Parramatta City Council Grants Program

Parramatta City Council 

Grants Program: 

Social Enterprise Stories 

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Since its establishment in 2007, Parramatta City Council’s 

social enterprise program has contributed almost $400,000 

to activities that help achieve better social, employment, 

environmental and cultural outcomes across the City. 

Council’s social enterprise model has been recognised for 

its innovation and as you will see in the stories that follow, 

there are many diverse examples of participants who have 

helped facilitate a more engaged citizenship and create 

vibrant communities. 

As the program has matured, Council has learnt much about working with social 

enterprises and Parramatta is continually recognised as a preferred destination for 

new start-up businesses. 

Social enterprise has the potential to deliver social benefits and, in some cases, 

liveability outcomes to our communities and ensures it remains a smart, innovative, 

socially inclusive and highly liveable City. 

It is with great pleasure that I present this compilation of stories about the social 

enterprises that Council has funded over the past five years and I look forward to 

seeing this program, and these businesses, grow into the future. 

Cr Lorraine Wearne 

LORD MAYOR 

PARRAMATTA 

FOREWORD

CONTENTS 

Introduction...................................................................................................... 1-2 

Circus Solarus Inc............................................................................................ 3-4 

ICE........................................................................................................................ 5-6 

Jafra Catering................................................................................................... 7-8 

African Food Project.................................................................................... 9-10 

Bicycle Recycling Network...................................................................... 11-12 

Parramatta Clay & Arts Inc..................................................................... 13-14 

SEVA Women’s Cooperative Enterprise............................................... 15-16 

Mars Hill Café............................................................................................. 17-18 

Riverside Coffee Shop............................................................................... 19-20 

African Village Market.............................................................................. 21-22 

African Family Day Care........................................................................... 23-24 

African Women’s Cleaning Enterprise.................................................. 25-26 

Chainbreakers Shed................................................................................... 27-28 

Food Connect Sydney................................................................................ 29-30 

Shortland Black Café................................................................................ 31-32 

youMove....................................................................................................... 33-34 

Fitted for Work........................................................................................... 35-36 

Food4Life....................................................................................................... 37-38 

Other Social Enterprise Grant Funding................................................. 39-40

1 

INTRODUCTION 

Parramatta City Council’s social enterprise grants are a key element of the wider 

Social Enterprise Program which sits within Council’s Community Capacity Building 

team. These grants have been operating as a category within Council’s Community 

Grants program since 2007, with five rounds of social enterprise grants awarded 

since then. In that time, 27 organisations have been funded, a number for multiple 

years, with almost $400,000 awarded to social enterprise activity in the Parramatta 

region. 

Both at home and abroad, the social enterprise model is increasingly being 

recognised for its potential to generate innovative responses to the complex and 

consuming social, environmental and economic challenges we are facing globally. 

As you will see in the stories that follow, the breadth of activities encompassed 

within the ‘broad church’ of social enterprise is diverse: diverse in trading markets 

(service or product offering), diverse in purpose (social, environmental and/or 

cultural), and diverse in structural form (for-profit, non-profit, cooperative, and 

other creative hybrid forms). 

Parramatta City Council initiated a social enterprise program because we recognise, 

as an organisation, that strategic approaches to nurturing social enterprises can 

deliver, in the longer-term, employment and economic participation outcomes for 

local individuals who face complex and often multi-faceted barriers to securing 

sustainable employment opportunities. 

We also recognise that increased economic participation helps to build resilience 

in communities and has the potential to have an impact on entrenched social 

issues. Through their activities, many social enterprises seek to involve community 

members from all walks of life and across a variety of social, environmental and/or 

cultural objectives. 

Five years after it commenced, Parramatta’s social enterprise grants program 

represents a significant innovation for the local government sector and is unique in 

Australia. 

As noted, social enterprise is a broad field of activity, in both the trading and 

social perspectives, and with the business model better understood internally and 

externally, Council introduced new streams within the social enterprise funding 

pool from 2012.

We now realise that there are a range of types of social enterprise that could 

greatly assist us to deliver our objectives for the City and provide us with the 

opportunity to promote Parramatta as a location of choice for social enterprises. 

