Tasmanian Se Stories April 2012 Final

Tasmanian Social
Enterprises:
Capturing their stories
An appendix to the Tasmanian Social Enterprise Study
April 2012
Compiled By Kylie Eastley
A collaboration between
With support and assistance from
About This Report

Sharing social enterprise stories of is one of the best ways to understand the many roles
social enterprises play in communities. Social enterprises are diverse, but they have in
common their ability to use enterprise activity to generate benefits for society and
communities. Tasmanian Social Enterprises: Capturing Their Stories showcases some
outstanding examples of social enterprises in Tasmania.
The Capturing Their Stories report follows the Tasmanian Social Enterprise Study (TSES)
Baseline Study Report (May 2011), the first-ever study of social enterprises in Tasmania.
The TSES Baseline Study Report highlighted the diversity of Tasmanian social enterprises,
defined as organisations led by an economic, social, cultural or environmental mission
which trade to fulfil their mission. That report provided an initial picture of the
Tasmanian social enterprise sector, its characteristics and its needs, and created an
opportunity to connect with diverse social enterprises around the state.
While three social enterprise case studies were included in the TSES Baseline Study
Report, there were many more social enterprises willing to share their stories. This report
provides an opportunity to look deeper into the stories of over a dozen Tasmanian social
enterprises. Members of the Tasmanian Leaders Program worked with researchers and
participating enterprises to craft detailed social enterprise profiles in the second half of
2011. These profiles deepen the qualitative insights from the original study: particularly
about the community impact of social enterprises and about what is needed to develop
and run a successful social enterprise. This collection of stories thus includes valuable
data for anyone considering going down the path of social enterprise, or any organisation
seeking to support social enterprises.
The TSES Baseline Study and the present Capturing Their Stories report are only the tip of
the iceberg. We know that there are many more social enterprises across Tasmania and
many more stories to share. The journey continues for social enterprise in the state, most
recently with the establishment of the Tasmanian Social Enterprise Network (TSEN). The
TSEN includes a broad range of stakeholders, and has established working groups focused
on 5 key objectives:
1.
2.
3.
4.
5.
Raising awareness about social enterprise

Increasing access to funds and financial products
Increasing access to markets
Building trading capacities of social enterprises
Coordinating support for social enterprises
For more information go to www.socialenterprisetasmania.blogspot.com

Email: socialenterprise@utas.edu.au
The present report aims to contribute particularly to the first objective, Raising awareness
about social enterprise. It aims to be part of an ongoing process of dialogue, learning, and
knowledge partnering with Tasmanian Social Enterprises.
For more information about social enterprise in Tasmania, and to download these reports,
go to www.socialenterprisetasmania.blogspot.com
Thank you
This has truly been a collaborative project with business, government, the arts, community
and the Institute for Regional Development (UTAS) working together. Special thanks to: Ian
Adams, Amanda Daly, Jill Maxwell, Wayne Murraylee, Melinda Thomas and Mark Watson,
and the Tasmanian Leaders Program for acknowledging the value of such a project.
In addition, we owe a debt of thanks to all of those organisations that supported the
original Tasmanian Social Enterprise Study and encouraged the preparation of these followup profiles.
And most importantly, our thanks to the passionate individuals and organisations who are
operating social enterprises that exude such energy and commitment. It may not be an easy
path, but it is clearly an enormously rewarding journey.

Table of Contents
Big Bickies.5
Bonorong Wildlife Sanctuary7
Gone Rustic..10
Mersey Natural Resource Management Group Inc.13
Oatlands Bargain Centre..16
Resource Work Cooperative18
Self Help Workplace & Encore Clothing20
Tasmanian Association of Disabled Persons Abilities Centre (Tadpac Print)22
Tin Shed Pottery25
Walkabout Industries..27
Bendigo Bank..29
Source Community Wholefoods Cooperative.31
Salamanca Arts Centre..34

Big Bickies
Big Bickies is a food production business providing employment and training for people with
workplace support needs.
We are a social enterprise because as an organisation we work with a range of people with employment
support needs.
CHOOSE Employment started Big Bickies because we had discovered that within the
employment sector of Northern Tasmania, there was not a great or vast range of employment opportunities
available to people with support needs who were either wishing to re-enter the workforce, entering the
workforce for the first time or people wishing to gain new skills.
As a result of our three social enterprises we have made some inroads into the delivery and employment
opportunities for our jobseekers in CHOOSE employments Disability Employment Service (DES), and wish to
continue the good work that was started over eight years ago.
We have chosen to go down this road because we firmly believe that under the banner of social
enterprise we are able to deliver fully on what is required both civically and commercially in this space. Also
as a social enterprise we are able to focus on the objectives and outcomes that we have set for ourselves.
Employment in our social enterprises is not necessarily about learning to make a coffee, how to make a
biscuit or how to cook a slice; it is about gaining valuable, key employability skills.
As a social enterprise we can assist in developing individual outcomes that have greater impact within the
community, and as social enterprises are gaining momentum, we can ensure we will be more easily
understood by those not working in the space about what we are able to achieve and the overall benefits
social enterprises present to the broader community. Big Bickies works in a collaborative manner and this
enables us to create more employment opportunities for people with support needs, assisting in improving
their quality of life with an ability to earn income, learn life skills and for some, to become more independent.
Our start up story: We started in 2002; Big Bickies is a social enterprise that operates a self-funding, notforprofit, commercial kitchen producing a beautiful selection of biscuits, slices, birthday and celebratory
cakes, as well as specialty product for Christmas, Easter and other specialty calendar events.
Our biscuits and specialty products are manufactured using local, quality, fresh ingredients that are free from
preservatives and artificial additives. Our specialty products range from luxury, decadent chocolate to health
conscious and our prices are highly competitive in the open market. Having won awards at the fine Food Fair
in Hobart for our Melting Moment in the biscuit category and a bronze for our Pecan Pie in the small cake
category, we are delighted that such a small yet relatively unknown player in the market achieved such
success against our more esteemed competitors. This recognition just shows what can be achieved when
business is able to think outside of the square.

What individual skills did you use and what skills did you need to bring in? Big Bickies is supervised
by a qualified patisserie chef and is staffed by 20 people with workplace support needs who are employed
under the appropriate award conditions. Our staffs are trained in key aspects of production and are provided
employment opportunities to enhance their visual and auditory senses, which are key components of working.
After basic training in work skills, our employees may decide to seek work in another industry. The Big
Bickies kitchen offers a safe and fully supported training environment where our staff members have the
opportunity to learn about the workplace, find their feet and prepare to enter the open workforce market.
Many previous employees from Big Bickies have easily made the transition into open employment.
The skills that we need to bring in are the expertise to develop and produce our beautiful product whilst still
maintaining our community and civic focus. This is where the balancing act between being commercially
sustainable and community relevance is paramount to the success of our social enterprises.
Where did you find these skills? As an organisation, we partner with a number of groups that help us to
achieve our objectives in both areas of commercial and community operations, these organisations and
groups are identified early on in the stages of business growth or development, and the relationships that we
develop are extremely important to both of us long-term. We see the collaboration with local community as
being another step to solidifying our space within the social enterprise area and we will continue partnering
with like minded organisations, community groups and local government for the future growth and creation of
long-term, sustainable benefits.
What is missing to support you? Growth is always difficult when you are faced with a finite amount of
resources and the ultimate aim is to be able to grow and increase the opportunities available. Also, in a
depressed employment market (especially for those experiencing significant barriers) it is challenging to find
employment opportunities in the open community for employees to transition through our social enterprises.
Where we are now? We have grown and evolved as a business and with the appointment of a fully
qualified patisserie chef we have seen our stable of products grow and evolve to suit our new business. We
have also increased our product ranges and our service to ensure we maintain and grow our portfolio. Our
current plans are to increase production to allow for further commercial and employment growth and we are
planning to purchase some equipment in order for us to achieve these aims.
Why our work matters: There are many benefits in buying a Big Bickies product and these benefits are
twofold, not only are you supporting a great social enterprise that produces locally and beautifully made
produce, but your purchase also supports the work and efforts made into supporting employment
opportunities for members of our community that are unable to secure employment for themselves, or who
have a current barrier to employment. Many times we are told by our employees how much they enjoy
working at Big Bickies and we are constantly humbled by the level of commitment our employees show to us.
The hardest thing has been creating new opportunities for the business to keep us relevant and create
further income for greater employment. Communicating the positive impact of social enterprise to the
broader community has also been a challenge.
The most important thing we have learned is that we have and will, continue to make a difference.
Our dream is to see Big Bickies growing in a size, where we can make a difference in the lives of people
through being a major player in the food production space and where we also can be a significant employer
within the whole state.
Sandra Connelly, Social Enterprise Manager, CHOOSE Employment
OUR ADDRESS: 53 Canning Street, Launceston TAS 7250
WEB: www.chooseemployment.org.au
PHONE: (03) 6337 9966

