ENGAGING

COMMUNITY
IN ENTERPRISE
A presentation by Jill Jordan
for the Regional Initiatives
Conference Gippsland 2006
BRIEF HISTORY OF COMMUNITY
ENTERPRISE IN MALENY
Began in 1979
Already long history of cooperation
First group had little business experience
mostly process of trial and error
Began with enterprise for which there was
a demonstrated need (Food Cooperative)
Built on success of first enterprise to start
second, and so on
 RANGE OF COOPERATIVE
ENTERPRISE
Caters for:
Food Maple Street Cooperative (1979);
Money Maleny Credit Union (1984) & LETSystem
(1987);
Land-sharing cooperatives Manduka Cooperative
(1978), Crystal Waters Permaculture Village (1986),
Prout Cooperative (1989), Cedarton Foresters (1991);
Environment Barung Landcare (1991), Catchment
Care Group (1998), Green Hills Fund (2000);
Education Ananda Marga River School (1992);
Booroobin Learning Centre (1995), Flexi-school (1999),
Ghandi School (2002);
Employment MENA (1991),LEED (1997), HBC (2004);
 RANGE OF COOPERATIVE
ENTERPRISE (2)
Culture Peace of Green (1992), Maleny Film
Society (1993), Waroo Arts (1994), Maleny
Cooperative Club (1994), Spectrum (now
COMA) (2001), Maleny Youth Theatre Ensemble
(2005);
Social Welfare Neighbourhood Centre (1997),
FACE (1998);
Media The Range News (1984), Hinterland FM
Radio (2000);
Others Wastebusters Cooperative (1989),
Black Possum Publishing (1992), Mountain Fare
(1989).
 PHASE TWO
Next in the Maleny
development process
 Phase 2 is characterised by:
Organisations have been developed which span
the full range of sectors (except media)
Capacity to auspice most projects the
community want to embark on through existing
organisations
Less energy spent in bureaucracy / developing
organisational infrastructure (therefore more
available for community projects)
More cross-fertilisation between organisations
THE PROCESS ESSENTIALLY
INVOLVES BUILDING A
CULTURE OF INVOLVEMENT,
AND ORGANISATIONAL
SUSTAINABILITY
 THIS DEVELOPMENT IS:
A gradual (community development)
process
Characterised by steep learning curves
Needs early success, which gives the
community confidence in its ability to
develop more enterprises
Is capable of providing a community with
most of its needs
Produces an empowered community
 GOLDEN RULES
Start smallstart from where you are
Start by assessing the most pressing need
in the community, and developing an
enterprise which addresses this need
Develop a clear vision and goals, which
helps to retain focus
Make use of role models
Ensure there is a driver/coordinator in
the core group
 MORE GOLDEN RULES
Publicise the initiative widely promote open-
ness and opportunity for involvement
Give the enterprise a public physical focus
Head-hunt for needed skills
Be prepared to work voluntarily at first this
changes as the enterprise brings in money
Research all potential sources of start-up capital
eg LETSystem, CSA principle (pre-payment), etc
(plus make use of community capital)
Develop a Business Plan, so those involved can
see light at the end of the tunnel
 FOR SUCCESSIVE
ENTERPRISES
Hive off some old hands, and team
them with community members new to the
process
Use peoples passions / skills (this is
where their energy will be!)
Be prepared to train, train, and train some
more - both in technical / enterprise skills,
as well as in interpersonal skills (learning
to work together)
AND ABOVE ALL

ENJOY
YOURSELF
HAVE FUN!