In particular Council’s revised configuration of social enterprise grants is designed 

to act as an attractor to larger, more established social enterprises while continuing 

to support local, small and emerging social enterprises that are at the concept 

testing stage of development. 

A total of $80,000 per annum is currently available in Council’s social enterprise 

grants funding pool. Grouped into two streams, these include: 

• grants of up to $2,500 to contribute to business and/or strategic planning 

activities that will move the social enterprise towards start-up 

• grants of up to $25,000 to assist social enterprises to locate in the Parramatta 

local government area, or to contribute to a significant growth activity of a 

local social enterprise. 

For more information on Council’s Social Enterprise program and social enterprise 

grant funding opportunities, contact 02 9806 5000 or visit www.parracity.nsw.gov.au 

The social enterprises in this publication are presented in order of ‘first funded’, as 

in those awarded funding by Parramatta City Council first are featured first, and 

those funded more recently bring up the rear. The stories are presented from their 

own perspective. 

As further funding is awarded, additional social enterprises will be added to this 

epublication. 

An independent Appraisal of Parramatta City Council’s Social Enterprise Program 

was undertaken by The Miller Group in late 2011. The report can be accessed at: 

www.parracity.nsw.gov.au/__data/assets/pdf_file/0011/99623/PCC_Social_ 

Enterprise_Program_Appraisal_Dec11.pdf 

2

3 

CIRCUS SOLARUS INC 

QUOTABLE QUOTE: 

Having the skills and talent to DO something, 

whether it is performing, cooking, relating to or 

helping people is different from being able to 

run a social enterprise. 

SOCIAL PURPOSE: 

Circus Solarus encourages diverse communities 

to actively participate in local mostly outdoor 

events that tell people’s stories. Its interactive 

arts and performance activities support fulltime 

arts workers and encourage community 

engagement. 

TRADING FOCUS: 

Circus Solarus provides entertainment for 

events; community development projects, 

education campaigns, workshops and seminars. 

www.circussolarus.com.au 

THE ISSUE: 

While Western Sydney has a wealth of 

interesting people and stories to draw on, prior 

to Circus Solaris realising its full potential, 

there were limited opportunities to develop 

street theatre based arts events that celebrate 

and engage local people.

THE JOURNEY TO DATE: 

Building on its 23 years as an arts-based 

business, Circus Solarus recognised that its 

focus was increasingly being drawn towards 

community-related arts events. Following an 

intensive planning process, its partners decided 

to re-invent their entity as a social enterprise. 

By creating opportunities for community 

individuals and groups to participate in local 

events and mentoring local emerging artists 

Circus Solarus now supports full-time artists 

on low wages. Circus Solarus has also helped 

bring little known Australian histories to the 

wider public, contributing to the Stories from 

Around the World project commissioned by the 

Parramatta Riverside Theatres. 

PARRAMATTA CITY COUNCIL SOCIAL 

ENTERPRISE GRANTS FUNDING: 

Circus Solarus has received $30,000 over three 

years, commencing in 2009. 

HOW HAS COUNCIL MADE A 

DIFFERENCE? 

Council’s Arts Advisory Committee identified 

the potential of Circus Solarus to transition to 

a social enterprise model, and initial funding 

allowed the Partners to develop their first ever 

business plan. The planning process helped 

identify key market segments and match these 

to services that Circus Solarus was already 

providing. It also gave the Partners time to 

think about their longer-term plans and 

directions. 

Changing the organisation’s legal structure 

meant that Circus Solarus could apply for 

program-related grant funding—something that 

was not possible under its previous partnership 

based structure. The liability of the team was 

also addressed, changing the structure to 

minimise personal risk exposure. 

Circus Solarus worked with a 

business mentor to bring their 

business plan to life and received the legal 

advice required to change its structure 

through the Social Enterprise Pro Bono 

Legal Panel. Council also facilitated financial 

management and other training opportunities 

and a subsidised studio in the Parramatta CBD 

through Riverside Theatre’s Connect Studios 

program. 

The new focus on working with local 

communities involves drawing out stories and 

making these visible through participatory 

events and activities. In the three years since 

Circus Solarus converted to a social enterprise 

model, it has created sizeable professionally 

run events with community participation and 

site specific performances involving up to 150 

people including youth, emerging artists, new 

migrants, Indigenous people and performers. 