Bonorong Wildlife Sanctuary

593 Briggs Road, Brighton TAS 7030
Bonorong Wildlife Sanctuary provides a safe place for injured
and orphaned animals and is Tasmanias most popular wildlife
park.
We are a social enterprise because for us, profit is a means to an
end. To paraphrase Ray Anderson, Interface Carpets CEO and social
entrepreneur, some businesses exist to make a profit, others make a
profit to exist. We run a successful tourism enterprise which provides
eco-education and experiences for 30, 000 guests each year. Our
skills and the money generated through the Sanctuary allow us to
proactively address problem areas in our surrounding environment and communities. Part of our mission is to
facilitate community solutions to community problems. Bonorong is an open house and we try to provide
pathways for all Tasmanians to become involved in conserving our unique natural heritage. At the heart of
this lies a belief that in the same way as an individual can devote their existence to doing good, so too can a
business.
We have chosen to go down this road because we don't believe in an economy which is rigidly divided
into public, private and charity. Our mission is essentially charitable. However, we share none of the
traditional mistrust that charities have of government and private business (i.e. "they're the ones creating the
problems and we pick up the pieces"). In fact, we want to work freely and creatively in partnerships across
all sectors. Being a private business allows us to operate within the most deregulated part of the economy.
This allows us to innovate independently; we can try, fail and try again - all at our own cost. The healthier
the business is, the more we can achieve. Conversely, the more we achieve, the better for the business.
Our start up story is about passion (possibly tinged with obsession). As a seven-year-old, Greg Irons came
to Bonorong for a birthday party and told his mother he would own this place one day. At twenty-seven
years of age he has achieved this dream. Many people would rest on this achievement for a while and
consolidate the business. However, for Greg the park is simply a tool. In the eighteen months since he
assumed control, Bonorong has changed from a traditional, three-decade-old wildlife park to an innovative
and active wildlife sanctuary. The Sanctuary is focused on giving back to the Tasmanian environment, rather
than simply being a showcase. This semantic shift symbolises our move from private business into social
enterprise. The change was already well under way before Kylie Eastley suggested to Greg that he was
practising social entrepreneurship. A concept none of us had heard of before. Since then we have adopted
this idea wholeheartedly as it describes perfectly our identity and mission.
What individual skills did you use and what skills did you need to bring in and where did you find
these skills? The shift into social enterprise has challenged us all to diversify our skill set. We are now
devoted to projects which range far beyond the normal operations of a wildlife park. We are lucky to have a
devoted and long-serving team who are all engaged with the social enterprise message and have been
prepared to take on extra responsibilities. One of our focuses has been on harnessing community support to
make projects possible. Volunteerism is a strong impulse and sometimes just needs a pathway to channel it.
This has the added benefit of getting community members and schools involved in the conservation effort.
On top of this we have created partnerships with government and non-government organisations such as the
Department of Primary Industries, Parks, Water and Environment, Green Corps - Conservation Volunteers
Australia and the Tasmanian Polytechnic. These partnerships broaden the scope of what we can achieve.

What is missing to support you? We believe that with the facilities and expertise available to us we are
doing things which would be incredibly expensive to set up through government. However, while doing this
we also have to meet the everyday demands of running a business. What seems to be missing in the social
enterprise field is recognition that businesses can be social enterprises as well. Official recognition as a social
enterprise would help us to create new (and strengthen existing) community and government partnerships
and in seeking sponsorships for our projects.
Where we are now? We now run Tasmania's only 24-hour wildlife rescue service, the Friends of Carers
(F.O.C.) Wildlife Program. Last year we provided free wildlife rescue training to 235 adults and more than
one thousand school children at nearly 40 Tasmanian schools. The F.O.C. Program responded to more than
one thousand animal emergencies in its first nine months of operation. This is a service that Tasmania has
never had before. Our off-display rehabilitation area is constantly full of animals we are helping recover from
injury or orphanage. These animals often end up back where they belong - Tasmania's wilderness. We are
investing large amounts of capital in expanding our disease-free Tasmanian Devil breeding program. Our
enormous new devil enclosure will open in September 2011.
We have partnerships with skills providers which allow people to train
at Bonorong and learn vital work skills to improve their lives. The
Bonorong Internship is a work placement we have developed in
conjunction with the Tasmanian Polytechnic. The experience this
provides is unique in Tasmania and is a stepping stone for work in
the tourism and animal industries. Every Monday and Tuesday a
team of young unemployed people come and help build the
infrastructure which supports our work. This is a summary of what
we have achieved in the last eighteen months.
We have much bigger plans:
In the near future we aim to have the F.O.C. Program
operating state-wide. Training and transport hubs would be
created throughout Tasmania; however the coordination
would stay with Bonorong. Whether an animal is in Moonah
or Marrawah we will be able to find a nearby volunteer to
provide help.
Our devil program is growing and we are working in
partnership with Conservation Volunteers Australia to make it
huge. We envision a large, quarantined and off-display breeding area which can house up to 100
devils. We feel very strongly that it is our responsibility to use our expertise to assist in saving this
most remarkable of creatures.
Our schools program will be expanded to provide a curriculum for Tasmania's teachers on native
wildlife. We believe it is worrying that our children know more about lions and elephants than they
do about our own native animals.
We are already drawing up plans to expand our rehabilitation centre to cope with increasing animal
traffic. This includes a seabird rehabilitation area. This is a service which nobody in Tasmania is
providing at the moment.
Our relationship with the Tasmanian Polytechnic is bearing fruit and we look forward to an ongoing
and burgeoning partnership with them. We are in discussion with them about making Bonorong into
a satellite campus which provides basic and advanced training in zoo keeping and tourism.
We are working with other tourism businesses that also have a social enterprise mission to create
packages for tourists who want to support the work we are undertaking. The tours would be focused
on what is special about Tasmania's environment and why it attracts businesses who actively to
protect it.

Our work matters because Tasmanian life is intractably linked with our environment. There are obvious
conservation benefits in running rescue, rehabilitation and breeding programs. However, what is far more
important is the way in which we are involving Tasmanians with their environment in an active way. Our
message to them is, "You Can Help". In this way we see families and communities creating stronger
relationships through wilderness. This is the essence of what we do.
The hardest thing has been keeping the business up to speed with our ambitions. We are seeking to tackle
some big projects and the business needs to be able to fund them.
The most important thing we have learned is that nothing is out of reach. If something has felt right, or
we have really wanted a project to work, it has happened. However, this has only been possible because we
have had the business as a base to work from. No social enterprise can survive without a modicum of
financial security. We have discovered that by becoming a sanctuary our product has improved. We can now
tell our guests that they are contributing to all these worthwhile projects. This leaves them with a glow of
altruism. They feel as though they have made a difference. This in turn has reflected in increased business.
We have been doing well by doing good. Social enterprise has given us the tools to achieve things that were
beyond us when we were a normal business.
Our dream is to be doing what we are doing right now. There is so much potential for us to make a
difference that it is hard to boil it down to one overarching goal. One long-term plan for us is to have a
wildlife hospital on-site, complete with veterinary service. We believe we have the business plan to achieve
this. It is something Tasmania desperately needs and we think there is little likelihood of it happening any
other way. We aren't dreaming anymore, we are making plans.
Director, Greg Irons, Director and Karl Mathiesen, Manager,
Bonorong Wildlife Sanctuary
OUR ADDRESS: 593 Briggs Road, Brighton TAS 7030
EMAIL: info@bonorong.com.au
WEB: www.bonorong.com.au
PHONE: (03) 6268 1184

Gone Rustic
37 Main Street, St Marys TAS 7215
Provides study and gallery space, art classes and exhibitions to the local St Marys community.
We are a social enterprise because Gone Rustic offers a place for people to develop skills in textiles at
various levels. People who visit are also able to talk in confidence as well as access social networking
opportunities that are not otherwise available. There is no other such opportunity in this rural area.
Ritas background is in working in neighbourhood houses, community radio station as well as having a strong
personal interest in the arts. She has a passion for rural communities. Rita has lived in rural communities all
of her life, both in Canada and Australia. She understands well the extra challenge that comes with living in
rural communities. Above all, Rita wants to be able to assist rural people to achieve their potential as well as
providing opportunities that may not otherwise be available in a rural area. Gone Rustic enables a
combination of all these interests in one place.
Our start-up story: Rita has had Gone Rustic as a registered business name long before it started as a
social enterprise. Until she established Gone Rustic in St Marys, Rita was selling her arts through other
businesses.
In 2003 Rita was asked to take a class at St Marys which enabled a path into education. She knew
wanted to continue with education in some form, and she wanted to continue her passion for arts.
decided to find a place for Gone Rustic to live. After getting a $500 donation from family to start
business, along with some free advertising in the local newspaper via the community page, the journey
begun.
she
She
the
had
After looking into available spaces, Rita decided it was too expensive to buy something that was suitable and
began renting a space. In April 2004 Rita and her husband bought the property where Gone Rustic is now
located. After renovations (mainly completed by Ritas husband, Ian), it was a suitable space where Rita and
Ian could live as well as a place where exhibitions could be showcased and art classes could be held.
None of this journey was achievable without Ritas very supportive husband, Ian, and perhaps the buffer of
his teaching job which ensured a regular income when business income was low. Several close friends were
supportive who provided lots of help in various ways. Rita also attended awards events and interstate
exhibitions to showcase works of art which increased the awareness of Gone Rustic outside of St Marys.
Individual skills: Rita had several experiences which have all helped to make Gone Rustic successful.
These include her teaching experience, previous management
roles, community work and achieving further qualifications. Ians
skills as an art teacher have also been valuable, along with being
a handyman. Ian also has skills as an auto teacher and restoring
furniture and cars. Any other skills that were required along the
way were achieved by talking to other people. These were
usually informal, and sourced through friends.
What is missing to support you? The biggest assistance to
Gone Rustic would be finance.
As Gone Rustic is not
incorporated, there are limited opportunities to source any extra
funding. Recently Rita has engaged a partnership with Greater
Esk Tourism to get a grant. However, in any partnership the original idea can be changed (and sometimes
lost) and control over the implementation can also decrease. It has been important to both Rita and Ian to

