' 8%3' @$)5?' 6-' .@"' H5&:"6)15' -6:&$#' 8"63$12' 3-51?$12'@55B3'%.'%'.$*5'$1'.85'Q)$3:%15'">(#5+'$.'.6)15?'"6.'
estates, Atherton and Collingwood. Some 1570 computers ."' :5' b5/.)5*5&A' ?$>(#6&.' ."' .)A' ."' )61' .85' $1.5)3.%.5' ">(#53'
have been installed, 2,100 residents have received computer remotely, to get the culture and the understanding of where
training, and 1980 properties have been wired up. The residents we are going as an organisation...to be able to manage this
get access to low-cost ADSL broadband, low-cost refurbished %1?' 25.' .85' )$28.' #6&.6)5' %1?' 3.%>>' *$/' 8%--51$12+' @5' =63.'
computers, training in how to use them, access to an on-site @5)51I.' %:&5' ."' ?"' $.' $1' .85' 51?I;'C&.8"628' ,1>"/#8%125' 1"@'
help desk and an intranet service that keeps them in touch with has strong activities in other states including Western Australia,
what’s happening on the estate. Queensland, NSW and the ACT, these concentrate on web-
based applications (allowing organisations to share data) and
d".' 36)-)$3$12&A+' >").$>A$12' ,1>"/#8%125I3' )545165' 3.)5%*' service co-ordination work which do not require a large staff
became a high priority. In particular, the enterprise has sought -)5351#5' "1' .85' 2)"61?' %1?' #%1' :5' )61' "1' %' \AE$1+' \AE"6.'
to reduce its dependence on government funding, which has basis.
fallen from 100% in the beginning, to about 50% early in the
decade, to 20-25% currently. Despite some setbacks, the strategy of reducing dependence
on government funding has worked, and this has allowed
A strategy review in January 2003 noted that ‘government ,1>"/#8%125'."'>"#63'*")5'#&5%)&A'"1'.85'#"**61$.$53'$.'@$3853'
to serve, according to Andrew. Relying on government funds Andrew says there is ‘an inherent tension’ between the
raises the question of ‘who are you working for and where does commercial values of a professional board made up of
your accountability lie...’. He says the question is a ‘live one’ 36##533>6&' :63$1533' -5"-&5' %1?' .85' 5.8"3' ">' %' 1"1E-)"(.'
for the health and welfare sector. ‘Currently most organisations organisation committed to social justice. ‘Both sides need to
(in the health and welfare sector) sign their agreements with be aware of the different values their professional lives entail’.
government, not with the communities they are working in, so C' STTl' :63$1533' -&%1' 1".5?' .85' #8%&&5125' >")' ,1>"/#8%125'
(their) accountability is to government not the communities’. in balancing the requirements of social justice with the need
The growth of independent revenues and a reduced reliance >")' %' #"**5)#$%&' =63.$(#%.$"1' >")' $.3' %#.$4$.$53+' %1?' b.)A$12' ."'
"1' 2"45)1*51.' 8%3' :551' b5/8$&%)%.$12I+' 3%A3' H%8%);' b,>' @5' recognise the separateness and interconnectedness of the two’.
have the dollars to invest ourselves, it gives us a huge amount In general, however, Andrew admits that ‘if the key social
of freedom to do what we want to do, as opposed to getting $1?$#%.")3'%)5'2"$12'"B%A+'A"6'B1"@'.85'(1%1#$%&'-5)>")*%1#5'
government grants which come with strings attached’. In any is going okay, because they are linked’. Success in one tends
#%35+'.85'-$"155)$12'1%.6)5'">'*6#8'">'$.3'@")B'*%B53'$.'?$>(#6&.' ."'\"@'$1."'36##533'$1'%1".85)M'35&&$12'&".3'">'Y)551'a93'1".'
>")',1>"/#8%125'."'.$#B'*%1A'">'.85')$28.':"/53'>")'2"45)1*51.' only widens digital access in marginalised communities but
grants, he adds. enhances revenue.
<"' 5136)5' %' 363.%$1%:&5' >6.6)5+' ,1>"/#8%125' 8%3' >"#635?' With the board overseeing management decisions and
"1' >"6)' %)5%3M' 2"45)1%1#5+' 86*%1' )53"6)#53+' %' ?$45)3$(5?' responsibility for day to day operations devolved to a general
revenue stream, and a succession plan. As the organisation manager as part of deliberate succession planning, Andrew
grew, Andrew began to see that ‘if it was going to become was increasingly able to focus on projects such as the Digital
seriously viable in its own right, it needed a committee or Inclusion Initiative and ‘Info Timor’. The latter has been set up
board of directors with skills in areas we didn’t have – we were :A',1>"/#8%125'%3'%'363.%$1%:&5',9<'3"#$%&'51.5)-)$35'>"&&"@$12'
just community workers and social activists’. From 2000 he the Green PC model, to be run by Timorese staff.
35.' %:"6.' (1?$12' -5"-&5' @8"' #"6&?' :)$12' &52%&+' *%)B5.$12+' With the support of the Victorian Government, in 2006
:63$1533'*%1%25*51.'%1?',<'5/-5).$35'>")'%':"%)?'">'?$)5#.")3' ,1>"/#8%125'#)5%.5?'%1'"--").61$.A'>")'3$/'<$*")535'3.6?51.3'
."' #"$1#$?5' @$.8' ,1>"/#8%125I3' )52$3.)%.$"1' %3' %' #"*-%1A' $1' ."'3.6?A'$1'H5&:"6)15'%1?'."':5'.)%$15?'%.'95).$(#%.5'^545&',,,'
2001. in Information Technology. Learning how to build computers
The board, which meets monthly, focuses on issues of and networks, the students also observed how Green PC was
operational purpose, including setting and monitoring the run, in order to replicate the model as a social enterprise in
organisation’s strategic direction, priorities and values. It Timor Leste. Info Timor now runs fully functioning computer
%&3"'?5(153'.85'1%.6)5'">'.85')5&%.$"138$-':5.@551'$.35&>'%1?' upgrading workshops similar to Green PC as well as ten
.85' 5/5#6.$45' ?$)5#.")+' $1#&6?$12' 35..$12' .85' :"61?%)$53' "1' computer training centres across the country. Its aims are
.85' 5/5#6.$45' ?$)5#.")I3' )5*$.' %1?' 5136)$12' b.8%.' 1"E"15' 8%3' 3$*$&%)' ."' .8"35' ">' ,1>"/#8%125M' ."' %??)533' .85' &"@' 1%.$"1%&'
unfettered powers of decision-making’. An independent board level of technological infrastructure and skilled IT staff and
means that Andrew’s vision is no longer accepted without eventually address further issues such as unemployment and
challenge. the digital divide. While Info Timor is ‘run by East Timorese

people for East Timorese people’, Andrew continues to Message Stick Group
provide guidance and assistance to the enterprise and visits
>)5_651.&A;' ,1' %??$.$"1' ."' ,1>"' <$*")+' ,1>"/#8%125' 8%3' %&3"'
36##533>6&&A' 35.' 6-' 9%):"1/#8%125' $1' <$*")' ^53.5;' C' 3"#$%&' The Message Stick Group was established in 2004 and includes
51.5)-)$35' >%#$&$.%.$12' .85' 53.%:&$38*51.' ">' .85' ()3.' #5).$(5?' Message Stick Communications Pty Ltd and Message Stick
<)55'9""-5)%.$45'$1'<$*")E^53.5+'9%):"1/#8%125'$3'%&3"'%$*$12' Carbon Group, a sleeping subsidiary. Message Stick has a core
to create an online carbon trading service between the Tree social purpose that aims to promote, encourage and stimulate
Cooperatives and those wishing to purchase carbon credits. growth in Indigenous owned businesses and Indigenous
This sustainable reforestation scheme has the potential to lift entrepreneurship.
subsistence farmers’ income from $AUD180 to as much as Michael McLeod, the CEO, is a member of the Stolen Generation
$AUD600 a year as well as carrying with it environmental %1?'8%3'-5)3"1%&&A'5/-5)$51#5?'*%1A'">'.85'$33653'5/-5)$51#5?'
:515(.3;',1>"/#8%125'$3'?$3.$1#.$45'$1'.85'C63.)%&$%1'&%1?3#%-5' by Indigenous Australians. He notes that Message Stick has
in having replicated its model in an overseas setting. :@ both a micro and a macro agenda and that its story is powerful
Website: 8..-MDD@@@;$1>"/#8%125;15.;%6D $1'-)"4$?$12'%')5%&'%1?'-)%#.$#%&'5/%*-&5'">'8"@':%))$5)3'#%1'
The material in this chapter was adapted from a case study be overcome. At the micro level through Message Stick, he
written for CSI by Catherine Armitage. It has been checked by and the team have demonstrated that establishing a successful,
Infoxchange for inclusion in this book. (1%1#$%&&A'4$%:&5',1?$251"63'"@15?':63$1533'$1'%'#"*-5.$.$45'
market sector is possible. In keeping with their vision this has
In March 2011 Infoxchange signed a million dollar plus been achieved without relying on any grants or subsidies. At
contract with the Australian Institute of Health and Welfare the macro level Message Stick has a three-pronged approach to
for the purchase of a software licence for an online service establishing social infrastructure to support the establishment
coordination tool. The tool is part of the Infoxchange S2S suite of Indigenous owned businesses nationally.
of applications and will be used by the Specialist Homeless
E)+:"1)%$!1+'%%$B/%&+!2"!7$$80"%$"%$!$%"(*"-1!*&$5+)!A&0+'/(0$.'+$ Message Stick is majority owned by Michael and its Chairman
Infoxchange which has spent the last eight years building these David Liddiard, with employees also holding shares. Dug
online applications in collaboration with agencies delivering J6335&&+' .85' 98$5>' ]$1%1#$%&' X>(#5)+' 8%3' :551' %1' $1.52)%&'
0)!2&0$!*3$0'#)2)%%*)%%$%)+:"1)%7$$F&$"%$!2%'$%"(*"-1!*&$"*$&0!&$ member of the team since the beginning and comes with a
more than twenty years ago Infoxchange was established for ‘corporate warrior’ background. The commercial model was
the purpose of coordinating bed vacancies in the homeless #8"351'%3'$.'-)"4$?53'\5/$:$&$.A+'%6."1"*A'$1'?5#$3$"1'*%B$12'
sector in Victoria and now will deliver a sophisticated online and in itself demonstrates the core aims of the enterprise.
%4%&)#$&0!&$@"22$"#,+':)$&0)$)..)1&":)$!*3$).-1")*&$3)2":)+4$'.$ Michael and Dug are clear that a successful Message Stick is
homeless services. the best way they can shift thinking about Indigenous business
ownership on a broader scale. Similarly, the team is acutely
aware of its governance practices and that they are ‘under the
microscope’ as a demonstration Indigenous owned business.
Having established Message Stick under a commercial business

structure Michael and Dug didn’t initially consider it a social .85' 3B$&&' -)"(&5' ">' ,1?$251"63'C63.)%&$%13' @$&&' #8%125' %3' .85'
enterprise. But this has changed as they recognised that the core broader work in supporting Indigenous business development
b?6%&'-6)-"353I'#8%)%#.5)$3.$#'">'3"#$%&'51.5)-)$353'G'(1%1#$%&' progresses. Similarly the possibility of donating a percentage
and social or environmental – is very similar to that found in ">' -)"(.3' ."' ,1?$251"63' -)"2)%*3' 8%3' :551' #"13$?5)5?' :6.' $.'
many Indigenous owned businesses, including their own. In @%3' )5#"21$35?' .8%.' .8$3' %--)"%#8' @"6&?1I.' (.' @$.8' .85' #")5'
fact, they report that 95% of the Indigenous businesses they philosophy of developing alternative income streams that
%)5'$1'#"1.%#.'@$.8'#"6&?':5'#&%33$(5?'%3'3"#$%&'51.5)-)$353'"1' aren’t reliant on grants and donations.
these grounds, and also due to the similarity in management Over time Message Stick’s activities in supporting Indigenous
skills needed to balance the competing priorities that multiple owned businesses will lead to the development of many
bottom lines bring. more employment opportunities and many more independent
To achieve the longer term social purpose it has been critical that income sources for community programs than they could
they deliver on the short term goal of establishing a successful ever generate through the enterprise itself. But this approach
business. Michael and Dug advise that many of their corporate has required patience as it meant Message Stick needed to
customers have played a critical role during this phase. In be working well as a business before it could focus on its
particular, taking the risk of engaging in discussions about broader social impact activities. This has been challenging on a
the ‘real business’, ie. contracts and service delivery, rather personal level as in Aboriginal culture, it is natural to give back
.8%1'#"1(1$12'#"1.%#.'."'.85$)'#")-")%.5'3"#$%&')53-"13$:$&$.A' to your community as soon as things go well. It took four years
programs has been crucial. Moving away from being ‘a good to prove the concept of an Indigenous owned business, but
cause’ to becoming relevant as a ‘good supplier’ has been Message Stick is demonstrating that taking the time to establish
particularly important when people and/or structures have strong foundations is critical to tackling entrenched issues of
changed within customer organisations. 5/#&63$"1;
Message Stick operates in a highly competitive market, not a Message Stick is now forging ahead with the establishment
differentiated one. Michael and Dug note that their aim is not of three social infrastructure organisations that will support
to grow market share endlessly, they have a target number of different aspects of Indigenous business ownership. Together
customers they are aiming for. As a result of this they have a these will create customers for, represent, promote and facilitate
strong focus on relationship building and to maintain their niche Indigenous owned businesses. This is a long term strategy
%)5' 45)A' \5/$:&5' $1' %##"**"?%.$12' #63."*5)' )5_6$)5*51.3;' aiming to increase the participation of Indigenous Australians in
Message Stick prides itself on bringing a level of honesty and the national economy and thereby decreasing poverty levels. It
credibility to negotiations that has often surprised those used to )5_6$)53'%'35#.")'">')53$&$51.'%1?'\5/$:&5',1?$251"63':63$153353'
working solely in the corporate world. that operate well beyond Indigenous communities. Each of the
Whilst they would like to employ an Indigenous person three organisations has been established as a separate entity
into the small staff base they would deplore any tokenistic with a representative governance structure.
approach that attempts to ‘socially engineer’ the business, <85'()3.'">'.8535'$3'.85'C63.)%&$%1',1?$251"63'H$1")$.A'!6--&$5)'
%1?' ."' ?%.5' .85A' 8%45' :551' 61%:&5' ."' (1?' %1A"15' @$.8' .85' Council (AIMSC), which is based on models in operation in the
specialist skills required. Michael believes that over time US, Canada and more recently the UK. It has been established

as a Company Limited by Guarantee and has a focus on Michael and Dug particularly stressed the role of timing in their
promoting commercial transactions between Indigenous case. Whilst these ideas had been under discussion for many
owned businesses and corporates and government entities. Its years it took some major policy catalysts to bring them together.
establishment has been seed funded by the Commonwealth The Apology by Prime Minister Kevin Rudd to Australia’s Stolen
m5-%).*51.'">'7?6#%.$"1+'7*-&"A*51.'K'F")B-&%#5'J5&%.$"13' Generations was one of these, as was the Closing the Gap policy
and the NSW Government and a detailed business plan framework. They believe that these have created a platform
provides the framework for working towards the agreed goal that has legitimated other sectors and organisations taking on a
of self sustainability over the three year establishment period. >"#63'%)"61?',1?$251"63'5/#&63$"1;'<85'C,H!9'*"?5&'8$1253'
C,H!9' &%61#85?' $1' !5-.5*:5)' STTV' @$.8' (>.551' ,1?$251"63' on corporates and government agencies using their purchasing
owned businesses participating in the pilot program and thirty- power to assist Indigenous businesses establish, sustain and
three corporate partners signed up. Michael says the key to the grow and this legitimising has therefore been critical.
success of the program will be in building Indigenous owned Message Stick gauges its success through the sustainability of
businesses that provide products and services relevant to the its business and in the achievement of its broader social impact
market, and in developing solid relationships based on quality goals. The establishment of AIMSC and progress towards the
of supply with the already engaged customer base. In this the IBCA and AIEA are clear demonstrations of intent and delivery
participating businesses will be attempting to replicate many "1'$.3'3"#$%&'-6)-"35;'H$#8%5&'%1?'m62'5/-&%$1'.8%.'H533%25'
of the unique selling points achieved by Message Stick in its Stick is about ‘actually doing stuff’ – it’s not about meetings,
operations. donations, sponsorship etc. It’s structural, it’s about changing
The Indigenous businesses participating in the pilot program the ‘nuts and bolts’. They have banished ‘good will’ from their
are mostly based around the Greater Sydney area and all have vocabulary as they believe that it will not be enough to impact
%1'5/$3.$12':63$1533':6.'8%45':551'3.)622&$12'."'*%$1.%$1'%1?' .85'?55-&A'5*:5??5?'$33653'">'5/#&63$"1'>%#5?':A'C63.)%&$%I3'
to grow. Michael and Dug appreciate that the program will Indigenous peoples. They see Message Stick as being in the
be challenging for them and stress that each of the business business of translating ‘corporate will’ and ‘political will’ into
owners is demonstrating leadership in their communities and action. They stress that for social enterprises to thrive and tackle
being personally courageous in putting themselves forward these and other similarly entrenched issues a vibrant social
into a very bright spotlight. infrastructure sector is needed in Australia.
The second social infrastructure organisation is the Indigenous JM
Business Council of Australia (IBCA) which recently received Update: In October 2010 Message Stick signed a three year
three year seed funding from Indigenous Business Australia conferencing contract with KPMG.
(IBA) and is in the process of establishment. Its role will be
to represent the interests of Indigenous owned businesses In 2011, a three year contract to do all of Goldman Sach’s
at the peak body level. The third organisation is in the early teleconferencing in Australia was also entered into.
development stage. The Australian Indigenous Entrepreneurs Website: http://www.messagestick.com.au/
Academy (AIEA) will have a focus on Indigenous young people
learning about establishing businesses.

WorkVentures Ltd
WorkVentures’ origins sit in a series of programs run by a local

community church group in La Perouse in Sydney, which began
in 1979. Former CEO and founder Steve Lawrence AO advises
that it ‘crept up on us almost’. The original programs included a
#&".853')5#A#&$12'51.5)-)$35+'%'-"3.'">(#5'%251#A'%1?'4%#%.$"1'
care for local children. Peninsula Community Services was
eventually incorporated in 1984 so that Compuskill, a computer
training centre, could be established. During this period the
#"61.)A'@%3'5/-5)$51#$12'8$28'615*-&"A*51.'%1?'.85)5'@5)5'
a number of government funding programs available that were
>"#635?'"1'=":'#)5%.$"1;'!.545')5\5#.3'.8%.'.85'#&$*%.5'8%?'%'
similar feel to that recently created through the Commonwealth
Government’s Jobs Fund stimulus package. But he notes that
‘a lot more money was spent then on community sector job
creation than has been this time’.
Whilst a social enterprise philosophy was always at the core
of WorkVentures, the Compuskill venture in 1984 and Sydney
,1>")*%.$"1'<5#81"&"2A' 951.)5' R,<59U' $1' LVWl' @5)5' .85' ()3.'
deliberate attempts to develop an ongoing social enterprise
activity to generate employment opportunities. Their purpose
was to train people to use computers and to provide services to
the community and small business sectors. An early key contact
was the founding Managing Director for Microsoft Australia
and New Zealand, Linda Graham. She started the business in
85)'2%)%25+':6.'@%3'45)A'5/#$.5?'%:"6.'!A?15A',<59I3'-".51.$%&'
to create employment pathways for marginalised people and
-)"4$?5?'%'&".'">'-)"':"1"'36--").'."'.85'\5?2&$12'")2%1$3%.$"1;'
WorkVentures’ partnership with Microsoft continues to this
day.
It was in 1986 that the social enterprise activities really began
in earnest. The then Minister for Employment was interested in
replicating an ITeC (Information Technology Centre) being run
in the UK and funding was provided to establish three pilot ITeCs
120 121
in Sydney, Melbourne and Perth. In Sydney, WorkVentures built !,J9' ."' 53.%:&$38' %1?' )%-$?&A' 35#6)5' 3$21$(#%1.' *%)B5.' 38%)5'
on the Compuskill program and created Sydney ITeC. One of in its sector. Service contracts with Fujitsu were added to
the program activities was to take the trainees to visit corporate the widening business relationships and progressively SIRC
partner sites to see the IT repair workshops. This gave the team 5/-%1?5?' $1."' *")5' #"*-&5/' .5#81$#%&' @")B' 36#8' %3' -"@5)'
a chance to observe how maintenance divisions of many of the supplies, ATMs, and retail electronic scanning and distribution
major IT companies were being managed, as well as to identify systems, and more recently telecommunications equipment.
many opportunities for improvements. They also saw a lot of J%&-8' Y%..+' !,J9' H%1%25)+' $?51.$(53' .8535' #"**5)#$%&'
potential repair work that wasn’t being done, as the accepted relationships that included a capacity building approach as
process at the time was to import new parts rather than repair an integral part of SIRC’s development. Because the enterprise
locally. The ITeC team went to IBM with a proposal to establish had an entrepreneurial style and a focus on employment it was
a mini-business employing its trainees to repair keyboards. It fairly easy for commercial sector companies to understand
was a win-win situation and the numbers quickly stacked up. the model. The original vision was for an integrated social
A new market was created and around the same time a shift enterprise that provides employment pathways for those
towards local outsourcing of repair work began in the domestic 5/#&6?5?'>)"*'.85'&%:"6)'*%)B5.+'63$12'%1A'36)-&63'2515)%.5?'
IT industry. Steve says they were ‘in the right place at the right to fund the social programs of Peninsula Community Services,
.$*5I'%1?'">>5)5?'%'1$#85'35)4$#5'.8%.'(&&5?'%'2%-'$1'.85'*%)B5.; which formally changed its name to WorkVentures in 1991.
The early partnership with IBM saw it investing fairly When SIRC was established as a division of Peninsula
3$21$(#%1.&A' $1' :6$&?$12' .85' #%-%#$.A' ">' .85' :63$1533+' B1"@1' Community Services it was obvious that a practical approach
as SIRC (Sydney ITeC Repair Centre), around quality standards, to the electronics training was required, and also that these
including its Quality Manager working with the team to 3B$&&3' @5)51I.' %4%$&%:&5' $1' .85' 5/$3.$12' .5%*;' 7451.6%&&A' .@"'
achieve ISO accreditation. This critical input came through young men from the navy who wanted to use their electronics
IBM wanting to support the SIRC team, but was also driven by backgrounds to train unemployed people came forward. Steve
a hard business case that was testing the outsourcing model. reports that ‘due to their backgrounds they were nervous about
The arrangement was a core business relationship and was not coming to work for a ‘churchy’ organisation but decided to
driven by the corporate social responsibility, philanthropic or give it a try’. They took a twelve month leave of absence from
sponsorship arms of the business. SIRC was part of the supply the navy to establish the training team, and eventually took on
chain, and the focus was on developing a quality low-cost managing the enterprise. Four of the original team that started
source. in the mid 1980s are still with SIRC.
As the trend around outsourcing grew, a contract with NCR Staff were also recruited from each of the corporate repair
was won and when it decided to close down its national centres that were taken over as the enterprise has grown. It
repair centre it contracted the work to SIRC. The arrangement was felt that this was a way for SIRC to demonstrate an ethical
negotiated had SIRC leasing a lot of the equipment from NCR, approach to managing the retrenchments that resulted from
which minimised the capital outlay required; and favourable the outsourcing trend. Today SIRC employs over one hundred
(shorter) payment terms were also agreed. This type of practical staff and there is very low staff turnover. Ralph advises that
business-to-business support was instrumental in allowing there have been times when a commercial business would

probably have ‘cut heads’ to increase its surplus, but being a cases there was pressure to release information on competitors
dual purpose organisation, a social enterprise, they have been from SIRC’s considerable databases, but this was refused. One
able to ride out these periods and retain and increase the jobs *%=")' #63."*5)' @$.8?)5@' #"1.)%#.3' )536&.$12' $1' 3$21$(#%1.'
over the long term. He stresses that they are ‘real jobs’ that (1%1#$%&' )5-5)#633$"13' >")' !,J9+' %1?' %&3"' >")'F")B[51.6)53I'
while people are given chances all team members understand social programs. But the ethical approach paid off in the long
that they have to take responsibility. run as it demonstrated they were trustworthy – ‘if we wouldn’t
A driving force behind SIRC realising its potential has been the do it for one, it was pretty clear we weren’t doing it for any of
committed, passionate and savvy entrepreneur found in Ralph. the others’ says Ralph. This, together with the focus on quality
Ralph’s commercial acumen has guided SIRC’s positioning in service, eventually saw these contracts being won back. Ralph
the market and underpinned its contractual relationships. SIRC asserts that ‘others make the mistake of entering a saturated
-"3$.$"13'$.35&>'%3'%':%#B'">(#5'35)4$#5'-)"4$?5)'.8%.':)$123'%' market – you have to differentiate yourself and pay attention
quality capability to its corporate partners’ service offers. It to quality’. This, underpinned by the strong values base and
provides ‘engine room’ services and usually works closely with ethical practice, has been the cornerstone of SIRC’s success.
the corporate partner on the bid process. Ralph notes that at WorkVentures steadily generated surpluses, reaching a peak of
that level ‘it’s got nothing to do with social conscience, it’s $20 million turnover in 2000. After this a number of decisions
purely about the business’. Sometimes the contracting party saw the organisation hit the ‘wobbles’, and it was quickly
isn’t aware that SIRC is involved, as it is positioned as part of realised that some of the new ventures weren’t sustainable and
the supply chain of the lead tenderer. In one case, when SIRC @5)5'"45)3.)5.#8$12'#%-$.%&'%1?'#%38'\"@;'<85'-5)$"?'">'2)"@.8'
was presented as part of the core bid team, the contract was and prosperity encouraged diversifying into non-core activities
lost as the contracting party was under the impression that its %1?' .8$3+' #"6-&5?' @$.8' #8%1253' $1' .85' 5/.5)1%&' 514$)"1*51.'
1"1-)"(.' 3.%.63' *%?5' $.' 613.%:&5+' .8%.' $.' @"6&?' :5' 61%:&5' ."' (such as with Commonwealth Job Network contracts), meant
meet quality standards, and that its staff weren’t paid award the mid-2000s was a tough time for the organisation as it had
wages. None of this was true, but illustrates the perception to go through a period of restructuring. Today WorkVentures
issues that social enterprises have to navigate when they trade offers a wide range of IT related training and support programs
in commercial market sectors. >")'3"#$%&&A'5/#&6?5?'%1?'$3"&%.5?'#"**61$.$53;'<85')5451653'
The social enterprise model is also evident in how competition generated by SIRC and WorkVentures’ other social enterprise
issues are handled. Early on it became clear that there were %#.$4$.$53' #"1.$165' ."' 61?5)-$1' .85' (1%1#$%&' 363.%$1%:$&$.A' ">'
practices in the industry that would be considered unethical, the organisation and its social programs.
36#8' %3' .8$)?E-%).A' 36--&$5)3' :5$12' 5/-5#.5?' ."' -%A' ."' :5' ,1'STTW'F")B[51.6)53'@51.'.8)"628'$.3'()3.'*%=")'36##533$"1'
included in bids. SIRC made an early decision not to engage process with Steve, the founding CEO, transitioning out of the
in this practice and eventually won the market around on its organisation. Steve describes it as the transition from ‘visionary
quality service. It is also in the highly sensitive position of founder to manager leader’ and notes that this is fairly common
providing back-room services to a number of companies that when social enterprises mature and develop into larger
are in stiff competition with each other. Again, the values base organisations. With twenty-eight years in the role, he’d been
of the organisation has guided the behaviour. In some isolated considering when the best time for him to move on would be

as he’d read a lot about ‘founder traps’ and had also seen other
social enterprises run into trouble when they didn’t make the
transition at the right time. In 2007 he became seriously ill and
this brought the decision to the fore. A bridging position was
">>5)5?':A'.85'Q"%)?'%1?'!.545'.""B'"1'.85']"61?5)'K'!"#$%&'
Entrepreneur role for a year in 2008.
Arsenio Alegre had been with the organisation as the Chief
]$1%1#$%&' X>(#5)' 3$1#5' STTp' @851' 85' @%3' %--"$1.5?' %3' .85'
new CEO. He notes that transitioning from a CEO who has been
in the role for twenty-eight years is going to be challenging for
any organisation, but his view is that WorkVentures has gone
through the process reasonably well, retaining a lot of goodwill
with those involved. He also believes that it was critical to
have active Board involvement throughout the process, which
should be handled transparently so that all the stakeholders
can take the time needed to adjust to the change. A number
of the long standing staff left around the same time and it was
acknowledged that the organisation had reached a new stage
in its development and needed new skills. Arsenio feels that
:5$12'%1'%&)5%?A'B1"@1'51.$.A+'-%).'">'.85'5/$3.$12'3.%>>':%35+'
helped in the transition process.
Arsenio’s background is in the commercial sector, and he had
previously worked in different countries for a multi-national
corporation where he was involved in many trouble-shooting
situations. He had also volunteered with the Prince’s Trust in the
UK and was interested in contributing further to social outcomes.
Originally he thought he would stay at WorkVentures for a
couple of years as that had been the pattern with his previous
roles. But ‘I’m still here’ he says, and it’s clear that he believes
strongly in WorkVentures’ mission, enjoys working with the
.5%*'%1?'.%#B&$12'.85'#"*-&5/'#8%&&51253'.85'1"1-)"(.'35#.")'
faces.
<85)5'8%31I.':551'%1A'3$21$(#%1.'#8%125'."'.85'F")B[51.6)53'
vision as a result of the transition – it’s still about making
communities work and, in fact, stronger emphasis has been
126 Australian Stories of Social Enterprise

given to its social impact objective of helping improve the :5$12'(45'A5%)3;'<85'Q"%)?'1"@'"-5)%.53'*6#8'*")5'5>(#$51.&A+'
employability of the people it works with, which goes back with meetings every two months that are focused on strategic
to the roots of the organisation. However Arsenio notes that issues and operational matters are dealt with by management.
some changes were inevitable and necessary even without the F")B[51.6)53'8%3'%'3$/E-)"125?'3.)%.52$#'-&%1'.8%.'-)"4$?53'%'
transition to enable WorkVentures to face new challenges and framework for prioritising and integrating activities across the
grow. organisation. Conscious decisions have been made to invest
One of the operational tensions for the organisation over the in building the capability to support its growth. Some of the
years has been how to reconcile the internal ethos that was recent changes include a more business-like discipline, with
committed to ‘simple living’ with running an enterprise. For attention on presenting a professional organisation which also
.85'()3.'(>.551'A5%)3'.8)55'">'.85'")$2$1%&'>"61?5)3'38%)5?'"15' 85&-3' @$.8' #8%12$12' -5)#5-.$"13' ">' 1"1-)"(.3;' ]")' 5/%*-&5+'
salary, a very practical and real demonstration of the ‘simple %'15@'@5:3$.5'.8%.'$3'?)$451':A'.85'#63."*5)'5/-5)$51#5'8%3'
living’ ethos through income sharing. Other staff were paid been installed.
usual community sector salaries and Steve notes that ‘we were Over the years WorkVentures has tried a number of approaches
quite tight on salaries and probably missed out on some good to reporting on its social impact, and struggled with juggling
people as a result’. Whilst this practice served WorkVentures the reporting requirements of all its supporters and funders,
well during the early years, Arsenio believes the current along with meeting its own organisational learning needs. An
environment requires a different approach to compensation. internal system that was designed to deliver some sense of
Z5'3%A3'b=63.':5#%635'@5I)5'%'1"1-)"(.'?"531I.'*5%1'@5'38"6&?' longitudinal impact was developed, and customer satisfaction
assume paying people less is the norm, we need to be able to surveys were completed regularly. At one stage they were
#"*-5.5'"1'%'&545&'-&%A$12'(5&?'%1?'%..)%#.'.85')$28.'-5"-&5'$>' looking for a funding source to establish a Social Audit team to
we are serious about achieving social outcomes’. And he notes @")B'%&"123$?5'.85'C##"61.$12'.5%*;'Q6.'%&&'">'.8$3'@%3'?$>(#6&.'
that there are different ways of achieving this, that it’s about to maintain when resources became tight and didn’t progress
$?51.$>A$12' @8%.' *".$4%.53' %' -5)3"1;' ]")' 5/%*-&5+' -)"4$?$12' further. Realising the importance of measuring its social
additional annual leave in lieu of more money may be more impact, WorkVentures’ current strategies include developing
attractive to some individuals. a framework which could be applied across the organisation,
The origins of the organisation were in a local Parish church and and linking all programs to its intended social impact.
an associated income sharing community, but Arsenio notes C)351$"' 6353' %1' $1.5)53.$12' *%.)$/' %--)"%#8' .8%.' 38"@3'
that it’s no longer faith that drives the organisation. The staff dimensions of sustainability and social impact. By plotting
are very passionate and committed to the vision, and it is this -)"2)%*3' %1?' 51.5)-)$353' "1' .85' *%.)$/+' .85' )5&%.$"138$-'
commitment to the organisation’s purpose and the outcomes it between these two dimensions can be easily communicated to
is trying to achieve that drives people now. a variety of audiences. Arsenio gave an analogy for this – ‘we’re
m6)$12'.85'?$>(#6&.'-5)$"?'$1'.85'*$?ESTTT3'$.'@%3')5#"21$35?' riding a bicycle and the front wheel is our social purpose, that’s
that a broader set of skills were needed on the WorkVentures what guides us to where we’re going. But we need the back
Board and a renewal process was started. The current Board wheel too, that’s what provides the power to move forward’.
members represent a range of skills with the longest tenure He says he’s always looking for a balance between the ‘front

and back wheels’. Over time, this approach will also facilitate $.I3'*6#8' *")5' ?$>(#6&.' ."' #)5%.5' %' 363.%$1%:&5' :63$1533' @$.8'
analysis of the balance of focus across the organisation to a dominant social purpose that creates real social impact than
ensure it is on track with the overall strategic direction. He it is to establish a ‘regular’ business. Steve and Arsenio agree
)5\5#.3'.8%.'.85'$?5%&':%&%1#5':5.@551'.85'.@"'@$&&'%&@%A3':5' that it isn’t enough to have good intentions and creative ideas
?$>(#6&.' ."' %#8$545+' :6.' :5$12' %@%)5' ">' .85' .513$"1' :5.@551' – good process and clear-sighted strategy are critical because
these dimensions helps guide decision-making and facilitates essential community programs are reliant on the social
communication with a diverse stakeholder base. enterprise remaining sustainable and growing.
Using this model, the social dimension of impact can be further WorkVentures has a strong tradition of sharing its learnings
#%.52")$35?'$1."'b&"#%&'%1?'3-5#$(#I'$>'.85'-)"2)%*')613'$1'=63.' %1?'#"1.)$:6.$12'."'.85'?545&"-*51.'">':".8'.85'1"1-)"(.'%1?'
one area, or ‘sectoral and regional’, or ‘national and systemic’ social enterprise sectors nationally. It is clear that this role is
(eg. improving a government policy). This provides a visual valued internally and in this way WorkVentures looks set to
representation of how a program or enterprise is contributing to continue its much-needed leadership role in the sector. JM
a particular impact goal. A program might require investment Website: http://www.workventures.com.au/
currently, but has the potential to lead to systemic change so is
worth persevering with.
<%#B&$12'#"*-&5/'%1?'51.)51#85?'$33653')5_6$)53'#"&&%:")%.$"1'
between many players and WorkVentures continues to build
on its track record for working in partnership with other
organisations. WorkVentures has partners in all sectors and
Arsenio says it’s vital to understand what is important to them.
Some relationships are strictly business, while others combine
both business and social elements with WorkVentures
#"1.)$:6.$12' $.3' 3"#$%&' 5/-5).$35' ."' .85' #"**61$.A' -)"2)%*3'
of its corporate partners. Arsenio says it’s important to identify
where the alignment of objectives between the partners lies
>)"*' .85' "6.35.+' ".85)@$35' ?$>(#6&.$53' #%1' %)$35' &%.5)' "1;' Z5'
stresses that if the alignment isn’t there that ‘it’s better to walk
away, even if they have lots of funding’. Ultimately the goal is
to generate enough revenue through social enterprise activities
so that WorkVentures can come to the negotiating table as an
equal partner, with as much to offer as it stands to gain.
WorkVentures is one of Australia’s more established social
enterprises and its journey into the mature stage of its life
cycle is an interesting one for new and emerging practitioners
."' ":35)45;' !.545' 3-5%B3' >)"*' 5/-5)$51#5' @851' 85' 3%A3' .8%.'