ADVICE FOR STARTING UP A SOCIAL 

ENTERPRISE? 

The marketing, project management, client 

relations, bookkeeping and accountability, OHS 

and other skills are just as important as having 

creative talent and skills and often take up more 

time than other aspects of the business. 

When planning your short, mid and long-term 

goals, it is sometimes important to decide what 

you don’t want to do, as well as what you do 

want to do. 

SNAPSHOT: 

Status: Established since 1987, formally 

adapting to a social enterprise model in 2008 

Paid workers: 2 full-time with 10 –15 artists on 

a casual project basis 

Volunteers: 8 -120 on a project by project 

basis; with up to 600 per year 

Location: Connect Studios, Parramatta CBD and 

events across Western Sydney and beyond 

4

5 

ICE CREATIVE HUB 


The most exciting aspect of this program has 

been . . . seeding creative ‘collisions’ between 

some of the region’s brightest and most 

innovative minds. 


ICE Creative Hub’s mission is to provide 

creative infrastructure for Western Sydney’s 

communities and creative minds. Its creative 

and cultural projects engage communities 

and identify leadership potential, with Switch 

Digital Arts Centre offering technology and 

training, and ICE’s consultancy arm offering 

project experience and employment. 

www.ice.org.au 


The ICE Creative Hub provides a public 

program of events, ‘hot desking’ services for 

‘creatives’, and long-term support for resident 

enterprises (creative and cultural producers) 

in the form of mentoring, training, networking 

and showcasing opportunities. The resident 

enterprises provide a range of creative and 

cultural services.


The enterprises currently being incubated 

in ICE’s Creative Hub space benefit from 

personalised and accessible mentoring from 

ICE management, project experience, as well as 

introductions to the community and business 

sectors that ICE arranges. The quality of the 

networking opportunities at ICEbreaker events 

and the Hub’s professional meeting facilities 

and proximity to Switch Digital Arts Centre 

also assist these enterprises. 



ICE received $10,000 in 2007 and $10,000 in 

2011 to towards its Creative Hub Enterprise. 


DIFFERENCE? 

ICE has enjoyed a long and rewarding 

relationship with Parramatta and Parramatta 

City Council, including the development of the 

ICE Creative Hub. 

Guided and assisted by Council’s social 

enterprise program and the Parramatta Social 

Enterprise Hub, ICE developed a plan for 

sustainability over four years ago that defined 

the social enterprise elements of its business 

model. The work that went into the business 

planning and support provided through the 

process subsequently assisted ICE in the 

preparation of other funding submissions and 

its long-term lease negotiations. 

Council’s continued support of the Creative 

Hub has allowed ICE to consult with its 

resident enterprises and set up an evaluation 

system that will digitally track evidence of each 

enterprise’s growth. This automated system will 

allow ICE and the resident ‘Hubsters’ to share 

their findings with the community cultural 

development and business sectors. This is 

important to the creative start-ups that ICE is 

seeding through this 

program as it provides a 

framework to integrate 

evaluation and reporting 

into their day-to-day practices, and from the 

outset of their activities. 


ENTERPRISE? 

Invest your time into connecting with the 

communities that you will be working with. 

Consider income streams carefully and 

realistically. Build a community around your 

idea, and develop meaningful partnerships. 

SNAPSHOT: 

Status: Established 

Paid workers: 10 hub resident enterprises 

Volunteers: 2-5 

Location: 8 Victoria Rd, Parramatta, 2150 

6

7 


Any idea that changes someone’s life for the 

better must be a good one. 

JAFRA CATERING 


Jafra Catering’s delicious Palestinian and 

Middle Eastern food is prepared by stayat-home 

mothers who have been trained in 

commercial cooking. This social enterprise aims 

to reduce the social isolation of such women 

and to provide them with a small independent 

income stream. Once up and running, any 

profits made by this social enterprise will help 

fund projects that specifically target youth and 

women from local Middle Eastern communities. 

www.jafracatering.com.au 


Jafra Catering currently trades via orders 

received over the internet, email and phone. 