10
understand tax issues and use this information wisely to

offset against Ians employment. Without this information
and the ability to offset, Gone Rustic is not able to survive
as a social enterprise.
Where we are now? To continue as a social enterprise,
Gone Rustic has had to diversify. This has included
increasing client numbers from tourists, the community
and classes. It has also required expanding the range of
art works on sale locally made, Tasmanian made, Ritas
own works as well as other works of other people. Gone
Rustic regularly hosts exhibitions where artists can be
featured.
Rita also ensures that she tours other
exhibitions to see what else is on offer both intrastate and
interstate. Gone Rustic also sources collectible items and
sells these both online and at the premises.
To support the business of Gone Rustic, Rita and Ian also
sell sheds and kit homes. This has had an indirect effect on the community because there has been an
increase in building which is seen positively as growth in the community in general. Currently Rita is
assessing the future plans for Gone Rustic. There may be a need to streamline the business, but it is
important that this is done whilst achieving an income. There may be a need to sell the current premises, but
it is very difficult to find another space to achieve the goals of the business. There is a definite need to
ensure Rita and Ian can have time off from the business, as this allows them to re-assess where the business
is heading.
Why our work matters: Gone Rustic creates many benefits, including:
working together to achieve potential
boosting the self-esteem of people within the community
a place to spend time with people
it is a place to support people and the community through art.
The hardest thing has been:
for Rita to learn to pace herself
to limit worrying about covering costs
to justify throwing away good money (from Ians employment) after bad (business)
to negotiate payment plans for paying accounts when the business income is too low to cover living
and business costs.
The most important thing we have learned:
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be pro-active with finances (rather than leaving bills unpaid with no communication with the company)
- this requires excellent communication skills
Rita has had to learn how to look after the business accounts (with no training and little confidence to
start with) - Ian now checks the accounts for errors, and tax returns are done online, but this was a
steep learning curve to begin with
some things work, some things dont
there are more people interested in what Gone Rustic has to offer, but finances limit whether people
will take up the opportunities
review regularly
diversify.

Our dream: Ritas dream is to do more art, in whatever form that might take. It enables her to express
feelings on a range of issues, and for other people to do the same. Rita would also like to see people get
further training through Gone Rustic and a link to a training provider which can provide them with a
qualification. This will enable people to further pursue their artistic skills.
Rita has also been invited to teach interstate as well as judge in exhibitions. This would be a great area to
expand into. Rita has also written some articles in newspapers and magazines, and would like to pursue this
further as it is a great way to explain the importance of art and a business such as Gone Rustic.
Rita Summers, Gone Rustic
OUR ADDRESS: 37 Main Street, St Marys TAS 7215
EMAIL: gonerustic@yahoo.com.au
WEB: www.gonerustic.com
PHONE: (03) 6372 2724

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Mersey Natural Resource

Management Group Inc
37 Faulkner Drive, Latrobe TAS 7307
Supports and promotes community-driven
sustainable land and water management.
We are a social enterprise because we are led by
an economic, social, cultural, and environmental
mission consistent with a public or community benefit.
The Mersey Natural Resource Management Group
(Mersey NRM) exists to implement, support and promote community-wide efforts in sustainable land and
water management. Since our formation in 2000, we have focused on ways to deliver on our mission
statement and fill the gaps in community capability. The social enterprise model gives the flexibility,
sustainability and capability to deliver this in forms that best fit the needs of the community.
Mersey NRM undertakes a range of commercial and contract activities to sustain the organisation and deliver
our mission. While most of our work is primarily of an environmental nature, we have and will continue to
support other worthwhile community endeavours. Mersey NRM seeks to support community efforts for a
range of activities, particularly volunteer efforts, undertaking a variety of roles including training, project
implementation, knowledge and network brokering, facilitation, provision of specialist advice, resource
acquisition and development and maintenance of a resource pool.
We rely on annual funding from our three local governments; however 85-95% of the turnover of the
organisation is derived from trade. We undertake fee for service projects on a commercial basis. We also
source funds through ongoing involvement with Australian Government employment and training initiatives.
We reinvest our profits in the fulfilment of our mission.
We have chosen to go down this road as the natural path to meeting our goals and making a significant
difference in the community. The social enterprise model gives us the independence, flexibility, sustainability
and capability to deliver this in forms that best fit the needs of the community. The model allows us to
effectively and efficiently deliver services in a way that cannot be matched by other service provision models.
Our start-up story: The Mersey NRM social enterprise evolved due to a need to deal with environmental
issues that traditional approaches could not deliver against, due to the cost and lack of the resources. This
became apparent in the year 2000, soon after the organisation began. The operation of a diverse range of
opportunistic enterprises enabled the organisation to change and grow, and increase its capability over the
last 10 years.
Our skills: As a social enterprise, people skills are fundamental in our work and proved essential in our
formative years. The skills utilised included;
understanding and managing group dynamics

communication
team building skills
financial
technical
The skills and knowledge were generally already in place within the organisation. The problem has always
been for outside people who are not social enterprise practitioners to, get their head around what we do.
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It normally takes about six months for board members to understand and appreciate the diversity and
subtleties of how components of the organisation and projects link together, and support the delivery of the
mission.
Missing skills were developed in house and where necessary, acquired externally from within our business
networks.
What is missing to support you? Website development skills, legal assistance in development of formal
agreements and contract documentation.
Where we are now: We have achieved outcomes in the following areas:
Significant leverage on funds invested by the councils into the partnership -tithe value of the works
undertaken, and the funds brought into this sub region represent a return of $43 for every $1 that
the partnering councils have contributed over the past 10 years.
Development of available resources and capability to the councils and community from the
partnership - these resources include a pool of plant and equipment, a knowledgeable and
experienced labour pool and an experienced management team with significant skills, experience,
networks and systems.
Development of administration resources - such as office staff, accounting systems, payroll systems,
photo copying, Geographic Information Systems (GIS), insurance, safety management plans and
other resources that small groups and individuals would find difficult to maintain in their own right.
These resources are made available to both councils and the wider community to undertake a variety of
projects. Since 2000 the value of this devolved resource has resulted in approximately $10 million worth of
projects that would otherwise not have occurred without the existence of the Mersey NRM. The group aims
to build and maintain this capability in the long-term, despite variations of government funding rounds.
The organisation has its own office, training and workshop equipment base that ranges from excavators to
secateurs and everything in between.
Our organisation has:
completed in excess of 1 400 on-ground projects

delivered leverage of over $43 for every $1 invested
provided work experience, training and skill development to over 4 000 people
partnered with over 120 other organisations or groups
worked in 14 of Tasmanias 29 municipalities.
Why our work matters: Because nobody else delivers services the way we do.
Our unique business structure and networking gives us an advantage that traditional businesses cannot match
in terms of cost-effectiveness. We address social inclusion of some of the most disadvantaged members of
our community the long-term unemployed by training and engaging people in meaningful and rewarding
work.
The hardest thing has been to work with and between all levels of government, in particular working with
silo mentalities.
The most important thing we have learned:
Social enterprise like every other activity is a people game! The key is an understanding of the
simple rules of engagement and working with people and groups.
Understanding of group dynamics.

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Understanding that people buy into an organisation, based on emotion and then justify their decision
by logic!
Understanding that while Leadership creates a vision and imbeds a culture, teams make things
happen! Know how to form, support, build and grow teams.
Understand the motives of your friends, allies, partners, investors, hangers-on and foes.
Fight only battles you can win!
There are always more opportunities than you should (let alone can) exploit.
The importance of a good accounting system that can give the organisation up to date relevant
reports and your own chart of accounts that is relevant to the organisation cannot be overstated.
Good governance and reporting offers a sense of security to investors and partners.
Nobody beats the real world! But often perceptions and the actuality of the real world are wrong,
and this gap creates opportunities.
Most people and organisations operate in and create silos. Community development and social
enterprise depend on finding and making the connecting linkages between these silos.
And is the most powerful word in the social enterprise vocabulary (it is the multiplier of opportunity,
maximises leverage and is the exploiter of the gap in the real world). If is the next most powerful
word (it is a word of potential).
Intelligent perseverance, enthusiasm, persistence, pragmatism and versatility are the most important
qualities.
Pragmatic improvement actions beat perfection in planning at all times
Our dream is to obtain Tasmanian Government funding to match Local Government funding on a permanent
basis, with indexation to maintain effectiveness.
Andrew Ford, Chief Executive Officer,
Mersey Natural Resource Management Group Inc
OUR ADDRESS:
37 Faulkner Drive, Latrobe TAS 7307
EMAIL: andrewmerseynrm@bigpond.com
PHONE: (03) 6426 1011
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Oatlands Bargain Centre

68 High Street, Oatlands TAS 7120
The Midlands Initiatives for Local Enterprise Incorporated (MILE Inc) operates this communitydriven opportunity shop, donating profits to local community groups.
We are a social enterprise because the Oatlands Bargain Centre is a type of opportunity shop run by the
community for the community. Our volunteers nominate which community group they are working for, their
number of hours are recorded, and any profits are shared amongst these groups accordingly .
The Bargain Centre is run entirely by volunteers for the benefit of the local community, including individuals
(who sell items as Stock on Commission) and community groups (who have donations sold for their benefit,
or for whom the volunteers donate their shop hours).
We have chosen to go down this road because members and participants did not want to be a part of yet
another formal group with committee members, meetings, minutes and so on. By joining a separate
incorporated community group and acting as a sub-group with a representative on that groups committee, all
Oatlands Bargain Centre volunteers enjoy the benefits of incorporation, shared insurance costs and other
combined group advantages.
Our start-up story: In 1994 a group of women applied for Department of Social Security (now Centrelink)
funding for a Baby Bargain Centre. The application was successful and many local women, young mothers
especially, helped set up the Centre. The original emphasis was on bulk buying of baby goods at reduced
rates and passing the economical benefits on to locals. This enterprise soon included second-hand baby
clothes, toys, furniture, maternity clothes and school uniforms.
Once the Department of Social Security money ran out, the project was adopted by older women in the
community. The purchase of baby items ceased and the second-hand exchange of baby goods was
developed into a full blown opportunity shop selling clothes and small items to the community, including Stock
on Commission.
A system of casual Bargain Centre meetings developed to allow everyone to have their say and to keep
volunteers informed of changes and new ideas. A co-ordinator was elected and is responsible for keeping and
checking financial records, arranging the annual audit of accounts and banking.
Record keeping was developed to enable people with various skills to successfully run the enterprise. This
system has been pruned down over the years to be easier for all concerned and the volunteers now do most
of the complicated record keeping, thus relieving the co-ordinator of onerous book work.
Nearly 200 people living in the Southern Midlands are now
Stock on Commission sellers. Seventeen people of all ages
donate time to running the shop, annual turnover is about
$12,000 and the enterprise is finally housed in a permanent
premise. The enterprise operates seven days a week.
What individual skills did you use and what skills did
you need to bring in?
Working mothers provided
management skills. Confident members were able to train up
less confident members to run the project.
The missing skills were to do with financial management.