cool nrg International
Established in 2007, cool nrg International promotes action

on climate change by designing, developing and delivering
mass scale emission reduction projects in partnership with
governments and businesses around the world. The company
generates income through carbon sales and through its projects
which currently focus on the mass distribution of free energy
5>(#$51.'&$28.':6&:3;'<"'?5&$45)'"1'$.3'-6)-"35+'#""&'1)2'%?4$353'$.'
8%3'?545&"-5?'@")&?'&5%?$12'5/-5).$35'$1'-)"2)%**%.$#'9&5%1'
Development Mechanism (CDM) in developing countries, and
?"*53.$#' 515)2A' 5>(#$51#A' *%)B5.' )526&%.$"1' $1' ?545&"-5?'
markets.
C##")?$12'."'#""&'1)2I3']"61?5)'%1?'7/5#6.$45'98%$)*%1+'d$#'
Frances, the company’s primary objective is to act in scale
on carbon-reduction issues globally. It also looks for ways to
include the poorest members of communities in its projects,
which are skewed towards alleviating poverty. Cool nrg’s third
2"%&' $3' ."' :5' -)"(.%:&5+' .8"628' d$#' %?*$.3' .8%.' %3' #""&' 1)2'
doesn’t receive funding from other sources this is more of an
imperative than a goal. To bring about the mass scale of change
.85' #"*-%1A' 3.)$453' >")+' %' -)"(.%:&5' :63$1533' $3' #)6#$%&;' d$#'
advises that ‘we marry those three goals pretty comfortably all
the time.
9""&'1)2'$3'%'-)$4%.5&A'"@15?'>")E-)"(.'514$)"1*51.%&'-6)-"35'
company with a Board of Directors. Its shareholders include
staff, friends and three private investors all of whom have
agreed that Nic should retain 50% of the company in order to
maintain control of the organisation’s direction. The nature of
the Board is such that it is able to change strategy quickly and
8%3' %' ?52)55' ">' \5/$:$&$.A' .8%.' d$#' :5&$5453' :".8' 1"1-)"(.3I'
%1?'#"**5)#$%&'#"*-%1$53I':"%)?3'&%#B;'d$#'5/-&%$13'.8%.'>")'
1"1-)"(.'")2%1$3%.$"13'@8"'@%1.'."'61?5).%B5'3$21$(#%1.'3#%&5'
-)"=5#.3+' .85' &545&' ">' (1%1#$%&' )$3B' $3' &$B5&A' ."' "6.@5$28' .85'
132 133
")2%1$3%.$"1I3'%335.3'%1?'.85':"%)?'@"6&?':5'61?5)'%'(?6#$%)A' light globes. Family and personal connections have, however,
duty to prevent such risks from being taken. The boards of kept cool nrg in Australia to date. It was through these personal
commercial companies owe a similar duty to shareholders not networks, and Nic’s own investment, that cool nrg sourced its
."' *%B5' ?5#$3$"13' .8%.' #"6&?' %?45)35&A' $*-%#.' "1' (1%1#$%&' start up funding and investment. ‘When people are investing
returns, even if there is a good social outcome. According to 3$21$(#%1.'%*"61.3'">'*"15A+'.85A'@$&&'*"3.&A'$1453.'()3.&A'$1'
d$#+'.8535'(1%1#$%&'%1?'3"#$%&'#"13$?5)%.$"13'#%1':5':%&%1#5?' the person, then the idea, then the level of return’, Nic suggests.
in the cool nrg structure. Z%4$12' 8%?' 2""?' 5/-5)$51#53' $1453.$12' $1' d$#I3' -)54$"63'
As a small organisation, the bulk of cool nrg’s projects are initiatives, several friends and contacts were willing to invest
undertaken through partnerships. It delivers projects on a mass $1' .85' :63$1533;' 9""&' 1)2' -)"45?' ."' :5' %' (1%1#$%&&A' 3"61?'
scale by working with governments, local businesses and other investment, with investors getting their money back within a
&"#%&'-%).15)3;'O<85'Y)5%.'Q)$.$38'^$28.'!@$.#8P+'.85'&%)253.'545)' year, as well as receiving a share in the company. Furthermore,
515)2A'5>(#$51#A'-)"2)%*'$1'.85'@")&?+'@%3'?5&$45)5?':A'#""&' earlier investors were interested in social investment in broad
nrg in 2008 through such a partnership. The distribution of 4.5 terms and were happy to help achieve the company’s social
million energy-saving light bulbs on a single day was carried "6.#"*5':515(.3;'
out by Britain’s large supermarket and newspaper chains for Social investment has also been the driver of cool nrg’s
no cost: Cool nrg itself had only three people working on the ^60' [5)?5+' %1' 515)2A' 5>(#$51.' &$28.$12' -)"=5#.' $1' H5/$#";'
-)"2)%*' "45)' 3$/' *"1.83;'<85' 36##533' ">' .85' Q)$.$38' -)"=5#.' Operating under the UN’s Clean Development Mechanism,
@%3' %&3"' %..)$:6.%:&5' ."' .85' 97X' ">' !#"..$38' K' !6.85)&%1?' ^60'[5)?5'$3':5$12'?5&$45)5?'"1'.85'2)"61?':A'H5/$#"I3'.@"'
Electric, who backed cool nrg from the beginning. For Nic, largest hardware chains. Previously, the high cost of electricity
this willingness to take a risk was a big move for a commercial had meant that the poorest sections of the population required
company and it is this kind of ‘spiritedness’ that has been vital assistance in the form of government subsidies. Through the
to cool nrg’s growth. Outside of project delivery, Nic advises 3@$.#8'."'515)2A'5>(#$51.'2&":53+'.85'H5/$#%1'2"45)1*51.'@$&&'
that cool nrg generally steers clear of networks and groups. save $200million per annum in subsidised electricity it will no
The company is, however, starting to help other groups by longer have to provide. To put this into perspective, the whole
leveraging its own resources and investment networks for like- ?545&"-*51.' :6?25.' >)"*' .85' n!C' ."' H5/$#"' $1' STTW' @%3'
minded activities. Nic also speaks regularly at events about the $30 million. Nic advises that Cool nrg ‘won’t make anything
4%&65'">'515)2A'5>(#$51#A'%1?'#%):"1'.)%?$12'%1?'8"@'.8535' #"**5)#$%&&A' "6.' ">' .85' ()3.' -)"=5#.' $1' H5/$#"I' %1?' .8%.' $.'
link to poverty reduction. won’t recoup its investment into developing new technology,
Given that Australia has been slow to develop an agreed model but that the project is seen as a long term investment in the
for carbon trading, Nic admits that the company ‘would be >6.6)5'">'515)2A'5>(#$51#A;'
:5..5)'-&%#5?'$1'76)"-5I;'Z5'#"6&?'1".'(1?'%':%1B'")':"?A'$1' <85'#"*-%1A'#6))51.&A'5*-&"A3'[email protected](45'3.%>>'*5*:5)3+'@8"'
Australia ‘that understood what cool nrg was doing and that #"*5'>)"*'%'*$/'">'1"1-)"(.+'-)$4%.5'35#.")'%1?'2"45)1*51.'
wanted to get involved’. As a result, the company had to go backgrounds. Staff are often over-skilled for where they start in
off- shore. A business was set up in the UK and an initial loan the company, with the recruitment emphasis more on looking
obtained from a Dutch bank, with a Dutch company supplying >")'#6&.6)5'(.')%.85)'.8%1'"1'3B$&&3;'C##")?$12'."'d$#+'.85'$1.5)1%&'

culture of cool nrg is one of ‘support, celebration and stuff have evolved over the years. Having been named by the
6-3I;'<85'#"*-%1AI3'\%.'3.)6#.6)5'*5%13'.8%.'3.%>>'%)5'85%4$&A' World Economic Forum as one of the world’s leading social
involved in planning and have a representative on the Board; entrepreneurs, Nic initially liked the term as it ‘brought two
staff are also largely left to work out for themselves their role worlds together’ for him. He wanted to drive a social outcome
within the organisation. Since the staff and the company learn :6.'@$.8"6.'8%4$12'."')5&A'"1'#8%)$.A+'%'4$3$"1')5\5#.5?'$1'8$3'
a great deal and grow through the project innovation process, business ventures over the years. Yet Nic feels that the term
mistakes and unsuccessful projects are celebrated as much as ‘social entrepreneur’ has now became the new word for charity
successful ones. This openness has also secured cool nrg the and no longer describes what he does. He sees his and cool
trust and support of its partners. In setting up cool nrg, Nic nrg’s work as ‘at the cutting edge’ and as being more about
says he’s learnt a lot about risk and scale –‘ I’ve been willing the role of markets in changing society than merely innovative
to risk everything and I’m willing to fail. I’m not worried what #8%)$.A;' Z5' 1"@' -)5>5)3' .85' -8)%35' q-6)-"35' ?)$451' >")E-)"(.'
-5"-&5'.8$1BI;'F8$&5'85')5\5#.3'.8%.'85'8%?'5/-5#.5?'#""&'1)2I3' business'. While Nic acknowledges that the market has
projects to make an impact faster than they have, he maintains certainly not succeeded in creating products that add value to
that he would not have done anything differently. the planet, he nevertheless believes that the market economy’s
Measuring the social impact of Cool nrg’s work relies on scale and resources are essential to achieve cool nrg’s social
the company knowing what impact the thirty million energy and environmental objectives.
5>(#$51.'&$28.3':6&:3'$.'?$3.)$:6.53'5%#8'A5%)'8%3;'b<85'*5.)$#3' Creating projects that reduce carbon and deliver huge anti-
%)5'%#.6%&&A'3$*-&5I+'3%A3'd$#+'@$.8'515)2A'5>(#$51.'&$28.':6&:3' poverty wins are possible but, under current carbon trading
saving poor people money on their electricity bills, money that )526&%.$"13+'%)5'5/.)5*5&A'#"*-&5/+'#"3.&A'%1?'.$*5'#"136*$12;'
#%1'.851':5'3-51.'"1'".85)'.8$123;',1'H5/$#"+'."'5136)5'.8%.' ]")'d$#+' .85' #6))51.')526&%.$"13')5\5#.' .85'*%$1' -)":&5*3'$1'
light bulbs were reaching the poorest people, distribution was Australia in relation to reducing emissions: a lack of creativity
*"1$.")5?'%1?'.85')536&.3'@5)5'.851'%6?$.5?'5/.5)1%&&A;'Z"@' and vision, coupled with poor leadership.
the poor spend the money they save, however, is research that Cool nrg is currently developing further programs and activities
is more the domain of ‘social engineering’ according to Nic, in collaboration with partners and clients in a range of countries.
and beyond the scope of cool nrg’s work. <8535' $1#&6?5' 515)2A' 5>(#$51.' &$28.$12' "--").61$.$53' %3' @5&&'
As a self-confessed ‘serial social entrepreneur’, Nic set up cool as a range of other technologies such as solar hot water and
nrg in such a way that it could survive when he moves on. wastewater management.
Believing that his job is to ‘take good people to the point where Nic articulates the need for social enterprises and his views on
they don’t want [him] anymore’, Nic asserts that for most the role of government in empowering more social business in
social enterprises the problem is not that there aren’t people to 8$3':""B'b<85'71?'">'98%)$.AI'RC&&51'K'n1@$1'STTWU;':@
succeed the founder but rather that the founders won’t let go.
With cool nrg ‘growing a life of its own’, Nic sees himself as
only one part of the company and while he is certainly engaged
with its work, he’s not attached.
Nic’s advises that his views on the term ‘social entrepreneur’

Update: In October 2010, South Africa’s Standard Bank
announced a multi-million dollar investment in cool nrg’s Luz
Verde program. Standard has expressed its interest in leveraging
the Mexican model globally, particularly in Africa, to reduce
both carbon emissions and the cost of energy to the poor.
Website: http://www.coolnrg.com/
Eaglehawk Recycle Shop
Operating since 1994, Eaglehawk Recycle Shop (ERS) was

established by Future Employment Opportunities (FEO) to
#)5%.5' =":3+' )5?6#5' &%1?(&&' %1?' -)"*".5' )5E635;' <85' 3"#$%&'
enterprise helps deliver on FEO’s mission to create opportunities
for people who seek employment by providing training and
support, by establishing self generated work enterprises and by
contributing to building a vibrant and sustainable community.
ERS is a business unit of FEO, which is an
incorporated association in the State of
Victoria. In practice the enterprise runs like
a small workers’ cooperative, with surplus
being retained in the enterprise and day-to-day
decision-making occurring at the enterprise
&545&;'Q6.'a5.5)'9"/+'&"12'.$*5'97X'">']7X+'
3.)53353'.8%.'%3'%'1"1-)"(.'@$.8'3"#$%&'2"%&3+'2"45)1%1#5'%1?'
accountability are very important. Each of FEO’s business units,
$1#&6?$12'7J!+'8%3'%1'C?4$3")A'9"**$..55'R(45'%.'-)5351.U'%1?'
an FEO Board member is the Chair of each committee, with
3B$&&5?' #"**61$.A' *5*:5)3' (&&$12' .85' ".85)' -"3$.$"13;' <85'
staff report to the committee and the committee reports to the
FEO Board. The separation of powers is seen as important, and
respect between staff and committee members is crucial. ERS’
Manager is the Secretary to its committee, an approach that
facilitates the development of relationships at all levels.
138 139
As a vocational training provider in the early 1990s FEO $.'45)A'?$>(#6&.'."'%#8$545'363.%$1%:$&$.A;'bF8%.'".85)':63$1533'
recognised that the fundamental issue was that there weren’t @"6&?'8%45'%&&'$.3'-)"(.3')5*"45?'545)A'.$*5'$.'?$?'@5&&rI'85'
jobs available for those coming out of training programs. At the asks. However, as a social enterprise, neither is it paid out to
time unemployment was around 20% in Eaglehawk, a suburb the staff. All surplus goes back into the enterprise to improve or
of Bendigo in regional Victoria. An opportunity emerged when 2)"@'.85'"-5)%.$"13'G'>")'5/%*-&5+'%'35#"1?'8%1?'>")B&$>.'8%3'
the City of Greater Bendigo announced it would need to invest been purchased and a truck, and the number of positions has
$5 million in the establishment of a new garbage tip, as the old been increased over time. ERS makes a contribution to FEO for
one was nearly full. the administrative services it receives, such as accounting, but
a5.5)' 5/-&%$13' .8%.' ]7X' -%$?' %' 3.%>>' *5*:5)' >)"*' J54"&45' .8$3'$3'%'(/5?'-%A*51.'>")'35)4$#53')51?5)5?;'
recycling enterprise in Canberra to spend a week with them on This approach is central to the wider adult learning model also,
the ‘tip face’. The following eight months were spent preparing as it builds ownership into the enterprise and has developed a
a basic feasibility study for the social enterprise concept. This strong culture of accountability amongst the staff. FEO and ERS
convinced the Council the enterprise could be sustainable and also have a core value that centres on resourcefulness and Peter
$.'36:35_651.&A'%--)"45?'%##533'."'@%3.5'2"$12'$1."'&%1?'(&&' 362253.3'.8%.'.85)5'8%3':551'%'#&"35'(.':5.@551'.8$3+'.85'.A-5'
and provided a small piece of land inside the site on which of enterprise (recycling) and the participants – who through
to operate. Peter advises it was important that this was all the being long term unemployed were used to being resourceful.
Council had to commit at that stage, otherwise it may not have This resourcefulness value can be clearly seen in the progress
progressed further. of the early years. An old shed was purchased from the Water
FEO placed an advertisement in the local paper and ten Authority and paid off over two years. Small grants were
participants were selected from those who attended an sought from a range of sources, including environmentally
$1>")*%.$"1' 3533$"1' %:"6.' .85' -)"=5#.;' <8535' @5)5' ">(#$%&&A' focused grant funds, to purchase items of equipment as they
-%).$#$-%.$12'$1'%'.)%$1$12'#"6)35'>")'.85'()3.'3$/'*"1.83+'%1?' were required. Peter’s dedication to building ownership and
)5.%$15?' .85$)' @5&>%)5' :515(.3;'<8$3' *5%1.' .85A' @5)51I.' -%$?' commitment is clear, including through limiting the FEO CEO’s
%1A.8$12'5/.)%'3"'.85A'8%?'."':5'B551;']7XI3'%--)"%#8'$3':%35?' salary to twice that of the lowest paid worker.
on an adult learning model, so it’s all about giving people X1'.85'()3.'?%A'.85'.51'")$2$1%&'7J!'3.%>>'@51.'."'.85'.$-'>%#5'
#8"$#53' a5.5)' 5/-&%$13;' ])"*' .85' :52$11$12' .85' %))%125*51.' picked up ten items, brought them back to the site and started to
was time-limited and it was agreed that wages would be .%&B'%:"6.'@8%.'.85A'#"6&?'?"'@$.8'.85*;'a5.5)'5/-&%$13'.8%.'$>'
-%$?' %>.5)' .85' ()3.' 3$/' *"1.83;' b`"6' #%1I.' 61?5)53.$*%.5' 8"@' FEO had tried to put them in a room to write a business plan at
important this wage free period was to getting the enterprise up that stage it would never have worked. But through the weekly
%1?')611$12I+'85')5\5#.3+'%1?'@$.8$1'3$/'*"1.83'(45'-%).$#$-%1.3' Wednesday morning meetings they gradually established a way
were employed full time. of working together, and developed the systems and processes
FEO believes that those who put in the effort should reap the needed to run the enterprise. ERS now employs twenty-two
reward and consequently any surplus generated by ERS is not staff and has ten regular volunteers. The constitution states that
transferred to FEO. Peter also notes that models that require people who are unemployed will be given preference when
social enterprises to return surplus to a parent organisation make recruiting new staff. And whilst Peter advises this isn’t always

strictly possible in practice, particularly for managers, the ratio )5#A#&$12'#51.)5;'<85'#51.)5'$3'"1'%'3$.5'=63.'"6.3$?5'.85'&%1?(&&+'
$3'%:"6.'WTh;'d5@'3.%>>'%)5'.)$%&&5?'%3'#6&.6)5'(.'$3'$*-").%1.; not inside like previously. Rather than ERS sorting items after
Currently ERS breaks even, with 100% of income coming )53$?51.3'8%45'51.5)5?'.85'&%1?'(&&'3$.5+')53$?51.3'#%1'1"@'?)$45'
from trading and it met its own operating budget within twelve into the centre and off load recyclable items before weighing
*"1.83'">'53.%:&$38*51.;',1'.85'-)54$"63'(1%1#$%&'A5%)'$.'.6)15?' in their tip load. The money that can be saved is a big incentive
over $515 000 and Peter is clearly moved when he says they %1?' ?$45)3$"1' >)"*' &%1?' (&&' 8%3' $1#)5%35?' ?)%*%.$#%&&A' %3' %'
1545)'$*%2$15?'$.'@"6&?'2)"@'."'.8$3'3$05;'F$.8'%'16*:5)'">' result. ERS now has a peppercorn lease ($1 per annum) over
".85)' #"1.)%#.3' 7J!' 1"@' 8"&?3+' 3.%>(12' ".85)' )5#A#&$12' 3$.53' the site, with the Council investing in the infrastructure and
around Bendigo, its turnover is almost $900 000 per annum. retaining ownership.
Peter notes that an early decision to focus on being ‘collectors In addition to the major partnership with the local Council,
and sellers’ has been critical to this. He says it’s easy to get side Peter advises that a range of other local organisations have been
tracked into taking on various ‘value-add’ activities. But there’s $*-").%1.' #"1.)$:6.")3' ."' .85' 36##533' ">' 7J!;' ]")' 5/%*-&5+' %'
no money in these as the labour costs are too high, and also local business provided the bins and trucks for metal recycling
the customers are usually the type of people who want to do at a slightly reduced price. This meant ERS didn’t have to
this themselves anyway. Now they focus on getting the items in $1453.' $1' 5/-513$45' $1>)%3.)6#.6)5' ."' 53.%:&$38' .8$3' 3$?5' ">' .85'
and out the door as quickly as possible. operations, and it is now the biggest supplier of scrap metal in
Bendigo. The same partner has been in place for many years,
Peter is clear that ERS would not have been possible without but Peter advises that at one stage ERS wasn’t happy with the
the support of the Council, which has provided access to the price being offered and went out to tender. Another company
tip and a site for operations. However, at the start some Council won the contract for two years. The original partner won it back
staff strongly opposed the project as they had previously been later, but this showed them ‘we were a serious business’.
taking useable items from the tip and selling them privately.
]")' .85' ()3.' .@"' A5%)3' 7J!' -%$?' .85*' LTh' ">' 2)"33' .%B$123' In pursuit of its employment goals FEO also established and
."' #"*-513%.5' >")' .8$3+' %' 8625' "45)85%?' >")' .85' \5?2&$12' manages the Eaglehawk Enterprise Park, a small business
enterprise, but without this arrangement the goods would incubator enterprise. This is located on a former tip site
have been damaged and become unviable. After two years which was Crown land which was bought with a grant from
a receiving point was established and this was the trigger for the Commonwealth government. The title was created in the
.%#B&$12'.85'$3365;'F851'7J!'()3.'%?4$35?'$.'@"6&?'1"'&"125)' City of Greater Bendigo’s name and it owns the land and the
pay the overhead cost ‘black bans’ were threatened and things buildings with FEO renting the whole site for $1 per annum.
2".' 85%.5?+' :6.' 6&.$*%.5&A' @5)5' )53"&45?;' a5.5)' )5\5#.3' .8%.' Fifteen warehouses were originally built on the site and the
maybe they should have challenged the arrangement earlier rental income from these returned to FEO. A further seven
but says that could have jeopardised the whole project, and have recently been completed, using the income from the
$1'.85'51?'.85A'@5)5'%:&5'."'?5*"13.)%.5'.85':515(.3':5>")5' rent. Tenants take a three year ‘establishment period’ lease,
8%4$12'."'.%B5'"1'.8$3'#"*-&5/'$3365;' which keeps the new businesses cycling through. Peter advises
that a lot of successful local businesses have established
After fourteen years the City of Greater Bendigo was clearly there and occupancy rates are high with a waiting list. These
355$12' .85' :515(.3' %3' $.' ?5#$?5?' ."' :6$&?' %' *$&&$"1' ?"&&%)'

local businesses create additional local jobs, furthering FEO’s FEO provides a meaningful program for job seekers with real
objectives. =":3'$14"&45?N'.85'9"**"1@5%&.8'2"45)1*51.')5?6#53':515(.'
Peter reports that FEO is interested in scaling or replicating -%A*51.3'%1?'#"&&5#.3'*")5'.%/N'.85'=":'355B5)3'(1?'=":3N'%1?'
the ERS model. To assist others interested in this a guide has the environment is also a winner. But these must be measured,
been developed, with support from Social Ventures Australia, he argues. Under ERS’ latest agreement with Council it has to
outlining how to establish a community recycling enterprise -)"45'$.'$3'*55.$12'.85'%2)55?'&%1?(&&')5?6#.$"1'.%)25.3'%1?'8%3'
and is available on the FEO website. A labour intensive process really opened itself up to scrutiny in this area.
for e-waste has also been developed, making it appropriate for ERS has also had a Social Return on Investment (SROI) assessment
an employment-based social enterprise, and Peter advises there undertaken on its operations, by a consultant from Social
is potential to replicate this around Australia. Other Councils Ventures Australia. The SROI ratio was quite high, showing that
8%45'5/-)5335?'$1.5)53.'$1'.85'7J!'-)"=5#.'%1?'%'-$&".'3$.5'8%3' ERS successfully generates savings to the public purse through
been established in a neighbouring council area. And FEO is its model. ERS has used information arising from this a little, for
participating in the establishment of a new National Recycling publicity and media purposes, and Social Ventures Australia has
Network, based on models from the UK and NZ. used it quite a lot to promote the assessment framework. Peter
<85' 7J!' 5/-5)$51#5' @$&&' %&3"' :5' %' #")15)3."15' ."' .85' 15@' notes however that ERS and FEO staff are none-the-wiser about
industrial recycling centre FEO will be establishing in Bendigo, how to actually conduct an SROI for themselves, nor would
with $1.5m received through the Commonwealth’s Jobs Fund. .85A':5'%:&5'."'5/-&%$1'$.'$1'%1A'?5.%$&'."'%1'$1.5)53.5?'-%).A;'
A key learning will be to ensure staff are given two or three Z5' %&3"' 5/-)53353' 3"*5' #"1#5)13' %:"6.' 36:=5#.$45' *5%36)53'
year contracts. This means the new enterprise will be based on and a preference for focusing on measuring what’s tangible.
an intermediate labour market (ILM) model, creating pathways ]")'5/%*-&5+'(45'7J!'3.%>>'8%45':"628.'8"6353'G'b1"@'.8%.I3'
into mainstream employment. Peter advises that this approach an indicator’, he says. He suggests that the information coming
@$&&' 5136)5' %' 2)5%.5)' 16*:5)' ">' -5"-&5' #%1' :515(.' >)"*' .85' out of any social impact assessment has to be practical and
new project. As ERS wasn’t established to be an ILM enterprise useful, otherwise it doesn’t deliver enough value for the effort
there is no mechanism for moving people on and, whilst a put in.
number have gone on to other things, some will likely stay for Peter’s personal beliefs and convictions have played a large
the long term. Peter notes that having a lead agency behind an part in shaping FEO and ERS. He’s proud that he’s never earned
establishing social enterprise has also been a useful lesson. It a lot money but has all the material possessions he could ask
can take some of the load by handling administrative tasks that for, and suggests that by being resourceful a satisfying life can
staff may not have the skills to manage in the early days. :5'8%?'@$.8"6.'155?$12'b5/"):$.%1.'@%253I'."'*%B5'$.'8%--51;'
Peter talks passionately about the need to be completely He says this is at the heart of the social enterprise model as it
accountable, particularly when public money is involved. He is about really living values and culture, not just turning up to
advises that the tip was due to close in 2001 and is still open, work for a number of hours a day.
but hastens to add that this isn’t all as a result of ERS but that its After 20 years Peter resigned as CEO at the end of 2009. He
presence has generated other activities that have contributed now works part time for FEO while spending more time as
."' .85' "45)%&&' ":=5#.$453;' 9"61#$&' )5?6#53' @%3.5' ."' &%1?(&&N' a Councillor for the City of Greater Bendigo, a role that has

become an increasing focus. This will make way for someone Outlook Environmental Services
who can devote all their time to FEO and its activities, and
allow him to contribute to other outcomes for the Eaglehawk
community. Peter says effective succession is about being X6.&""B'714$)"1*51.%&'$3'-%).'">'X6.&""B'R[$#U',1#+'%'1"1-)"(.'
open to learning, not necessarily about knowing everything. community-based social enterprise dedicated to creating
FEO and ERS are staffed by good people who know their jobs. opportunities for disadvantaged people through employment,
The systems and processes are mature and reliable. He says no training and social integration. Outlook was established in
organisation should become reliant on one person and FEO LVgk+' @$.8' .85' ()3.' .)%?$12' :63$1533' #"**51#$12' $1' LVVS;'
has a lot of committed and engaged people involved so he’s It began recognising itself as a social enterprise in 2007.
#"1(?51.'%:"6.'.85'>6.6)5;'JM Surplus revenue is reinvested in the umbrella organisation
Update: Since the interview Rebecca Dempsey, who has to fund programs and services for the disadvantaged and the
worked for FEO for ten years, has taken on the leadership role #"**61$.A;'<85'*"?5&'$3'%1'$1.52)%.5?'"15'%1?'<"1A']$.025)%&?+'
of CEO. &"12'.$*5'97X+'5/-&%$13'.8%.'%'3.)%.52$#'?5#$3$"1'@%3'.%B51'."'
bring all the activities under one brand. A core objective in
Website: http://www.feo.net.au/recycle-shop doing this was to create a new perception and break down
stigma in relation to disabilities and disadvantage. Tony says
the local community and government perception of Outlook
was that it was a traditional Disability Day Service, which he
5/-&%$13'$3'$1#"))5#.'%3'.85A'8%?':551'2)%?6%&&A'*"4$12'."@%)?3'
a fully community integrated, sustainable organisation for over
(>.551' A5%)3;' X6.&""B' 9"**61$.A' 951.)5+' %&3"' "-5)%.53' %3' %'
seven-day-a-week community centre and has provided vital
infrastructure into a high growth corridor where services are
unable to keep up with population growth. Anne McCormick,
Outlook’s Deputy CEO, advises that breaking down silos is the
aim with ‘clients into the community and community into the
centre’ at the core of the approach.
The culture change needed to make this shift, both internally
%1?'$1'@")B$12'@$.8'B5A'5/.5)1%&'3.%B58"&?5)3+'@%3'3$21$(#%1.;'
Anne notes that the community staff were fairly institutionalised
in the old model, with a strong focus on the routines of the
951.)5+' :6.' 1"@' %)5' *6#8' *")5' )53-"13$45' %1?' \5/$:&5' %3'
they have adapted to clients being out in the community and
#"**61$.A'*5*:5)3':5$12'*")5'$14"&45?'$1'.85'951.)5;'H$/$12'
up the traditional clients with community members, both in
the Centre and in the social enterprises, is shifting attitudes and
146 147
perceptions of disability and other forms of disadvantage. Tony in the commercial sector often take a much more specialised
reiterates that at the core of Outlook’s approach is a belief that approach.
everyone has something to offer and shouldn’t be subject to X6.&""BI3' ()3.' @%3.5E)5&%.5?' 3"#$%&' 51.5)-)$35' %#.$4$.A' @%3'
charity: ‘an empowerment model not a custodial approach’. established in 1992 outside a Council tip. The potential was
With strong links in the Victorian disability sector both Tony and demonstrated through this and Outlook negotiated with the
C115' ?)%@' "1' *6&.$E>%#5.5?' %1?' -)%#.$#%&' 5/-5)$51#5' @851' Council to fund about $120 000 worth of infrastructure to
they say that the public sector has yet to demonstrate a clear establish it properly. Tony notes that these days funding the
understanding of integration models. They suggest that these infrastructure is included in tender processes as Councils
models are being promoted through high level strategic plans, $1#)5%3$12&A' *"45' ."' 5/.5)1%&$35' .85' )$3B' %1?' )53-"13$:$&$.A;'
such as the Victorian State Plan, without fully comprehending Outlook’s contracts are won through commercial tender
.85' #"3.3' %1?' $*-%#.3' ">' $*-&5*51.%.$"1;' ]")' 5/%*-&5+' .85' processes and as there’s a requirement that the contractor will
funding available for support workers dictates a 1:6 ratio, but an $1453.' $1' .85' $1>)%3.)6#.6)5' .8535' %)5' 636%&&A' %)"61?' (>.551'
integrated approach requires much higher supervision levels as A5%)3I'?6)%.$"1;'C3'%'3"#$%&'51.5)-)$35'.8%.')5$1453.3'$.3'-)"(.3'
.85'@")B'514$)"1*51.'$3'1".'#"1.)"&&5?'."'.85'5/.51.'$.'@"6&?' $1."'#"**61$.A'"6.#"*53'X6.&""B'">.51'3.)622&53'."'(1?'.85'
:5'$1'%'b385&.5)5?I'3#51%)$";'a6:&$#'35#.")'">(#5)3'%&3"')526&%)&A' capital needed. In addition to the costs involved in setting
ask to see the ‘area where the disadvantaged people work’. The 6-' %' 3$.5+' @%3.5' .)%13>5)' %&3"' )5&$53' "1' &%)25' %1?' 5/-513$45'
point of the model is that they are integrated around the sites so equipment, which depreciates quickly.
.85)5'$31I.'%'3-5#$(#'%)5%+'%1?'@8$&5'.8535'">(#5)3'61?5)3.%1?' C115' 5/-&%$13' .8%.' .85' @%3.5' .)%13>5)' $1?63.)A' 8%3' *"45?'
this in theory it seems they haven’t fully comprehended how away from being handled solely by engineers, and that with
it translates on the ground. Tony says that whilst government more staff with broad environmental training now involved
has documents specifying integration models and an interest there is growing interest in the social outcomes Outlook
in promoting these, it is really being left up to organisations can deliver. This has opened up a number of joint and sub-
like Outlook to test and demonstrate how they actually work in tender opportunities as partner organisations are increasingly
practice, and that there is little support for this role. recognising the value a social enterprise adds to their tender
<"?%A' X6.&""B' "-5)%.53' (45' @%3.5' )5#"45)A' 3$.53+' )5#A#&5?' response. And some contracts have been won as a result of
goods shops and a nursery. It employs one hundred and seventy Outlook’s social outcomes, Tony reports.
3.%>>+' >").A' )526&%)' 4"&61.55)3' %1?' $1' STTWDTV' (1%1#$%&' A5%)' X6.&""B'@%3'.85'()3.'")2%1$3%.$"1'$1'C63.)%&$%'."'61?5).%B5'%'
?5&$45)5?'jliW'TTT'.)%?$12'-)"(.'>)"*'%'jLT*'.6)1"45);'!$1#5' Social Return on Investment (SROI) style assessment in 2005.
1995 it has paid award wages, including for low productivity Funded by Social Firms Australia and conducted by Social
workers, an approach that most working in the high needs Ventures Australia it found a favourable return through creating
employment sector don’t match even today. Anne chuckles =":3+' )5?6#$12' @5&>%)5' -%A*51.3+' )%$3$12' %??$.$"1%&' .%/+'
when she says they also grapple with hugely diverse operations )5?6#$12'@%3.5'."'&%1?(&&'%1?'-)"4$?$12'&"@'#"3.3'2""?3'."'.85'
across three different industries – ‘everything from incontinence community. Anne notes that it was a bit of a turning point for
aids to running waste transfer stations’. This kind of diversity is X6.&""B'%3'$.'#"1()*5?'@8%.'.85A'B15@'.85A'@5)5'?"$12+'%1?'
common in social enterprises, whereas businesses operating -)"4$?5?'%'&545&'">'_6%1.$(#%.$"1'>")'.8$3;'<85A'8%45'3$1#5'-6.'