Their website promotes the available menus 

and types of events and functions they are able 

to supply. In the longer term, Jafra Catering 

hopes to establish a shopfront café that will 

provide ongoing access to a commercial 

kitchen and a place for community members to 

enjoy their menus in a relaxed atmosphere.

THE ISSUE: 

Many women who arrive in the Australia 

experience social isolation and face big 

challenges as they try to learn about their new 

country while caring for their families. While 

they may be keen to work and learn new skills, 

they find it difficult to find and commit to fulltime 

employment due to caring responsibilities. 

Jafra Catering provides a way for these women 

to do both, while also championing a nutritious 

Middle Eastern cuisine. 


Jafra Catering has been trading for about 

three years and the women involved enjoy 

the opportunities to come together to prepare 

food, share stories and learn about community 

services and other activities that can assist 

them to settle in Australia. 

From little things big things grow, and Jafra 

Catering’s small number of loyal customers is 

slowly increasing. In the longer term this social 

enterprise aims to generate funds that will 

support the delivery of cultural projects for the 

local Middle Eastern community’s women and 

young people. 

Currently, the key focus is on securing an 

affordable commercial kitchen so that the 

volume of orders can be increased, and a more 

streamlined approach developed. 

PARRAMATTA CITY 

COUNCIL SOCIAL 

ENTERPRISE GRANTS 

FUNDING: 

Jafra Catering has received $30,000 over three 



DIFFERENCE? 

Council’s grant funding seeded the 

establishment of the start-up stage, and Jafra 

Catering’s Founder was referred to the School 

for Social Entrepreneurs program. A temporary 

kitchen space was also made available for 

several months. 

Following the completion of the funding 

period, Council continues to regularly connect 

with this social enterprise, offering support and 

linking it to a wide network of social enterprise 

activity, and to promote its catering services. 


ENTERPRISE: 

Don’t give up and be positive. There is no right 

or wrong idea. Any idea that changes someone’s 

life must be a good one. 

SNAPSHOT 

Status: Early start-up 

Paid workers: 5-6 casual workers, paid per 

catering job 

Volunteers: Significant volunteer time from the 

Founder 

Location: Trades across the Parramatta region 

8

9 

AFRICAN FOOD PROJECT 


The initiative and creativity shown through the 

African Food Project has been an inspiration and 

example for many communities in Australia and 

in Sydney in particular. 


The African Food Project aims to unite the 

African communities of Sydney in particular, 

and the wider Australian society in general, by 

promoting the nutritional value and recipes of 

the African cuisine. 


The African Food Project grows and sells 

African and other vegetables. 

www.africanfoodproject.org 

THE ISSUE: 

Food plays a key cultural role in all 

communities and Africans are no exception 

when it comes to enjoying their traditional 

dishes. However, most African vegetables are 

little known in Australia and fresh supplies can 

be difficult to source. In addition, local African 

community members prefer locally grown fresh 

produce to the frozen vegetables imported 

from Fiji. 

Many traditional vegetables are high in 

nutritional values and substituting them with 

lower-quality refined types of food is affecting 

the health of migrant communities, particularly 

through an increase in sugar intake.


After completing its business planning process, 

the African Food Project established a site 

in Schofields, Blacktown since there was 

limited suitable vegetable growing land in the 

Parramatta LGA. 

This social enterprise grows organic vegetables, 

including: cassava leaves, pumpkin leaves, 

sweet potato leaves, okra, roselle (hibiscus), 

amaranths and jute (molokya). Organic Cassava 

leaves and roselle are especially important 

fresh produce as they are very rich in iron and 

vitamin C respectively. 

The African Food Project currently sells its 

produce at market prices through African shops 

in Blacktown and St Marys, and will soon have 

an outlet in Parramatta. The main recipients of 

the food are African communities in Sydney, 

Wollongong and Newcastle. 

Assistance has been provided by a range of 

organisations and groups, including Friends of 

STTARTS, the project’s auspice partner for its 

funding agreement with Council. 

The excellent relationships that this social 

enterprise has established with a wide range of 

stakeholders, including local schools, and their 

enthusiasm for its work are a real achievement, 

with the project Founder asked to speak to 

groups on a regular basis. 