16
Where we found these skills: Half way through the twelve month project, assistance was provided
through shared part-time employment of an administrator, and through outside specialised volunteer input.
What is missing to support you? In the past, accommodation has been out biggest issue. Luckily, our
local council has been very supportive and are providing us with a permanent place for the Bargain Centre to
operate from. The Council is currently building a community complex attached to the old memorial library,
the space now used by the enterprise and formerly used by MILE Inc. The new community complex will be a
huge asset to the community.
Why our work matters: The primary benefit for the community is financial. Individuals have an
opportunity to earn pocket money, have access to good quality goods at reasonable rates and community
groups receive funds to support their work.
A secondary benefit has been social. Isolated people working in the centre have met many friends, tourists
and others while feeling useful and needed. The Centre has an informal atmosphere conducive to making all
kinds of people comfortable. Access to toilet and kitchen facilities within the building has made the Bargain
Centre more like a drop-in centre than ever before.
A third benefit has been information sharing. Word of mouth has proven to be the most effective way to
share information and in the Bargain Centre this works really well as people call in regularly, it is a comfort
zone for many and it is open seven days a week. Desperately needy people have been discreetly identified
and goods donated where appropriate or assistance for other goods (such as food) can be made available
through good communication among the community groups.
A fourth benefit has been the informal training for local volunteers who have gained experience and
confidence and gone on to find paid work in the area or to undertake further education.
Another benefit is having a service in the area not otherwise available. Tourists and locals all enjoy bargains
and increased commercial activity in the town is a plus.
The hardest thing has been finding a permanent place from which to operate. Funding for capital works is
not readily available and it seems that to be successful a university degree is needed to fill out application
forms. In fifteen years the Bargain Centre has moved 11 times.
Convincing volunteers to prune goods down and keep the place less cluttered has proved impossible. The
amount of donated items and Stock on Commission items can be a flood at times. Many volunteers have
been through hard times and are very reluctant to discard anything that might be useful. Display of goods is
another problem and requires training to change a typical op shop look into something more commercially
appropriate.
The most important thing we have learnt is to remember to thank your volunteers and keep them
informed of the big picture and overall success of their enterprise.
Our dream is to increase the annual financial benefit to the community.
Diane Swan, President and Kylie Lawless, Secretary, MILE
OUR ADDRESS: 68 High Street, Oatlands TAS 7120
EMAIL: president@mile.org.au and secretary@mile.org.au
WEB: www.mile.org.au
PHONE: (03) 6254 1300
17

Resource Work Cooperative

GPO Box 1092, Hobart TAS 7001
Resource Work Cooperative is a not-for-profit, self-funding
worker cooperative employing twenty-five people in the
sale of reusable goods.
We are a social enterprise because as a group of people we
passionately share the same belief in creating a viable,
sustainable green industry, focused on the reuse of resources
and operating on a cooperative model. The income generated through salvaging reusable goods allows us to
create ethical employment opportunities within our local community, and to develop community education
programs aimed at minimising waste and the sustainable use of resources.
We have chosen to go down this road because we believe in our mission of reduce, reuse, recycle and
want to see the whole of community achieving these environmental outcomes. A large part of our work has
been to engage and educate our younger generations and local community groups on environmental
sustainability.
Our start-up story: In 1993 a group of people, using their own seeding capital, formed Resource Work
Cooperative with the aim of negotiating the salvage licence for the Hobart landfill. South Hobart Tip Shop is
now our primary retail outlet for selling reusable and recycled goods. It also serves as a base from where we
salvage directly from the tip face, sort what is recovered, and except donations. Just about everything that
has ever been sold has been given a second chance from ending up as landfill.
In the year 2000 we opened the Resource Collectable Shop in the CBD of Hobart. The shop is restocked
regularly with higher quality reusables ranging from clothes, books, appliances, furniture and more.
In 2010 we started our first deconstruction project aimed at rethinking the way buildings are demolished.
The Cooperative has now completed the deconstruction of six buildings with over 98% of materials salvaged
for reuse.
Our commitment to waste education is reflected by the innovative and popular Art from Trash exhibition
which the Cooperative has held annually since 1994.
The Hobart City Council has been very supportive of us, we share the same commitment in minimising waste
to landfill, this common goal is foremost in our partnership. The Council have provided us with sole salvaging
rites and the lease to the Recovery shed and they accommodate our presence on the Waste Management Site
well. The Council aims to construct a new waste transfer station and resource recovery centre in the near
future. This should further our partnership in reducing waste to landfill.
What individual skills did you use and what skills did you need to bring in? In the beginning it was
just initiative and energy, but now there are many and varied skills we need. Our employees need a certain
level of fitness, its not easy salvaging through huge piles of waste on a tip site; they require people skills
because you are dealing and negotiating with people in the Shop on a daily basis; and they require
organisational skills to meet the requirements that go with any job.
Where did you find these skills?: We brought in people with financial management skills and business
management skills.

18
What is missing to support you? Lack of financial resources within our organisation limit our ability to
represent the resource recovery industry at a local or national level, nor are we able to attend conferences
and training which may inform and improve our business.
Whilst we have an educational focus on minimising waste within our community, we could do so much more.
Our internal resources are limited, we therefore relay on external funding to progress many of our ideas.
A National Body could be of great benefit for our industry. Currently there is no representation nationally for
community recyclers and tip shops. There has been a lot of legislation and policy being developed in recent
times, particularly around e-waste, which could mean a significant reduction in what we do and the loss of
contracts. There is a national body called the Waste Management Association of Australia, who represents
landfill operators and the Australian Council of Recyclers represents curb side collection agencies, but there is
nothing to represent businesses such as the Cooperative.
Where we are now? We have recently employed a grants officer in an effort to gain funding for some of
the areas of the business which we would like to develop. Our deconstruction projects have great potential
to expand; we need to structure our organisation to manage these projects and others. We are currently
developing a pick-up service through a recent successful grant application.
We have a lot of great ideas to up-cycle timber, textiles and metals in an education centre, schools and other
community centres, but funding will be required. Currently we are very excited about the possibilities for our
organisation.
Why our work matters: Our work matters because our planet, our state and our community matter. Last
year Resource Work Cooperative diverted approximately 700 tonnes of reusables from landfill. This required
7-9 workers, working seven days a week, salvaging just a fraction of the materials that actually go into
landfill. One can feel quite daunted when experiencing directly the magnitude of waste going into landfill.
Bearing witness to this waste feeds our passion to promote a sustainable environment in which waste is
minimised.
Our work contributes to community projects such as Art from Trash. This is a community art exhibition in
which we invite people to create works of art from discarded objects and materials that would otherwise end
up in landfill. Almost 5,000 people viewed the works last year.
The work we do in schools educating young people is teaching our future leaders about the importance of our
environment and how we can take care of it.
From time to time we also discover discarded items which hold significant cultural or heritage value and
provide these to the relevant museum or heritage organisation.
Our dream is that one day our job will be done when our industry no longer needs to exist!
OUR ADDRESS: Resource Work Cooperative Office, GPO Box 1092, Hobart TAS 7001
EMAIL: resource@resourcetipshop.com
WEB: www.resourcetipshop.com
PHONE: (03) 6234 3772
(Resource Tip Shop located at McRobies Gully Waste Management Centre, McRobies Road, South Hobart TAS
7004; and Resource Collectables located at 117 Elizabeth Street, Hobart TAS 7000).
19