the information to good use in partnership negotiations, tender followed not long after into the Operations Manager role for
responses and grant submissions and it has been very useful Outlook Environmental. His motivations for making the jump
for differentiating Outlook’s case. Outlook is currently working from the commercial sector were similar and he says that
with Social Firms Australia to develop a replication model and whilst it’s been challenging he’s not looked back. Tony advises
as part of this will be bringing the SROI assessment up to date. that they have worked hard to create a balanced management
Tony advises that sometimes there can be a perception team and that this is paying off, with the values and skill sets
amongst partners and contracting bodies that they ‘aren’t up meshing well.
to scratch’ because of the community focus. Because of this F851'<"1A':5#%*5'$&&'>")'%1'5/.51?5?'-5)$"?'$1'STTW'.85'.5%*'
Outlook decided to invest in securing ISO9002 accreditation. was really tested. Anne advises that they probably weren’t quite
Accreditation is common in the waste industry now, but back ready for it at the time, but that they learnt a lot in the process.
$1'STTS'X6.&""B'@%3'%85%?'">'.85'(5&?'$1'.8$3'?5#$3$"1;'<8$3' It has forced them to focus on systems and processes, rather
has promoted a culture of commitment to quality, to taking than relying on one person being across the operations. Tony
time to get processes and systems right and to doing robust says organisations that run on ‘the cult of the personality’ are
due diligence on potential partners. Tony suggests that this always in danger as there is generally poor documentation of
has been critical to Outlook’s success. He says it’s important what they do, and it also leads to burn out. He admits that you
to never forget that any partnership is a legal and commercial 155?'."'25.'."'%'#5).%$1'3$05'."')5%&&A':5'%:&5'."'%>>")?'."'5*:5?'
one, no matter how strong the relationship appears to be. He the knowledge in the organisation though, as it usually comes
also notes that those operating in the community sector often ?"@1'."'8%4$12'36>(#$51.')53"6)#53'R.$*5+'*"15A+'-5"-&5U'."'
.8$1B' .8%.' #"**5)#$%&' :63$153353' @$&&' :5' *")5' 5>(#$51.' %1?' tackle the task.
organised. Yet as they have observed this sector more closely Around 50% of Outlook’s workforce comes from a
the Outlook team has been reassured about the quality of their disadvantaged background. Godfrey notes that they’ve found
%--)"%#8+' %1?' %:"6.' 8"@' 5>(#$51.' %1?' )53"6)#5>6&' .85A' %)5;' this to be about the right balance as it allows productivity to
In some cases their approach has even helped to ‘prop up’ be maintained, while also ensuring the support levels needed
commercial partners’ performance. %)5'%4%$&%:&5;'Z5'5/-&%$13'.8%.'.85A'?$?1I.'35.'%'.%)25.'&545&+':6.'
Tony and Anne have worked together for many years and do use positive discrimination in their recruitment practices.
recognised that they would need new management team When an analysis was undertaken the proportion was found to
members who could bring additional business skills to the social be about 50% and this has now become the stated aim.
enterprise activities. But they were also clear that these people Most of this group usually start with no skills and learn on
would have to be chosen carefully as an alignment with the the job. Outlook is a Registered Training Organisation and
values of Outlook would be critical to successfully integrating 8%3' ?5&$45)5?' %' )%125' ">' $.3' "@1' .)%$15538$-3' %1?' #5).$(#%.5'
them. Godfrey Agius came across from the commercial retail courses through this. There are plans to develop this aspect
sector to take up the General Manager role in 2008. Godfrey further so that staff interested in this can move through clear
5/-&%$13'.8%.'85'3%@'.85'-".51.$%&'$1'@8%.'<"1A'%1?'C115'@5)5' pathways. Over the years many have moved from assisted to
creating at Outlook and that he was interested in a change of open employment. The intention is to create long term jobs but
focus that would bring more purpose into his work. Rob Dobin Outlook also provides intermediate/transitional opportunities

– ‘it’s about the people, what’s right for them, not about the really have to know what you’re doing – ‘after all 90% of small
numbers’. Godfrey notes that retention rates are improving, as businesses fail’, he says. He suggests that the Commonwealth
%)5'.85'3B$&&'&545&3+'%1?'%'8$28'-5)#51.%25'3.%A'>)"*'(45'."'.51' Government’s recent rounds of short term funding, through the
years. Conscious choices about employing people who can Jobs Fund and Innovation Fund, may not be the most useful
:5' ?$>(#6&.' ."' @")B' @$.8' %)5' *%?5+' %1?' *%1%25)3' @8"' #%1' %--)"%#8;' a)"4$?$12' %##533' ."' "12"$12' %1?' _6%&$.A' 5/-5).$35'
handle this are critical to putting this into practice. But it has to on business planning, accounting, marketing and other
work commercially too, says Godfrey. Consideration is given operational matters should be the focus. This coupled with an
to people’s circumstances but at Outlook they are careful not ever-green loan fund that provides access to various types of
to create a culture where people feel they can get away with capital – risk, bridging, growth – could really go a long way
anything. ‘That’s the difference between our approach and the towards enabling the development of a robust social enterprise
charitable mind-set’, says Tony, ‘and we wouldn’t be doing the sector in Australia. JM
right thing by them or their work mates if we didn’t support Website: http://www.outlookvic.org.au/
them on behaviour issues’.
Outlook operates as an Incorporated Association and currently
8%3'3$/':"%)?'*5*:5)3;'<"1A'%?4$353'.8%.'$.'$3'%'3.%:&5'2)"6-'
focused on governance and they have been very supportive
"45)'.85'A5%)3;'<85A'%)5'%'*$/.6)5'">'-5"-&5'@8"':)$12'3-5#$(#'
skills sets and community representatives. There is currently
a debate on the social enterprise direction as some feel that
this means disability is no longer the core focus. Tony notes
that growing awareness and educating about the true nature of
integration models is a big job on all fronts.
The team is clear that being a social enterprise allows them to
take risks and innovate in ways they wouldn’t be able to do
if they were reliant on government or philanthropic funding.
Having their own earning power and capital pool to draw on,
albeit small, is central to this. And it is this that is providing
the resources to fund the shift to the integration model that the
public sector is promoting. It has also allowed Outlook to grow
beyond a narrow disability ‘pigeon hole’ to take up a broader
position in the sector. This position means they are engaging
@$.8'%1'545)':)"%?5)'15.@")B'">'-%).15)3+'$1':".8'.85'1"1-)"(.'
and commercial sectors, with the opportunities this brings to
?5*"13.)%.5'15@'*"?5&3'%1?'$1\651#5'%..$.6?53;'
<"1A' )5\5#.3' .8%.' ."' )61' %' 36##533>6&' 3"#$%&' 51.5)-)$35' A"6'

Penny Farthings Pushbike Parking
m6)$12' %' A5%)' $1' ])%1#5' (1$38$12' 8$3' :63$1533' ?52)55+' a511A'
Farthings Director Mark Rossiter developed a passion for
#A#&$12;'X1'8$3')5.6)1'."'C63.)%&$%'85')5%&$35?'.85'5/.51.'."'@8$#8'
the climate and the urban sprawl of our cities create barriers
to people using cycling as a form of transport. He started to
5/-&")5'51?'">'.)$-'>%#$&$.$53'>")'#A#&$3.3'%1?'5451.6%&&A'#%*5'6-'
with the Green Pod. In 2007, with his old school friend and new
business partner Tim Ceolin, Mark established Penny Farthings
Push Bike Parking with a social and environmental purpose
of making sustainable transport, through cycling, easier. This
3$*-&5'-6)-"35'5/-%1?3'$1."'.85'*%1A':515(.3'#A#&$12'?5&$45)3+'
154 155
such as improved health, reduced emissions and reduced income. Coming from regional Australia, both Mark and Tim
.)%>(#'#"1253.$"1;' 8%45' @$.15335?' ()3.E8%1?' .85' :%))$5)3' >%#5?' :A' ,1?$251"63'
Mark reports that they are receiving very positive responses C63.)%&$%13+' 36#8' %3' )5?6#5?' &$>5' 5/-5#.%1#A;' 7451.6%&&A' .85A'
to the Pod and that the focus at present is on converting plan to integrate Indigenous employment opportunities into
.85' 5/#$.5*51.' ."' 3%&53;' a511A' ]%).8$123I' :63$1533' -&%1' 8%3' the enterprise and hope they may be able to employ around
$?51.$(5?' 61$45)3$.$53+' #$.A' 9"61#$&3+' &%)25' 5*-&"A5)3' %1?' 50% Indigenous staff in the longer term. Because the work will
public transport providers – in that order – as its target markets. be technically focused there will be opportunities to link this to
n1$45)3$.$53'@5)5'.%)25.5?'()3.'%3'.85)5'%)5'"1&A'.8$).AE1$15'$1' training pathways also.
Australia, they have large purchasing budgets relative to the As it grows, Penny Farthings will also establish a more
number of decision-makers involved and cycling is popular on comprehensive structure to ensure a level of separation
#%*-6353;' a511A' ]%).8$123' %&3"' 3-5#$(#%&&A' .%)25.3' >%#$&$.$53' between governance and operations. Advice and input has
managers, architects and others on the design end as the Pods been sought from a range of individuals and organisations to
are designed into spaces (either pre-build or retrospectively). date and several people have been acting in informal mentoring
This approach has made the most of a limited marketing budget capacities. Mark suggests that continuing in this vein with
and sales have started. an Advisory Board approach will probably suit them best. A
Penny Farthings has also developed a key relationship with 16*:5)' ">' -5"-&5' 8%45' 5/-)5335?' $1.5)53.' $1' .%B$12' 6-' .8535'
Queensland Rail. From the concept stage, staff have shown roles when the enterprise is ready to enter this phase.
interest and have been providing input on how the Pods could During the establishment phase a production process that has
:5'*"?$(5?'."'(.'@$.8')%$&'>%#$&$.$53'-&%11$12;'9A#&$12'$1#)5%353' kept overheads as low as possible has been implemented.
the catchment area for railway stations and also reduces the Outsourcing means they pay a little more to produce each Pod,
amount of parking needed. Heavy rail infrastructure is very :6.' 8%451I.' 8%?' ."' $1453.' $1' 5/-513$45' $1>)%3.)6#.6)5;' m53$21'
5/-513$45'%1?'3"'.85)5'$3'$1.5)53.'$1'8"@'#A#&$12'#%1'#"1.)$:6.5' and marketing are done in-house and production is handled by
to increasing its viability as a form of transport. a team based at Logan Village in Brisbane. By sticking to their
Developing a system to track the use of the Green Pods is core capabilities they have been able to stretch their budget
%1".85)' @%A' ">' *%/$*$3$12' $1.5)53.' >)"*' -".51.$%&' #63."*5)3' %1?+'$*-").%1.&A+'.85$)'#%38'\"@;
as it facilitates impact reporting. A counter type system is being Being a design and manufacturing based enterprise, access to
integrated so users can enter details of where they live, allowing start-up capital was critical and Mark laughs when he says their
calculation of distance travelled and emission reductions as a initial funds were raised through ‘friends, family and fools’.
result. Ways for the purchaser to recover some costs are also X1#5'$1."'.85'-)".".A-$12'-8%35'.8$3'8%?'."':5'5/.51?5?'%1?'
:5$12'5/-&")5?;'<8535'*$28.'$1#&6?5'%?45).$3$12'3-%#5'"1'.85' both Mark and Tim successfully applied for Micro Enterprise
outside, or a ‘gym membership’ style system that allows users loans through the National Australia Bank (NAB). Both partners
to purchase a swipe card with a number of uses on it. were granted separate personal loans, meaning they both have
At the time of interview Penny Farthings employed Mark ‘skin in the game’, which Mark says has helped the relationship
and Tim, and they were drawing a very minimal wage with develop productively. The NAB scheme allows entrepreneurs
Tim also doing some other part-time work to supplement his ."'.%B5'"1'-5)3"1%&'?5:.'>")':63$1533'5/-51353'">'%)"61?'jST'

TTT'%.'%'(/5?'$1.5)53.')%.5;'<8$3'$3'-%).$#6&%)&A'635>6&'>")'3.%).E easier’ Penny Farthings is also involved with other activities that
ups where the trading history required by most loan processes contribute to this. A long-term project is looking at urban design
isn’t available, and where repayment capacity is usually not issues, trying to determine how the parks across Brisbane could
@5&&'?5(15?;'H%)B'1".53'.8%.'dCQ'3.%>>'8%45':551'45)A'85&->6&' be connected to create cycling corridors throughout the city.
:5A"1?' .85' (1%1#$12+' -)"4$?$12' %' )%125' ">' %?4$#5+' %1?' .8%.' <85'4$3$"1'$3'.8%.'.85'&%1?':5.@551'.85'-%)B3'#"6&?':5'0"15?'
@851'$1.5)53.')%.53'?)"--5?'?)%*%.$#%&&A'$1'STTV'.85'(/5?')%.5' for medium density housing that builds up slightly to reduce
was adjusted down by four percentage points, despite there the land area footprint. Mark suggests that if developers were
being no obligation to do this. given incentives for building a little higher, so as to make space
Mark advises that access to capital was the major factor in >")'#A#&5'>)55@%A3+'%'-)"(.%:&5'*"?5&'#"6&?'%&3"':5'?545&"-5?;'
?5#$?$12'."'>")*'a511A']%).8$123'61?5)'%'>")E-)"(.'3.)6#.6)5;' Z5'3553'.8$3'%3'%'3"#$%&&A'51.5)-)$3$12'@%A'">'@")B$12+'(1?$12'
They recognised early on that to take the enterprise to scale they ways to bring about social good using private money.
@"6&?'155?'5/.5)1%&'(1%1#$12'.8)"628'?5:.'%1?'5_6$.A;'a511A' In these ‘big picture’ endeavours Mark and Tim regularly come
Farthings has a clearly articulated environmental and social back to Penny Farthings purpose to ensure they aren’t drifting
-6)-"35+':6.'%##533$12'#%-$.%&'@"6&?':5'?$>(#6&.'$>'.85A'#8"35' off course – ‘we just keep asking, is this going to make cycling
%' 1"1-)"(.' 3.)6#.6)5;' ]")' 5/%*-&5+' .85A' @5)5' 36##533>6&' $1' 5%3$5)I;'<8$3'-)"4$?53'\5/$:$&$.A'."'2)"@'%1?'5/-&")5'$11"4%.$45'
)5#5$4$12'%1'JKm'2)%1.'>)"*'.85'C63,1?63.)A'9"**5)#$%&$3$12' approaches but keeps the focus on outcomes.
Emerging Technologies (COMET) fund to assist with scaling Mark is clear that his passion for cycling drives Penny Farthings,
.85$)'"-5)%.$"13;'<8$3'-)"4$?5?'WTh'">'.85'JKm'#"3.+'*%.#85?' his eyes light up when he says ‘every time I cycle I know why
to 20% contributed by the enterprise, but is only available to I do it’. He proposes tenacity as a key ingredient needed by
>")E-)"(.'#"*-%1$53; social enterprise practitioners and advises that everything takes
In the longer term Penny Farthings will look to equity capital longer than you think it will so not being a ‘quitter’ is critical.
as the base for scaling up operations and bringing down the He also notes that you probably work twice as hard for half
per unit cost of the Pods. Mark is unsure as yet whether Penny the pay, and because you invest a lot of yourself in it you really
]%).8$123'@$&&'36$.'%1'5_6$.A'(1%1#5'*"?5&+'?65'."'-".51.$%&'>")' want to see it succeed. JM
high rates of return usually being a requirement. He suggests Website: http://www.pushbikeparking.com/
that a social investment model would suit Penny Farthings best,
with its focus on environmental and social outcomes. Mark and
Tim are eagerly watching how the work of key organisations
like Foresters Community Finance around the development
of social investment products is progressing. Mark stresses
that there would have to be a very strong match with Penny
Farthings’ social purpose and values base for them to enter into
a social investment relationship, a view shared by many social
enterprise practitioners.
In line with its broadly conceived purpose of ‘making cycling

Reverse Garbage Cooperative
In 1997, John Hepburn, an activist involved with a recently

established grass roots environmental organisation – Friends of
the Earth Brisbane – began gathering a team of people together
."'#)5%.5'%'3"#$%&'51.5)-)$35'.8%.'@"6&?'-)"4$?5'(1%1#$%&'%1?'
infrastructure support for its activities and campaigns. An
autonomous income stream was considered critical for the
\5?2&$12' ")2%1$3%.$"1' %3' -%).' ">' $.3' -6)-"35' $3' ."' %?4"#%.5'
on environmental policy and it needed to be able to do this
unencumbered by the restrictions that can accompany grant
funding. Reverse Garbage Coop Ltd was established with the
purpose of providing this support, and would do this through
engaging in the creative and sustainable re-use of resources
within the local community. Reverse Garbage also aimed to
provide meaningful local employment for people seeking ethical
160 161
work, and to embody the principles of democracy and equity in @8$#8' %.' .85' .$*5' ">' $1.5)4$5@' @%3' %--)"/$*%.5&A' jST;kT'
the workplace. The two organisations are co-located and support per hour. At that time Reverse Garbage was paying $17.37
for Friends of the Earth (such as subsiding rent) is enshrined in per hour and Bill reported that wages had not needed to be
Reverse Garbage’s constitution. As a non-trading cooperative, adjusted downwards for the previous four years, and that it was
surplus cannot be distributed to members but is either reinvested looking positive to continue moving towards the cap. Capping
in the enterprise or donated to Friends of the Earth. the wages is part of the philosophy of the enterprise as it seeks
Reverse Garbage’s constitution states that its operational costs to reduce consumption.
(for wages, rent etc) must be funded through its own revenue The worker run cooperative currently employs eleven staff and
streams. Grant funding can only be used for one-off events, two volunteers. Bill describes working at Reverse Garbage as a
such as the purchase of a van to enable educational workshops life-style choice, not just a job, and that whilst those involved
to be run at schools. The start up costs for the enterprise #&5%)&A' 355' .85' :515(.3' .8%.' $.I3' b1".' >")' 545)A"15I;' J545)35'
R5/#&6?$12'@%253U'@5)5'>%$)&A'&"@'%3'*%1A'">'.85'"-5)%.$"1%&' Garbage is worker-run and Bill says this is one of the main
items (e.g. desks, computers) were sourced through donations attractions for those who have worked there for a while. The
and as the primary business activity was the collection and sale organisational model closely involves workers in decision-
of waste materials, retail stock did not have to be purchased. making and managing the organisation that they in turn work
The majority of the additional funds required were for rent >");'<85)5'$3'1"'"45)%&&'*%1%25)'%1?'1"'5/.5)1%&'Q"%)?'m$)5#.")3;'
and here Reverse Garbage was fortunate in that the owner of The constitution requires workers to apply for membership
.85' :6$&?$12' 2515)"63&A' -)"4$?5?' .85' ()3.' .8)55' *"1.83' )51.' once they have completed a minimum employment period and
free. A small grant was used to purchase an old postal truck for number of hours. Once membership is successfully obtained,
collection of the waste and the remaining start-up capital came workers automatically qualify for Directorship. Consequently,
from personal loans from the founding members. the Board consists of the people who do the day-to-day
Bill Ennals, one of the current (though not Founding) Members work and this engenders a deep sense of stewardship, and
and Directors advises that over the past twelve years Reverse indeed, affection for the workplace. Similarly, the risks and
Garbage has been heavily subsidised by the low wages drawn responsibilities of running the enterprise are shared evenly
by the members and the large amount of volunteer labour between the workers and high levels of camaraderie and
they have also contributed. The original directors/members workplace morale result.
were participants in the Commonwealth’s New Enterprise Within this approach, investment in members and relationships
Incentive Scheme (NEIS) and as such were eligible to retain internally is obviously critical to the functioning of the enterprise.
:515(.' -%A*51.3' >")' .85' ()3.' A5%)' @8$&5' .85' 51.5)-)$35' @%3' X45)'.$*5'.85'-)"#53353'%1?'3A3.5*3'>")'.8$3'8%45':551')5(15?;'
established. Along with the personal loans to Reverse Garbage A consensus decision-making model is used. Decisions are
.85A'-)"4$?5?'3$21$(#%1.'b3@5%.'5_6$.AI'.8)"628'@")B$12'&"12' based on compromises so all can move forward together, and
%1?'61-%$?'8"6)3;'m6)$12'-5)$"?3'@851'#%38'\"@'@%3'&$*$.5?+' though there is a fallback voting mechanism should consensus
-%).$#6&%)&A' $1' .85' ()3.' (45' A5%)3+' .85A' %&3"' -%$?' .85*35&453' be blocked, this has only occurred once in the past nine-and-a-
very low wages. Under the constitution, wages are capped at half years. Bill notes that this can act as a ‘handbrake’ at times,
a wage rate equivalent to $17.50 in 2000 (adjusted by CPI), slowing down responsiveness, but over time as the directors

have become closely aligned with Reverse Garbage, this has In addition to the board, Friends of the Earth Brisbane plays a
become less of an issue. Each staff member also has an area custodial role. It is also a cooperative with a separate board
of responsibility that has broad position objectives, which they and members. Until recently, there had only been one director
decide how to achieve and report back to the rest of the Board. involved in both organisations (founder John Hepburn), though
Board meetings with all the member directors are held a current joint director is in the process of establishing this
fortnightly during working hours. In the past these could be cross-over again. There are safeguards in Reverse Garbage’s
&512.8A' %1?' 85%.5?' @$.8' $1>")*%&' 8$5)%)#8$53' $1\651#$12' .85' constitution that ensure its purpose is protected, including
process, but over time the investment in relationships and approval from Friends of the Earth for any structural changes.
-)"#53353'8%3'-%$?'">>'%1?'.85'*55.$123'%)5'1"@'.$*5'5>(#$51.' However, to date Friends of the Earth has never had to intervene
and produce more effective decisions. Bill adds that discussions in decisions and there is no formal reporting either way.
are still robust, but that policies and a culture around things Developing the educational programs side of Reverse Garbage’s
like ensuring all have the opportunity to speak and not using activities supports the objectives of both organisations and
$1\%**%.")A'&%126%25'B55-'.8$123'"1'.)%#B;' this is a key focus at present. The aim is to educate people
Becoming very smart about recruitment has been key to this. about reducing patterns of consumption at a broad level,
<8$3'&533"1'8%3':551'@"1'.85'8%)?'@%A'%1?'Q$&&')5\5#.3'.8%.' and in particular there is a focus on children as this has the
a key milestone was the establishment of a policy to manage potential to change behaviour over a life time. Bill advises
laying off staff members. As each staff member potentially goes that three part-time facilitators are currently employed and
on to a decision making role on the Board, it’s crucial that are running environment and art programs in schools all over
.85)5'$3'%'.$28.'4%&653'(.;',1.5)53.$12&A+':"%)?'-%).$#$-%.$"1'%1?' South East Queensland, three or four times per week. On site
a decision making role in the organisation haven’t been major school holiday programs are also offered and presentations at
attractors for recruits. Bill suggests that most people haven’t educational conferences are a regular activity. In-servicing the
really thought about working in this kind of model before and professional development of teachers is another growing area.
don’t have a good understanding of what is involved and what School-based activities are organised through each school
.85'-".51.$%&':515(.3'#"6&?':5;' directly and as yet the Department of Education hasn’t taken
on coordinating these on a broader scale. Bill advises these
J545)35' Y%):%25I3' #"13.$.6.$"1' )5_6$)53' %' *$1$*6*' ">' (45' services are becoming a viable income stream. The sale of
*5*:5)' ?$)5#.")3' %1?' %' *%/$*6*' ">' .@5&45;'<85)5' %)5' %&3"' *%.5)$%&3'3%&4%25?'>)"*'.85'@%3.5'3.)5%*'8%3'%'45)A'&"@'-)"(.'
two independent (non-member) director positions, chosen for margin but produces a great resource, so they are focusing on
particular skill sets and networks. There are currently seven how to leverage this resource and generate revenue from their
member directors on the Board, four prospective workers .$*5'%1?'5/-5).$35'%3'@5&&'%3'>)"*'.85'*%.5)$%&3;'
approaching membership and a high likelihood that the
@")B>")#5'@$&&'#"1.$165'."'5/-%1?;'!"'.85'.@5&45'?$)5#.")'&$*$.' This strategic approach is building on early business planning
61?5)'.85'#"13.$.6.$"1'#"6&?':5')5%#85?'>")'.85'()3.'.$*5'_6$.5' work and is seeking to capitalise on the strong track record
soon. This is signalling a new phase for the enterprise and the Reverse Garbage has established. With so much of the focus on
directors are thinking through what changes will need to be 53.%:&$38$12'%1'5.8$#%&'")2%1$3%.$"1'$1'.85'5%)&A'?%A3+'(1%1#$%&'
made to the governance structure as a result. viability has hung in the balance for some time. But Bill and

the team can now see clearly how the hard work they have Prospects for Reverse Garbage are positive with strong signs
put in over the past decade is positioning them strongly in the ">'2)"@.8'"1'%&&'>)"1.3;'<85'*"3.'-)533$12'$3365'$3'(1?$12'%1?'
high-growth environmental education and services sector. securing a new premises as the operations have outgrown the
")$2$1%&'&"#%.$"1;'<8$3'@$&&':5'#51.)%&'."'5/-%1?$12'.85'5?6#%.$"1%&'
Bill advises that the strong track record is a result of paying as
programs also. Bill is hopeful that Reverse Garbage’s long term
*6#8'%..51.$"1'."'5/.5)1%&')5&%.$"138$-3'%3'.85A'?"'.85'$1.5)1%&'
relationship with Foresters Community Finance will assist here
ones. From the beginning there has been a strong focus on the
as they are the only provider that he is aware of that offers
local community and many Brisbane and West End locals are
social investment loan products designed to secure long term
regular customers. Bill laughs when he says one local customer
-)5*$353' >")' 3"#$%&' 51.5)-)$353' %1?' 1"1-)"(.3;'C1' %2)55*51.'
who was renovating his house almost single-handedly kept
@$.8' %' *%$13.)5%*' :%1B' @"6&?' :5' (1%1#$%&&A' -)"8$:$.$45' ")'
J545)35'Y%):%25'%\"%.'?6)$12'%'.$28.'-5)$"?;'Q63$153353'.8%.'
might only allow them to establish elsewhere in the suburbs
supply waste have also been instrumental, with many going to
of Brisbane, a move that would almost certainly be detrimental
5/.)%'&512.83'$1'3").$12'.85$)'@%3.5'@8$#8'85&-3'B55-'J545)35'
as Reverse Garbage’s focus is on, and relationships are with,
Garbage’s labour costs down. The drivers play an important role
the local West End community. Bill says the co-op members are
in this as they are the ones who regularly meet the suppliers
hoping they will be able to purchase a premises, or secure a long-
and have the opportunity to build relationships and also to
term lease with an option to buy. This asset base will be a key
educate on environmental issues as they go. Accordingly these
factor in securing Reverse Garbage’s long term sustainability.
positions are approached strategically and are seen as much
JM
more than just a driving role.
Website: http://www.reversegarbage.org.au/
The drivers also impart valuable ‘report back’ information to
the suppliers. Bill notes that the majority haven’t asked for any
3").' ">' >")*%&' )5-").$12' %1?' #6))51.&A' ?$45)3$"1' >)"*' &%1?(&&'
(26)53'%)5'"1&A'-)"4$?5?'."'%'>5@'3-5#$(#'36--&$5)3'.8%.'8%45'
requested this information. He adds that they used to do more
tracking and reporting in the early days (every bin collected
up to 2005 was recorded) but as the information wasn’t being
requested and due to the labour intensiveness of maintaining
the databases this has dropped away. The systems are still
in place and could be put into use again but the resourcing
.513$"1'$3'3.$&&'%1'$3365;'Q$&&'$3'5/#$.5?'@851'85'362253.3'.85A'
@"6&?':5'B551'."'@")B'@$.8'3"*5"15'%--)"-)$%.5&A'_6%&$(5?'
to undertake a detailed environmental impact of Reverse
Y%):%25I3'"-5)%.$"13'$1#&6?$12+'>")'5/%*-&5+'#%):"1'5*$33$"13'
saved. Realistically he suggests that to focus on regular impact
reporting it would need to be included as a requirement in a
commercial relationship.