The African Food Project has received $40,000 

over four years, commencing in 2008. 

HOW HAS COUNCIL 

MADE A DIFFERENCE? 

Council’s funding supported the 

development of a business plan for the 

concept and subsequently contributed to 

the Manager’s wage and operational costs 

associated with running the farm. 

A Westpac business mentor has been working 

with the African Food Project and coordinated 

Westpac staff team volunteering days at the 

farm to assist with weeding and planting. 

The African Food Project Manager has also 

participated in Parramatta Social Enterprise 

Hub activities and through Council’s social 

enterprise program been connected to a wide 

range of activities and potential partners. 

With the income from the current level of 

trading modest, there is a long way to go until 

the project becomes sustainable and starts to 

have a significant impact in the community, 

with building a viable turnover the current 

focus. 


ENTERPRISE? 

Social enterprises are to be encouraged and 

promoted to those who are passionate about 

working for the benefit of their community, 

but they demand self-sacrifice in term of time, 

commitment and money — especially during the 

start up stage, when income is limited. 

SNAPSHOT: 

Status: Start up 

Paid workers: The farm uses some paid workers 

for urgent weeding when funding is available 

Volunteers: The manager works as a permanent 

volunteer and coordinates volunteer groups to 

work on the farm 

Location: Leased site at Schofields, Blacktown 10

11 

BICYCLE RECYCLING NETWORK 


This project has grown in a way I didn’t imagine 

at its beginning . . . 


The Bicycle Recycling Network is a 

community-based project that collects and 

repairs unwanted bicycles and redistributes 

them within the community. From bike art, 

wheelchairs for amputee victims, youth 

programs, preservation of historical bikes, bikes 

sent to third world countries, the network’s 

activities are many and varied. 

The network’s focuses on providing assistance 

to marginalised community members, creating 

a social outlet and education base where skills 

are obtained and ideas fostered, as well as 

keeping bikes out of land fill. 


The Bicycle Recycling Network aims to 

generate income through the sale of 

refurbished bicycles, and through delivering 

workshops and programs targeted at specific 

groups. 

www.bicyclerecycling.com/index.html

THE ISSUE: 

A wide range of government programs support 

the positive benefits of cycling but many 

families can’t afford them and people with 

disabilities often require modifications before 

they can use bikes. Concurrently increasing 

numbers of bicycles are being discarded to 

Council clean-ups, with unwanted bikes being 

sent to landfill or recycled as scrap. 

A number of non profit bicycle Australian and 

global recycling ventures are working to keep 

such bicycles in active service while helping 

community members experience the joys of 

cycling. The growth and sustainability of such 

recycling ventures, however, is hampered by a 

lack of coordinated information on what works 

in which context. 

While this non-profit model has a history of 

successful service in the community, the range 

of activities it can provide and its ability to 

meet the demand for its services are limited by 

being a volunteer-based venture. 


When the Founder of Bicycle Recycling 

Network suffered a workplace injury, she was 

determined not to let this setback limit her life. 

In 2006 she established the Bicycle Recycling 

Network to incorporate her passion for bicycles 

with a desire to help people experiencing 

similar issues. 

A feasibility study funded by Council examined 

whether the network could transition to a 

self-sustaining social enterprise in order to 

better service the community. It highlighted 

the logistics of the proposed operation, 

examined comparative bicycle recycling 

initiatives, identified a wide range of partners 

for the program and piloted a number of joint 

activities. 

The study found that the Bicycle Recycling 

Network met the criteria to become a self- 

sustaining social enterprise. 

An important aspect would 

be working collaboratively 

with a range of 

organisations, involving more people in the 

running of the project, and establishing as an 

incorporated organisation. 

Due to personal circumstances, the Founder 

chose not to convert the project to a social 

enterprise at that time, but to continue to run 

the Bicycle Recycling Network as a volunteerbased 

entity. 



The Bicycle Recycling Network received 

$10,000 from Council in 2008. 


DIFFERENCE? 

Parramatta City Council’s grant funding 

allowed the Founder to undertake a feasibility 

study regarding its converting to a trading 

social enterprise. Participation in the 

Parramatta Social Enterprise Hub provided 

some support for the process, and additional 

funding to purchase stock was also made 

available through a Hub partner. Council also 

offered a storage space for stock overflow. 