Self Help Workshop

trading as Self Help Workplace & Encore Clothing
414 Hobart Road, Youngtown TAS 7249
Self Help Workplace is an Australian Disability Enterprise providing supported employment for
people with a disability.
We are a social enterprise because our vision is to sustain and grow a vibrant, innovative disability
enterprise which provides access to meaningful employment for anyone with a disability who wants to work
and enables people with a disability to enjoy independent and fulfilling lives.
We have chosen to go down this road because the Australian Disability Enterprise model is founded on
the concept that people with disabilities have the capacity and the will to work and want to be employed in
meaningful work. Self Help Workplace is therefore a business. It produces a range of commercial goods and
services that it sells in the marketplace. However, it does this work in the context that the work (both what is
done and how it is done) is in the interests of employees and will enhance the quality of their lives. Self Help
Workplace is an incorporated not-for-profit association and charity.
Our start-up story: Self Help Workplace was established in 1962 by a group of concerned parents who
wanted to ensure that their sons and daughters who had a disability could be engaged in real work (that is,
producing goods and services that could be sold) and in doing so gain the benefits of being employed.
What individual skills did you use and what skills did you need to bring in: Self Help Workplace
succeeds because it brings together a range of skills including the capacity to build and sustain a strong
commercial enterprise within the value system of walking alongside and supporting our employees to be
productive and to learn skills that will help them enjoy independent and fulfilling lives.
Where did you find these skills? These skills have been found in our staff and employees through
recruitment. The team is then supported through induction, training and ongoing support and supervision in
the workplace.
What is missing to support you? Self Help Workplace needs to secure funding to run our life skills and
related programs, upgrade equipment and upgrade facilities.
Where we are now? The strategic plan for Self Help Workplace (2010-2013) states that our efforts will be
directed to providing high quality business and employment services, responsive to our local markets, which
are sustainable and viable in the long term. To achieve this, Self
Help Workplace will focus on:
marketing and branding
products and services
workforce
lobbying and advocating
Facilities and equipment.
Why our work matters: An investment in Self Help
Workplace achieves the following outcomes:
It provides much needed employment for people with

disabilities. Productive work improves our employees health and wellbeing. Research has shown
that, work which is appropriate to an individuals knowledge, skills and circumstances, and
undertaken in a safe, healthy and supportive work environment, promotes good physical and mental

20
health, helps to prevent ill-health and can play an active part in helping people recover from illness.
Good work also rewards the individual with a greater sense of self-worth and has beneficial effects on
social functioning. (Healthcare Professional Consensus Statement, published in Working for a
Healthier Tomorrow, United Kingdom 2008).
It supports an enterprise that provides a range of goods and services for businesses and individuals
throughout Launceston. Self Help Workplace is an integral part of the commercial life of northern
Tasmania and income generated by Self Help Workplace flows through to an extensive range of
customers and suppliers.
It enables the community to support an enterprise knowing that their contribution, whether it is
through the purchase of goods or services, through donations or grants, or through in-kind support,
is enabling people with disabilities to enjoy independent and fulfilling lives.
In many ways, Self Help Workplace considers itself to be a community asset. Through the communitys
support, Self Help Workplace is able to fulfil its mission and in doing so contribute to the wellbeing of the
community of which we are a part.
The hardest thing has been balancing the needs of our supported workforce with the demands of running a
commercial enterprise every day. This is done in an environment in which resources can be tight, and a
commercial and policy context that is constantly and rapidly changing.
The most important thing we have learned is to share the story about Self Help Workplace to people who:
dont know who we are and what we do
know who we are, but dont know what we do
Know who we are, but may not understand our values and vision.
Although Self Help Workplace is a much beloved and respected member of and contributor to the Launceston
community, there is still many who dont know:
who we are
what we do
why we exist
what our values and philosophy are and why
What our approach is to business and why.
We are telling our story everyday to potential customers and suppliers, potential employees and their careers,
disability service providers, business groups, all levels of government and the general community. The
purpose is to create a shared commitment to the enterprise so that we can continue to grow and fulfil our
mission.
Our dream is to sustain and grow a vibrant, innovative disability enterprise which provides access to
meaningful employment for anyone with a disability who wants to work and enables people with a disability
to enjoy independent and fulfilling lives.
OUR ADDRESS: 414 Hobart Road, Youngtown TAS 7249
EMAIL: info@selfhelp.com.au
WEB: www.selfhelp.com.au
PHONE: (03) 6344 7133
21

Tasmanian Association of Disabled Persons Abilities Centre

trading as Tadpac Print
98 Grove Road, Glenorchy TAS 7010
Tadpac Print is a commercial printer,
mail house and handmade paper
manufacturer providing employment and
support for people living with disability.
We are a social enterprise because over
40 years ago, an extraordinary group of
people decided that it simply wasnt fair that
people living with a disability could not gain
mainstream employment in Tasmania. Back then, people with disabilities, their families and communities,
missed out on the many benefits that their participation in paid work brings. Benefits like financial security,
social connection with peers, better health and confidence through participation and carer respite. Over the
years, Tadpac Print has given countless number of people, both with and without disabilities, the opportunity
be a part of a supportive, friendly and caring workplace that values people by what they can achieve - not
what they cant.
We have chosen to go down this road because printing, packaging and paper making are human
resource intensive products to produce. They require more man hours than other potential businesses which
allows Tadpac Print to employ more people. By generating profit to cover employment costs, Tadpac Print is
less reliant on government or charitable funding, which gives employees greater job security.
Our start-up story: The Tadpac story stems from the old Tasmanian Associated for Disabled Persons Inc
(TADP). In the early days TADP was simply an organisation that helped people living with disabilities to
connect with one another socially. In 1965 however, TADP members, fed up with being excluded from the
work place, and led by well known disabilities advocate Mr John Newton, formed a Committee to establish a
business on bequeathed land at 112 Grove Road Glenorchy.
At the time the Commonwealth Government, State Government, The Crippled Children Society and TADP all
gave financial support to help develop a business to employ people with disabilities. This finally enabled
people with a disability to promote their rights as individuals and to reach their full potential as contributing
and valued members of society through creating and running a Commercial Business. The Committee gained
their own independence and governance structure and traded as Tadpac Industries - a timber joinery and
small photocopying service.
Over the years Tadpac diversified to include sewing and toy making, but now the business solely focuses on
commercial printing and mail outs. This can include anything from stationery, to newsletters, labels and raffle
tickets, to professionally designed publications. A lovely new addition is handmade paper products created
from the recycled off cuts of larger printing jobs in beautiful colours and varieties like apple and cinnamon or
rose. The business is now trading as Tadpac Print.
What individual skills did you use and what skills did you need to bring in? Tadpac Print currently
employs 33 people, 24 of whom have some form of disability. All have brought their own special skills and
abilities, and all have gained new talents along the way.

22
Many employees have earned industry qualifications during their time with Tadpac and worked their way up
within the organisation or successfully gained employment elsewhere. Seven employees have completed
apprenticeships. Three people with disabilities have gained certification related to their jobs.
The nature of the printing business calls for supervisors who have industry specific skills. This is to ensure
the health and safety of all employees. The General Manager is a certified Printer Machinist with twenty years
industry experience prior to joining Tadpac in 1992.
In the early days, many key employees did not have printing industry qualifications. Under the current
General Manager, senior staff are now qualified trade printers and graphic artists people who were already
working elsewhere in the printing industry - but attracted to working in a kinder, socially responsible
environment. None were previously employed in the disability sector, but most are now formally trained in
the support of people with disabilities.
Tadpac also employs an Administration and Development Officer to assist its employees with disabilities to
learn new skills and help them with activities of daily living, such as how to deal with Centrelink, how to catch
buses to and from work and how to behave in the workplace.
Where did you find these skills? Most senior staff employed at Tadpac Print have previously worked in
other commercial printing businesses in and around Hobart. These people were recruited through advertising
in the local newspaper, friends or by word by mouth. People living with disabilities, many with desirable skills
already obtained, have been found through networking with disability service providers, TAFE Tasmania,
secondary colleges or from people approaching Tadpac directly.
What is missing to support you? Tadpac Print needs a steady supply of enthusiastic, new people with or
without disabilities that have or can gain skills within the printing industry. While seven people have
completed their printing apprenticeships with the organisation, the demand for qualified staff in the industry
means that they can move on easily once they finish their
formal training.
Local, State and Australian Government business could
potentially make a huge difference. Tadpac is one of 22
Australian Disability Enterprises in Tasmania.
Despite
producing a quality product at reasonable prices, Tadpac, like
each of these businesses, is yet to directly gain business with
any Government Department (a small amount has been
obtained through Corporate Express). Recent changes to
procurement laws and national advocacy may rectify this.
Other beneficial supports would be an increase in the number
of Australian Government sponsored employment places for
people with disabilities and a reduction in the red tape that
comes with them. In the most recent funding round only seven supported employment places were allocated
to Tasmania; Tadpac was lucky enough to snare two of these.
Where we are now? Today, many clients who ring Tadpac Print or visit the website, do not even know that
they are dealing with an organization that employs people with disabilities. Tadpac is a professional business
that competes with others in the commercial printing environment.
A competitive advantage that Tadpac does enjoy over its competitors is an extraordinary level of staff loyalty
some employees have been with Tadpac for over 25 years. Visitors can hear amazing stories of the
23