Soft Landing
Soft Landing is a mattress recycling business operating in the

Illawarra region of NSW. As one of Mission Australia’s social
enterprises, Soft Landing has created training and employment
opportunities for marginalised people, while assisting in
)5?6#$12' .85' 4"&6*5' ">' @%3.5' .8%.' 51.5)3' &"#%&' &%1?(&&' 3$1#5'
its beginning as a pilot program in early 2009. Old mattresses
are stripped down in Soft Landing’s Bellambi warehouse, with
the majority of the reusable mattress components being recycled
to generate income. Mattresses which are in good condition
are refurbished and sanitised and are then sold to low-income
families through Mission Australia’s Big Heart stores or their
online site.
The idea behind Soft Landing stems from Mission Australia’s
Big Heart Enterprise, which began twenty years ago. According
to Bill Dibley, NSW Social Enterprise Operation Manager,
Mission Australia originally created the Big Heart retail shops to
assist with providing skill opportunities for youth at one of their
A"6.8')53$?51.$%&'-)"2)%*3;'<8$3'.851'2)5@'"45)'.85'15/.'(>.551'
A5%)3' ."' (45' )5.%$&' 38"-3' %$*$12' ."' -)"4$?5' %>>")?%:&5' 8"*5'
wares and furnishings to low income families through op shops
and factory seconds’ stores. These stores also employ people
3.)622&$12'."'(1?'@")B'5&35@85)5;'C&&')545165'>)"*'.85'3.")53'
goes towards purchasing more stock, building new outlets and
funding Mission Australia’s community programs. However
there was and continues to be limited scope for moving
volunteers into opportunities for employment within op-shops,
warehouses and sorting. Essentially in each shop there is one
full-time and a few casual paid staff members, with a team of
around twenty volunteers. With the ratio of volunteers to paid
staff at this level, the opportunity to move into paid work is
low, with twenty people often applying for the one position.
According to Andrew Douglas, Soft Landing’s Manager, while
there were embryonic stages of an employment model in the

Big Heart stores, there was a need for initiatives that would development of Big Heart Logistics, a social enterprise which
generate a greater return, in order to give more marginalised %##5-.5?' ?"1%.$"13' ">' ">(#5' >6)1$.6)5+' @8$#8' @"6&?' .851' :5'
people paid work opportunities. on-sold either on eBay or through Mission Australia’s retail
Over the past ten years Big Heart, by way of volunteers and outlet in Wollongong. The enterprise was quite successful,
Work for the Dole programs, have been refurbishing computers 5*-&"A$12' 3$/' 3.%>>' %1?' 35&&$12' >6)1$.6)5' ."' 1"1-)"(.3+' ."' .85'
that were donated and on-selling these at a low cost to low general public and within the Mission Australia organisation.
income families. In 2007, Big Heart started a computer <8$).A'15@'H$33$"1'C63.)%&$%'3$.53'%#)"33'.85'#"61.)A'@5)5'(..5?'
recycling program. After a presentation by Big Heart and out by Big Heart Logistics.
?$3#633$"13'@$.8'.85$)'1%.$"1%&'">(#5'%1'%))%125*51.'@%3'*%?5' <85'?$>(#6&.A'@$.8'.85'51.5)-)$35'@%3'.85'1%.6)5'">'.85'@")B;'
with Mission Australia, whereby the program would receive It became apparent that many marginalised job seekers who
the organisation’s off-lease computers and would perform @5)5' 51.5)$12' .85' @")B' >")#5' 3$*-&A' ?$?1I.' 8%45' .85' O@")B'
security data wipes to ensure no client or staff information was *63#&5P' ."' *"45' 85%4A' ?53B3' %1?' (&$12' #%:$15.3;' X45)' .85'
left on the drives. These computers were then on-sold to low- two years of the program, modelling showed potential risks
income families and to Mission Australia staff. The IT program @$.8' 36#8' .8$123' %3' #"*-&5/' ?$3*%1.&$12' %1?' )5%335*:&A'
produced marginally better employment results and volunteer work, the use of low skilled labour and the highly competitive
to paid staff ratios than the Big Heart stores, employing three or pricing of the commercial sector. This led to reconsiderations
four people. The work was casual and employees received on of whether Big Heart Logistics could be a viable enterprise.
.85'=":'.)%$1$12;'C##)5?$.5?'.)%$1$12'."@%)?3'%'95).$(#%.5',,'$1' While the enterprise was eventually phased out, it had allowed
IT was initially provided by Big Heart and was later taken over Big Heart to establish good relationships with corporates and
by a registered training organisation. hotel chains, relationships which have been a vital factor in
A large furniture donation from the Stockland group kicked off Soft Landing’s development. A positive outcome from this was
H$33$"1'C63.)%&$%I3'15/.'3"#$%&'51.5)-)$35+'Q$2'Z5%).'^"2$3.$#3;' that Big Heart was able to convert the furniture warehouse into
!."#B&%1?' ?"1%.5?' 35451.551' \"")3' ">' ">(#5' >6)1$.6)5' %.' .85' one of its large factory outlets and ensure all jobs created were
same time as Mission Australia was moving into its new national retained. This now proves to be one of Big Heart’s leading retail
">(#5;'C3'%')536&.+'H$33$"1'C63.)%&$%'@%3'%:&5'."'(.'"6.'$.3'">(#5' warehouses turning well over half a million dollars by way of
%.'3$21$(#%1.'#"3.'3%4$123;'Z"@545)+'2$451'.85'&%)25'4"&6*5'">' sales each year.
donated furniture, Mission Australia had to lease a warehouse, Along with furniture and clothing, mattresses have been
with the cheapest available one located in Wollongong. All of collected for the twenty years that Big Heart has been
the furniture was sent down to the warehouse and brought back operating. Given that the rubbish tip fee is $22 per mattress,
."'!A?15A'%3')5_6$)5?;'`5.'5451'%>.5)'.85'(.'"6.'@%3'#"*-&5.5?+' a lot of illegal dumping was taking place around Big Heart
H$33$"1'C63.)%&$%'3.$&&'8%?'%'@%)58"635'>6&&'">'">(#5'>6)1$.6)5;' clothing bins and Mission Australia was struggling to deal with
C1?)5@'5/-&%$13+'O.8%.I3'@851'@5'3.%).5?'&""B$12'%.'8"@'@5' 6-'."'(>.A'*%..)53353'%'@55B;'<85'3"&6.$"1'?54$35?')$28.'>)"*'
were going to pay for the warehouse, how we would retain the start was for good mattresses to be resold and for the rest
warehouse staff and how we were going to get rid of the to be stripped down, selling the steel to a scrap-metal recycler,
>6)1$.6)5' @$.8"6.' 3$*-&A' .8)"@$12' $.' %&&' "6.P;'<8$3' &5?' ."' .85' using the material as scrap clothing pile or rag and sending

.85')5*%$1$12'-%).3':%#B'."'&%1?(&&;'F8$&5'C1?)5@'%?*$.3'.8$3' "6.' ">' %1' 5/$3.$12' #&".8$12' 3").$12' %1?' 3.")%25' @%)58"635+'
system was not ideal, it saved Mission Australia money and the 8$3.")$#%&&A'635?'>")':6&B'3.")%25'">'635?'2""?3;'F$.8$1'.85'()3.'
process of stripping down the mattresses undeniably took out two months of the pilot, however, a surplus had been generated
.85':6&B'">'.85'%*"61.'2"$12'."'&%1?(&&;' and large quantities of mattresses and their components were
According to Andrew, Big Heart ‘probably always has been’ a being recycled. The pilot continued in an ad-hoc manner until
social enterprise, but the term was simply never used. As the Big June 2010, when Mission Australia successfully tendered for
Z5%).')5.%$&'"6.&5.3'#"1.$165?'."'2)"@'$1'3$05'%1?'".85)'3.%.53' funding under the federal Government’s Jobs Fund Round 2,
looked at new and innovative programs with the potential to which provided capital to Soft Landing to set up.
generate income whilst building community capacity, Mission Andrew and Bill realised early on that they had certainly
Australia transitioned from a full Community or Employment $?51.$(5?' %' 8625' *%)B5.' %1?' .85)5>")5' .85' $*-").%1#5' ">'
based focus to a Social Enterprise model for these programs. keeping up with the supply of mattresses coming in. Once
To gain greater understanding and skill in this area Mission they began collections, they were receiving mattresses by the
Australia’s Research and Social Policy Unit undertook research truckload, including from commercial retailers who accepted
and realised that social enterprise was what they had been trade-ins at their stores. To date, Soft Landing has kept up labour
%..5*-.$12' @$.8' $.3' Q$2' Z5%).' 3.")53' >")' .85' &%3.' (>.551' A5%)3;' to service the supply. Furthermore, the Bellambi warehouse
From that time on, more of Mission Australia’s work that could %&3"'8%3'.85'#%-%#$.A'."'5/-%1?'%3'.85':63$1533'2)"@3;'F851'
generate income via a business trading model, as opposed to the warehouse was taken on, there was already the intention
fee for service, was referred to as ‘social enterprise’ instead of to dedicate the entire site to mattress recycling if it were to
community services. take off and to move the other businesses and operations in the
In 2009, Big Heart held discussions with a national steel warehouse elsewhere.
recycler, to see if they were interested in assisting with the J$3B3' @5)5' $?51.$(5?' $1' .85' ")$2$1%&' -$&".;' C>.5)' 61?5).%B$12'
mattress recycling contract held with the Wollongong Council. risk assessments of all related tasks a number of issues were
According to Andrew, Big Heart’s contact at the recycling $?51.$(5?'36#8'%3'*%..)53353'&5>.'%.'.85'.$-':5#"*$12'363#5-.$:&5'
company, was ‘very socially focussed’ and the potential for Big to ticks and bed mites and heavy waterlogged mattresses
Z5%).' ."' (15' .615' @8%.' .85A' @5)5' %&)5%?A' ?"$12' $1."' %' .$28.' being too heavy to lift. Working around heavy machinery
business model was recognised. also required detailed work procedures to ensure that vehicle
Soft Landing began as a pilot program in early 2009, with the *"45*51.'%)"61?'.85'.$-'>%#5'@%3'3%>5;'C&&'.85'$?51.$(5?')$3B3'
aim of ascertaining whether the program could employ three were mitigated by the development of safe work practices,
people (with the given volume of mattresses) and also generate including correct use of PPE, waterproof storage areas for
%')5.6)1'36>(#$51.'."'#"45)'@%253+'"45)85%?'#"3.3'%1?'."')61'%' mattresses and the adoption of the council’s vehicle movement
truck. The pilot began by employing three long-term unemployed guidelines whilst working at the tip face.
as casuals (they are still with Soft Landing). Receiving no The pilot program and the lessons learnt from it gave Soft
initial funding to set up, Andrew admits that the program was Landing a ‘leg to stand on’, forming a crucial part of the
originally only a pilot program, with little likelihood initially of 5/.513$45' )535%)#8' #"1?6#.5?' :5>")5' .85' :63$1533' &%61#85?;'
being replicated into a full commercial operation. It operated C1?)5@'5/-&%$13'.8%.'.8")"628'-)5-%)%.$"1'@%3'$*-").%1.'1".'

only because he and co-founder Bill would be held accountable employment. The Department of Education, Employment and
if the business model didn’t work, but also because if the Workplace Relations (DEEWR), which manages the Jobs Fund,
:63$1533' @51.' $1."' ?5(#$.+' .8$3' @"6&?' 8%45' ."' :5' *%?5' 6-' 5/-5#.3'!">.'^%1?$12I3'#6))51.'.)%$1553'@$&&'*"45'"1'%1?'%'15@'
from other areas of Mission Australia’s work. Mission Australia group will come through before June 2011. Andrew feels it
sent all proposals to Price Waterhouse Coopers to undertake a #"6&?'3.$&&'>6&(&'$.3'#")5'3"#$%&'-6)-"35':A')5.%$1$12'3.%>>'>")'%'
review of the proposed pricing methodology and budgets on a longer time and it would achieve a better outcome for those
pro bono basis. The feedback was that Soft Landing’s was one participants.
of the most rigorous cost analyses of any program they’d seen. Transitioning the project from an Intermediate Labour Market
C??$.$"1%&' %?4$#5' @%3' 3"628.' :A' %1' 5/-5).' @$.8$1' .85' (5&?' program to an integrated social business offers several
of recycling from Melbourne. He spoke with Andrew and advantages. These include certainty of employment for
Bill about the viability of the project and provided further participants, a return on training and skills investment and a
assurance regarding its viability. He recommended that the workforce which is able to mature with the business. To date,
program should be submitted for a Federal Government Jobs Soft Landing has managed to retain all but two participants,
Fund program. a remarkable achievement for a program working with
C>.5)'-)5351.$12'.85$)'5/.513$45')535%)#8'%1?'&5..5)3'">'36--").' marginalised people. Andrew believes this has largely been
from academics, Wollongong Council and the NSW Department due to Mission Australia’s ability to provide a support worker,
of Environment, Climate Change and Water along with their without which the program would probably have lost most of
detailed knowledge from developing and writing the tender, its trainees. This, he says, highlights the need for additional
Q$&&' @%3' %:&5' ."' 5%3$&A' #"14$1#5' .85' 5/-5).' ">' !">.' ^%1?$12I3' funding for one-to-one support. The program has needed to
-".51.$%&;' <85' 5/-5).' @%3' $*-)5335?' :A' .85' ?$&$251#5' %1?' $*-&5*51.'%'()*':6.'>%$)'%--)"%#8'."'.85'.)%$1553;'a)":&5*3'
background research that had been undertaken on the program. around substance abuse, absenteeism and acceptable employee
behaviour have required some lateral thinking to keep the
Soft Landing won a Jobs Fund Round 2 tender for a structured program operational. A balance needed to be struck between
program that included a pre-employment phase, a twelve the competing interests of needing the participants to remain
month traineeship period and a transition phase which 512%25?'%1?'5136)$12'36>(#$51.'&%:"6)'$3'%4%$&%:&5'."'8%1?&5'
assisted participants into sustainable on-going employment .85' *%..)533' 4"&6*53;' C1' 5/%*-&5' $1#&6?5?' "15' -%).$#$-%1.'
after twelve months. The Intermediate Labour Market model who had problems with punctuality due to the medication he
formed the framework for the business in its current form. was receiving. When he was at work he gave his all, but his
As the Jobs Fund phase of the project ends Andrew believes unreliability began to affect the team and made planning very
.85)5' %)5' "--").61$.$53' ."' >6).85)' )5(15' .85' :63$1533' *"?5&' ?$>(#6&.;',.'@%3'?5#$?5?'.8%.')%.85)'.8%1'(1$38'8$*'6-'85'@"6&?'
potentially evolving from an enterprise to a social business. He move into casual employment. Therefore he has remained with
feels that the nature of both the participants and of the program the project and is remunerated for the time he is at work. Since
itself is better suited to permanent ongoing employment. He .8$3'#8%125'8%3':551'$*-&5*51.5?'8$3'%1/$5.A'8%3'?5#)5%35?'
admits that he may have underestimated the barriers faced and by his own volition his punctuality is improving.
by participants and the amount of support they’d require, as
well as how quickly employees could be moved into open H"3.' .)%?$.$"1%&' :63$153353' ?"1I.' 8%45' ."' >%#.")' .85' 3-5#$(#'

support needs of employees in to their day to day operations. %1'512$155)$12'()*'."'?53$21'%'8A?)%6&$#'-61#8$12':%2'(&&$12'
Andrew asserts that it is crucial in their case that supervisors *%#8$15;'OC3'>%)'%3'@5'B1"@'%'-6)-"35':6$&.'*%#8$15'?"531I.'
constantly communicate with the participants, thus reinforcing 5/$3.'>")'.8$3'-6)-"35+'3"'@5'%)5'.%&B$12'."'.85'512$155)$12'()*;P'
the type of behaviour and work ethic that would be acceptable Working closely with Wollongong Council, Soft Landing
$1'.85'"-51'&%:"6)'*%)B5.;'O,>'@5'?"'1".'"-5)%.5'%3'%'#"**5)#$%&' is also changing its current model of mattress collection,
business we are only setting the trainees up to fail when they @8$#8'C1?)5@'-)5?$#.3'@$&&'&5%?'."'%'3$05%:&5'$1#)5%35'$1'.85'
*"45'"1'."'.85'15/.'3.%25'$1'.85$)'#%)55);'F5'%)5'1".'$1.5)53.5?' number of mattresses the business collects. The original system
$1'#)5%.$12'%1'%).$(#$%&'514$)"1*51.;P' involved residents taking mattresses to the tip and paying a
Along the way, Soft Landing has learnt more about the fee, which covered the Council’s administrative costs and the
component parts of mattresses and their potential uses, thereby cost of Soft Landing picking up and recycling the mattresses.
)5?6#$12'.85$)'#"1.)$:6.$"1'."'&%1?(&&'%1?'2$4$12')$35'."'>)6$.>6&' The council has proposed a free service, where Soft Landing
partnerships and income generation. The business currently would act as the subcontractor for the major waste contractor
supplies foam to carpet manufacturers to make carpet underlay. for the Wollongong area, and would pick up mattresses from
,.' $3' %&3"' 5/%*$1$12' .85' 4$%:$&$.A' ">' *%16>%#.6)$12' #%)-5.' individual homes, whose council rates would cover two
61?5)&%A' >)"*' .85' -6&-5?' (:)5' #"1.%$15?' $1' .85' *%..)53353' free mattress pick-ups each year. The Council would also
either by Soft Landing and on-sold, or by selling the raw send a spreadsheet to Soft Landing each morning with a list
*%.5)$%&' ."' %' *%16>%#.6)5)' @$.8' .85' (1$385?' -)"?6#.' )5E3"&?' of mattresses to be picked up and Soft Landing would then
through Soft Landing. invoice the Council. This system is now being implemented,
In addition to stripping down mattresses, Soft Landing also giving Soft Landing certainty of supply and also discouraging
refurbishes mattresses that are in relatively good condition. ratepayers from dumping mattresses illegally to avoid the tip
These are often sourced from major hotels, which generally turn >55;' F8$&5' !">.' ^%1?$12' $3' #6))51.&A' -$#B$12' 6-' 3$/' ."' 35451'
over their mattresses every two and a half years. The business has 861?)5?'*%..)53353'"1'%45)%25'5%#8'*"1.8+'$.I3'1"@'5/-5#.$12'
purchased a commercial vacuum cleaner with inbuilt UV light, to collect up to two thousand a month through the new system.
which eliminates all organic matter in mattresses. Sterilised, Operating in a commercial space and competing with other
sanitised and re-packaged mattresses are sold through the Big businesses, Soft Landing’s good relationships with local
Heart op-shops to low income families or they are sold online government as well as retailers and hotels in and beyond
through Mission Australia’s eBay store. Soft Landing sells to the the Illawarra have been crucial. The business is currently in
stores at a wholesale price and the proceeds go back to Soft talks with several Councils about obtaining mattress recycling
Landing. Andrew believes that reselling refurbished mattresses #"1.)%#.3' %3' %' >")*' ">' 3"#$%&' -)"#6)5*51.;' C1?)5@' 5/-&%$13'
will eventually provide half of Soft Landing’s revenue. .8%.' .85' ?$>(#6&.A' $3' .8%.' @%3.5' #"1.)%#.3' 2"' ."' .51?5)' >")' %'
Soft Landing is currently reusing some of the mattress three year period and are usually won by larger commercial
#"*-"151.3' ."' (&&' -61#8$12' :%23' >")' %' 3-").$12' 36--&A' waste management companies which then subcontract
#"*-%1A;' 7/-5)$51#5' 8%3' -)"45?' .85' -)"#533' ."' :5' &%:"6)' activities such as recycling to other private companies who
$1.513$45' %1?' ?$45).3' 3.%>>' >)"*' >6&(&&$12' .85' #")5' :63$1533' ">' are able to offer services at a commercial rate. A major factor
mattress recycling. To address this Soft Landing has engaged in this is that the private businesses do not have the impact

costs of marginalised employees. Andrew believes that social Website: http://www.softlanding.com.au/
procurement options such as giving a weighting in the contract See http://www.csi.edu.au/our-research-
for the social outcomes achieved should be clearly articulated projects/#social procurement
and embraced by local government. This could include an
assessment of social return gained for paying a premium rate for Cheryl Kernot would like to acknowledge that Andrew Douglas
services. That is, Local Governments would take into account :)"628.'61$_65'-)%#.$.$"15)'5/-5)$51#5'."'38%)5'@$.8'8$3'-55)3'
the positive social impact that projects such as Soft Landing in her class.
have on the community (i.e. reduced crime, improved health 8(32%'9
and increased employment) and factor these savings into the
increased business cost. An arson attack on Soft Landing’s Bellambi warehouse in early
March 2011 led to all mattresses stacked in the warehouse
If Andrew and the team had the opportunity to do things sustaining smoke and water damage. Around 1300 mattresses
?$>>5)51.&A' @$.8' .85' :515(.' ">' 8$1?3$28.' .85A' @"6&?' 8%45' 8%45' 8%?' ."' :5' ?$3-"35?' ">' %>.5)' 5/.)%#.$12' 3"*5' )5#A#&%:&5'
O&"%?5?'%'*6#8'&"125)')%*-E6-'.$*5'."'>6&&'-)"?6#.$"1P'$1."' elements, with Soft Landing’s Bill Dibley admitting that the
their budget. They are aware of underestimating the output damage will have a serious impact on Soft Landing’s ability to
#%-%#$.A' ">' .85$)' .)%$1553' $1' .85' ()3.' 3$/' *"1.83;' '<85A' %&3"' supply mattresses under its commercial contracts.
.8$1B' .85A' #"6&?' :5..5)' 8$28&$28.' .85' 3"#$%&' :515(.3' ">' .85'
program when talking to customers as most of their feedback
suggests that people are prepared to pay more if the service has
%??$.$"1%&'#"**61$.AD3"#$%&':515(.3;'
As a manager Andrew has appreciated the open-minded and
supportive leadership team at Mission Australia and the strong
commercial background of his immediate superior, Bill, in
changing mindsets from running a community program to
embracing a social business. At the personal level he has found
8$3'#6))51.'3.6?A'>")'.85'Y)%?6%.5'95).$(#%.5'$1'!"#$%&',*-%#.'
at UNSW really useful for providing access to the latest tools,
research and trends in the emergent social enterprise space. :@

Cleanable Property
Maintenance Services
Cleanable Property Maintenance Services was established in

2005 to provide sustainable employment for people living with
a mental illness. Established by Westgate Community Initiatives
Group (WCIG) and Social Firms Australia (SoFA), Cleanable
:52%1'%3'%'3"#$%&'()*'-)"4$?$12'#"**5)#$%&'#&5%1$12'35)4$#53'."'
">(#53'$1'H5&:"6)15I3'@53.5)1'36:6):3;'<85':63$1533'8%3'3$1#5'
grown and now services the Greater Melbourne area.
Social Ventures Australia (SVA), the Department of Victorian
Communities, SoFA and WCIG provided the money to
establish Cleanable. A van was purchased, along with
equipment, uniforms and other materials. Cleanable now
employs thirty-three staff, thirteen of whom have a mental
illness. Manager Peter Crouch says that while Cleanable has
policies and procedures, its goal is to provide a laid- back and
supportive working environment. The business aims to give staff
reasonable hours and to have a number of other staff on back
up rosters to keep stress levels down. Given that many staff
members with a mental Illness are challenged by early starts
and longer shifts, Cleanable also employs cleaners to work the
uncovered earlier and later hours, to keep the business viable.

7*-&"A553' %)5' 2515)%&&A' ">>5)5?' :5.@551' 5$28.' %1?' (>.551' the CEO and Board, and the relationship is an overwhelmingly
hours of work each week, taking into account their capacity supportive one. WCIG provide all initial training to employees,
and the potential impact on their Disability Support Pension @8"'@")B'."@%)?3'%1'C335.'H%$1.51%1#5'95).$(#%.5',,N'%'F9,Y'
-%A*51.3;' 7*-&"A553' %)5' ">.51' ()3.' )5>5))5?' >)"*' *51.%&' case manager and employment consultant also frequently visit
health service providers to WCIG, who then assess whether Cleanable. Peter reports directly to the CEO, who then reports
the person is suitable for Cleanable. They then undertake a two ."' .85' Q"%)?;' 9&5%1%:&5' >"&&"@3' *"3.' ">' .85' 5/$3.$12' F9,Y'
hour unpaid work trial and, if this is successful, they are hired 3A3.5*3+'.8"628'.85)5'8%3':551'3"*5'\5/$:$&$.A+'2$451'.85'155?'
on a permanent casual basis with a three month probation to support the commercial side of the business.
period. A criterion is that potential employees are managing X45)' .85' (45' A5%)3' $.' 8%3' :551' "-5)%.$12+' 9&5%1%:&5' 8%3' )61'
their mental illness, with support from a mental health provider %.'%'?5(#$.'">':5.@551'jLk'TTT'%1?'jiT'TTT'-5)'%116*;'<85'
and a family and friends network. :63$1533')5%#85?'jgTT'TTT'.6)1"45)'$1'.85'STTVELT'(1%1#$%&'
Cleanable has a good relationship with Clean Force, a similar year, which WCIG’s board considers to be break-even, as they
organisation owned and operated by WISE Employment. The %)5' %@%)5' ">' .85' 5/.)%' "45)85%?3+' .85' )5-6.%.$"1' 9&5%1%:&5'
two share information on how they’ve handled situations 8%3' :6$&.' 6-' %1?' 8"@' ?$>(#6&.' $.' $3' ."' 25.' .85' *51.%&&A' $&&'
with staff and management and are aiming to work together into employment through other programs. Given that WCIG
to transition certain staff members into open employment. currently provides HR support free of charge, whenever
Mercy Health and Aged Care is also an important supporter Cleanable has made a surplus, this has gone back to WCIG.
and, after competing against several other groups, Cleanable At this stage, WCIG pays for anything Peter needs to improve
is now Mercy’s preferred cleaning supplier. According to Peter, Cleanable. In the future, he hopes that Cleanable will start
Cleanable does not rely too heavily on others, though initial making a regular surplus, which will enable the business to
funding and assistance with contacts from SVA and SoFA $*-)"45' %1?' 5/-%1?' %1?' ."' -%A' %' 35)4$#5' >55' ."' F9,Y' >")'
-&%A5?'%'3$21$(#%1.')"&5;'9&5%1%:&5'%&3"'8%3'%1'%2)55*51.'@$.8' payroll and other systems support. Peter says that Cleanable
a mental health provider, whereby occupational therapists hold is positioned in the middle of the pricing in the market, and
monthly consultations with Cleanable on how to improve staff has had to contend with more people performing cash in hand
management. work ‘out of the back of their cars’. ‘It’s going to be a slow pick-
Initially, Peter imagined that Cleanable was going to be a up for cleaning after the recent economic downturn’, he says.
stand-alone entity, but with a change in management at WCIG, Initially, Cleanable only had referred clients as staff members
it was brought under the WCIG governance structure. He and this was a huge drain on resources. For between eight to
admits that when then CEO Nerida Nettleback, the founder twelve months, no supervisors were hired and Peter managed
of Cleanable, left WCIG he was concerned that the new CEO everything, a set up which very soon proved unsustainable.
would not understand the business and why it was making a a5.5)I3'#"**5)#$%&')5.%$&'5/-5)$51#5'8%3':551'$13.)6*51.%&'$1'
-)"(.;'Z"@545)'F9,Y'8%3'#"1.$165?'."'-)"4$?5'36--").'%1?' establishing Cleanable as a viable business, but he maintains
guidance, with Peter advising that Cleanable probably would that a general compassion and motivation to do the work are
not have survived the early years without WCIG’s assistance. As just as important. Using these criteria for recruitment has often
F9,YI3'()3.'3"#$%&'51.5)-)$35+'9&5%1%:&5'$3'@%.#85?'#&"35&A':A' *%?5' $.' ?$>(#6&.' ."' (1?' 36-5)4$3")3' @8"' #%1' 85&-' @$.8' %1?'

oversee the cleaning, but who are also able to identify with
the issues faced by employees. Peter also notes that ‘because
our business isn’t contained in one location, we need so much
%??$.$"1%&'36--").'>")'5*-&"A553I;'Z5')5\5#.3'.8%.'.85)5'8%45'
been times when he hasn’t known whether he was a business
manager or a social worker.
Peter says he would be interested to see whether and how
working with the business has enabled clients to better cope
with their lives and the impact this has had on the wider
community, but to date hasn’t undertaken a social impact
assessment. Looking to the future, Cleanable is hoping to
develop more opportunities for its clients based on its current
model, including maintenance services, domestic cleaning,
retail and manufacturing of products for the shopfront. While Dress for Success Sydney
Peter acknowledges that he and WCIG ‘were naive in the
beginning’, he believes that along the way, they’ve learnt how
to balance operating as a business in a competitive industry Dress for Success Sydney has been in operation since May
@$.8' -)"4$?$12' 5*-&"A*51.' >")' -5"-&5' 5/-5)$51#$12' *51.%&' STTV+' %$*$12' ."' 36--").' @"*51' 5/-5)$51#$12' ?$>(#6&.$53' $1'
illness. :@ %#8$54$12'35&>E36>(#$51#A'%1?'(1%1#$%&'$1?5-51?51#5'.8)"628'
the provision of appropriate clothing and styling advice and
Update: WCIG reports that the 2010-2011 budget has a $1$.$%.$453'."':6$&?'@"*51I3'#"1(?51#5'$1'.85$)'-6)36$.'">'@")BE'
planned surplus for Cleanable Property Maintenance Services, related opportunities.
which now includes Cleanable Commercial (cleaning),
Cleanable Domestic (cleaning) and Cleanable Maintenance (a A Sydney-based incorporated association, Dress for Success
handyman service), expanding the Cleanable cluster of social Sydney was initially set up under Melbourne’s Fitted for Work
enterprises considerably. program. Dress for Success currently relies solely on around
forty volunteers and three hundred supporters, though there
Website: http://www.cleanable.com.au/ are plans to hire a paid coordinator soon. Dress for Success
has a small core management committee, with sub committees
overseeing fundraising, referral agency liaison and volunteer
coordination. Co-founder Megan Etheridge notes that when
starting out as a charity, there were no considerations of
social enterprise as they had never heard of it. In the early
days of operation, however, Megan and her colleagues realised
that there was potential to raise income through the sale of
unsuitable clothing, given that all clothing is donated to the
organisation by individuals and boutiques.
184 185
Given the nature of the services they provide, Dress for Success which will prepare them for job interviews. In addition to
think of everything they do as a partnership. There is heavy #&".8$12+'#&$51.3'@$&&'%&3"'8%45'%##533'."'#"1(?51#5':6$&?$12'
reliance on individuals and companies alike for clothing initiatives which will allow them to remain employed and assist
donations, as well as for volunteers. Interest from Cisco has .85*' $1' :5#"*$12' 35&>E36>(#$51.;'C' )5#51.' 2)%1.' 8%3' 51%:&5?'
opened the door to discussions with other corporations, such as Dress for Success to also hire a coordinator to oversee the
,QH'%1?'9&%A."1'n.0+')52%)?$12'4"&61.55)'-%#B%253+'@85)5:A' development of a mentoring program, which will draw on its
3.%>>'>)"*'.8535'()*3'@"6&?'4"&61.55)'@$.8'm)533'>")'!6##533;' corporate network. The program is set to launch in September
Elsewhere, Dress for Success is looking to build on their 2010.
5/$3.$12'&$1B3'@$.8'5*-&"A*51.')5>5))%&'%251#$53+'36#8'%3'H%/' H52%1' %?4$353' .8%.' m)533' >")' !6##533' %&3"' @")B3' 5/.513$45&A'
Employment. The common vision shared by such agencies and with Corrective Services NSW, often assisting recently released
Dress for Success has made the development of partnerships female inmates. Having received a grant from the Minister for
in this area a priority. Dress for Success is for now focusing Women, in April 2010 Dress for Success will launch a mobile
"1'#&".8$12'%1?'2515)%&'#"1(?51#5':6$&?$12'$1'%1'%..5*-.'1".' service for women in the Silverwater correctional facility. The
to encroach on these agencies’ employment-related activities service is designed to bring clothing to women who are ill-
(e.g. interview skills, writing resumes). equipped to re-enter the community, appear before a court and
H52%1'5/-&%$13'.8%.'@8$&5'.85'51.5)-)$35'@%3'$1$.$%&&A':%35?'"1' to look for employment. In addition, Dress for Success has also
the Fitted for Work model and began its work in the Melbourne been given funding by Corrective Services to offer a Personal
2)"6-I3' ">(#53+' 36:35_651.' ?545&"-*51.3' &5?' ."' .85' !A?15A' Presentation Program to selected clients; a program which will
2)"6-' 53.%:&$38$12' %1' $1?5-51?51.' 35)4$#5;' <85' ?$>(#6&.$53' consist of modules designed to enhance women’s self-esteem
$1' (1?$12' -)5*$353' %1?' 3.")%25' >%#$&$.$53' $1' !A?15A' %1?' %1?'#"1(?51#5;'
establishing a management structure were compounded by the In its early days, Dress for Success received $5000 from a
>%#.'.8%.'*"3.'">'.85'>"61?5)3'8%?'1"'-)$")'5/-5)$51#5'$1'35..$12' supporter, money which, along with other donations, was used
up a charity. Currently housed at the back of the Smith Family to pay for storage space, association costs and other general
Store in Burwood, Dress for Success is no longer linked with 5/-51353'$1#6))5?'$1'35..$12'6-;',1'%??$.$"1+'%)"61?'jST'TTT'
Fitted for Work Melbourne (though it maintains links with the has been raised through fundraising dinners, events which are
newer Dress for Success Brisbane group). Whilst independently subsidised by Accor Hotels. The hotel chain is also about to
responsible for its own fundraising and management, Dress for take over all of Dress for Success’ telecommunications costs.
!6##533'$3'1"@'%1'%>(&$%.5'">'.85'm)533'>")'!6##533'F")&?@$?5'
15.@")B;'<8$3'%>(&$%.$"1':)$123'@$.8'$.'.85'%?4%1.%25'">'8%4$12' In relation to management, Dress for Success has had to deal
.85':%#B$12'">'%'*6#8'&%)25)'51.$.A'%1?'5/%*-&53'."'>"&&"@'$1' with several issues, with Megan admitting that the group is
carrying out their activities, working as what Megan describes looking for a better model for social enterprise. Currently, the
as a ‘social franchise’. management committee is heavily involved in the operational
running of Dress for Success rather than focusing on strategy.
Women from diverse groups, including those from job training The recent establishment of sub-committees has gone some
programs, homeless shelters and immigration services, can way to addressing this. Comprising eight members, the
come to Dress for Success for clothing as well as styling advice committee is still looking to bring on board someone with

1"1-)"(.' #"*-%1A' ?$)5#.")' 5/-5)$51#5+' %3' @5&&' %3' 3"*5"15' Update: Since the time of interview Dress for Success Sydney has
to coordinate grants. Without staff or active volunteers with employed two part time staff members. Their roles encompass
)5&54%1.'5/-5).$35'$1'.8535'%)5%3+'m)533'>")'!6##533I'%:$&$.A'."' general administrative duties, development of the Career
develop the partnerships conducive to obtaining philanthropic Support Program, development of partnerships with Referral
funding is limited and the group is also wary of conducting Agencies and coordination of the social enterprise. Client
recruitment drives without the capacity to properly manage referrals have dramatically increased and the mobile service to
any more volunteers (or even paid staff in the future). Silverwater Women’s Correctional Centre commenced in July
At present, the only way to measure quantitatively the impact @"&0$:"%"&%$&"#)&!52)3$.'+$&0)$-+%&$C'*3!4$'.$):)+4$#'*&07$80)$
of Dress for Success’ work is the number of their clients who social enterprise, comprising grooming and presentation skills
36##533>6&&A'(1?'%'=":;'H52%1'5/-&%$13'.85'?$>(#6&.A'$1'#%-.6)$12' and costed to the referring agency, is set to start in September
the whole impact of Dress for Success’ work, with employment and bookings are already in place for the remainder of the year.
(26)53'1".'%&@%A3'3"&5&A'%..)$:6.%:&5'."'$.3'@")B'%1?'"6.#"*53' It was decided to base the social enterprise on the skills of the
36#8' %3' @"*51I3' $1#)5%35?' #"1(?51#5' 8%)?' ."' _6%1.$>A;' !85' volunteers as well as the core business of the service rather than
?"53+' 8"@545)+' 362253.' .8%.' .8)"628' .85$)' %>(&$%.$"1' @$.8' .85' compete in the crowded second hand clothes sale market. A
international Dress for Success group, they may be able to Grants Convenor has commenced in a voluntary capacity. With
‘tap into the knowledge’ of other groups who’ve faced similar &0)$ !,,'"*&#)*&$ '.$ %&!..>$ &0)$ !5"2"&4$ &'$ 3):)2',$ G/!*&"-!52)$
issues. Furthermore, the shift to having social enterprise as the measures of success including value of volunteer time, value
*$33$"1'@$&&'%&&"@'m)533'>")'!6##533'."'53.%:&$38'_6%1.$(%:&5' of clothing distributed and client employment success will, it is
revenue targets, as well as employment targets for clients. hoped, improve the success rate of grant applications. Funds
Megan is keen for Dress for Success to be able to present clear are still raised primarily through major events which continue
indicators of the impact of its work as such data is seen as key to be sponsored by Accor Hospitality and new initiatives
to Corporate Social Responsibility activities and to improving "*12/3)$ 3):)2',#)*&$ '.$ !$ 1'+,'+!&)$ %,'*%'+%0",=,!+&*)+%0",$
access to mainstream funding and grants from the government program which will include corporate volunteer opportunities.
and private sector. Dress for Success Sydney continues to pursue its growth
through volunteer participation and partnership development
Looking to the future, the issue of succession is evident, rather than a strategy of increasing paid positions. The aim is
highlighted in 2009 by the hole created by the departure of to maintain and enhance the grass roots, community based
Dress for Success’ co-founder Melinda Huggins. If Megan were operations. In order to keep pace with growth, Dress for
to leave Dress for Success, it probably wouldn’t survive at this Success Sydney is now working with AMP on the strengthening
stage. She is not happy with this situation and sees the creation of its governance arrangements, focusing on the establishment
of a paid coordinator position and other paid positions as key '.$ !$ C!*!()#)*&$ H'!+3$ @"&0$ 12)!+24$ 3)-*)3$ +'2)%$ !*3$
to a more sustainable structure. Yet therein lays the ‘catch 22’ responsibilities for Directors, which will support the attainment
says Megan, as Dress for Success doesn’t have the capacity of the targets in clients, services and fundraising which have
to oversee the area of grants and income from grants will be been set for the next three years. This will also address the issue
needed to establish the paid coordinator role. :@ of succession and, coupled, with the employment of two staff
on a part time basis, will ensure a stable future for the service.