difference the business has made, directly from those whose lives have been affected. Stories such as the
woman with Down Syndrome whose parents were previously sick with worry about her future.
The Association itself is now directed by a Board of Management comprising of seven Directors who donate
their time in giving direction and planning, while a General Manager is responsible for the day to day running
of the Business. There are no parent companies, related entities or subsidiaries.
While Tadpac Print continues to receive funding from the Commonwealth Government under the Disability
Services Act (1986), the Business must also continue to operate as a viable competitor in the Printing and
Mail out Industry. Strategic planning has helped to stay abreast of Australian Government requirements.
In 2005 Tadpac relocated to 98 Grove Road Glenorchy. Their new home is an old Australia Post Sorting
Centre that has been renovated to suit the high support needs of employees. The move allowed Tadpac to
expand their workspace and money from the sale of the old premises was invested in relocation costs and
new equipment. The Honourable Senator Eric Abetz officially opened the Premises on the 31 st August 2005.
Why our work matters: Tadpac Print has survived for over 40 years as a successful social enterprise
because of the hard work and dedication of people who truly believe in the rights of those with disabilities
and who have witnessed firsthand the difference that workforce participation can make to a life.
Tadpac employees gain employment skills, life skills, stronger self-confidence and stronger social skills.
People who might otherwise have been sitting at home, day in day out, have been given a sense of purpose,
are now speaking up for themselves and others, and are passionate about their work and life.
Parents and families have been given the joy of seeing their loved ones participate in the workforce and the
security that brings, as well as a well earned break from caring roles. The local community is bolstered by
greater social inclusion of people living with disabilities and a much needed service that employs up to thirty
five people from local areas.
The hardest thing has been to marry the responsibility of running a disability support service with the
pressures of managing a successful small business in Tasmania.
Australian Government reporting
requirements can be overwhelming and take valuable time away from the support of employees and day-today business operations. This is significant given that Tadpacs greatest financial support comes from the
business and not Government funding.
The need to maintain the right ratio of support workers to people with disabilities makes it difficult for Tadpac
Print to be competitive with other commercial printers. While Tadpac would dearly love to employ more
people with disabilities, business expansion would mean changing their model to employ more people without
disabilities. Tadpac must focus on jobs that have a large percentage of labour content, rather than those that
have more financial gains but are highly automated; and employees are given work and hours to suit their
needs not just those of the business.
The most important thing we have learne is that business success should be measured by the ability to
stay viable, while continuing to provide employment and good outcomes for people with disabilities.
Sometimes simply to keep going is to make progress.
Our dream is to improve and expand business so that Tadpac can become self-sufficient and take on a
greater number of people with disabilities, while providing them with the support to maintain their
employment. Helping people with disabilities to learn and cope with life and gain employment skills enables
them to become productive and valuable members of the community.
Contact: Sherilyn White, General Manager, Tadpac Print
OUR ADDRESS: 98 Grove Road, Glenorchy TAS 7010
PHONE: (03) 6272 5000
EMAIL: Tadpac@tadpac.com.au
WEB: www.tadpac.com.au

24
Tin Shed Pottery

Inveresk, Tasmania
Proprietors - Cath Wyllie and Jilli Spencer
A fully-equipped workspace centre to support local

emerging and experienced artists through
leasing of studio space, provision of a market place
for product and a venue to share artistic ideas and
skills to develop our artists and the community.
We are a social enterprise because we operate under a
philosophy of support through provision of affordable access
to workshop space for artists within our community. Our
objective is to manage and supply secure work areas within
our premises for potters, painters and other artists.
include
Tin Shed pottery provides benefits to the community which

the following;
Artists can gather in a central location to share ideas and further develop their skills
become socially engaged with other artists and the community
A secure area for artists to set up their equipment
Provides a market place environment where artists can sell their products
Allows the purchaser to meet the artist personally to discuss their creations
Allows development of future artists through relationships with local school art programs
Tin Shed Pottery is a mixed studio and home to a variety of artists working in basketry, painting, textile,
ceramics, sculpture, woodwork, drawing and jewellery. We provide public demonstrations, workshops and
lessons and also provide a clay firing service.
Our mission is to foster creativity, inclusiveness and diversity in the Tasmanian arts community, ensuring the
survival of age-old skills, techniques and knowledge that have always been the essence of art and craft based
studios.
We have chosen to go down this road because we are passionate about art and want to promote art for
future generations. We have received a great deal of support from the art community over the years, with
many artists donating their time to teaching us new skills. Now we want to pay some of that support back to
the community through preservation of skills and techniques, and developing the next generation of artists.
Our start-up story is one of passion for art. In 2003, the building and assets of the previous ceramics
studio business located on the site was to be sold, which would have resulted in the loss of the service
provided to the community. We purchased the property and assets so that we could continue our dream and
promote art in all its forms, thus maintaining the benefit to the wider community.
The individual skills we used and the skills we needed to bring in generally related to small business
management and maintenance. We utilised the organisational, management, small business, book-keeping
and inter-personal skills available to us through our family and friends. We needed to develop our computer
skills and address equipment and building maintenance issues. Legal and accounting specialist services had to
be brought in.
We sourced these skills from ourselves, our partners, friends and our pottery and art network, calling in
favours where necessary. We purchased legal and accounting services to allow us to run our enterprise
effectively with minimal risk.
The missing support for our enterprise is around marketing, business planning, business skills and
grants. Promotion and marketing is very expensive and the benefits from the investment are uncertain.
25

Additional business planning and skills seminars from the State Government would assist us and other social
enterprises to operate effectively and raise awareness of the community benefits we provide. We need
additional support to allow us to effectively compete for funding grants and negotiate our way through the
complicated grants application process. Support in development of our website would allow us to more
effectively market our products, raise our profile and increase awareness of our community objectives.
We are now managing the enterprise between two people Cath Wyllie and Jilli Spencer. We have recently
completed the re-organisation of community access space which allows us to improve our financial viability.
Our clientele has been increasing and we are starting to see the community benefits from our effort. We plan
to continue our growth, however marketing and maintenance costs still remain problematic.
Our work matters because artists now have the studio space they need at an affordable price to further
develop and market their skills in a safe and supportive environment.
Our centre provides a great environment for artists to interact both with themselves and the wider
community, allowing personal development of the artists and giving the community an understanding of the
great passion that an artist places in every piece that they have created.
Our centre creates a way of value-adding of a story to a finished artwork piece, increasing the return to the
artist and providing the benefit of understanding and awareness to the customer. We have developed
personally as a result of this initiative and feel a sense of satisfaction that we are supporting and assisting the
art community in return for the support they have given us.
The hardest things have been making ends meet when the bills come in, keeping the facilities maintained,
obtaining funding, accessing affordable and effective advertising and marketing, and dealing with variations in
occupancy rates.
The most important thing we have learned is that to make an enterprise work, compromise and
perseverance are pivotal. It is also fundamentally apparent that the social aspects of our business improve
peoples lives.
Our dream is to continue to improve the viability of the business and ultimately pass it on to future
generations that have the same passion for arts and crafts as we have, thus preserving and promoting the
age-old art forms and techniques, and improving the skills and lives of our fantastic local talented artists.
OUR ADDRESS: 13 Russell Street, Inveresk 7248 (off Invermay Road opposite Aurora Stadium)
EMAIL: jillipop@netspace.net.au
PHONE: (03) 6334 2889
WEB: under construction

26
Walkabout Industries
Glenorchy TAS 7010
Walkabout Industries is a business division of
OAK Tasmania; a community not-for-profit
organisation that improves the lives of Tasmanians
with disabilities by providing a range of employment,
training and community services throughout Tasmania.
Walkabout Industries produces branded potting mix;
provides paper recycling and secure document
destruction services, and bottles a wide-range of
solvents under the Walkabout brand name.
We are a social enterprise because Walkabout Industries offer
genuine certificate-level training and employment opportunities (real
paying jobs) to Tasmanians living with a disability. This provides
Walkabouts supported employees with a sense of purpose, the
ability to develop life-long friendships and develop skills, and
encourages them to become equal and active members of the
community.
What makes Walkabout Industries truly unique is that any surplus derived from its business activities are
reinvested into the OAK Tasmania community, to fund capital purchases and run programs and services for
others in the community who are disadvantaged. Not content with providing innovative and practical
responses to social and economic demands, OAK Tasmania is fulfilling its environmental mission by
implementing a sustainability strategy across the organisation.
We have chosen to go down this road because Walkabout Industries exists solely for the purpose of
providing genuine employment and training opportunities to Tasmanians living with disabilities. Walkabouts
supported employees were the reason the enterprise was established in 1971, and they remain the main
focus of why Walkabout exists today.
Our story: A small group of dedicated parents formed a committee called the Glenorchy Branch of what was
the Retarded Childrens Welfare Association in 1971. The groups aim was to raise funds for a facility in
Hobarts Northern Suburbs to care for the vocational needs of their children. This followed on from the
success at Oakdale Workshop (now Oakdale Industries and part of the Oak Tasmania family), that was
established in 1964 and was already running at capacity.
The inspiration behind establishing a facility in Glenorchy was Les Thirgood, a businessman and father of a
child with a disability. The Glenorchy Branch started walkabouts, the forerunner of todays fun runs and
walkathons, and after which the Glenorchy facility became known. The Branch purchased a property in
Clydesdale Avenue in Glenorchy and provided work for 11 young men living with intellectual and physical
disability. In 1972, larger premises were needed and a new building was opened. Walkabout now employed
19 young men aged between 16 and 32 who were bottling solvents and detergents under the Walkabout
brand. In 1973 a new sewing section was established, and a year later Walkabout employed 53 trainees and
10 supervisory staff.
Under the management of Peter Blackwood, Walkabout became a viable business enterprise by supplying
supermarkets, schools and government departments throughout Tasmania with its range of solvents and
detergents. The sewing section expanded and produced a range of uniforms, dustcoats and slacks for private
business and government. New recycling activities were established employing nine people, and included
washing bottles and recycling newspapers and old wool bales. Production of fertilizers was also established.
27