With the improvements in infrastructure, a public relations
campaign is currently being developed and will be aimed at
increasing buy-in from volunteers and potential community
partners.
Website: http://www.dressforsuccess.org/sydney
MultiLink Interpreting Services
MultiLink Inc has been operating in Logan City south of Brisbane,

Queensland for twenty years. One of its core values is to build
the capacity of communities to independently live, work and
play in society. Its social enterprise, MultiLink Interpreting
Services, was established in 2003 with an aim to provide
employment and training opportunities for local migrants and
refugees and to generate revenue for the parent organisation,
which was 95% government funded at the time. Working
from a strengths based approach it was recognised that whilst
*%1A' #&$51.3' 3.)622&5?' ."' (1?' @")B' $1' .85'C63.)%&$%1' *%)B5.'
they had good dual language skills, in their own language and
in English. Seventeen people were approached and offered a
small loan to gain accreditation in their language of origin. If
they were successful they were offered work through MultiLink,
and if not the loan was written off. Today around two hundred
190 191
$1.5)-)5.5)3' @")B$12' $1' 5$28.A' (45' &%126%253' %)5' %4%$&%:&5' <85'#"1.)%#.3'@5)5'@"1':A'%'[$#.")$%1':%35?'>")E-)"(.':63$1533'
through MultiLink’s services. which undercut all the local suppliers. Peter describes this
A key factor in this rapid growth was the early establishment organisation as a ‘very hungry competitor’ that appears to work
of a relationship with the local district of Qld Health. It was "1' .$28.' *%)2$13' %1?' 355*3' -)5-%)5?' ."' %:3"):' 3$21$(#%1.'
355B$12' ."' $*-)"45' $.3' 35)4$#53' ."' 96&.6)%&&A' K' ^$126$3.$#%&&A' &"3353'$1'.85'()3.'>5@'A5%)3'@8$&5'$.'53.%:&$3853'$1'%'15@'%)5%;'
Diverse (CALD) communities and recognised that purchasing MultiLink also approached the new supplier to discuss possible
interpreter services from MultiLink delivered the additional subcontracting opportunities and had on offer its substantial
:515(.'">'&$1B$12'$1."'$.3'5/.513$45'#"**61$.A'15.@")B3;'F$.8$1' local track record and networks, but was advised that the new
twelve to eighteen months Multilink was able to increase the 36--&$5)' 3%@' 1"' :63$1533' 35135' $1' ?"$12' .8$3;' a5.5)' 5/-&%$13'
local district’s use of interpreter services by 300%. This was that, aside from losing the contracts, a key concern is that this
achieved through providing free training to Qld Health staff business appears to pay its interpreters the same rate whether
and through the fee based interpreter service. .85A' %)5' _6%&$(5?' ")' 1".+' @8$#8' @$&&' $*-%#.' .85' _6%&$.A' ">'
service provision to highly vulnerable groups. It also acts as a
During this time Qld Health became 90% of the business and disincentive for the interpreters to become accredited, which is
when the central Department made the decision to change one of the key development opportunities that MultiLink aims
contracting processes across the State MultiLink was hit hard. to achieve for its client base.
a5.5)']")?%A+'97X+'5/-&%$13'.8%.'.85'15@'-)"#53353'*5%1.'.8%.'
consistency in interpreting services across the State became The contract has been awarded for three years and will
.85'()3.'-)$")$.A;'Z5'1".53'.8%.'H6&.$^$1B'36--").3'.8$3'%--)"%#8' be reviewed at the end of this time, but Peter believes it
in principal, but that the decision to take this further to a single will be an almost impossible challenge to recapture even a
36--&$5)'*"?5&'$3'1".'3"*5.8$12'.85A':5&$545':515(.3'#&$51.3;' small percentage of the business MultiLink had previously.
f&?'$3'%'45)A'&%)25'%1?'4%)$5?'3.%.5'%1?'$.'$3'?$>(#6&.'."'?5&$45)' In particular he notes that the new provider has integrated a
a quality service into regional areas from Brisbane. number of its systems with Qld Health’s systems and it will
.85)5>")5':5'%'#"*-&5/'.%3B'>")'.8$3'."'545)':5'35-%)%.5?'"6.'$1'
This decision was made in 2007 and came into practice the future.
during 2008. MultiLink tendered for the new contracts but was
unsuccessful as it was only seeking to deliver services in its Peter is clear that they have learnt many lessons from this
local area. They also worked with Disability Services Qld on 5/-5)$51#5+' *"3.' 1".%:&A' b1".' ."' -6.' %&&' A"6)' 5223' $1' "15'
a capacity building model, which would have seen MultiLink :%3B5.I' %1?' ."' %&@%A3' :5' *"1$.")$12' .85' @$?5)' #"1.5/.+' 1".'
working with local organisations in regional areas (eg. the just the local area. When social enterprises are competing with
Migrant Resource Centre in Cairns) to support the development mainstream businesses it is also important that they are not to
of local service provision, utilising the processes and systems be lulled into a false sense of security because a better quality
developed by MultiLink. Whilst the feedback from Disability or more embedded social outcome is achieved.
Services Qld was positive around the capacity building model MultiLink has not rested licking its wounds, however, and it
this was also ultimately unsuccessful as the Department was $3' -)"%#.$45&A' 355B$12' "6.' ".85)' #"1.)%#.3;' a5.5)' 5/-&%$13' .85'
not prepared to invest in the establishment time needed to Qld Government has recently committed to its departments
operationalise this approach. -)"4$?$12' $1.5)-)5.%.$"1' 35)4$#53' %1?' $1' (1?$12' :6?25.3' ."'

purchase these. He also sees the corporate sector as potential $3'%'#"*-&5/'-)"#533'%1?'-)"4$?53'&$..&5'$1'.85'@%A'">'36--").'
future partners, but is quick to note that they are looking for for those working through it. This is particularly challenging for
business relationships here, not philanthropy. refugees and recently arrived migrants to navigate. MultiLink’s
A new Business Development position has also recently been approach couples community development and personal
created. Social Ventures Australia (SVA) brokered a public sector support with the process, which increases its accessibility to a
contribution to funding this position, with MultiLink funding much wider group of potential interpreters. MultiLink’s model
.85' )53.;' a5.5)' 5/-&%$13' .8%.' .85A' @5)5' ")$2$1%&&A' %--)"%#85?' has the potential to assist with addressing the national shortage
by SVA to participate in its Brisbane Social Enterprise Hub and of interpreters in many languages, particularly the ‘emerging’
became involved in the program to gain access to business languages.
skills. The key delivery of this is through matching with a For MultiLink the key driver in establishing the social
business mentor. Peter notes that his mentor is a successful enterprise has been to create a local employment pathway for
:63$1533'-5)3"1+':6.'8%3'&$..&5'5/-5)$51#5'@$.8'.85'#"**61$.A' its constituents. And whilst the numbers show that it has been
sector or social issues so there is a lot to be learnt on both sides. highly successful in this regard Peter advises that they haven’t
In terms of the other support offered by the Hub program, Peter as yet attempted to assess the social impact in further depth. He
>5&.'.8%.'$.'@"6&?':5'*")5':515(#$%&'$>'.85'%33$3.%1#5'#"6&?':5' thinks this type of information would be useful in contracting
provided in a format that built the capacity into MultiLink’s processes, particularly for government contracts. He also notes
operations. It could then in turn work this capacity back into that in the Logan City area there has been little change on some
the local area, acting in an incubator role for the enterprise 3"#$%&'$1?$#%.")3'$1'.8$).A'A5%)3+'?53-$.5'%'3$21$(#%1.'%*"61.'">'
aspirations of community members. Negotiations resulted in funding being invested in the area, and that data would be
the establishment of the Business Development position, which useful in targeting activity towards impacting these.
Peter is pleased to report is working well to date. While the employment pathway objective is being met
Whilst there have been some internal culture issues as staff have H6&.$&$1BI3' *%1%25*51.' %1?' Q"%)?' 8%45' 3551' .85' :515(.' $1'
grappled with the increased business focus, Peter attributes continuing, even when the secondary objective of returning a
much of this as related to wider changes taking place in the -)"(.'."'.85'-%)51.'")2%1$3%.$"1'8%31I.'%&@%A3':551'%#8$545?;'
")2%1$3%.$"1;' C' >"#63' "1+' >")' 5/%*-&5+' _6%&$.A' %336)%1#5' $3' a5.5)'1".53'.8%.'&$B5'%1A'3*%&&':63$1533'#%38'\"@'8%3'2"15'6-'
driving a more business-like approach across the operations and down over the years, but that 100% of the enterprise’s gross
and happens to be occurring at the same time. %116%&'$1#"*5'8%3'#"*5'>)"*'.)%?$12'@$.8'1"'".85)'5/.5)1%&'
Peter advises that the interpreters themselves prefer to work for funding sources (until recently with the contribution to the
MultiLink because they are treated well. The organisation has Business Development role). MultiLink’s reserves provided the
a strong reputation and Peter is clear that this has been built small start up capital needed, funding the loans to the original
on the strong values base that underpins their work. He notes seventeen interpreters.
that on occasion they have missed out on funding for refusing The Interpreting Service operates as a business unit within
."'#"*-)"*$35'3.%1?%)?3;'<8$3'\"@3'.8)"628'."'8"@'3.%>>'@")B' Multilink’s operations and a management fee is applied to (for
with the translators, who also receive support to undertaken 5/%*-&5U'%?*$1$3.)%.$45'#"3.3;'a5.5)'%?4$353'.8%.'.85'%##"61.$12'
accreditation processes. The national accreditation framework systems ensure that a clear and accurate picture of the true

costs is available at all times. Detailed line items are used and MultiLink has already survived one transition from long-
a monthly variance report against budget ensures they know standing CEO, Lynda Ford, who Peter advises was the driving
>)"*'*"1.8'."'*"1.8'@85.85)'$.I3'$1'36)-&63'")'?5(#$.+'@8$#8' force behind the establishment of the enterprise. He believes
allows fast responses when required. .8%.' .85' "-5)%.$"13' %)5' 36>(#$51.&A' 3.%:&5' 1"@' %1?' .8%.' .85)5'
Prior to losing the contract with Qld Health MultiLink is enough support from the Management Committee to see
,1.5)-)5.$12'!5)4$#53'@%3':52$11$12'."'.6)1'%'-)"(.'%1?'"45)%&&' it through any further transitions. Taking over as the ‘second
Peter advises that it has been cost neutral for the organisation, CEO’, Peter says his role has been to focus on the ongoing
with shortfalls in some years being offset by surpluses in development of the Interpreting Service.
others. The primary objective has always been to create the Previously Peter had spent twenty years working in the social
employment pathway, and as long as this is being achieved welfare sector, primarily in areas where the issues are fairly
and it’s breaking even it is considered worth doing. Peter entrenched. Having taken a substantial pay-cut to take on
5/-&%$13'.8$3'?5#$3$"1'$3'#")5'."':5$12'%'3"#$%&'51.5)-)$35+'%3'$.' .85' )"&5' @$.8' H6&.$^$1B' a5.5)' 5/-&%$13' .8%.' 85' @%3' 5/#$.5?'
isn’t one a commercial business is likely to make, but that the at the opportunity to work with a resilient group of people
tension between the social purpose and generating an income who are looking for opportunities. He believes that if you
is a constant balancing act. tell people they are disadvantaged and damaged they’ll act
C1A'&"125)'.5)*'%1?D")'*")5'3$21$(#%1.'38").>%&&3'@"6&?'8%45' that way. If you work to people’s strengths and tell them they
to be met through MultiLink’s reserves so sustainability will are capable of achieving their goals they’ll grow into this.
become an issue if it is not at least breaking even. With the new Peter also saw the social enterprise model as an opportunity.
Business Development position in place MultiLink is working to He says ‘in the social welfare sector we do the same thing
capitalise on opportunities created through its strong attention over and over and can’t be sure it makes any difference, and I
."' _6%&$.A' %1?' )5-6.%.$"1;' a5.5)' 5/-&%$13' .8%.' -)54$"63&A' .85A' don’t know if this will work either but intuitively it makes a lot
were managing the enterprise ‘around community service of sense’. He suggests that maybe the multicultural sector has
frameworks’ and are now looking to introduce a greater focus been at an adolescent stage of development and that it’s now
"1'.85':63$1533'%3-5#.3'%1?'.85'&"125)'.5)*'-)"(.%:$&$.A;' time to grow up. He laughs when he says ‘I knew I was grown
up when I went out for dinner with my Dad and when we
He also notes that they aren’t ‘locked in’ to the interpreting %)265?'"45)'@8"'@%3'2"$12'."'-%A'85'&5.'*5I;'Z5')5\5#.3'.8%.'
service and are open to seeing how it evolves. A marketing agencies are always saying they need more funding, but he’s
%1?')5E:)%1?$12'5/5)#$35'$3'61?5)@%A'@$.8'#"13$?5)%.$"1':5$12' not so sure that’s the answer anymore.
given to establishing the Interpreting Service as a separate
entity, one that distributed its surplus back to MultiLink. They JM
%)5' #6))51.&A' 5/-&")$12' @85.85)' .8$3' %--)"%#8' @"6&?' b>)55' Website: http://multilink.org.au/interpreting/
up’ the entity, particularly if it were to begin generating more
3$21$(#%1.')545165;'!545)%&'3*%&&'3.%).E6-'3"#$%&'51.5)-)$353'%)5'
also emerging and these may become viable over time. Peter
advises that the focus is on the outcome, not on the vehicle.

Nundah Community Enterprise
Cooperative
Nundah Community Enterprise Cooperative (NCEC) was

formed in 1999 to create sustainable part time employment
and training opportunities for long term unemployed people
@$.8'$1.5&&5#.6%&'?$3%:$&$.$53;'<8$3'2)"6-'">.51'5/-5)$51#53'".85)'
social disadvantage such as mental illness, substance abuse,
homelessness, poverty, abuse and victimisation, and contact
with Corrections. Park and village maintenance, along with the
operation of a café and catering service, are the key business
arms of NCEC, which operates in Brisbane.
The formation of the cooperative was a response to deteriorating
*51.%&' %1?' -8A3$#%&' @5&&:5$12+' %1?' 5/-)533$"13' ">' :")5?"*'

and a desire to work from a number of people the Community making a contribution to repayments. Morrie advises that the
Living Association (CLA) was working with at the time. The parent organisation’s involvement in this was critical as NCEC
CLA works with people with intellectual disabilities, many couldn’t have serviced the loan on its own.
of whom are in their mid to late 20s and 98% have never From the beginning, the cooperative was membership based,
been consistently employed. Morrie O’Connor, NCEC Board with participants paying a $1 fee to become a member. Members
*5*:5)'%1?'9^C'3.%>>'*5*:5)+'5/-&%$13'.8%.'b$.'@%3'#&5%)'.8%.' were paid for jobs they performed and a small percentage of
a number of people’s lives were pretty aimless’. Many of the their earnings went back to the cooperative. The longevity of
CLA’s clients had been placed in jobs by disability employment employment varies according to what each worker wants; of
agencies but had trouble retaining jobs, with some losing their .85' (>.551' @8"' 3.%).5?+' "45)' 8%&>' %)5' 3.$&&' *5*:5)3' .51' A5%)3'
positions after only one day. Morrie notes that while many of on. Some have obtained employment elsewhere, while others
these people had undergone various training programs targeted &5>.'%1?'&%.5)')5.6)15?;'d979')5\5#.3'.85'9^CI3'3.)"12'&"#%&$.A'
at people with disabilities, this had had no impact at all on focus, with its geographical intake area focused around the
their life skills, including literacy and the ability to work. Given Brisbane suburb of Nundah. Several people became involved
the tradition within the CLA of bringing clients together if there through word of mouth; parents in particular often approach
were common themes emerging, a group was established by d979'@%1.$12'."'(1?'@")B'>")'.85$)'#8$&?)51;'<85)5'$3+'8"@545)+'
Morrie and fellow worker, John Hooper. From here, the general a Memorandum of Understanding with the CLA which gives
$?5%'">'(1?$12'-%$?'@")B':A'?"$12'"??'=":3'@%3'?545&"-5?;' preference to people introduced through its programs. The MoU
It was recognised at this early stage that only part time and also means that CLA support services are available to NCEC,
casual work was realistic, given that full time work would who are also able to discuss issues about members with CLA
)5_6$)5' 3$05%:&5' $1>)%3.)6#.6)5' %1?' #%-$.%&;' ]6).85)*")5+' %3' supervisors. Morrie sees the evolution and development of this
H"))$5'5/-&%$13+'.85'-%).$#$-%1.3'@5)5'3$*-&A'1".')5%?A'>")'.85' relationship between the co-op and the CLA as critical to the
demands of full time employment, especially those who were social enterprise working. He points to a number of instances
living independently and who needed more time to perform where people have started ventures similar to NCEC around the
daily activities without family support. Brisbane area and disability agencies have placed people with
Starting out, Foresters Community Finance offered NCEC free them without access to ongoing support. The CLA, by contrast,
premises and secured a couple of small loans. NCEC relied provides ongoing case management support, which allows the
on donations from local Catholic Nuns, the Presentation #"E"-'."':5'*")5'\5/$:&5'$1'8"@'$.'@")B3'@$.8'-5"-&5'.8%1'$.'
9"12)52%.$"1+' ."' (.' "6.' .85' #%>s' %1?' >)"*' .85' d5@*%1' #"6&?'8%45':551'@$.8"6.'.8$3'3-5#$%&$3.'5/-5).$35;'
Foundation to upgrade equipment. Along with being a Morrie says the CLA has been the most important partner to
cooperative, NCEC also has charity status and can therefore NCEC. In addition to its critical case support role, the CLA
seek grants. They obtained funding through a few small grants, was also able to provide premises to NCEC when the idea
as well as through a local initiatives grant scheme under the >")' .85' 73-)533"' <)%$1' #%>s' %1?' #%.5)$12' :63$1533' ()3.' #%*5'
Commonwealth government, funding which they and the CLA up. Brisbane City Council has also become a key partner.
used as a deposit to gain a loan from Foresters Community Initially the Council was unable to contract NCEC to maintain
Finance for a shed. The loan was taken out and repaid by the parks, given that it wasn’t a preferred supplier and could not
CLA, with income generated by sub-leasing NCEC’s space

demonstrate a good track record. When a Council community ()3.'-%)B3'#"1.)%#.'@%3'":.%$15?;'d979I3'35#"1?'9"")?$1%.")+'
leadership program was being developed, however, NCEC was Jackie McKean, also returned as a Board Member.
suggested as a group to work with. NCEC asked for a contract The co-op supervisors were originally volunteers, who were
to maintain three parks; while it took around eight months for able to provide valuable feedback to the CLA as they saw parts
.85' 9"61#$&' ."' 1%4$2%.5' #"*-5.$.$"1' -"&$#A+' "1#5' (1%&$35?+' of the participants’ daily lives that the CLA workers did not.
the contract made a huge difference to NCEC. Establishing H"))$5' #$.53' .85' 5/%*-&53' ">' @")B5)3' .6)1$12' 6-' $15:)$%.5?+'
a regular income stream, the contract with the Council also without shoes and with bottles of soft drink instead of water
meant that the co-op didn’t have to deal with a large number of as some of the instances where co-op supervisors were being
individual customers and the large number of issues that could 5/-"35?'."'-)":&5*3'.85'9^C'@")B5)3'8%?'1".'$?51.$(5?'%1?'
#"135_651.&A'%)$35;'H"))$5')5\5#.3'.8%.'.85'3&"@'3.%).'85&-5?+' were not used to confronting. Morrie feels that the discovery of
as it allowed the co-op to work through issues as they arose, to these issues led to a gradual culture change within the CLA, as
put into place a training system and to slowly build structures it began to change its approach based on the co-op’s practical
and processes. NCEC now hold the contracts to twenty two 5/-5)$51#53;'
parks, in addition to Nundah Village maintenance.
The focus of NCEC’s work is on supported and long term
The board of NCEC currently consists of four community involvement. Given the low skill level of the workers, support
members (with one vacancy), with all board positions being is needed from someone without a disability. Volunteers from
elected by co-op members. The key positions of treasurer, the community would initially work on a one-on-one or at the
president and secretary are held by the community members most a one-on-two basis with the workers, a structure which
and Morrie advises that this has been important due to capability has since been replicated as the NCEC moves into higher skills
levels amongst co-op members. Workers’ meetings are held areas. With the opening of the Espresso Train café and the need
once a month, meetings which generate many ideas but do to meet higher Occupational Health and Safety standards,
not often result in decisions being made. Morrie acknowledges however, NCEC has taken on paid supervisors. There are now
that the structure of the co-op has been challenging; while a three full time and two part time supervisors, recruited mostly
representative board fosters participation and involvement, by word of mouth. A paid coordinator oversees all of NCEC’s
there have been workers on the board who don’t have literacy operations.
skills and only limited problem solving and comprehension
skills. Consequently, in many instances it is possible there NCEC uses Slow Workers Awards under the Supported
hasn’t been full cognisance of the decisions being made. Yet Wage System, with workers paid according to their level
"45)%&&'H"))$5'>55&3'.8%.'.85'#"E"-'3.)6#.6)5I3':515(.3'"6.@5$28' of productivity. This is necessary, given the gaps between
the drawbacks and while it may be unsatisfactory in some production and participation arising as a result of the workers’
regards, he says ‘the level of empowerment couldn’t have been disabilities. Some of the more established workers have moved
generated with any of the other available models’. Morrie is from 60% to 80 or 90% productivity over the years. The main
still involved with NCEC, with board member Dave Langdon issue is with new workers – under the Supported Wage System,
also having played a crucial role in the organisation. NCEC’s a person must work a minimum of eight hours and this poses a
()3.'#"E")?$1%.")+'m%45'="$15?'.85'")2%1$3%.$"1'%3'%'3"#$%&'@")B' major hurdle in cases where workers aren’t up to working those
student, returning as co-ordinator around the time when the 8"6)3;'X1#5'.85A'3.%).'@")B$12+'.85$)'3"#$%&'@5&>%)5':515(.3'%)5'

also gradually reduced. New workers’ low productivity costs ?%.%' $3' ?$>(#6&.' ."' 2515)%.5' %1?' $3' ">.51' *5%1$12&533;' d979'
the organisation, as they need to employ supervisors and pay 8%3+'8"@545)+'.)$5?'3"*5'b*"3.'3$21$(#%1.'#8%125I'*%--$12+'$1'
the workers eight hours’ wages under the award. (This results in an attempt to report on the individual journeys involved with
many disability employment organisations dropping the most their work. Morrie points to the holiday club established by
?$>(#6&.'#%353'5%)&A'"1U;'`5.'H"))$5'-"$1.3'."'.85'>%#.'.8%.'.85)5' d979'%3'%')5%&'5/%*-&5'">'-5"-&5I3'&$453'#8%12$12;'Q5>")5'.85A'
are many workers who are happy to work more hours and who started to work with NCEC, holidays weren’t even a possibility
?"1I.' *$1?' &"3$12' .85' :515(.3' %3' %1' $1?$#%.$"1' .8%.' @")B5)3' for the workers, but earning some money has had a cumulative
appreciate the additional outcomes they gain from working. effect over time.
NCEC currently breaks even, with 95% of gross income coming All decisions taken by the NCEC board, from what jobs are taken
from trading. More parks maintenance work is trickling in, on to what equipment is purchased, have been guided by the
as other Councils learn from Brisbane City Council on how co-op members’ needs and issues. With its focus on employing
to work with competition policy in the contracting process. a long term unemployed group, the organisation strives to
Dave Langdon is doing some consultancy work with Sandbag, understand the issues contributing to the unemployment
a community based organisation that is looking to replicate cycles so that it can work with each individual’s unique
the NCEC’s work, with the income from his work coming into circumstances. Morrie believes that one of the major problems
NCEC. The Council has given NCEC $5000 to publish a short is that workplaces are, in general, geared for full time work.
:""B&5.'"1'.85$)'5/-5)$51#53N'.85A'8%45'%&3"':551'%--)"%#85?' So when someone with a disability performs well in a job,
by Social Ventures Australia to mentor other community the disability employment agency will increase that person’s
enterprises. Morrie, however, doesn’t see longevity in NCEC’s hours, often without consideration of whether they can cope
mentoring and promotion of community enterprises, seeing with this increase or not. Social enterprise, however, allows
these as more the business of intermediary organisations. for workplaces to be designed around the needs of employees
While NCEC participated in a session on Social Return on $13.5%?'">'.)A$12'."'(.'.85*'$1."'5/$3.$12'3.)6#.6)53;'
Investment (SROI) run by Social Ventures Australia, the board Q%35?' "1' d979I3' 5/-5)$51#53+' H"))$5' @%)13' %2%$13.' %'
thought it was of no real use to the organisation, because b"15E3$05' (.3' %&&I' )53-"135;' Z5' 3%A3' bA"6' #%1I.' =63.' )5-&$#%.5'
such an assessment would not come close to capturing the something that worked in one place or with one person; there
>6&&' 5/.51.' ">' $.3' $*-%#.;'<8$3' @")B38"-' @%3' :%35?' "1' !"#$%&' are too many variable factors involved’. Yet with more larger
[51.6)53'C63.)%&$%I3'()3.'!JX,'.""&+'1".'.85'"15'*")5')5#51.&A' agencies becoming involved in the area of disability services,
?545&"-5?' $1' .85' nc+' @8$#8' d979' 8%31I.' :551' 5/-"35?' Morrie suggests that various groups with ‘roll out agendas’ are
.";' <85' !JX,' %33533*51.' &""B5?' %.' (1%1#$%&' $*-%#.3' %1?' promoting versions of the situation in ways that will attract
#"3.' 3%4$123' ."' 2"45)1*51.+' H"))$5' 5/-&%$13' .8%.' -5"-&5I3' government funding. As a result he feels that many of the
behaviour changes are the most useful indicator to NCEC. The initiatives being funded may satisfy the government but do not
organisation can provide stories about individual journeys for %#.6%&&A'-)"4$?5'"6.#"*53'>")'.85'-%).$#$-%1.'G'%1'5/%*-&5'">'
%&&' .85' @")B5)3' %1?' @8$&5' (1%1#$%&' 4%&653' #"6&?' -".51.$%&&A' this is literacy training for people with intellectual disabilities.
:5'%..%#85?'."'.8535+'.85'-)5451.%.$45'3$?5'@"6&?':5'?$>(#6&.' :@
to capture. Morrie suggests that in intensive support situations Website: http://www.ncec.com.au/

Property Plus Group
The Property Plus Group provides job opportunities in

commercial cleaning and gardening to disadvantaged members
of the community, primarily young homeless people and
Fill with image public housing tenants. Operating within the Salvation Army
structure, the program aims to provide employment, training
and to generate revenue to support the Salvation Army’s
broader services.
Any suggestions? In 2003 a program coordinator for the Salvation Army’s work
5/-5)$51#5' -)"2)%*' >")' A"612' -5"-&5' ()3.' 1".$#5?' %' d!F'
Department of Housing (now Housing NSW) tender for cleaning
and gardening services. Oasis Youth Support Network, the
Salvation Army’s youth services arm, tendered for $1.2million
@").8' ">' @")B+' 5/-5#.$12' ."' :5' %@%)?5?' %)"61?' jiTT' TTT'
worth. The Department ultimately decided to award Oasis the
whole $1.2 million contract, with the condition that 75% of the
employees had to be Housing NSW tenants or legally homeless
(and therefore under the Department’s responsibility). Property
Plus thus formed under the umbrella of Oasis’s training and
employment services.
Under the original contract, Property Plus followed an
Intermediate Labour Market (ILM) model, aiming to give
-%).$#$-%1.3'3$/'*"1.83'">'@")B'5/-5)$51#5':5>")5'*"4$12'.85*'
onto other employment. Former General Manager of Property
Plus, Russell Workman, felt that as long as it continued to lose
.)%$15?'3.%>>'545)A'3$/'*"1.83+':6$&?$12'%'363.%$1%:&5'$1$.$%.$45'
@"6&?' :5' $*-"33$:&5;' Z5' %&3"' :5&$545?' .8%.' 3$/' *"1.83' @%3'
not enough time for many of the program’s participants to
develop employability skills and the work ethic that would
create meaningful change in their lives. As a result, Property
Plus approached Housing NSW to change the model. It was
initially cautious as the proposed changes were outside the
terms of the contract, however it also wanted to ensure long

term sustainability for the participants and agreed to work programs. At the same time as dealing with this, coordinating
closely with Property Plus to negotiate a sustainable way staff also had to have the awareness and the skills to ensure
forward. Russell believes that the success of these negotiations, the smooth running of Property Plus’ contract work. Working
the courage of key Housing NSW staff to try something new, through these issues was crucial to Property Plus’s survival
%3' @5&&' %3' .85' 5/-%13$"1' ">' .85' $1$.$%.$45' $1."' .85' -)$4%.5' 3$1#5+'%3'J6335&&'5/-&%$13+'%3'%'3"#$%&'51.5)-)$35'$.'8%?'."'?5&$45)'
sector, allowed the program to continue after the Housing high quality contract services to ensure it passed the scrutiny of
d!F'>61?$12'-5)$"?'51?5?'G'@85)5%3'3$/'">'.85'35451'".85)' its customers.
similar organisations operating at the time folded after their Following the change to Property Plus’ model, Russell pursued
government funding ceased. a strategic plan to win business in the corporate world. He
<85'-)"2)%*'3.%).5?'@$.8'3$/.551'-%).$#$-%1.3+'>"6)'">'@8"*'8%?' approached Railcorp and Property Plus eventually became
3"*5'-)$")'5/-5)$51#5'%1?'.85')53.'1".'8%4$12'@")B5?':5>")5;' a preferred service provider. Like many other corporate
This initial group was a selection of homeless young people, customers, Railcorp was supportive of Property Plus’ social
people in drug and alcohol programs and Housing NSW purpose agenda and began by giving them small pieces of work
.51%1.3+'%&&'5/-5)$51#$12'&"12'.5)*'615*-&"A*51.'%1?'*%1A'">' ."' ()3.' .53.' .85$)' #%-%#$.A+' 2)%?6%&&A' $1#)5%3$12' .85' @")B&"%?;'
whom had criminal records, low literacy and numeracy skills, The original Oasis initiative was also re-branded as Property
%1?D")'$?51.$(5?'%3',1?$251"63'C63.)%&$%13;'C3'J6335&&'3%A3+'.85' Plus Group to create a more corporate image and to thereby
bulk of the program’s participants had ‘very entrenched social %..)%#.' *")5' #")-")%.5' #63."*5)3;' <"' 5136)5' .85' 5>(#$51.'
welfare issues’. Since most of the participants hadn’t worked *%1%25*51.' ">' .85' 51.5)-)$35+' J6335&&' 8$)5?' 5/-5)$51#5?'
:5>")5+'%..51?%1#5'%.'=":3'@%3'%1'$3365;',1'.85'()3.'.8)55'*"1.83+' people from the corporate sector to manage the contracts,
staff had claimed over two hundred sick days and on average (1?$12'.8%.'$.'@%3'5%3$5)'."'.)%$1'.8535'-)">533$"1%&3'$1'.85'3"#$%&'
only 60% of staff would turn up at any one time. These issues welfare aspects of the business than to teach social workers
were compounded by the departure of the initial coordinator how to run a business. Russell also found that the commitment
three weeks after the program began. A caseworker with the of Property Plus’ employees increased with time and he cites
Salvation Army at the time, Russell stepped in, keen to take up this improvement as proof that such initiatives have to be long
the program and to see it evolve into a social enterprise. .5)*'%1?'.8%.'O$.I3'%'@%3.5'">'.%/-%A5)3I'*"15A'."'?"'38").'.5)*'
Dealing with a particularly disadvantaged group, the enterprise -)"2)%*3P;'OX1#5'"6)'-%).$#$-%1.3')5%&$35?'.8%.'.85A'@"6&?1I.'
could not operate on usual workplace norms. Coordinating :5'*"45?'"1'%>.5)'3$/'*"1.83'.85A'2)%?6%&&A'.""B'"@15)38$-'">'
3.%>>' @5)5' 5/-"35?' ."' %:63$45' :58%4$"6)' %1?' &%126%25' "1' %' _6%&$.A'%1?'.85$)'"@1'35&>E?545&"-*51.P+'%?4$353'J6335&&;'X45)'
)526&%)':%3$3+'%1?'@5)5'-)"4$?5?'@$.8'5/.513$45'*51.")$12'%1?' >"6)'."'(45'A5%)3+'5$28.A'-5"-&5'@")B5?'@$.8'a)"-5).A'a&63'%1?'
support to work through behaviour issues. Russell says that the were able to deliver top quality work in spite of their initial
constant presence of these issues illustrated why participants $15/-5)$51#5' @$.8' 5_6$-*51.' %1?' *%#8$15)A' %1?' #"*-&5/'
couldn’t hold down regular work, and why the opportunity employability issues.
provided by Property Plus was so important. Property Plus also So long as the enterprise did not lose or cost Oasis money
frequently encountered issues in relation to work cover and and created jobs for young homeless people, the Director of
insurance, notably when working with people on methadone Oasis was very supportive of the enterprise. Property Plus was

formally governed by the Salvation Army board and ran as a being judged on their past. Again, this went against the social
regular program. From the start, however, there were problems welfare sector’s strong reliance on case notes and while the
@$.8'$1.52)%.$12'.85':63$1533'$1."'.85')526&%)'1"1-)"(.'3A3.5*3;' Director of Oasis was supportive of the approach, other staff
]")'5/%*-&5+'.85'")$2$1%&'jL;S*'#"1.)%#.'@$.8'.85'm5-%).*51.' were challenged by the practice. Russell advises that he saw
of Housing had been budgeted without including GST. Russell Property Plus’ purpose as creating a space where participants
5/-&%$13' .8%.' O.85' ")$2$1%&' X%3$3' .51?5)' .5%*' 53.$*%.5?' .85' could learn and develop, and that there are few opportunities
cost of delivery of services to be $1.2 million, and so Oasis to do this in job-related positions, whereas there are many
tendered for this amount. It was only after I began as the sources of counselling available.
manager that I discovered 10% of this amount ($120 000) was J6335&&' :5&$5453' .8%.+' @$.8' %' >5@' 3*%&&' 5/#5-.$"13+' 3"#$%&'
a GST component that would be paid straight to the Federal enterprises shouldn’t run any differently from an ordinary
Government – therefore Oasis would only receive $1.08 business. He asserts that any difference can create a diversion
million. I had to do some quick thinking and make some hard %1?' 5/.)%' #"3.3+' @8$#8' $18$:$.' .85' *%$1' >"#63' ">' #)5%.$12'
?5#$3$"13'%:"6.'2"$12'"1;P'J6335&&')5\5#.3'.8%.'O.85)5I3'1".8$12' opportunities and achieving a social purpose. Believing that
&$B5'%1'$*-").%1.'*$3.%B5'."'38%)-51'A"6)'>"#63P'%1?'%?4$353' %'2"45)1%1#5':"%)?'@"6&?':)$12'%:"6.'.""'*%1A'5/.)%'#"3.3'
.8%.' .8$3' 35.:%#B' *".$4%.5?' .85' .5%*' ."' :5' %3' 5>(#$51.' %1?' for Property Plus, he instead established an Advisory Group.
productive as possible, and not to make similar mistakes again. This was made up of a talented pool of individuals who could
Russell advises that in the three years he managed Property Plus give advice and provide creative approaches to leveraging
it won $7million worth of contracts and that when he departed the business. The Advisory Group also enabled Property Plus
a $400 000 cash reserve had been established to ensure the and Oasis to create relationships in the corporate sector, with
enterprise had the leverage to continue. Russell says that the Group members often going on to join the Oasis board,
O.8$3'@%3'53351.$%&'G'A"6'#%1I.')61'@$.8'1"')535)453'&$B5'*%1A' arranging for large personal and corporate donations and
d".E>")E-)"(.' -)"2)%*3P;' Z"@545)+' @$.8$1' %' >5@' *"1.83' .85' sponsorships, establishing media relationships and using their
cash reserve was almost completely depleted. The differences 5/$3.$12' #")-")%.5' 15.@")B3' ."' )%$35' >61?3' %1?' %@%)51533;'
:5.@551')611$12'%1'51.5)-)$35'%1?'%'1"1-)"(.'%)5'3$21$(#%1.' Russell believes that this type of support structure is what
%1?'1".'@5&&'61?5)3.""?':A'*%1A'@$.8$1'.85'1"1-)"(.'35#.");' small enterprises need. However, since Russel’s departure, the
J6335&&'362253.3'a)"-5).A'a&63'@%3'45)A'*6#8'%1'5/-5)$*51.'>")' Advisory Group is no longer involved in the Property Plus’
the Salvation Army, so the idea of having $400 000 in reserves operations.
when there were people in need was a new concept for the Operating within the Salvation Army structure did, in several
organisation. instances, make developing Property Plus a lot easier, allowing
Another area where new practices were developed was in the .85' 51.5)-)$35' ."' ?)%@' "1' 5/$3.$12' )53"6)#53;' `5.' $1' ".85)'
use of participants’ case notes. Russell, although a professional instances, the bureaucracy of the systems in place created
case worker himself, would not allow Oasis’ social workers to obstacles. One problem was that the enterprise could not
share with Property Plus’ coordinating staff the participants’ make purchases over $5 000, a major issue given that it had
case notes or history. He wanted to create an opportunity for a monthly turnover of $90 000, utilised nine vehicles and had
people to work and create a future for themselves without %1'51")*"63'-5.)"&':$&&+'%3'@5&&'%3'63$12'5/-513$45'$1?63.)$%&'

5_6$-*51.;'m5#$3$"13'"1'8$285)'5/-51?$.6)5'8%?'."'2"'."'85%?' and to be able to push boundaries. This passion also needs to
">(#5'%1?'.85'%--)"4%&'-)"#533'#"6&?'.%B5'6-'."'.8)55'*"1.83;' be accompanied by a willingness to take personal risks and the
<8$3' *5%1.' a)"-5).A' a&63' @%3' $1\5/$:&5' %1?' #"6&?1I.' *"45' ability and determination to realise ideas, in spite of the many
quickly in the market. ?$>(#6&.$53'@8$#8'$154$.%:&A'%)$35;'
After three years facilitating growth and opportunities for X1'%'-%).$12'1".5+'J6335&&'3%$?'O*%1%2$12'a)"-5).A'a&63'@%3'
the enterprise Russell sought to purchase Property Plus from one of the most challenging roles I have ever done. It was a
Oasis, as an agreement had been negotiated with a funding roller coaster ride and I never knew what would happen from
organisation that had agreed to support this proposal as long "15'?%A'."'.85'15/.;','8%?'."'635'545)A'-%).'">'*A'%:$&$.A'."'3.%A'
as he remained a part of it. The plan was to leave the $400 committed to the focus of the enterprise, which was to serve
000 cash reserve with Oasis’ broader programs and for Russell -5"-&5;' ,' &"45?' .85' @")B+' %3' $.' @%3' 5/#$.$12+' )5@%)?$12' %1?'
to negotiate new contracts with customers, clients and the 2)5%.'>61'%1?','@"6&?'2&%?&A'?"'$.'%2%$1P;''':@
workers. Russell also gave Oasis a guarantee that Property Plus Website: http://salvos.org.au/oasis/what-we-do/oasis-services/
would still focus on creating jobs for disadvantaged people.
<8$3' %))%125*51.' ?$?' 1".' 5451.6%.5' %1?' J6335&&' )5\5#.3' .8%.'
it was perhaps only natural, given that, with no precedent to
26$?5'.85*+'$.'@"6&?'8%45':551'?$>(#6&.'."'35-%)%.5'.85'3"#$%&'
enterprise from the Salvation Army structure.
Russell’s subsequent departure from Property Plus created a
vacuum. He was essentially the entrepreneur behind Property
Plus and had developed it with the vision of a sustainable social
enterprise. After he left, the enterprise lost its momentum. As
*51.$"15?+' .85' 36:3.%1.$%&' #%38' \"@' )535)453' .8%.' 8%?' :551'
painstakingly accumulated were depleted within a few months
%1?' 8%45' 1545)' :551' )5#"45)5?;' Z$3' -"3$.$"1' @%3' 1".' (&&5?'
:A'3"*5"15'@$.8'.85')5_6$3$.5'3B$&&3'%1?'5/-5)$51#5M'$13.5%?+'
it was simply absorbed by another team member. Property
Plus does still hold a small number of Government and private
#"1.)%#.3+'@$.8'%&&'-)"(.3'2"$12'."'X%3$3;'
Russell suggests that having an entrepreneur with passion
and commitment and a clear understanding of the social
realities facing participants is the critical factor to making an
employment-focused social enterprise work. Proof of this, he
says, lies in Property Plus’ decline after he left. He advises
anyone thinking about starting a social enterprise that they will
need to have a passion to serve people and the community,

Spectrum Employment Services
Cooperative
A collaboration between Newcastle Labour Cooperative, MTC

Work Solutions and WorkVentures provided a non-recourse
loan of $280 000 in 1995 to establish Spectrum Employment
Services Cooperative (originally called the Labour Cooperative
Sydney). Spectrum aimed to provide employment and training
for disadvantaged groups through an ethical labour hire business
%1?' @%3' *"?5&&5?' "1' .85' R3.$&&' 5/$3.$12U' d5@#%3.&5' ^%:"6)'
Cooperative. Over time the relationship with the founding
partners evolved until they no longer played a governance role
and the original loan was written off their balance sheets.
From 1995-2001 Spectrum ran a small labour hire business
delivering services primarily to Councils in the inner city Sydney
%)5%;',1'STTL+'%3'-%).'">'%'2)"@.8'%1?'?$45)3$(#%.$"1'3.)%.52A+'
Mark King was appointed as the new CEO and charged with
5/-%1?$12'.85':63$1533':5A"1?'&%:"6)'8$)5;'<85'15@'?$)5#.$"1'
included a focus on providing more direct assistance to people
facing barriers to employment as it was recognised that labour
hire wasn’t a good vehicle for taking people from disadvantaged
backgrounds into mainstream work, as employers are looking
for people who are job ready. Eventually Spectrum established
(45' :63$1533' 61$.3' G' 7*-&"A*51.+' a)"-5).A+' ^%1?3#%-$12+'
Training and Community Services. The Training Unit achieved
Registered Training Organisation status and in addition to
delivering accredited training also delivered ‘soft’ employment
related skills for disadvantaged job seekers.
Spectrum folded in 2009. At the time of closure its trading
activities provided 100% of its income, it had grown from a $3
million turnover in 2001 to a $20 million turnover and had four
hundred employees. With a turnover of $12 million the labour
hire business acted as a ‘cash cow’ for the enterprise, funding
the other business units including the community service
214 215
programs. These programs made Spectrum different from other common in organisations with an ILM focus, but in Spectrum’s
labour hire businesses and were the vehicle for delivering on case the pre-employment programs were resourced through a
its social purpose, but they cost a lot to maintain. Aside from *$/.6)5'">'$1.5)1%&'%1?'5/.5)1%&'>61?$12;
the initial modest investment from the founding partners for Through statistics it generated from data captured in simple
fourteen years Spectrum funded its own operations, growth spreadsheets Spectrum was able to demonstrate to its public
%1?' ?$45)3$(#%.$"1' %33$3.$12' "45)' 3$/' 861?)5?' ?$3%?4%1.%25?' and private sector clients that its model transitioned people
people into employment in its last eight years of operation. from training into employment, either in its own businesses
Mark advises that a major factor contributing to the folding of ")'5/.5)1%&&A;',.'%&3"'#"&&5#.5?'%'&".'">'#%35'3.6?A'$1>")*%.$"1+'
!-5#.)6*'@%3'.85'2&":%&'(1%1#$%&'#)$3$3;'^%:"6)'8$)5'*%)B5.3' which brought to life the stories of individual participants. Mark
%)5'"15'">'.85'()3.'."'36>>5)'$1'%'?"@1.6)1'%1?'@$.8'3"'*6#8'">' advises that they had begun looking at different methods to
$.3'"-5)%.$"13'?5-51?51.'"1'.85'-)"(.%:$&$.A'">'.8$3':63$1533'61$.' aggregate the data, but hadn’t made any decisions on this. He
Spectrum was in a vulnerable position and ultimately couldn’t notes that they were interested from a practical perspective, they
sustain its operations. Other commercial labour hire businesses needed the data to be able to demonstrate why it was important
@5)5'%&3"'3$21$(#%1.&A'%>>5#.5?'?6)$12'.8$3'-5)$"?'%1?'3"*5'?$?' that clients be ‘a bit kinder on the pricing’ in recognition of the
close, but because they didn’t have the additional overheads additional social impact Spectrum’s model delivered and the
that Spectrum carried they generally weren’t as badly affected. additional overheads required. Mark notes that data collection
Compounding the high overheads issues, as with many %1?' 3"#$%&' $*-%#.' %33533*51.' $3' %' ?$>(#6&.' %)5%' >")' 3"#$%&'
social enterprises, Spectrum was severely under-capitalised. enterprises, as they usually have limited resources available to
n&.$*%.5&A'$.'?$?1I.'8%45'.85'(1%1#$%&')535)453'%1'")2%1$3%.$"1' allocate to these tasks. He suggests that the development of
">' $.3' 3$05' 155?5?' ."' -)".5#.' $.35&>' ?6)$12' ?"@1' .$*53;' C3' %' an open-source template for data collection would be a huge
3"#$%&' 51.5)-)$35+' .85' 1"1-)"(.' *"?5&' *5%1.' $.' %&3"' #"6&?1I.' contribution to the sector.
do what its competitors could do: generate additional capital Spectrum’s relationships with its clients were always on a
through shareholding and loans. Mark is clear that if Spectrum commercial basis and it delivered contracts for a number of
8%?' 8%?' %##533' ."' 36>(#$51.' )535)453' %1?D")' :)$?2$12' #%-$.%&' government and corporate clients. Mark advises that for the
through this critical period it would still be operational today. majority of the commercial clients Spectrum’s social enterprise
The pre-employment training model developed by Spectrum focus wasn’t a factor in awarding contracts. A major client
>")' $.3' a)"-5).A' %1?' ^%1?3#%-$12' :63$153353' 8%3' $1\651#5?' was Housing NSW (the State department), which contracted
the development of the Australian intermediate labour the delivery of services on various social housing estates. For
market social enterprise sector (ILM – also known as social it the social enterprise element was a deciding factor and a
employment, pathways or transitional labour market models). number of contracts included social clauses detailing numbers
a%).$#$-%1.3' ?"' 3$/' @55B3' 61-%$?' @")B+' ?6)$12' @8$#8' .$*5' >")'5*-&"A*51.'">'3"#$%&'8"63$12'.51%1.3'>)"*'3-5#$(#'53.%.53;'
they are trained in a range of ‘soft’ employability skills as Spectrum had two points of contact in the department in
determined by their individual needs. Usually only those who these cases, through the regular contracts unit and with the
are committed and motivated make it through this stage, so it tenant participation team, and therefore different contract
acts as a screening process also. Similar models are now quite management and client relationship approaches were needed

than were used on straight commercial contracts. 3$21$(#%1.':%))$5)3'>%#5?':A'3"#$%&'51.5)-)$353;'F$.8"6.'%##533'
Assisted by the evidence base generated by Spectrum and by to appropriate options for capitalisation it had little chance of
internal champions, the approach gained support and in 2008 surviving a major downturn. This resulted in the closure of one
Housing NSW implemented its New Maintenance Reform of Australia’s most successful social enterprises and the loss of
a)"2)%*+'%1?'3-5#$(#'3"#$%&'5*-&"A*51.'#&%6353'%)5'1"@'$1' .85'5/-5)$51#5'%1?'"--").61$.$53'$.'8%?'53.%:&$385?;'F851'.85'
place with a number of commercial suppliers. As the social 3$05'">'.85'$1$.$%&'$1453.*51.'$3'#"13$?5)5?+'.85'$*-%#.'%#8$545?'
clauses were increasingly used in the mainstream market by Spectrum does great credit to demonstrating the potential of
Spectrum recognised that it would become increasingly critical the social enterprise model.
that delivery was checked more thoroughly than had been the ,1' )5\5#.$12' "1' %?4$#5' ."' ".85)3' @")B$12' $1' .8$3' #"*-&5/'
#%35'$1'.85'-%3.;',.'$1\651#5?'.85'?5-%).*51.'."'#85#B'"1'.85' environment, Mark suggests: secure your capital base before
follow-through of the contracted body, to ensure it delivered 5/-%1?$12' .""' >%)' ")' .""' >%3.N' 5136)5' %' :%&%1#5?' -").>"&$"' ">'
on what was included in the contract bid. The Reform Program income generating businesses (don’t put all your eggs in one
has now embedded this approach into the department’s basket); fully research new markets before entering them,
-)%#.$#5+' %1?' 8%3' .85' -".51.$%&' ."' $1\651#5' %' 16*:5)' ">' particularly what the costs will be; pay a lot of attention to the
".85)' ?5-%).*51.3' ."' $1#&6?5' 3"#$%&' #&%6353' $1' R>")' 5/%*-&5U' commercial side of the enterprise, otherwise you may not have
cleaning contracts. Mark notes that these appear to be having a .85'#8%1#5'."'>6&(&'.85'3"#$%&'":=5#.$453N':6$&?'#%-$.%&')535)453'
positive effect through increasing apprenticeships, Indigenous as a matter of priority; and be patient. It’s hard work balancing
employment and the like. 3"#$%&'%1?'(1%1#$%&'":=5#.$453'%1?'.85)5'%)5'1"'b.)$5?'%1?'.)65I'
The potential of government procurement practice to act as formulas.
%' *%)B5.' 5/-%13$"1'3.)%.52A'8%3':5#"*5'-%).$#6&%)&A'54$?51.' JM
)5#51.&A;']")'5/%*-&5+'%'16*:5)'">'#&5%1$12'%1?'8").$#6&.6)%&'
social enterprises focusing on employing people from social
housing estates have been funded under the Commonwealth’s
Jobs Fund. Mark sees this area as one of Spectrum’s lasting
impacts, having been at the forefront of the development and
trial of social clauses in Australia. He advises that it’s critical for
social procurement approaches to be embedded in systems,
otherwise arrangements are dependent on individual staff who
could move or leave at any time and potentially undo years of
work and progress.
Spectrum provides a stark lesson in the realities of social
enterprise. Despite having a dedicated and talented Board, a
committed and skilled CEO, a solid and stable management
team, a good reputation and secure clients, and a strong
trading history it wasn’t able to overcome one of the most

Urban Renewal
The Urban Renewal landscape and

construction business, an initiative of
Mission Australia, is a social enterprise
.8%.' -)"4$?53' (/5?E.5)*' $1.5)*5?$%.5D
transitional employment opportunities for
local disadvantaged individuals. Urban
Renewal was developed to further Mission
Australia’s vision to see a fairer Australia by
51%:&$12'-5"-&5'$1'155?'."'(1?'-%.8@%A3'
to a better life. Started in 2006, each year it
1"@'">>5)3'.8$).AE3$/'?$3%?4%1.%25?'-5"-&5'>)"*'%)"61?'[$#.")$%'
.85' "--").61$.A' ."' 2%$1' %1' $1?63.)AE)5#"21$35?' _6%&$(#%.$"1'
$1' %' 35#.")' 5/-5)$51#$12' %' 3$21$(#%1.' 3B$&&3' 38").%25;' !.6%).'
McGougan, Mission Australia’s Social Enterprise Operations
Manager for Victoria and the person who operationalised the
3"#$%&'51.5)-)$35'4$3$"1'>")'n):%1'J515@%&+'5/-&%$13'O$.I3'%:"6.'
b.)%?5'%1?'.)%13$.$"1P;'
A previous program delivered by Mission Australia for seven
years in Shepparton and Bendigo (in regional Victoria) had
been achieving over 80% long term outcome rates with
?$3%?4%1.%25?'A"612'*51;'C1%&A3$3'$?51.$(5?'.8%.'.85'.@5&45'
month duration of the program, the additional personal support
provided, and the peer group relationships developed were
key success factors. This original program had a number of
local partners involved in an advisory group but over time the
partnership was dissolved.
It was decided to bring the successful intermediate labour
market (ILM) model to the city and rather than run it as a
program, to try and establish it as a business operating in the
building and landscaping sectors. This was a whole new area
for Mission Australia and Stuart says at the start they had a
good program, but not a great business. Urban Renewal is now

a registered building practitioner in the State of Victoria, and is After this preparation stage participants enter into a twelve
compliant with all the requirements this entails. It is a social month traineeship. All trainees are paid and the full-time
enterprise that uses an ILM model by providing a supported -%).$#$-%1.3'3."-')5#5$4$12'@5&>%)5':515(.3;'<85'b4%)$%:&5I'%1?'
real-work environment for highly disadvantaged unemployed b8$28' 155?3I' -%).$#$-%1.3' .51?' ."' @")B' -%).E.$*5' %.' ()3.' %1?'
people, particularly young men, to assist their eventual entry #"1.$165' ."' )5#5$45' -%).' :515(.' -%A*51.3' %3' %' )536&.;' !.6%).'
into mainstream employment. Stuart notes that a lot of those advises that the referring agencies push to bring their hours up
participating in the program would previously have come out to full time as quickly as possible, but Urban Renewal manages
">' 8$28' 3#8""&' %.' %)"61?' (>.551' ")' 3$/.551' %1?' 2"15' $1."' %' this quite strictly and won’t increase hours until a trainee is
technical school to learn a trade. When these schools were ready. Raising the hours to full time is in the interests of the
closed down, there were fewer options gap for those neither referring agencies as at this point, under their contracts, they
suited to nor interested in academic learning and many receive a payment from the government and can also stop
dropped out of school. Now aged around twenty-two, many providing placement support services.
8%45' 5/-5)$51#5?' A5%)3' ">' ?$3#"115#.$"1' %1?+' %.' .8$3' A"612' <85' -)"2)%*' $3' \5/$:&5' %1?' .85' .)%$1553' #%1' .)%13$.$"1' "6.'
age, are in danger of becoming long term unemployed. 5%)&$5)'$>'.85A'?5*"13.)%.5'O@")B')5%?$1533P;'F$.8'36--").'%1?'
At the time of interview, across its operations Urban Renewal %?4$#5+' .85' -%).$#$-%1.3' (1?' .85$)' -&%#5*51.3' .85*35&453' 3"'
8%?'>").AE.@"'3.%>>+'$1#&6?$12'.)%$1553;'!.6%).'5/-&%$13'.8%.'5%)&A' that they ‘own’ their decision and this, says Stuart, is a factor
5/-5)$51#5' 38"@5?' .8%.' %' :%&%1#5' @%3' 155?5?' "1' .85' @")B' in retention rates.
crews, so the teams are now made up of 50% ‘semi-productive’, Urban Renewal employs a full time support worker who is
25% ‘great today poor tomorrow’ (i.e. variable) and 25% ‘high 3-&$.':5.@551'.85'.@"'#6))51.'#)5@3;'<85'*"?5&'$3'3-5#$(#'$1'
needs’ participants. This balance is critical to maintaining the not allowing participants to deal with ‘welfare issues’ during
productivity levels needed to successfully deliver contracts on work time. It has to be a ‘real job’ as this plays a big part in
time and within budget. Whilst the focus is on young men, #8%12$12'*$1?'35.3'%)"61?'@8%.'#"*53'()3.'%1?'.%B53'-)$")$.A'
Stuart advises that involving a few older participants helps to in a day. If an issue (such as alcohol or drugs) is impacting
settle the group of trainees. upon a trainee’s work, it is tackled as a barrier that’s affecting
The participants are referred through Job Network and .85$)'%:$&$.A'."'%#8$545'.85$)'@")B'2"%&3;'!.6%).'5/-&%$13'.8%.'$1'
Neighbourhood Renewal programs and all have chosen to be this way the issues become part of their story, and the balance
$14"&45?;'<85'()3.'>"6)'@55B'-)5E5*-&"A*51.'#"6)35'$3'61-%$?' of dominance in their lives begins to shift, and that this is
which, according to Stuart, helps to identify those who are the difference between providing a supported approach to
B551'."'*%B5'%'2516$15'#8%125'$1'.85$)'&$453;'Z5'5/-&%$13'.8%.' transition and a regular welfare program.
it has also proven necessary as the referrers often send people As Mission Australia is a Registered Training Organisation and a
who aren’t suitable. After working with the participants every Y)"6-'<)%$1$12'9"*-%1A'$.'#"6&?'-)"4$?5'.85'#5).$(#%.5'.)%$1$12'
day for four weeks it’s clear to Urban Renewal’s support staff and employment arrangements directly itself. However it has
what each person’s issues are and who they work well with. developed key partnerships with TAFE and Apprenticeships
Stuart notes that having more issues makes a person a higher Plus (in these roles respectively) as this ensures the trainees
priority candidate, not lesser. engage with the broader system and don’t become insulated

on the program. The partnership with TAFE has also allowed stages Urban Renewal was offered two public sector works
them to develop a modular approach to skills development contracts, even though it had little in the way of trading history
.8%.' %&&"@3' .)%$1553' ."' :6$&?' ."@%)?3' %' #5).$(#%.5+' $>' .8$3' $3' %' at that stage. It was a closed tender and they competed with
goal for them, without having to take it on all at once. one other for the work. This type of ‘leg up’ approach is seen
Apprenticeships Plus has also proven a good partner for the as the most effective way to support social enterprises as it
social enterprise as it provides around three times the job encourages attention to the business side of the enterprise from
support it would to a mainstream client, despite receiving the beginning and establishes the ground work for building a
.85'3%*5'-%A*51.'>)"*'$.3'2"45)1*51.'#"1.)%#.'>")'.8$3'5/.)%' sustainable business. Stuart notes that Urban Renewal’s trading
&545&'">'35)4$#5;'!.6%).'5/-&%$13'.8%.'>")'.85'()3.'.8$).551'@55B3' relationships with local Councils and other public sector
both the Urban Renewal and the Apprenticeships Plus support agencies are critical to its future. At the time of interview it
staff visit around three times per week, while a ‘regular’ client was earning 95% of its gross income from trading and will
may only require one visit in three months. Stuart suggests :)5%B' 5451' "1' $.3' "-5)%.$12' #"3.3' >")' .85' ()3.' .$*5' $1' .85'
that intermediate labour market social enterprises need to #6))51.'(1%1#$%&'-5)$"?;'!.6%).'>55&3'.8%.'$.I3'@5&&'"1'.85'@%A'."'
collectively highlight this issue with the Commonwealth achieving the goal of self sustainability by the end of the three
government as in effect this is acting as a disincentive for group year establishment period.
training companies to take on people with high support needs. A lesson Stuart offers for those working in or looking to establish
They know they will have to do a lot more work but will only ILM social enterprises is to be careful about pricing from the
receive the same service payment. For the ILM model to really beginning. Urban Renewal has been operating in Bendigo and
work in Australia Stuart argues that it will be critical that these Shepparton for a number of years and in these areas Mission
5/.)%' 36--").' #"3.3' %)5' 3"*58"@' )5\5#.5?' $1' .85' 3A3.5*;' Z5' Australia subsidised the costs as it was originally run as an
5/-&%$13' .8%.' H$33$"1'C63.)%&$%I3' %1%&A3$3' 38"@3' .8%.' .85' ,^H' employment program, rather than a social enterprise. This
model on which Urban Renewal is based is a cost effective way means that the purchasers received the service for half the cost
to achieve employment outcomes for the high needs groups, and now aren’t prepared to pay commercial rates, preferring
when compared to other employment service programs. The instead to try and source volunteers to deliver the work. Stuart
biggest additional cost the model incurs is in the provision of 5/-&%$13'.8%.'.85)5'$3'1"@'%':$2')5E5?6#%.$"1'-)"#533'.8%.'155?3'
support staff, a cost that mainstream businesses don’t incur. to take place and that under quoting also adversely impacts
During the establishment phase Mission Australia heavily market development, and could lead to larger issues of anti-
subsidised these costs for Urban Renewal, a pathway that isn’t competitiveness in cases where public subsidies or funding
available to ILMs not linked to a large parent organisation. is involved. He is also clear that this approach devalues the
Stuart suggests a useful approach for governments interested work of the participants and keeps them in a marginalised
in supporting the development of ILM social enterprises would environment, which defeats the purpose of the enterprise.
be to provide funding for the support workers, rather than for !.6%).I3' 5/-5)$51#5' $3' .8%.' 3"#$%&' 51.5)-)$353' *63.' *%)B5.'
establishment costs or to support commercial activities. themselves based on providing quality service, a fair market
A clear way that support for establishment and commercial price as well as delivering value-add social outcomes.
activities can be provided is through contracts. In the early In terms of demonstrating the additional social outcomes that

a social enterprise approach to employment can deliver, Stuart 3"*5.$*53'?$>(#6&.'."'%##"**"?%.5'.85'#"**5)#$%&'155?3'">'
5/-&%$13'.8%.'H$33$"1'C63.)%&$%'$3'$1'.85'-)"#533'">')"&&$12'"6.'%' .85'51.5)-)$353'@$.8$1'5/$3.$12'3A3.5*3;']")'5/%*-&5+'5/-&%$13'
new system that will facilitate capturing much more in-depth Stuart, a regular community program often views a staff vacancy
case data. A national research project currently underway will as a salary saving to the program but for a social enterprise no
develop the indicators and measures that Mission Australia as staff means no earnings, with contract delivery requirements
%'@8"&5'%?"-.3+'%1?'@$&&'.851'\"@'?"@1'."'n):%1'J515@%&' and the bottom line impacted. Stuart stresses that a successful
and its other social enterprises. It is recognised that a consistent social enterprise must have systems that are responsive to the
approach across all the activities is needed and that the measures business environment and operations.
@$&&' :5' b(.E>")E-6)-"35I' %1?' 61$_65' ."' H$33$"1'C63.)%&$%;' ,.' $3' Stuart is also familiar with the common tension between
also important that key stakeholders are consulted to determine :63$1533' %1?' 3"#$%&' 5/-5).$35' %1?' ":=5#.$453' .8%.' 3"#$%&'
what they are interested in seeing reported on in relation to 51.5)-)$353'">.51'5/-5)$51#5;'Z5'%?4$353'.8%.'%3'.8$123'-)"2)533'
"6.#"*53;'Q5#%635'.85',^H'*"?5&'?5&$45)3'3$21$(#%1.'3%4$123' and grow he has been less involved in each of Urban Renewal’s
to the public purse it has been determined that the Social sites and crews and is taking more of an overseeing role across
Return on Investment (SROI) framework is appropriate and this all operations. In the early stages the ‘social’ staff outweighed
will form the basis of the new reporting, with a predictive SROI the commercial staff, however this balance is shifting. Now
:5$12' 61?5).%B51' %3' %' ()3.' 3.5-;' n.$&$3$12' >61?$12' )5#5$45?' there are four ‘social’ staff and seventeen others, when at the
from the Commonwealth’s Innovation Fund Mission Australia start it was two and two. Stuart recognises that it is a big culture
is working with Associate Professor Jo Barraket (Qld University shift for staff coming across from the commercial sector to
of Technology) and Social Ventures Australia on this project, @")B' $1' %' 3"#$%&' 51.5)-)$35;' ,.' #%1' %&3"' ">.51' :5' ?$>(#6&.' >")'
and under the Innovation Fund agreement the entire process the ‘social’ staff to understand the motivations and decisions
will be documented and made publicly available so others ">' 3.%>>' >)"*' #"**5)#$%&' :%#B2)"61?3;' !.6%).' 3%A3+' OC' 2""?'
#%1' &5%)1' >)"*' .85' 5/-5)$51#5;'<85' 15@' $1.5)1%&' 3A3.5*' @$&&' welfare person with a bit of commercial nous isn’t enough. A
facilitate collection of the data that will be required for the good business person with a bit of social nous can work, but it
new reporting framework. Stuart sees that having ready access .".%&&A'?5-51?3'"1'@8%.'.85$)'?)$45)3'%)5;P'!B$&&3'%1?'#6&.6)5'(.'
to this data and robust reporting on social outcomes will be an are equally important.
important differentiator in the market.
To address these issues Urban Renewal has an induction process
Stuart is optimistic about the value that the new data collection in place and in the past this was delivered by Stuart, but as he
and reporting system will deliver to Urban Renewal but has become busier it is increasingly delivered by others and the
5/-)53353' >)63.)%.$"1' %:"6.' .85' &$*$.%.$"13' 5/-5)$51#5?' :A' %' emphasis has shifted somewhat. These are issues faced by any
social enterprise operating within the other systems of a large social enterprise trying to go to scale and Stuart advises they
1"1-)"(.;' n):%1' J515@%&' $3' %' :63$1533' 61$.' @$.8$1' H$33$"1' are working through how to address them effectively. He is
C63.)%&$%' %1?' $3' 36--").5?' :A' $.3' $1>)%3.)6#.6)5' G' (1%1#5+' clear that at the core is the need to break down the perception
HR, payroll, legal etc. However all these systems are geared that the welfare issues are ‘someone else’s problem’, and to
towards running the ‘regular’ programs that are by far the instil a genuine understanding of the integrated model that an
major part of Mission Australia’s operations. While Mission ILM social enterprise is based on. Social enterprises need the
Australia is committed to social enterprise as a strategy, it is