Skills we had: Walkabout Industries succeeds because its employees want to succeed, both on a personal
level and as a member of a team. The strong team ethos and sense of ownership at Walkabout ensures high
levels of internal and external customer service, high levels of productivity, and the production of quality
products on a daily basis.
Developing and maintaining strong partnerships with customers and clients is also important to Walkabouts
success. Walkabout is known to provide quality products and service at a competitive price, and this is one of
the reasons strong partnerships have been formed not because Walkabout is a social enterprise.
Walkabouts employees bring a lot of skills and determination to the workplace on a daily basis. They want to
be involved in whats happening and take pride in the work they do individually and as a team. There is a plan
of continuous improvement at Walkabout that has seen an increase in the amount of paper being recycled
going from 700 tonnes, to 1450 tonnes in five years. Production of potting mix has also increased by 30,000
bags a year from five years ago.
What we need: Walkabout Industries has outgrown its current facilities in Glenorchy. New premises would
improve available space, increase workflows, minimise the risk of injury, and allow the sourcing of new
business.
Where we are now? Today, Walkabout Industries employs 38 Tasmanians with different abilities, along
with a Divisional Manager and seven supervisory staff. Its core business is paper recycling and security
shredding; manufacturing potting mix for well-known brands, and the bottling of solvents under the
Walkabout brand.
Walkabout Industries develops a sense of worth amongst its employees. Individuals are empowered to live
independently and become more active in the community wherever possible. Walkabouts employees feel
valued because they are contributing to the community by producing quality products and services. Many of
Walkabouts employees would perhaps lead unfulfilled lives if not for the employment and training
opportunities offered to them by OAK Tasmania.
One of the most challenging issues for Walkabout Industries is to increase business while working within
the confines of limited space and with limited resources. An ageing workforce presents its own set of
challenges in relation to levels of support and productivity.
Walkabout Industries has always treated its employees as people not as people living with disability.
One of the goals of Walkabout Industries is the secure a new premises and to improve its facilities.
NB: since August 2011 Oak Tasmania has secured a new premises to enable it to better respond
to the needs of workers and customers.
Oak Tasmania
OUR ADDRESS: 56 Clydesdale Avenue, Glenorchy Tas 7010
EMAIL: mark.franklin@oak.org.au
PHONE: 03 6272 8244
WEB: www.oak.org.au

28
Bendigo Bank
We believe that there is social capital as well as financial
capital and that the balance sheet of a community is made
up of both. We seek to feed in to community and not just
feed off it.
Throughout Australia our model allows us to share revenue with
communities and a local level our Community Bank partners
include:
- Deloraine & Districts
-Swansea/Bicheno
- Queenstown & Districts
-Geeveston/Dover
- Huonville
Other areas of our organisation that work on the principles of revenue sharing are Community Sector
Banking, which specifically work with the not for profit sector, and Community Telco Australia, which
franchises to community owned companies and provide telecommunication services.
It is a good business model because it provides real buy-in due to the depth of relationships we are able to
build through the communities we partner. We are proud to be a partner of choice and strive to build trust in
to everything we do. To survive in our industry we need to have a point of difference and for us that is our
connection with community. It is our aim to be Australias leading customer connected banking group. We
believe that successful customers make a successful community which therefore makes a successful bank.
We started in the Bendigo gold fields in 1858 with the desire to create a better community. At the time
people were living in make shift accommodation and had the need to build sustainable housing. From the
need to build community our bank was formed. In 1998, following the closure of bank branches across the
country, the Community Bank was established. It was formed through a partnership between us and
effected communities primarily to re-establish face to face banking services. Today we have 268 Community
Bank branches throughout every state of Australia with the real motivation for the model now being to
empower the local community. Through banking locally we can help communities to return capital to their
area/district in various forms. Another benefit that has arisen is that the model has also enabled an enormous
amount of people to gain skills to use in their everyday lives that they wouldnt have otherwise had, for
example; to be a director of a public listed company and undertake all the task that go along with it.
While we were experienced in the field of banking we needed to engage community members to become
involved with us. To succeed we had to understand the needs of each individual community as no two are the
same. What is their motivation? What are their needs? What are their priorities?
Our skills: As the years have gone by the skills we bring to the table have included experience in working
with Australian communities. We have also been able to develop other parts of the business which have
assisted us to connect with and grow the social capital of the communities we work with. We now have
specialised departments dedicated to working with communities to expand their knowledge around local
partnerships and achieving outcomes.
The business was established in Tasmania in 2000 as a joint venture, however in August 2009 it was
announced that Bendigo would take over full ownership of the business. A State Manager was appointed, a
role which had not previously been held and with this role in place we were able to push forward in the
Community space to deliver social outcomes in conjunction with building a strong business.
In Tasmania we are currently in the build phase. Over the past 11 years we have developed a good platform
on which we can build our connectivity with our partners. We are relying on the input of others, who have
29

been through this journey interstate, to guide us. Today we have 16 branches throughout Tasmania (7
community owned and 9 company owned), 2 more community branches to open within the next financial
year and 5 steering committees formed for new community bank branches.
Some of the outcomes that have been achieved by our existing Community Bank branches include:
Swansea/Bicheno: Donate $2 from the opening of each new account to the Devil Island project and
$5000 Bicheno Primary School sponsorship of catch-up literacy programme,
Geeveston/Dover/Huonville: With the Huon Valley Council were able to pool funds to bring medical
services back to Geeveston and $5000 donation to assist with the completion of Huon Valley Playground.
Deloraine: Assisted in saving the Westbury Medical Centre from closing with the donated of funds and
provided the final amount of funding required to assist a local horse whisperer who suffers from MS to
purchase a four wheel drive wheel chair. This gives her better mobility around her property and also
helped achieve her dream to attend Equitania.
Queenstown: $2650 to St Josephs Primary School for installation of a Water Filtration System and a
Hothouse and $600 sponsorship for the May day boxing titles held in May and October 2010.
Our branches are also strongly involved in the community space. All branches make numerous grants,
sponsorships and donations of time and practical support to schools, sporting groups and other local events.
Our work matters because we believe in what we do. We are passionate about making a difference and
being a partner of choice. Through our involvement in communities we are able to help to empower people to
have a can do attitude.
The hardest thing is communicating our message and being given the opportunity to demonstrate that we
are genuine in our endeavors to help communities to help themselves. While the Community Bank model
has been alive for 13 years the Bendigo brand overall is still quite new to Tasmania and as such our branch is
still not widely recognised. People are often only familiar with one aspect or the other i.e. Understand we are
a bank but dont realise the involvement we have in community or attentively know that Bendigo are good for
community but dont know that we are a real bank who provide a full range of services.
The most important thing we have learnt is that what we
believe in is achievable. Where a community embraces the concept
it can be extremely successful financially and from a community
perspective. Sometimes it can be more difficult in some communities
to get that message across as no two communities are the same.
We make a concerted effort to education communities before they
embark on this journey about the level of commitment required for
success. It should not be entered in to light heartedly.
We have learned that we need to try to communicate the message
clearly to our team and keep all parties informed as to the successes
we are having. It is important for us to bear in mind in the
recruitment of our staff that they are those who really care about and are engaged with their local area.
Our dream is to be relevant, connected and valued by all who we are involved with. We have a desire to
assist communities to succeed in whatever they set out to do and we endeavor to do what we can to help
them reach their full potential.
Bendigo Bank
OUR ADDRESS:
139-143 Hobart Road, Kings Meadows Tas 7249
WEB: www.bendigobank.com.a
PHONE: 03 6336 1605

30
Source Community Wholefoods

Cooperative
UTAS, Hobart Campus, Tasmania
Organic Food Cooperative and Community Garden
Source Community Wholefoods Cooperative is a community
driven not-for-profit venture which includes:
an organic food cooperative (shop) which provides
affordable organic, local, minimally packaged & fair
trade goods;
a community garden with wood-fired pizza oven,
small apple orchard and composting facility
Source was initiated in 2005 by a group of students and community members interested in creating a more
sustainable future. The centre provides a place to explore social and environmental issues, acting as a living
example of urban sustainability which encourages community involvement and creativity. The centre also
provides education including teaching people how to grow their own food.
While Source is located on the University of Tasmanias Sandy Bay campus the facility aims to remain
inclusive for the wider Hobart community while still offering affordable prices to students.
Why we have chosen this road? A key part of the philosophy of Source Community Wholefoods
Cooperative is about social issues (positive contributions and environmental interests). Being a social
enterprise (as opposed to a business or NFP) is the vehicle for achieving this. Source Community Wholefoods
Cooperative covers:
food provision
trading activity
community garden (sell goods)
education (subsidised through the shop)
There is a unique feel about this social enterprise. As a not-for-profit business the objective is to cover costs.
However, this is a constant struggle due to high customer standards, a very competitive retail food industry,
and the skill set of the people involved not always matching the skills required.
Our start-up story: In August 2005 a group of students at the Enviro-Collective (University Environment
Collective) had the idea of starting a food cooperative on the University Campus as well as building a
composting facility and establish a community garden. Together these ideas became a project called the
UTAS Sustainability Centre. From here a proposal was put to the University to gain support and additional
funding to move an existing food co-op (Hobart Organic Food Co-op) to an underused site within the
university. For the next 12-18 months planning and building approvals were sought to develop the site as well
as seeking funding to support the development of the sustainability centre.
Construction of the building started in January 2008 and was completed in February 2009. The building was
then fitted out, further funds were raised, staff members were sought and the centre was promoted. Also in
2009 the Board was reformed and the organisation was incorporated. Members of the Board as well as
volunteers involved in the project had a diverse range of skills. Business and community engagement was a
vital skill area to ensure the success of the centre. One of the more difficult issues at this time was how to
recognise the varying motivations which led the initial core group of volunteers to sustain the thousands of
hours of effort required to help make it a success.
31