business focus that people from the commercial sector bring, one of the trainees gets a job it makes it worth it. This approach
but the social purpose has to remain central otherwise it will goes beyond basic welfare: by giving people a job, it hopes to
become just another business. Stuart believes it is critical that change their lives in the long term.
a truly hybrid culture is established if the model is to prove JM
effective over the longer term.
Website: http://www.missionaustralia.com.au/community-
Stuart advises that Mission Australia is keen to contribute to services/1863-urban-renewal-employment-
the development of the social enterprise sector in Australia, enterprise-program-vic
%1?' 3-5#$(#%&&A' ."' .85' ,^H' 36:E2)"6-' @$.8$1' .8$3;' ,.' $3' @5&&'
positioned, as a national organisation, to play a strong role
$1' .8$3;' Z5' 1".53' .8%.' .85' ".85)' &%)25' 1%.$"1%&' 1"1-)"(.3' %)5'
not really active in this area and that some of the other key
organisations are state-based and therefore have less reach.
In particular, Mission Australia is working with Social Traders
and Social Ventures Australia to develop social procurement
practice for ILM social enterprises, particularly through the use
">'#"**61$.A':515(.'#&%6353'$1'.51?5)3'%1?'#"1.)%#.3;'
Stuart feels that what are needed in the Australian sector at
this point in time are documented cases that demonstrate
.85' :515(.3' ">' .85' *"?5&;'F$.8"6.' .8535' -5"-&5' ?"1I.' )5%&&A'
61?5)3.%1?' .85' ?$>>5)51#5' :5.@551' O)611$12' %1' 5*-&"A*51.'
program and building a sustainable business that employs
-5"-&5'@8"'%)5'."628'."'5*-&"A;P',1'2)"@$12'%@%)51533'%:"6.'
these hybrid entities, business people will need to recognise
that it’s not a business with a social side, it’s one business and
the social side is integral to this. And the ‘social’ people need
."'61?5)3.%1?'.8%.'-)"(.'$31I.'%'?$).A'@")?;'
Stuart stresses that it is hard work; the fatigue rate for those taking
on key managerial and development roles in social enterprises
$3'45)A'8$28;'<85'$33653'%)5'#"*-&5/'%1?'#"13.%1.&A'#8%12$12'
and the hours are long. Stuart says he was talking to a local
:63$1533'-5)3"1')5#51.&A'@8"+'@851'85'(1%&&A'61?5)3.""?'.85'
*"?5&+'3%$?'O2""?'&6#B'@$.8'.8%.'*%.5+'A"6I45'#&5%)&A'2".'&".3'
">'#"6)%25P;'Z5'&%6283'@851'85'3%A3+'O.8%.I3':63$1533'.%&B'>")'
bA"6I)5'%1'$?$".IoP'd"'#"**5)#$%&':63$1533'@"6&?'2"'.8)"628'
the establishment agonies a social enterprise faces. Yet when

youthinc
Work on the youthinc concept started in 2006 when the

Managing Director of Adelaide’s Commercial Retail Group
(CRG), Spero Chapley, and his wife Kate decided they wanted
to develop their disadvantaged youth support activities to
have a more strategic focus. Youthinc, formally established in
2008 with the employment of General Manager Fred Heidt,
has a mission to provide life-changing opportunities for
disadvantaged young people through a range of leadership,
employment and enterprise education programs.
CRG is a family owned business that was established in the
1950s by two Greek brothers who arrived in Australia following
time in refugee camps in the middle-east. Fifty years later CRG
owns $750 million in retail assets, own and operate eight
shopping centres around Adelaide, and operate the Foodland
supermarkets in these shopping centres. This portfolio gives it
both retail and property development foci. From the beginning
there has been a history of giving to the community and this
230 231
has permeated the company’s culture. Fred recognised that business is ideal for the intermediate labour market model that
CRG’s own operations, as well as the hundreds of tenant and A"6.8$1#'8%3'%?"-.5?;'<85'-"33$:$&$.A'">':6A$12'$1."'%1'5/$3.$12'
thousands of supplier relationships it had access to, provided a franchise, to avoid much of the start-up risks and lag time, is
unique opportunity to develop a more embedded approach to being considered. Fred notes that management positions will
their community support activities. 155?'."':5'(&&5?':A'-5"-&5'@$.8':63$1533'3B$&&3'@8"'8%45'%1'
Through youthinc the full resources and business acumen $1.5)53.'$1'A"612'-5"-&5'%1?'.85'@")B;'Z5'3.)53353'.8%.'OA"6'
of CRG are being leveraged towards social outcomes. The #%1I.' 8%45' 3"#$%&' @")B5)3' )611$12' :%B5)$53P;' 9JY' "-5)%.53'
%--)"%#8' ?$>>5)3' >)"*' ".85)' %--)"%#853+' >")' 5/%*-&5' .8"35' under the ‘Adelaide’s Finest Supermarkets’ brand and youthinc
adopted by family foundations, in that it is seeking to align is also looking at developing a branded line of products for this.
the core business of CRG with the social enterprise activities it The social enterprise activities would focus on the processing
will support. Fred is quick to point out that it is very early days and packaging of imported products (such as olives and coffee)
and that much of the vision is still in the planning phase. The for distribution into the supermarket chain. The capital costs for
model will see the establishment of viable social enterprises establishment of these enterprises will be high but with CRG’s
that will provide employment and training opportunities to operations, plus one hundred and twenty four independent
disadvantaged young people and be sustainable through earned supermarkets in South Australia operating under the Foodland
)545165;'73351.$%&&A'$.'$3'%:"6.'8%)1533$12'.85'5/$3.$12':63$1533' brand, there is a guaranteed distribution chain to get the
-)"#53353+' )53"6)#53' 15.@")B3' %1?' 5/-5)$51#5' %1?' ?$)5#.$12' products to market.
these towards enterprises that are focused on delivering social Youthinc is a separate legal entity but CRG meets all its
outcomes. coordination costs, including Fred’s salary and administration.
])5?' $3' #&5%)' .8%.' 8%4$12' .85' .$*5' %1?' 3-%#5' ."' >6&&A' 5/-&")5' `"6.8$1#'$3'%&3"'-8A3$#%&&A'5*:5??5?'@$.8$1'9JYI3'">(#53'%1?'
the planning phase has been critical to developing a vision this has facilitated cross-fertilisation and learning opportunities,
with such strong potential. However he notes that even mature adding up to a lot of volunteer time from CRG staff, during the
businesses like CRG don’t have perfect operations and are course of regular daily operations. It usually takes considerable
#"1.$16"63&A'$*-)"4$12+'%1?'362253.3'.8%.'OA"6'?"1I.'8%45'."' time to develop relationships with business partners, but the
do everything at once and if you wait to get everything perfect youthinc model has circumvented this process. Fred notes the
A"6'@"1I.'25.'3.%).5?P; -)"/$*$.A'%1?'>%*$&$%)$.A'8%45'%&3"'%33$3.5?'@$.8'*"4$12'@8%.'
was a fairly traditional ‘charity ethos’ to an enterprise focus.
Once fully operational youthinc’s social support model will
demonstrate how corporate social responsibility programs The Board has been kept deliberately small so it can make
and the community engagement programs of businesses can ?5#$3$"13' _6$#B&A;' <85' .)%?$.$"1%&' 1"1-)"(.' %--)"%#8' ">'
be fully leveraged and integrated with the core operational large boards with many stakeholder representatives and
focus. The social enterprises will be aligned to CRG’s subcommittees wasn’t adopted as it was felt that, at least in
operations through the supply chain network. One of the the early stages, this could hamper responsiveness. Fred notes
()3.' #"1#5-.3' ."' :5' .53.5?' $3' -%#B%25?' >""?' -)"?6#.3' @8$#8' that as youthinc becomes more established and grows it may
would be distributed straight into the supermarkets with a need a more diverse governance structure so this may change
preferred supplier arrangement. This type of labour intensive over time. At present, input from a range of stakeholders is

3"628.' "1' %' -)"=5#.E:AE-)"=5#.' :%3$3' %1?' .8$3' $3' )5\5#.$45' ">' end, over time youthinc will also provide opportunities for the
the business-like approach that aims to keep youthinc’s culture young people to get involved in the design and implementation
close to its CRG parent. of the new social enterprises, and to participate in the Board.
At this early stage, while its own social enterprises are in At the core of youthinc’s model is self-generated income.
development, youthinc is meeting its goals through placing ])5?' 5/-&%$13' .8%.' A"6.8$1#' @%1.3' ."' :5' $1?5-51?51.' %1?' %3'
young people into employment. Some of the key stakeholders commercially driven as it can be, whilst retaining its core social
are the partnering referral agencies who identify the young purpose. With this goal the social enterprise approach was a
people participating in the program. Since it can see the 1%.6)%&' (.' %3' $.' @"6&?' 5136)5' %' *")5' %6."1"*"63' %--)"%#8'
potential in the innovative model, one of these agencies has than standard recurrent funding models allow. Fred says they’d
also seconded a staff member to youthinc which is further O)%.85)'?"'$.'.8%1'%#_6$.'$.P'%1?'1".53'.8%.'@$.8'2)%1.'>61?$12'
cementing the relationship. At the time of interview, youthinc you don’t own anything in the end and this impacts long term
8%?' -&%#5?' >").AE(45' A"612' -5"-&5' $1."' 5*-&"A*51.+' @$.8' 363.%$1%:$&$.A;' Z5' $3' #"1(?51.' .8%.' .85$)' *"?5&' $3' 4$%:&5' %1?'
thirty of these in CRG supermarkets, and was focusing on will, at a minimum, cover its operational costs. However the
5/-%1?$12' -&%#5*51.3' $1."' .85' 36--&A' #8%$1' @$.8' %' >6).85)' need for one-off seed capital is a different matter and is similar
3$/.AE(45'-&%#5*51.3'$1'.85'-$-5&$15;' to the needs any business has in this area. In addition to the
Fred notes that every employee is paid from day one and that $200 000 seed funding it received from the Commonwealth
this is an important aspect of the program, as it changes the Government’s Innovation Fund and the $338 000 from the
participants’ mind sets towards work very quickly. At this stage e":3']61?+'A"6.8$1#'$3'5/-&")$12'%')%125'">'"-.$"13'@$.8'3"*5'
youthinc’s approach is a hybrid version of an ILM model as potential corporate partners, including social investment loans
it doesn’t prescribe a particular pathway or timeframe for and patient capital approaches. These partners may also be
participants. So some have transitioned into permanent roles %:&5' ."' %33$3.' @$.8' 3-5#$(#' 155?3+' 36#8' %3' >)$?253' %1?' (.E"6.'
@$.8$1' 9JY+' 3"*5' (1?' %1' %)5%' .85A' )5%&&A' &$B5' %1?' "-.' ."' materials. But Fred is very clear that they are looking for seed
stay there, and others have transitioned into the mainstream capital, not ongoing recurrent funding.
employment market. Fred stresses that it isn’t a pseudo With the opportunity and resourcing available to properly plan
recruitment program for CRG and that if it wanted that there the model, the ability to identify social impact assessment
are much more cost effective ways of doing it. It’s all about has been a consideration from the beginning and a ‘theory of
.85'"45))$?$12'-6)-"35+'63$12'@")B'%3'%'#"1.5/.'>")'#8%125'>")' change’ has been developed. Fred also considers social impact
long term disadvantaged young people. Youthinc recognises assessment essential for maintaining clarity of purpose over
.8%.'@$.8'#"*-&5/'155?3'-5"-&5'$>'A"6'.)A'."'?5%&'@$.8'%&&'.85' time, an ‘internal compass’ to guide operations. The ‘good
issues before getting them into work you may never get there, news’ story bank is growing and this is particularly useful for
and that once they start working the issues can be tackled in a communicating with corporate partners and supporters as they
#"1.5/.'@85)5'.85A'%)5'1"'&"125)'.85'-5)3"1I3'@8"&5'3.")A;'])5?' are interested in the human element. Fred considers that the
is also clear that the purpose isn’t to put people into jobs. The social return on investment framework (SROI) will also be
employment focus is a vehicle for the bigger picture purpose useful for youthinc, and a projected SROI has been undertaken
">':)$12$12'"6.'.85':53.'$1'-5"-&5'%1?'-)"4$?$12'%'#"1.5/.'$1' to assist with determining the potential of the model. However
@8$#8' &$453' #%1' 2516$15&A' %1?' 3$21$(#%1.&A' #8%125;' <"' .8$3' it needs to be relevant, which means populating the overarching
framework with the tools that will yield the data required in The unique approach that the CRG / youthinc relationship
.8$3'3-5#$(#'3$.6%.$"1;'<85A'%)5'&""B$12'>")'%'*$/'">'_6%1.$.%.$45' demonstrates is one with much potential for commercial
and qualitative indicators that will be able to demonstrate and businesses interested in contributing to real and lasting social
communicate value to stakeholders. For youthinc, including the change through sustainable models. The ability to leverage
%--)"/$*%.5?'(1%1#$%&'4%&65'">'3"#$%&'"6.#"*53'$3'%--)"-)$%.5' 9JYI3'#"**5)#$%&'5/-5).$35'%1?'15.@")B3'-)"4$?53'A"6.8$1#'
as it is based on a commercial model and the parent body is with immediate and guaranteed distribution channels for
a commercial business. Yet whilst the intention is there Fred product lines. With careful choice of these products the
advises that, as with many social enterprises, there are more potential to establish a number of self-sustaining social
immediate and pressing needs and at this stage spending a lot enterprises is clear. The strong values base and culture of CRG
of time or money on social impact is low on the priority list. has obviously made this possible, along with the hard-nosed
In true entrepreneurial style Fred’s vision for youthinc is big. business sense to stick to what they know – supermarkets. Fred
In the long term he talks about the potential to franchise the notes that delivering the outcomes is what is important in this
3"#$%&'51.5)-)$353'A"6.8$1#'53.%:&$3853+'3#%&$12'%1?'5/.51?$12' climate, the Board aren’t all that interested in interrogating the
the reach of its immediate work. He also sees opportunities social enterprise model they just want to see young people’s
."' :)"%?51' 9JYI3' 5/$3.$12' :63$1533' *"?5&' ">' "@1$12' &%)25' lives changing.
supermarkets in large suburban shopping centres to owning JM
smaller suburban supermarkets in disadvantaged areas. This Update: In August 2010 youthinc had placed ninety-three
@"6&?' 5/.51?' .85' 5*-&"A*51.' .)%13$.$"1' "--").61$.$53' .8%.' 4'/*($,)',2)$"*&'$)#,2'4#)*&$&'$3!&)>$@"&0$-.&4?*"*)$'.$&0)%)$
could be offered. It would also create anchors for a place-based in CRG supermarkets and an additional one hundred and ten
community renewal approach through guaranteeing access to jobs into the supply chain are in the pipeline.
a vital service, improving the quality of food supply, providing
local jobs and acting as a hub for community activity. With Website: http://www.youthinc.org.au/
9JYI3' 5/-5).$35' $1' 36-5)*%)B5.' ?545&"-*51.' %1?' "-5)%.$"13'
%1?' 5/.513$45' 36--&$5)' 15.@")B3+' -&63' %##533' ."' 2"45)1*51.'
wage subsidies, Fred thinks a break-even model is achievable.
In this the difference between a social enterprise approach and
a commercial approach is clear. A fully commercial business
would never enter a market with the intention to just break
even, but for a social enterprise working towards a social
purpose (in this case job creation and community renewal) this
can be an attractive proposition as it means limited competition
from commercial competitors. All of this is for the future and
Fred knows that they are ‘the new kids on the block’ and need
to establish a track record before tackling these ambitious
projects.

Shared Learning
and Authors’ Observations
There was much useful learning from each social enterprise

and we have attempted to summarise it and make some further
observations.
Founders and Succession Plans
Founders of social enterprises are usually too busy to consider
even the medium term future and are often too emotionally
involved to envision a future without them! Many founders
%1?' .8"35' @8"' 36##55?5?' .85*' )5\5#.5?' .8%.' $.' @%3' 45)A'
important to have succession plans in place from early on as
the departure of a founder or key staff member, from what is
usually a small team, can set the enterprise back and create
problems, including involuntary organisational restructuring
(Property Plus, Vibewire). Over-reliance on the founder can
#%635' :6)1E"6.M' .85' >"61?5)3' ">' :".8' H6I""0' %1?' m)533' >")'
Success have said that their businesses would probably fold at
this stage if they were to leave.
There is huge potential for leaders and managers in the social
enterprise sector to suffer burn-out. Competing priorities,
b3#8$0"-8)51$#I'=":'?53#)$-.$"13'%1?'.85'8$28'&545&'">'-5)3"1%&'
commitment required take their toll on even the most passionate.
Urban Renewal stresses that no commercial business would
go through the establishment agonies a social enterprise has
to navigate. Mars Hill Cafe says, for their husband and wife
.5%*+' $.' 8%3' :551' $*-").%1.' .8%.' .85' b#)%0A' 8"6)3' %1?' 8$28'
commitment’ don’t impact on the families of those involved.
Otherwise all of the social good achieved through the cafe is
undone in the home’.
The current Managing Director of Goolarri Media believes that
an organisation’s leader shouldn’t stay more than ten years.
In keeping with this philosophy he is preparing to transition becomes vulnerable and unable to sustain its operations
out of the role and will ‘go sideways’ into other projects and during a downturn, as Spectrum Employment Services Co-
take on a Director role with their structural partner Broome op discovered during the Global Financial Crisis. The ability
Aboriginal Media Association. To facilitate this, he is currently to retain operating reserves and/or access to sources of
*51.")$12' .85' 98$5>' 7/5#6.$45' X>(#5)' ."' .%B5' "1' *%1%2$12' bridging capital can be critical to social enterprises achieving
Goolarri in the near future. sustainability.
By contrast, Our Community’s decision to operate from day
one within a commercial structure has forced the team to
Mission Conflict stay absolutely focused on the core purpose and to develop
Often competing issues arise between the social enterprise’s innovative services and programs.
business operations and its social purpose. Cleanable initially Message Stick has also placed a strong emphasis on its belief
had only clients as staff members and this was a huge drain that to achieve its longer term social purpose, it is critical that
"1')53"6)#53;']")'.85'()3.'.@5&45'*"1.83+'1"'36-5)4$3")3'@5)5' they deliver on the short term goal of establishing a successful
hired and Peter the CEO managed everything, a set up which business. Also crucial to this has been the willingness of their
very soon proved to be unsustainable when he found himself corporate customers to rethink their relationship: moving away
constantly changing between being a business manager and a from being ‘a good cause’ within a Corporate Social Responsibility
social worker. Both Urban Renewal and Outlook Environmental framework to becoming relevant as a ‘good supplier.’
Services saw similar tensions arising between their business
%1?'3"#$%&'":=5#.$453+'@$.8'&"12E.5)*'3.%>>'3.)622&$12'%.'()3.'."'
understand the commercial aspect of their organisations. Preparation for Start up
In the case of Human Ventures, there was public confusion as A slow start up and careful preparation and research has been
to whether they were a graphic design agency or youth service #)6#$%&'."'.85'36##533'">'*%1A'$1'.8$3'3%*-&5;'F851'36>(#$51.'
organisation. time is dedicated to developing strategies to address problems,
A common issue reported by those managing social enterprises it often prevents replication of what is already being done which
.8%.'3$.'@$.8$1'.85'3.)6#.6)5'">'%'&%)25'1"1-)"(.'$3'.85'*$3*%.#8' $1' .6)1' *%/$*$353' .85' $*-%#.' ">' &$*$.5?' )53"6)#53' R!<JEAT,
with the organisational systems. A social enterprise is a business Food Connect, Nundah Community Coop, youthinc).
%1?'155?3'."':5'\5/$:&5'%1?')53-"13$45'$1'.85'*%)B5.'-&%#5;'<8$3' Human Ventures conducted market research to determine
means it needs to be able to make decisions quickly. Property what would be a viable business enterprise and where the
a&63')5-").3'.8%.'%&&'5/-51?$.6)5'?5#$3$"13'"45)'jkTTT'8%?'."' 2)5%.53.' 155?' 5/$3.5?+' $1' )5&%.$"1' ."' .85$)' 3"#$%&' *$33$"1;'
2"'.8)"628'.85'!%&4%.$"1'C)*A'85%?'">(#5'%1?'#"6&?'.%B5'6-' The results of this research showed that traditional ‘crisis’
."' .8)55' *"1.83' >")' %--)"4%&;'<8$3' 3$21$(#%1.&A' $*-%#.5?' "1' youth services, providing housing, food and clothing, were
its ability to compete with mainstream businesses. Similarly, struggling to transition disadvantaged young people into the
reconciling the idea of having $400 000 in reserves when mainstream sectors of education, training and employment.
there were people in need was very challenging for the charity. Human Ventures consequently decided to position themselves
`5.' @$.8"6.' %##533' ."' 36>(#$51.' )535)453+' %' 3"#$%&' 51.5)-)$35' between the crisis service providers and the mainstream.

!"#$%&'#(')*#+,%- .&*/$%& Costing services: full cost recovery?
9%>53+'%1?'."'3"*5'5/.51.'>""?'2515)%&&A+'#%1':5'-)":&5*%.$#'$1' A number of ILM social enterprises, operating as group training
the sense that there is a heavy reliance on patrons’ disposable companies with a focus on clients with high support needs,
$1#"*5;' H6I""0' 8%3' :551' 8%)?' 8$.' :A' .85' )5#51.' 5#"1"*$#' drew attention to current major disincentives whereby they
downturn, which also had an impact on The Big Issue, where will receive the same service payment for supporting those
3%&53'(26)53'>5&&; with high needs as is received for those not requiring that level
Our Community places a strong emphasis on ensuring that of support. Issues with the Slow Workers Award were also
their products and services are very practical, pitched at )5-").5?'G'3-5#$(#%&&A'.8%.'%'#&$51.'*63.'@")B'%'*$1$*6*'">'
a level that is useful to the constituent base, and are highly eight hours, but when new workers don’t have the capacity to
accessible. WorkVentures were also clear on the importance of work the stipulated hours the enterprise must either cover the
differentiation and product quality from early on. costs or lay off the client. Interviewees noted that this results in
*%1A'b?$>(#6&.'#%353I'>%&&$12':5.@551'.85'#)%#B3;'
On a related issue, Outlook Environmental stressed that whilst
Staffing and people the public sector is moving to give contract preference to
‘integrated models’ in the disability employment sector, there
H%1A'">'.85'$1.5)4$5@5?'51.5)-)$353'.8%.'@")B'@$.8'#"*-&5/E
is limited understanding within government of the costs and
needs clients using an intermediate labour market (ILM)
impacts of implementation. High level public policies are
*"?5&' $?51.$(5?' .8%.' %' B5A' *".$4%.$"1' >")' 53.%:&$38$12' .85$)'
3-5#$>A$12'$1.52)%.5?'*"?5&3+':6.'$.'$3'.85'1"1-)"(.3'%1?'3"#$%&'
social enterprise was to remove the unacceptable approach
enterprises that are left carrying the costs of testing how they
to employment services, which resulted in their clients going
actually work in practice. There is a need to address such systemic
round and round on the training and job placement merry-
disincentives and to account for the costs of implementing
2"E)"61?+':6.')%)5&A'(1?$12'%1A'-5)*%151#A;'!"#$%&'51.5)-)$35'
3-5#$(5?'5*-&"A*51.'*"?5&3+'."'26%)?'%2%$13.'61$1.51.$"1%&&A'
">>5)3'%'*"?5&'.8%.'.%$&")3'.85'@")B-&%#5'."'(.'.85'3.%>>+')%.85)'
b"6.3"6)#$12I'$*-%#.'#"3.3'."'.85'1"1-)"(.'35#.");
than the other way around. This may include, like Nundah
Community Enterprise Cooperative, enshrining the right to <85' 5/.)%' b3"#$%&' #"3.3I' .85' ,^H' *"?5&' %..)%#.3' R%??$.$"1%&'
part-time work in the constitution of the entity. 36-5)4$3$"1+' "12"$12' -5)3"1%&' 36--").+' 5/.)%' .)%$1$12+' %1?'
constant replacement of staff) make it vulnerable because of
Many social enterprises reported that recruiting staff with
.85'?$>(#6&.A'">'%#8$54$12'5451'%':)5%B'5451'-"3$.$"1+'&5.'%&"15'
5/-5)$51#5' $1' .85' #"**5)#$%&' 35#.")' @%3' %' 635>6&' 3.)%.52A;'
a surplus. These ‘social costs’ should also be acknowledged.
However, it was also stressed that it is critical for these staff to be
<8$3' %#B1"@&5?2*51.' @"6&?' ?$>>5)51.$%.5' .85' 5/.)%' #"3.3' %'
36--").5?'."'%?%-.'."'.85'3"#$%&'-6)-"35'#"1.5/.'".85)@$35'$.'$3'
3"#$%&'51.5)-)$35'$1#6)3'."'>6&(&'$.3'3"#$%&'-6)-"35'>)"*'#"3.3'.8%.'
easy for them to revert to commercially driven decision-making
are the same as those a regular business competitor must meet.
(particularly in times of crisis or high pressure). WorkVentures
:5&$5453'.8%.'3%&%)$53'%1?'".85)'5*-&"A*51.':515(.3'155?'."':5'
pitched more generously across the social sector to attract and
retain the skills needed in the evolving social impact landscape.
STREAT has modelled a middle-range pay structure.
Constraints around legal entity options Constraints around
<85' 5/$3.$12' 1%))"@' &52%&' %1?' (1%1#$%&' 3.)6#.6)5' "-.$"13' Government Contracts and Grants
%4%$&%:&5'."'3"#$%&'51.5)-)$353'$1'C63.)%&$%'8%45':551'$?51.$(5?'
9"13.)%$1.3' $1\651#5?' :A' .85' .5)*3' ">' 2"45)1*51.' #"1.)%#.3'
in these stories as being often unsuitable: they aren’t conducive
@5)5'*51.$"15?M'>")'5/%*-&5+'.85'>"#63'"1'3"#$%&'51.5)-)$35'%3'
."' 5/-%1?$12' $1.5)3.%.5' RQ$??A' Q%23U' %1?' >")' )611$12' 8$28'
a vehicle for a short-term Intermediate Labour Market program,
impact short-term projects (Vibewire).
as in the Jobs Fund (and Innovation Fund) grants, when in the
In response to constraints such as accessing funding, the legal 5/-5)$51#5' ">' .85' 8"3.' )5#$-$51.' $.' @"6&?' :5' *")5' :515(#$%&'
capacity to trade, ownership structures etc arising from operating to disadvantaged participants and the enterprise’s long term
as a charity or as a limited company, the UK introduced, in sustainability for participants to remain with the enterprise for
2005, a new type of limited company, -"%&:())1,#-7&K,-%2%'-& &"125)'-5)$"?3+'."':515(.'>)"*'.85'*51.")$12'%1?'3B$&&3'.)%$1$12'
:()<.,7 (CIC);' ,.' $3' ?53$215?' 3-5#$(#%&&A' >")' .8"35' @$38$12' (Property Plus, Soft Landing).
."'"-5)%.5'>")'.85':515(.'">'.85'#"**61$.A')%.85)'.8%1'>")'.85'
The co-founders of STREAT say they soon realised that it didn’t
:515(.'">'.85'"@15)3'">'.85'#"*-%1A;'<8$3'*5%13'.8%.'%'9,9'
have to be restricted to an ILM model and that ‘the end point
#%11".':5'>")*5?'")'635?'3"&5&A'>")'.85'-5)3"1%&'(1%1#$%&'2%$1'
didn’t have to be young people in jobs in hospitality’. They
of a particular person, or group of people.
saw the potential for STREAT to scale, creating more small
CICs can be limited by shares, or by guarantee, and have a enterprises and jobs, and, over time, moving to a partnership or
3.%.6.")A' OC335.' ^"#BP' ."' -)5451.' .85' %335.3' %1?' -)"(.3' :5$12' equity share model, where the young people would own and
?$3.)$:6.5?+'5/#5-.'%3'-5)*$..5?':A'&52$3&%.$"1;'<8$3'5136)53'.85' manage their own enterprise. That’s certainly systemic change.
%335.3' %1?' -)"(.3'%)5' )5.%$15?'@$.8$1' .85'9,9' >")'#"**61$.A'
For Sorghum Sisters it was felt that reliance on grant funding
purposes. A company that is a charity cannot be a CIC, unless
*$3?$)5#.5?' .85$)' 5>>").3' ."' %1' 5/.51.+' %3' .85A' 5*-&"A5?' %'
it gives up its charitable status.
community development worker (in accordance with the
<85'n!'8%3')53-"1?5?'@$.8'.85'Q515(.'9")-")%.$"1'RQ'9")-U'&%@' award of the grant) when what they needed was a business
?53$21%.$12'%'15@'B$1?'">'#"*-%1A'.8%.'#)5%.53'3"#$%&':515(.' development position. The Mars Hill Cafe founder made a
%1?'38%)58"&?5)'4%&65;',.'@%3'()3.'3$215?'$1'.85'3.%.5'">'H%)A&%1?' similar observation that whilst grant money is useful, it can often
in April 2010 with committed interest in many other states. shift the focus away from establishing a sustainable business.
As well as legal entity obstacles, regulations can also prevent Abbotsford Convent Foundation’s land use agreement with the
certain initiatives from operating in Australia. For cool nrg, the State Government included a clause that precluded it from
fact that Australia has been slow to develop an agreed model of taking any further funding from the State Government and from
carbon trading and has not signed up to an Emissions Trading borrowing against the site’s assets. While this unusual clause
!#85*5+' 8%3' &5?' .85' 7/5#6.$45' 98%$)*%1' ."' )5\5#.' .8%.' .85' was originally intended as a safeguard to ensure the State
company ‘would be better placed in Europe’. would not have to ‘bail it out’ if it didn’t work, it meant that for
C9]+'(1%1#$12'8%3':551'#8%&&512$12'%1?'.8%.'$.'8%?'."'b2)"@'
up fast’. No entry fee is charged, as the site is owned by the
people, so developing viable revenue streams has been critical
to surviving the early years and growing to realise the vision.
The importance of long term partnerships [$:5@$)5' $?51.$(5?' $.3' &5%)1$12' >)"*' -%3.' *$3.%B53' 53-5#$%&&A'
where a youth-led board and a lack of succession planning
Long-term partnerships have helped to reduce reliance on left the organisation on the verge of collapse. It has focused on
2)%1.3' >")' >61?$12+' %33$3.' .85' 5/#8%125' ">' B1"@&5?25' %1?' )53.)6#.6)$12'.85'#")5'">'.85':63$1533'%1?'&""B$12'>")'3-5#$(#'
contacts, and also to provide social support for employees/ skills sets to make up the board, reducing its reliance on any
trainees (STREAT and Melbourne City Mission, Charcoal Lane "15' $1?$4$?6%&;' ,1>"/#8%125I3' >"61?5)' :5&$5453' .8%.' 8%4$12'
and VAHS). Complete dependency on a single partner for the :"%)?'*5*:5)3'@$.8'5/-5).$35'$1'3-5#$(#'%)5%3'$3'#)6#$%&'."'%'
capacity to continue to operate could be seen negatively by 3"#$%&'51.5)-)$35I3':5#"*$12'O35)$"63&A'4$%:&5P'%3'$3'%':"%)?I3'
some prospective funders (Sorghum Sisters and Carlton Primary willingness and ability to take risks and to innovate. This was
School, MultiLink and Queensland Health). also seen as crucial to the ongoing success of Gideon Shoes
Multiple partners were actively sought by Break Out when, and Abbotsford Convent.
after three years, it started to receive contracts that were too Our Community has kept its board deliberately small (three)
big for it to complete alone. and tight over the years. Some of the social investors are
The continuing partnership between Nundah CEC and Brisbane ">>5)5?'#&"35)'512%25*51.'%1?'-%).$#$-%.$"1'.8)"628'5/E">(#$"'
City Council meant the establishment of a regular income attendance at meetings. It is felt that has been key to keeping
3.)5%*' %1?' .85' :515(.3' >")' .85' #""-5)%.$45' ">' 3.)5%*&$1$12' collective, informed decision-making around the tough
its processes, in not having to deal with a large number of decisions.
individual customers and the large number of issues that could J545)35' Y%):%25' 8%3' 1"' 5/.5)1%&' :"%)?N' %3' %' @")B5)E)61'
consequently arise. Similarly, the support of the City of Greater cooperative, all major decisions are instead made by the
Bendigo has been critical to Eaglehawk Recycle Shop’s success, workers themselves, using a consensus decision-making model.
with the council allowing access to the tip and providing
Eaglehawk with a site on which to operate. The board of Human Ventures has a couple of ‘critical friends’:
-5"-&5'61?5)'1"'&52%&'":&$2%.$"1':6.'@$.8'3-5#$(#'3B$&&3'@8"'
Outlook Environmental competes in a highly regulated -)"4$?5'&52%&+'(1%1#5+'*%)B5.$12'%1?'aJ'%?4$#5'."'.85':"%)?;'
industry and over the years has learnt that it is critical to treat <8535'O>)$51?3P'*%A':5#"*5':"%)?'*5*:5)3'$1'.85'>6.6)5;
every partnership as a legal and commercial arrangement –
no matter how strong any long-standing informal relationship Y""&%))$'H5?$%'-)"4$?53'%1'$1.5)53.$12'%1?'36##533>6&'5/%*-&5'
appears to be. of how practical and workable governance arrangements
#%1' :5' ?545&"-5?' :5.@551' %' -%)51.' 1"1-)"(.' %1?' %' 3"#$%&'
enterprise. This is an area that was reported by many as fraught
Boards and Advisory Committees @$.8'?$>(#6&.A+'@$.8'*6&.$-&5'$.5)%.$"13'%'#"**"1'5/-5)$51#5;'
It’s tempting for founders to ask friends who already support

them personally to form a founding board, but strategic choices
which match organisational needs against individuals’ skills
has proven to be more useful to an enterprise’s sustainability
whether a social enterprise or not.