Our skills: Source Cooperative required a diverse range of skills to ensure the success of the enterprise.
These were sought from a wide range of people within the networks of members of the board and volunteers.
They included:
Food business skills sought from business development and planning experiences in food sector in
the UK
Project management
Community engagement
Inspirational education programs
Effectively dealing with stakeholders e.g; University and government
Consensus decision making skills (the board is run on this basis)
Negotiating and effective conflict resolution
Passion for issues
Publicity, events management and marketing
Volunteer coordination
How to be a compliant employer
Legal issues including lease negotiations and writing a constitution
Accounting skills
Web design
Gardening skills
Fundraising and tender writing
Working with the media
The skills we needed: These skills were found through volunteers, specialist experts (e.g legal student,
brokered law firm and free legal advice), University resources, contra-agreements, networks of Board
members and exhibiting at local events.
What we need: There are several key skills areas missing to help make Source Cooperative continue to be
a success. These include accountancy (always have to pay for this), marketing (there is currently no
marketing plan nor a dedicated person to manage this aspect), financial support to keep building the
sustainability centre (there are many additional projects that the board wish to pursue into the future) and
time (to keep building the Centre).
Where we are now? Source Cooperative is currently moving from a development phase into an operational
phase. This means a phase of improving service delivery rather than expanding. It will be important to have
more events to promote the centre, stabilise the income generated, and generally do things better. There is
currently a transition in Board roles which will mean new people being involved in the co-op. There is a
continuing need to improve quality and price of what is offered through the co-op while also ensuring it
remains an engaging community space.
The benefits:
Source Cooperative creates many benefits, including:
A sense of community on campus for university students

More affordable access to local organic food
Employment opportunities
Opportunity for local growers to provide produce to the co-op
A link between the university community and the general community (who also use the co-op).
Education for all people involved

32
The hardest thing has been:
Managing conflict
Finding volunteers willing to take on and complete projects requiring autonomous decision making
Ensuring a competitive and compliant food retail business run by volunteers
Building the diversity of skill set to continue to be successful
The most important thing we have learned.
If you ask, you may find there is a high level of institutional support available (university, government
funding etc)
Persistent volunteers with a shared vision
Have a tangible project idea (it is easier to gain funding if people can see what the money is for
something specific, such as physical buildings)
You need to focus on the organisational and financial aspects
But you also need to remember what inspires you
Make it fun!
Our dreams is to continue to operate as a standalone business, deepen sense of community through events
and workshops and give people opportunities for the experience of being involved in a co-op.
OUR ADDRESS: 12 French Street, Sandy Bay, Tasmania
EMAIL: source.wholefoods@gmail.com
WEB: www.sourcewholefoods.org.au PHONE: (03) 6224 0055 (shop)
33

Salamanca Arts Centre

Salamanca Place, Hobart
Not-For-Profit Arts and Centre
We are a social enterprise because we earn
income that in turn supports community access to
the arts.
The Salamanca Arts Centre (SAC) is a not-for-profit
arts centre housed in buildings owned by the
Government of Tasmania leased to the Centre at
peppercorn rental. More than 60 arts related organisations and individual artists are based at SAC, and the
Centre manages performing and visual arts spaces within its seven heritage warehouse buildings. SAC exists
to develop and promote the arts in Tasmania through leadership, inspiration, creativity and excellence in arts
development, programs and facilities.
The Centre has evolved into a social enterprise over time. Rental revenue from arts-based businesses housed
in the Centre contributes to the Centres infrastructure for the benefit of the local arts scene. The Centre is
neither the conventional business nor not-for-profit model and so has become a mix of both. Being a social
enterprise is a more sustainable way of supporting more artists and the community than either model could
offer on its own. Through revenue generation, Salamanca Arts Centre supports artists, gallery operators,
writers, film-makers, musicians, jewellery makers, craftsmanship, youth arts and theatre.
Our start-up story: Salamanca Arts Centre was founded in 1976 as a community and arts centre. A
number of artists had previously resided in the Salamanca precinct in an old building on the corner of
Woobys Lane. When this facility burnt down the loss highlighted the great importance of an artistic presence
in the Salamanca area to the Hobart and Tasmanian community. In response to public demand, the State
Government at the time bought the buildings that now house the Salamanca Arts Centre.
A Committee was soon formed to lead a new Community and Arts Centre Foundation Inc. Ultimately, it was
the leadership of a committed group of community activists, who truly cared about the arts and the
opportunities that they can provide, that turned vision into reality. Over many years and stages of
development, hundreds of people have collectively contributed to the Salamanca Arts Centre, but it was the
initial Board and Salamanca community, who really got the organisation off the ground. In particular,
longstanding Board Chairman Lloyd Blazley established a way of managing the Centre at a time when no
other organisation of its type existed in Tasmania.
In the early days, everyone who was involved in the Centre was involved in a very hands on way.
Volunteers cleaned the buildings and carried out the basic building work that was needed to bring the Centre
into a state of repair. In the 1970s, the Salamanca Arts Centre could only afford to employ one staff member
and so everyone else involved was there on a purely voluntary basis. In the 1980s, changing perceptions of
the value of the arts and of community organisations led to a shift in values at a State and National
Government level. In time this has led to an increase in government support available to these types of
organisations.
Our skills: Salamanca Arts Centre was founded and continues to be driven by the qualities of passion and
commitment. Collective - not individual skill has kept it moving forward. The Centre owes its success to
the many Board Members, staff, supporters and occupants, who have cared for it over many years. Artists

34
and artisans pour their heart and soul into what they make and this is reflected in their support and advocacy
for the arts community.
The Centre needs a broad range of professional skills just to manage day-to-day operations. Skills required
range from financial management, to building management, knowledge about tenancy and of course, the
arts. Being a multi arts centre, knowledge about different types of arts contemporary, inter-art, visual,
theatre, music and so on is a necessity.
Salamanca Arts Centre has found the skills it needs from volunteers, board and committee members and staff
members. The Centre employs staff who can work across a broad range of areas.
What is missing? Like any other social enterprise we would love to be able to do more. Access to increased
art development funds and the resources to implement a comprehensive building restoration would allow us
to increase our contribution to the community.
Where we are now? Salamanca Arts Centre has come a long way since its humble beginnings and has now
evolved into a contemporary arts centre and creative hub. In fact, the Salamanca Arts Centre has developed
and changed over time, alongside the development of the broader Salamanca precinct. The Centre is well
recognised as a mature, established arts institution contributing to the cultural and economic life of Hobart
and Tasmania. In 2008 the Centre became incorporated as a Company and a new constitution was adopted
to establish a not-for-profit Company Limited by Guarantee. There have been many infrastructure
improvements made to the facility over the years. A major achievement in 2009 was the installation of a lift
to allow wheelchair access to the Long Gallery and other spaces on the first floor.
Another significant achievement is the Centres major partnerships. Salamanca Arts Centre established Mona
Foma, and works with Ten Days on the Island, CAST (Contemporary Arts Services Tasmania), Tasmanian
Polytechnic, UTAS, the Taste Festival and Festival of Voices. These partnerships have allowed the Centre to
further increase the accessibility of the arts to the public of Tasmania.
This year the Centre will celebrate its 35 th anniversary, a milestone that will be marked by a celebration and
anniversary projects.
Our work matters because SAC supports emerging and established Tasmanian artists in a way that invites
the participation and appreciation of the wider community. For example, each year the Centre commissions a
Curator to bring together an exhibition of works by Tasmanian, national and international artists. These
exhibitions typically tour Tasmania and to Victoria, NSW and South Australia.
Aside from providing a place for artists to create, display and sell their work, the Centre provides practical
support for the arts in many other ways. This includes running and developing arts programs and providing
education and training, including business development programs for artists so they can learn to become their
own entrepreneurs.
Workshops or artist master classes are held by various artists and arts organisations within the Centre who
are committed to passing on their skills and valuing the importance of creativity in society. The Centre also
boasts strong links with the University of Tasmania School of Art and reserves gallery space for its recent
graduates. Student learning and mentoring is a major focus.
Many arts organisations within the Centre also have strong community ties in their own right. For example,
KickStart Arts is a community cultural development company with a strong focus on facilitating the
involvement of young Tasmanians in the community as contributors to cultural life.
The hardest thing has been at times, battling unfair and uninformed media about the retail arm of the
Centre and the public perceptions that are created as a result. The Salamanca Arts Centre always makes
35

business decisions based on what is right for the local arts community. Its fundamental purpose is to provide
opportunities that will support artists.
So the hardest thing is keeping a lot of activities moving forward in a positive, dynamic way, always being
alert to opportunities, when this work is not always obvious or seen by the community.
The most important thing we have learned is to always keep the arts at the forefront of our thinking. In
managing the Salamanca Arts Centre, we always ask ourselves, what is best for the arts? That is, what
business decisions will provide the best opportunities for the Tasmanian art community?
Our dream is to see the value that the community places on the arts and creativity continue to grow. To see
opportunities for the arts abound and flourish. That people value handmade creation from music, to craft, to
new performance and the positive influence this has on their lives. To see the Centre evolve and continue
into perpetuity another 99 year lease! So that future generations can value the Salamanca Arts Centre for
being an important contributor, and part, of a vibrant Tasmanian community.
Contact: Rosemary Miller, Director
OUR ADDRESS: 77 Salamanca Place, Hobart TAS 7004
EMAIL: info@salarts.org.au
PHONE: 03 6234 8414
WEB: www.salarts.org.au

36
More Stories
We will continue to add new stories as they come to light and
grow the profile of SE in Tasmania. We encourage you to contact
us if you know of other social enterprises that deserve their story
to be told.
Please contact us at:
www.socialenterprisetasmania.blogspot.com
37


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About This Report

Raising awareness about social enterprise

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Bonorong Wildlife Sanctuary

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understand tax issues and use this information wisely to

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Mersey Natural Resource

understanding and managing group dynamics

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completed in excess of 1 400 on-ground projects

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Oatlands Bargain Centre

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Resource Work Cooperative

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Self Help Workshop

It provides much needed employment for people with

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Tasmanian Association of Disabled Persons Abilities Centre

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Tin Shed Pottery

A fully-equipped workspace centre to support local

Tin Shed pottery provides benefits to the community which

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Source Community Wholefoods

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A sense of community on campus for university students

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The hardest thing has been:

The most important thing we have learned.

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Salamanca Arts Centre

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