Access to Capital being a social enterprise allows them to take risks and innovate
in ways they wouldn’t be able to do if they were reliant on
H%1A'3"#$%&'51.5)-)$353')5\5#.5?'"1'.85'&$1B':5.@551'#8"$#5' government or philanthropic funding. It has also allowed
of governance structure and consequent options open to them Outlook to grow beyond a narrow disability employer ‘pigeon
>")'%##533'."'(1%1#5'R355'<%:&5'%.'C115/'LU hole’ to take up a broader position in the sector. This is bringing
Penny Farthings recognised early on that to take the enterprise increasing opportunities to demonstrate new models and
."'3#%&5+'.85A'@"6&?'155?'5/.5)1%&'(1%1#$12'.8)"628'?5:.'%1?' $1\651#5' %..$.6?53' %*"123.' %1' 545)E2)"@$12' 15.@")B' %#)"33'
5_6$.A' %1?' .8%.' %##533$12' #%-$.%&' @"6&?' :5' ?$>(#6&.' $>' .85A' all sectors.
#8"35'%'1"1-)"(.'3.)6#.6)5;'<85A'@5)5'36##533>6&'$1')5#5$4$12' A number of interviewees stressed the danger of relying on
%1'JKm'2)%1.'>)"*'.85'C63,1?63.)A'9"**5)#$%&$3$12'7*5)2$12' O:5$12'%'2""?'#%635P'."'@$1':63$1533;'
Technologies (COMET) fund to assist with scaling their
"-5)%.$"13;'<8$3' -)"4$?5?' WTh' ">' .85' JKm' #"3.+' *%.#85?' ."' Grant funding, whilst welcome, was subject to frank discussion
20% contributed by the enterprise, but is only available to for by the interviewees. Mars Hill Cafe noted that it can pull the
-)"(.'#"*-%1$53; focus away from establishing a sustainable business, as a lot of
time has to be directed to delivering the grant funded project.
Cool nrg attracted investment from Africa’s largest lender ,.3'5/-5)$51#5'$3'.8%.'@8$&3.'.8535'-)"=5#.3'?5&$45)'-"3$.$45'3"#$%&'
but was unable to do the same from any Australian bank or "6.#"*53+'.85A'%&3"'#"*-"61?5?'(1%1#$%&'$13.%:$&$.A;'
company.
^%)25'1"1-)"(.3'.8%.'355B'."'53.%:&$38'3"#$%&'51.5)-)$353'61?5)'
Having seen others struggle due to limited start-up funding, their operating umbrella should realistically plan to invest
STREAT' -)5-%)5?' 5/.513$45&A' ?6)$12' $.3' &"12' 3.%).E6-' -5)$"?' considerable sums into the early establishment phase, and
and aimed to have operating costs for a year and a half in hand possibly to subsidise the entity in some manner on an ongoing
before launching. basis. AMES advises that in 2009, after four years of operation,
Reverse Garbage has reached a stage where it needs to secure it continues to subsidise Sorghum Sisters’ operational costs;
larger premises whilst at the same time remaining connected to and Mission Australia’s Urban Renewal has a goal of breaking
the (Brisbane) West End community it was in part designed to even following a three-year establishment period.
35)45;',.'$3'8"-5>6&'.8%.'$.'@$&&'35#6)5'(1%1#$12'.8)"628'%'3"#$%&' Not surprisingly money often isn’t enough, or at least isn’t
lender, like Foresters Community Finance, as a mainstream the only ingredient that makes a social enterprise tick. Our
:%1B' @"6&?' :5' (1%1#$%&&A' -)"8$:$.$45' %1?D")' #"6&?' >")#5' %' Community reports that it reached just over half of its originally
move out of the area. Many social enterprises face this type of projected start-up budget, but that looking back this has been
(1%1#$12'?$&5**%'"1#5'@851'.85A')5%#8'%'2)"@.8'-8%35; a positive for the organisation, allowing time for critical skills
%1?'#%-%#$.$53'."'?545&"-;',.'8%3'%&3"'#)5%.5?'%'#6&.6)5'">'O1".'
@%3.$12P' %1?' 8%3' )5%&&A' 5*:5??5?' .85' ")2%1$3%.$"1I3' 4%&653'
Money – other $1."' ?%$&A' -)%#.$#5M' %&&' 3.%>>' -%).$#$-%.5' $1' #&5%1$12' .85' ">(#5'
Developing an independent income stream was a strong every Tuesday at 10am. A ‘lean approach’ is considered by
motivator in establishing a social enterprise for many of the many interviewed to be a characteristic of successful social
entities interviewed. Outlook Environmental’s team says that enterprise.

Australian Governments’ Responses Demonstrating Impact
Recognising that there is an emerging market for social impact Responses ranged across the spectrum: from having a desire
investment to develop in Australia, the Australian government to formally measure the social impact of their work, but
is seeking to address the lack of access to capital for social constrained by a view that the process is too resource-intensive
enterprises to develop and scale their business beyond early and not as high a priority as other aspects of the enterprise
stages. It announced in 2010 that it will provide $20 million (HumanVentures, WorkVentures, Abbotsford Convent
to seed the establishment of at least two Social Enterprise Foundation, youthinc), to a strong view that being able to
Development Investment Funds (SEDIFs) to target seed and demonstrate impact is crucial to securing funding and ongoing
growth capital for social enterprises and to contribute to the support for the social enterprise’s work (STREAT, Outlook,
development of social impact investment in Australia. Charcoal Lane.)
Its published rationale is that the government itself is seeking The authors contend that as the sources of social investment
to leverage its own investment through fund managers securing continue to widen from grant-making philanthropists and
additional investment from other sources on at least a 1:1 governments to corporate foundations, private ancillary funds
basis- attracting more investment over time and building and and more engaged venture philanthropists, this will drive a
sustaining the funds for the medium and longer term10. demand for a more sophisticated approach to measuring and
In 2010 the Victorian Government, through Social Traders, demonstrating an enterprise’s social impact.
launched the $1 million Crunch Fund, an investment and In this landscape, having systems in place to capture the
development initiative with the aim of preparing eight to ten relevant data early on in the enterprise’s life will become more
Victorian based social enterprises to be ready to pitch for a critical.
share. It is based on the successful UK equivalent, Spark Social Return on Investment, Logic Frame, Social Accounting
Challenge. and Social Auditing are some of the tools available. Nundah
The WA Government, in early 2010, announced its Community CEC and Food Connect thought that formally measuring impact
Development Investment Fund which will provide $10 million through SROI or other methods is sometimes less relevant than
through which low-interest loans (as distinct from grants) will *5%36)$12'$*-%#.':%35?'"1'.85'5/-5)$51#53'">'5*-&"A553'%1?'
be offered to eligible community sector organisations for capital clients.
purposes such as building an income-generating asset base to WorkVentures’ current strategies include developing a
deliver services more effectively and enable the organisation to framework which could be applied across the organisation,
:5#"*5'(1%1#$%&&A'363.%$1%:&5; and linking all programs to its intended social impact.

Intellectual Property delivering social impacts. It can involve strategic use of localised
supply chains to encourage local economic development. It is
and Commercial Competitors a very positive policy tool.12
For most small local social enterprises this is not an issue.
However, there are instances where the strength of the business
model draws attention to the opportunity for commercial Using the learning from failure
competitors to replicate a similar model minus the core or near death experiences
social purpose such as employing, training and supporting
marginalised workers; an opportunity to strip away these F5'%)5'2)%.5>6&'."'.8"35'@8"'38%)5?'.8535'3.")$53'>")'.85':515(.'
O%??5?'$*-%#.P'#"3.3'>")'5/.)%'#"**5)#$%&':515(.; ">'.85'35#.")'%1?'@5'5*-8%3$35'.8%.'$.'$3'61)5%&$3.$#'."'5/-5#.'
that because a venture is initiated from a core social purpose
Commercial competition tactics, such as absorbing losses to
it is immune from the effects of most start-up small businesses.
2%$1'%'>"".8"&?'$1'.85'3-5#$(#'?5&$45)A'%)5%+'@5)5'5/-5)$51#5?'
by MultiLink, who found this impossible to compete with. For Spectrum was severely under-capitalised and didn’t have the
them the hard reality was that social impact outcomes such (1%1#$%&')535)453'%1'")2%1$3%.$"1'">'$.3'3$05'155?5?'."'-)".5#.'
as better conditions and career pathways for interpreters and $.35&>' ?6)$12' ?"@1' .$*53;' ,.3' 1"1-)"(.' *"?5&' *5%1.' $.' %&3"'
higher quality services valued by them were unlikely to sway the couldn’t do what its competitors could do: generate additional
-6)#8%35)'$>'.85'#"**5)#$%&'36--&$5)'@%3'%:&5'."'3$21$(#%1.&A' capital through shareholding and loans. It folded in 2009 and
undercut prices. $.3'97X'$3'#&5%)'.8%.'$>'!-5#.)6*'8%?'8%?'%##533'."'36>(#$51.'
reserves and/or bridging capital through this critical period,
One policy response to this could be the adoption of social
it would still be operational today. His suggestions: secure
procurement processes at all levels of government. Social
A"6)'#%-$.%&':%35':5>")5'5/-%1?$12'.""'>%)'")'.""'>%3.N'5136)5'
procurement involves using procurement processes and
a balanced portfolio of income generating businesses; fully
purchasing power to generate positive social outcomes in
research new markets, particularly what the costs will be,
%??$.$"1'."'.85'?5&$45)A'">'5>(#$51.'2""?3+'35)4$#53'%1?'@")B3;
before entering them; pay a lot of attention to the commercial
While Australia has not had the same degree of focus on side of the enterprise, otherwise you may not have the chance
generating 3"5',%$social impacts from procurement processes as ."'>6&(&'.85'3"#$%&'":=5#.$453N':6$&?'#%-$.%&')535)453'%3'%'*%..5)'
in the United States or Europe a number of local governments of priority; and be patient!
8%45'5/-&")5?'3"#$%&'-)"#6)5*51.'63$12'3"#$%&'51.5)-)$353'%3'
As part of a stepping stone to national and, ultimately,
suppliers.
$1.5)1%.$"1%&' 5/-%13$"1+' ,1>"/#8%125' ?5#$?5?' ."' ?545&"-' %'
,1#")-")%.$12' 3"#$%&' :515(.' $1."' %' #"61#$&I3' -)"#6)5*51.' full service offering in Queensland. However, the business
framework can involve requesting that suppliers deliver social plan did question whether this idea was realistic, and noted,
impacts as part of a contract. It can also involve ensuring that a -)"-85.$#%&&A+' .8%.' b3.%>>' %1?' &"2$3.$#3' $33653' #%1' :5' ?$>(#6&.I;'
diversity of suppliers are able to respond to the tender process, At its high point the Queensland Green PC business employed
including those who, through their organisational purpose or .8$).A'(45'-5"-&5;'Z"@545)'.85'STTl':63$1533'-&%1'6&.$*%.5&A'
by the nature of their structure, have a specialised focus on -)"45?' 61)5%&$3.$#;' m53-$.5' .85' 7/5#6.$45' m$)5#.")' 3-51?$12'

@55B3' %.' %' .$*5' $1' .85' Q)$3:%15' ">(#5+' $.' .6)15?' "6.' ."' :5' Featured social enterprises’ websites
b5/.)5*5&A'?$>(#6&.'."'.)A'."')61'.85'$1.5)3.%.5'">(#53')5*".5&A+'
to get the culture and the understanding of where we were Abbotsford Convent Foundation
going as an organisation...to be able to manage this and get http://www.abbotsfordconvent.com.au/
.85')$28.'#6&.6)5'%1?'3.%>>'*$/'8%--51$12+'@5'=63.'@5)51I.'%:&5' Biddy Bags
to do it in the end’. http://www.biddybags.com.au/
For MultiLink, the danger of relying on one contractor, Qld Break Out Design Print Web
Z5%&.8+'>")'VTh'">'$.3'$1#"*5'@%3'5/-"35?'@851'.85'm5-%).*51.' http://www.breakout.net.au/
made the decision to change contracting processes across the
Charcoal Lane
!.%.5+'$*-%#.$12'3$21$(#%1.&A'"1'$.;'bd".'-6..$12'%&&'A"6)'5223'$1'
http://www.charcoallane.com.au/
"15':%3B5.I'%1?'#"1.$16%&&A'*"1$.")$12'.85'@$?5)'#"1.5/.+'1".'
just the local area, was important learning to prevent failure. Cleanable Property Services
Combating the cultural complacency of being lulled into a false http://www.cleanable.com.au/
sense of security that contracts will automatically be renewed cool nrg International
:5#%635' 3"#$%&' 51.5)-)$353' ?5&$45)' O%' :5..5)' _6%&$.A' ")' *")5' http://www.coolnrg.com/
5*:5??5?'3"#$%&'"6.#"*5P'@851'#"*-5.$12'@$.8'*%$13.)5%*'
businesses, is also very important. Eaglehawk Recycle Shop
http://www.feo.net.au/recycle-shop
Don’t be afraid to challenge the original starting points: Human
Ventures needed to re-write its constitution to avoid the Food Connect
restrictions of its original one; restrictions that worked against http://www.foodconnect.com.au/
cross-cultural and intergenerational engagement fundamental Gideons Shoes
to its future. http://www.gideon.com.au/
Goolarri Media Enterprises
http://www.goolarri.com/
Human Ventures
(formerly Speak Out)
http://www.human.org.au/
,1>"/#8%125
8..-MDD@@@;$1>"/#8%125;15.;%6D
Mars Hill Cafe
http://www.marshillcafe.com.au/
Message Stick Group
http://www.messagestick.com.au/

Multilink Interpreting Services Urban Renewal
http://multilink.org.au/interpreting/ http://www.missionaustralia.com.au/community-
H6I""0'7)$.)5%1'J53.%6)%1.'K'9%.5)$12 services/1863-urban-renewal-employment-enterprise-
8..-MDD@@@;*6""0;#"*;%6D program-vic
Nundah Community Enterprise Cooperative Vibewire Youth

http://www.ncec.com.au/ http://vibewire.org/
Our Community Work Ventures Ltd.

http://www.ourcommunity.com.au/ http://www.workventures.com.au/
Outlook Environmental youthinc

http://www.outlookvic.org.au/ http://www.youthinc.org.au/
Penny Farthings Pushbike Parking

http://www.pushbikeparking.com/
Property Plus Group
http://salvos.org.au/oasis/what-we-do/oasis-services/
Reverse Garbage Cooperative
http://www.reversegarbage.org.au/
Soft Landing
http://www.softlanding.com.au/
Sorghum Sisters
http://www.sorghumsisters.com.au/
Spectrum Employment Services Cooperative
-
StrEAT
http://streat.com.au/
Dress for Success (
(formerly Suited for Work)
http://www.dressforsuccess.org/sydney
The Big Issue in Australia
http://www.bigissue.org.au/

Useful links "! Forester’s Community Finance – http://www.foresters.org.au
The Innovation Fund- http://www.deewr.gov.au/Employment/JSA/Pages/
$11"4%.$"1>61?;%3-/
"! The Mercury Centre – www.mercury.org.au
Examples of Australian social enterprises d!F'X>(#5'">']%$)'<)%?$12'G'9""-5)%.$453'G'http://www.fairtrading.nsw.
gov.au/Cooperatives_and_associations/Cooperatives.html
ASRC Catering – http://www.catering.asrc.org.au/
Parramatta City Council’s social enterprise capacity building program –
Bleeding Heart – http://www.bleedingheart.com.au/ www.parracity.nsw.gov.au/work/business_in_parramatta/social_enterprise
CERES – http://www.ceres.org.au/ QUT’s Social Enterprise wiki – https://wiki.qut.edu.au/display/se/Home
Creative Paper Tasmania – http://www.creativepapertas.com.au/ School for Social Entrepreneurs Australia – http://www.sse.org.au
Euraba Paper – www.eurabapaper.com.au The Social Enterprise Development and Investment Fund- http://www.
Feral Arts – http://feralarts.com.au/ ?55@);2"4;%6D-%253D35?$>;%3-/
,1>")*%.$"1'K'96&.6)%&'7/#8%125'R,97U'G'http://ice.org.au/ Social Firms Australia – 8..-MDD@@@;3"#$%&()*3;")2;%6D
Lentil As Anything – http://www.lentilasanything.com/ Social Enterprise Hubs – http://www.socialventures.com.au/social-
enterprise-development/social-enterprise-hubs/
Mad Cap Café -http://www.ermha.org/madcap.html
Social Traders – www.socialtraders.com.au
Murri’s Delight – 8..-MDD@@@;_$.5;#"*D$1?5/;-8-r%#.$"1t-%25u
?$3-&%AKa%25,mtSV Uniting Care Wesley’s Social Enterprise Handbook – http://www.
ucwesleyadelaide.org.au/publications/resources.htm
Ross House – http://www.rosshouse.org.au/
International social enterprise resources
Santos Natural Food Store – http://santostrading.com.au/
"! Ashoka – http://www.ashoka.org/
Sweet Freedom – http://www.sweetfreedom.org
"! Canadian Community Economic Development Network (CED) –
The Smith Family Commercial – http://www.thesmithfamily.com.au/ http://www.ccednet-rcdec.ca/en/node/
Tribal Warrior Association – http://www.tribalwarrior.org/ "! Canadian Cooperative Association – http://www.coopscanada.
Yackandandah Community Development Company – http://www. coop/
yackandandah.com/ycdco/ "! 9$.$051'Q%35'G'8..-MDD@@@;#$.$051:%35;")2D
Australian social enterprise resources "! Changemakers – http://www.changemakers.com/
Australian Employee Ownership Association – www.aeoa.org.au "! Community Wealth Ventures Inc – http://www.communitywealth.
Australian Institute for Social Entrepreneurship – http://www.aise.net.au/ com/
The Centre for Social Impact – www.csi.edu.au "! Craig Dearden Phillips – http://www.craigdeardenphillips.com
"! The Finding Australia’s Social Enterprise Sector project (FASES) "! Employee Ownership Association (UK) – http://www.
http://www.socialtraders.com.au/finding-australias-social- employeeownership.co.uk/
enterprise-sector-fases "! Enterprising Nonprofits – http://www.enterprisingnonprofits.ca/

"! FourthSector.net – http://fourthsector.net/ "! Spark Challenge (UK)- http://www.sparkchallenge.org/
"! Government Innovators Network -http://www.innovations.harvard. "! Stanford Social Innovation Review – http://www.ssireview.org
5?6D."-$#;8.*&r#tLp
"! University Network for Social Entrepreneurship – http://www.
"! Idea Tree (UK) – http://www.ideatree.org.uk/ universitynetwork.org/
"! ,11"4%.$"1'7/#8%125'G'8..-MDD$11"4%.$"1E5/#8%125;")2D "! UnLtd – http://www.unltd.org.uk/
"! Institute for Social Entrepreneurs – http://www.socialent.org/ "! Virtue Ventures Social Enterprise Typology – http://www.
virtueventures.com/resources/setypology
"! International Cooperative Alliance -http://www.ica.coop/
"! Voluntary Gateway Canada Social Enterprise -http://
"! Non-profit Enterprise and Self-sustainability team (NESsT) – http://
www.nesst.org/ voluntarygateway.ca/en/sustainability_and_finance/social
"! Office of Social Entrepreneurship – http://www.crt.state.la.us/

ltgovernor/socialentrepreneurship/
"! Public Broadcasting Service (PBS) Enterprising Ideas -http://www.
pbs.org/now/enterprisingideas/
"! Regional Infrastructure for Social Enterprise (RISE) – http://www.rise-
sw.co.uk/
"! Schwab Foundation for Social Entrepreneurship – http://www.
schwabfound.org/
"! School for Social Entrepreneurs – http://www.sse.org.uk/
"! Skoll Foundation – http://www.skollfoundation.org/
"! Social Capital Gateway – http://www.socialcapitalgateway.org/
"! Social Capital Partners – 8..-MDD@@@;3"#$%&#%-$.%&-%).15)3;#%D$1?5/;
asp
"! Social Edge Social Entrepreneurship – http://www.socialedge.org/
features/resources/social-entrepreneurship
"! Social and Enterprise Development Innovations – http://www.sedi.
")2D8.*&D3-&%38D$1?5/;%3-
"! Social Enterprise Alliance – http://www.se-alliance.org/
"! Social Enterprise London – http://www.sel.org.uk/
"! !"#$%&'71.5)-)$35'H%2%0$15'G'http://www.socialenterpriselive.com/
"! Social Enterprise Reporter – http://www.sereporter.com
"! Social Entrepreneurs Ireland – http://www.socialentrepreneurs.ie/
"! Social Innovation Conversations – http://www.siconversations.org/

Annex 1: Company "! No options for "! Can offer some
The challenges and opportunities Limited by equity capital of the benefits of
Guarantee both corporate and
of different legal structures "! High
(Ltd) nonprofit worlds and
establishment
for social enterprises and compliance therefore access to
costs earned income, debt
L%B.$& :".$$%,B%' =<<(2-1,#-#%' capital and grants/
8-210-12% philanthropic capital
"! National registration
Proprietary "! <%/'&$%:$&$.A "! Ease of setting up and means that they can
Limited reporting trade nationally.
"! Can be difficult
Company
to structure in "! Relative ease of
(Pty Ltd)
a ‘for benefit’ attracting investment
clause or social capital and debt Cooperative "! Reporting and "! Can build share
mission capital Trading (for governance capital into the
"! Difficult to "! Governance -)"(.U structures can be structure
access grants structures can be onerous "! Can join social
Non-Trading
"! or philanthropy relatively straight- "! Can be less mission and
R1"1-)"(.U
forward. understood objectives with
by financial democratic
institutions and governance and a
Company "! Can be difficult "! Capacity to offer and investors legal structure that
Limited by to enshrine the hold equity capital draws on the benefits
Shares (Ltd) social mission of company law
into the structure
long term (equity
partners may Incorporated "! Can be quite "! Can be best where
not always share Association difficult to attract the social mission is
original social (Inc.) non-grant capital much more pressing
vision) than the possibilities
"! Can be hard to
develop a culture for business returns.
that moves
beyond grants.

Partnership "! Can be risky "! Can open up
Appendix A:
financially for possibilities for
the partners accessing a wider
involved. range of options for About the sponsoring organisations
non-grant capital
"! Can be difficult and authors
to access grant
or philanthropic
capital and to This publication results from a collaboration between The
build in the Centre for Social Impact and Parramatta City Council.
‘for benefit’ or
social mission
(with non-profit The Centre for Social Impact
intentions) into
the structure. CSI is a unique partnership between the
Business School of the University of New
!"6.8'F%&53+'.85'C3$%'a%#$(#'!"#$%&',*-%#.'
M*.<-%*& 62()& DTable 5: The challenges and opportunities of Leadership Centre of the Melbourne
?$>>5)51.' &52%&' 3.)6#.6)53' >")' 3"#$%&' 51.5)-)$353P+' $1' ]")53.5)3' Business School, Swinburne University of
Community Finance (2010), Financing Social Enterprise: Technology and the University of Western Australia Business
Understanding Needs and Realities, pp.37-38. School. =12&)#''#(,'%.'9!,'$3'."'#)5%.5':515(#$%&'3"#$%&'$*-%#.'
in Australia through teaching, research, measurement and the
promotion of public debate. We bring together the business,
2"45)1*51.+' -8$&%1.8)"-$#' %1?' 3"#$%&' R1".E>")E-)"(.U' 35#.")3+'
in a collaborative effort to build community capacity and
generate social innovation.
F5'%$*'."'?5&$45)'"6)'*$33$"1'$1'(45'B5A'@%A3M
"! By <2()(-#,B&<1/$#0&*%/.-% and influencing public
policy through our action based research
"! By /1#$*#,B&0($$./(2.-#(,'&.,*&<.2-,%2'"#<' and
developing strong national and international affiliations
"! Through the 02%.-#(,&.,*&-2.,'6%2&(6&9,(4$%*B%3&
promoting best practice and keeping participants abreast
of trends and developments in the social sector
"! Through (12&-%.0"#,B&<2(B2.) which is aimed at

36--").$12'.85'15/.'2515)%.$"1'">'&5%?5)3+'-)"4$?$12' Parramatta City Council
professional development, mentoring and networking
opportunities Parramatta is located just 24km
from Sydney city and is both the
"! Through the *%)(,'-2.-#(,&.,*&)%.'12%)%,- of social geographical heart of Sydney
impact and one of its most historic
At CSI we seek to respond to the rapidly evolving needs neighbourhoods. As the capital of
of the social sector, the emerging framework of social Western Sydney, a region with the
entrepreneurship and social investment, the creation of social third largest economy in Australia
value and its measurement and the developing challenges of and a population of 1.8 million
a new era of corporate responsibility and accountability. We people, Parramatta is recognised
">>5)' .85' 61$_65' Y)%?6%.5' 95).$(#%.5' $1' !"#$%&' ,*-%#.;' X6)' as the key employment centre, transport hub and cultural
students include social entrepreneurs who bring leading edge destination outside of the Sydney CBD. For Parramatta City
learning to their peers. Council, our social enterprise capacity building program, the
()3.'">'$.3'B$1?'$1'&"#%&'2"45)1*51.'$1'C63.)%&$%+'&$1B3'."'%'16*:5)'
of core directions we have adopted for our city. Through the
Vision 2025 strategic plan for the City of Parramatta, the Council
has committed to working towards seven key destinations
over the coming twenty years. The strategic plan is based on
triple bottom line principles and therefore provides strategies
designed to positively impact the wellbeing of Parramatta’s
communities and the environment. More recently, our ten
26$?$12'-)$1#$-&53'8%45')5(15?'"6)'>"#63'"1'!63.%$1%:$&$.A'K'
Community, Innovation and Leadership. We see that supporting
the development and growth of social enterprises assists us to
deliver in all these areas.

Cheryl Kernot
985)A&' $3' #6))51.&A' .85' ()3.' m$)5#.")' ">' She has recently been re-elected Chair of the Fair Trade
Social Business at the Centre for Social C33"#$%.$"1' ">' C63.)%&$%' K' d5@' v5%&%1?;' !$1#5' m5#5*:5)'
Impact. One of the National Trust’s 2007 she has been an honorary board member of Foresters
100 National Living Treasures, she was Community Finance, which is pioneering social investment in
Leader of the Australian Democrats from social enterprises, and is also on the founding committee of a
1993-1997 and the Member for Dickson UK charity which works to provide shelter and education for
and a Labor Shadow Minister from 1998- street children in Kampala, Uganda.
2001. Her political portfolios included,
amongst many, Indigenous Affairs,
Treasury, Employment, and Women’s
Policy. She played a major parliamentary
role in the introduction of compulsory superannuation and
in the introduction of Native Title. Her policy interests have
been in social justice and social structural reform and in 1994
she introduced legislation to legitimise parental leave; in 1998
she introduced trial social inclusion projects involving social
entrepreneurs to the Labor Party’s employment platform. Her
@")B'$1'.85'nc'8%3':551'%1'5/.513$"1'">'.8$3'-$"155)$12'-"&$#A'
interest. She was a member of the Council for Reconciliation
from 1992-1997.
Following her distinguished political career, Cheryl spent
%&*"3.'3$/'A5%)3'@")B$12'$1'.85'nc'%3'%'a)"2)%**5'm$)5#.")'%.'
the Skoll Centre for Social Entrepreneurs at the Said Business
!#8""&'%.'X/>")?'n1$45)3$.A'%1?'%3'.85'm$)5#.")'">'^5%)1$12'%.'
the School for Social Entrepreneurs in London. Her specialist
role at the Skoll Centre was to assist and mentor start-up
social businesses and enterprises particularly in the delivery of
innovative health services.
Cheryl was patron of the Australian Women’s Cricket Team from
1994-2000, successfully working to address the disparities in
funding for women’s cricket and she was also one of Australia’s
()3.'>5*%&5'_6%&$(5?'#)$#B5.'6*-$)53;

Joanne McNeill (Endnotes)
Joanne currently holds the position 1 Bill Drayton, Ashoka, 2002
of Community Capacity Building 2 Skoll Centre for Social Entrepreneurship, 2009, Said
X>(#5)'!"#$%&'71.5)-)$35'%.'a%))%*%..%' Q63$1533'!#8""&+'X/>")?+'8..-MDD@@@;3:3;"/;%#;6BD
City Council in Sydney, Australia. centres/skoll/
<8$3' )"&5+' .85' ()3.' ">' $.3' B$1?' $1' &"#%&'
government in Australia, is responsible 3 Social Enterprise Coalition, 2010, London, http://www.
for a program promoting growth and socialenterprise.org.uk/
sustainability of social enterprise in 4 FASES research project June 2010 delivered by
Western Sydney and contributing C63.)%&$%1'951.)5'>")'a8$&%1.8)"-A'%1?'d"1-)"(.'!.6?$53'
to the development of the national (ACPNS) at Queensland University of Technology in
social enterprise movement. Joanne has been involved with partnership with Social Traders http://www.socialtraders.
the social enterprise sector in Australia for almost ten years com.au/
and is a keen advocate of the social enterprise model. In 2009
Joanne was awarded a Churchill Fellowship, which saw her 5 Burkett (2010), Financing Social Enterprise:
undertake a study tour to the United States, Canada and the UK, Understanding Needs and Realities, Foresters
5/-&")$12'8"@'.85'-6:&$#'35#.")'#%1'36--").'3"#$%&'51.5)-)$35' Community Finance, p.17
development. Prior to the move to Parramatta, Joanne was a 6 Intermediate labour market programs are active
!51$")'9"**61$#%.$"1'K'9"136&.%.$"1'!-5#$%&$3.'@$.8'!$1#&%$)' programs that seek to create pathways into employment
c1$28.'H5)0+'*%1%2$12'#"**61$.A'512%25*51.'-)"2)%*3'>")' for those facing multiple barriers to participation. They
environmental management and infrastructure development combine paid training and social support
projects. Previously, Joanne was the Network Relations 7 In a speech to the Skoll World Forum in 2006
Manager for the pilot of the Prime Minister’s Community
Business Partnership initiative, where she worked closely W' e;'Y)52")A'm553+'LVVW+'O<85'H5%1$12'">'b!"#$%&'
with a diverse range of stakeholders to stimulate the uptake 71.)5-)5156)38$-IP+'!.%1>")?'n1$45)3$.A'
of corporate social responsibility practice nationally. Joanne V' !55'O<85'!"#$%&'71.5)-)$35'm545&"-*51.'%1?',1453.*51.'
8%3' )5#51.&A' #"**51#5?' %' m"#.")%.5' $1' a"&$.$#%&' K' !"#$%&' ]61?P+'8..-MDD@@@;?55@);2"4;%6Da%253D!7m,];%3-/
<8"628.'.8)"628'.85'951.)5'>")'9$.$05138$-'K'a6:&$#'a"&$#A'%.'
the University of Western Sydney. She holds a Master of Arts 10 See Case Studies: City of Yarra Council and Brisbane
in Communication Management, a Diploma in Management City Council at pp 8-15 in I. Burkett (2010), Social
!.6?$53'%1?'8%3':)$5\A'@")B5?'$1'.85'1"1-)"(.'35#.")+'$1'5451.3' Procurement in Australia: A Compendium of Case
management and community theatre, and also spent two years Studies, Foresters Community Finance
living and working in Central America with her then young
family.

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Australian

ii Australian Stories of Social Enterprise iii

iv Australian Stories of Social Enterprise v

Why? Because a critical mass of people throughout the world

2 Australian Stories of Social Enterprise 3

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Kevin and Lisa Crouse established Mars Hill Cafe in Parramatta

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Incubated by Adult Multicultural Education Services (AMES) and

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Abbotsford Convent is located four kilometres from

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Goolarri Media was formally established in 1996, consolidating

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Breakout Design Print Web is a social justice enterprise

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WorkVentures’ origins sit in a series of programs run by a local

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Established in 2007, cool nrg International promotes action

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