ENTERPRISE? 

To be sustainable, it must grow beyond the 

nurturing structure of a supported non-profit 

and become something more that will allow it 

to flourish. 

SNAPSHOT: 

Status: Established, on a volunteer basis 

Volunteers: Volunteer Coordinator 

Location: Old Toongabbie 

12

13 

PARRAMATTA CLAY & ARTS INC 


Be prepared for hard work, often taking 

two steps forward and then about 10 steps 

backwards! 


Parramatta Clay & Arts Inc provides local 

employment and income opportunities 

for artists and encourages culturally and 

linguistically diverse communities to participate 

in clay-based activities in a cross cultural arts 

exchange. 


Parramatta Clay & Arts Inc creates and sells 

hand crafted locally made ceramic products 

such as tableware, ornaments, jewellery and 

wall art and also produces custom made orders 

including funerary urns, personalised mugs 

www.parraclay.org 

and platters. It undertakes public art projects 

on commission and provides workshops for 

children and adults classes. 

Its long-term vision is to establish a studio 

where artists can be viewed at work, training 

programs offered and high quality ceramics 

sold, establishing a cultural destination in 

Parramatta. 

THE ISSUE: 

Relatively few people working in clay or 

ceramics have the luxury of their own studio. 

This limits their capacity to generate an 

income ad forces many talented individuals to 

leave Western Sydney. This especially applies 

to traditional arts and clay workers from 

Parramatta’s high proportion of migrants and 

refugees.


Since its establishment as a social enterprise, 

Parramatta Clay & Arts Inc has generated 

revenue through the sales of its works, 

teaching and providing training for migrant 

artists and communities seeking employment. 

Its training programs are designed to foster 

self-confidence, increase socialisation and 

to create a pathway for income generation 

through ceramics. 

A NSW State government grant enabled 

this social enterprise to establish a studio 

on a Parramatta City Council site, which 

is being jointly leased with a community 

service organisation. A temporary studio 

was established at the Armory in Homebush 

while the preparation for the Parramatta site 

progressed. 

In 2011, Parramatta Clay & Arts Inc established 

a short term Pop Up Parramatta retail outlet 

in an empty shop, providing a CBD sales 

outlet, attracting new artist members and 

demonstrating the concept’s potential. 



PCAI has received $40,000 over four years, 

commencing in 2008. 


DIFFERENCE? 

Council’s funding enabled Parramatta Clay 

& Arts Inc to undertake its feasibility study 

and business planning process, document the 

concept and apply to the State Government’s 

community infrastructure funding program. 

It also allowed this social enterprise to lease, 

stock and trade in its temporary Homebush 

production space while negotiating for a 

Parramatta-based site. Council helped PCAI to 

navigate the development application process 

and progress a lease arrangement, with work 

on the permanent studio 

to commence in early 

2012. 

Following Council’s 

referred of Parramatta 

Clay & Arts Inc Manager to the School for 

Social Entrepreneurs, she was able to take on 

a full time coordination role, accelerating the 

start-up phase. 


ENTERPRISE? 

Be careful what you wish for! Bring together a 

supportive like-minded, committed team who 

can share the workload. If the team doesn’t 

have the same aspirations and goals to make it 

work, it can be difficult. 

NEVER give up despite the obstacles until 

you have tried all angles and investigated all 

options, against all odds. If necessary, apply the 

‘squeaky wheel’ strategy to get the project up 

and running and, above all, adapt the strategies 

used by successful social entrepreneurs and 

apply them to your work. 

SNAPSHOT: 

Status: Established activities; early start-up 

phase as a social enterprise 

Paid workers: 35 members, with 10 selling their 

work in the shop. 2-3 members paid as ceramic 

workshops teachers as-required 

Volunteers: 5 in the Pop Up Shop and another 5 

voluntary committee members 

Location: Retail outlet Pop Up Shop, 

Connection Arcade, Parramatta; Studio under 

development, Parramatta CBD fringe 

14

15 

SEVA WOMEN’S COOPERATIVE ENTERPRISE 


The social enterprise model is a good choice for 

the proposed South Asian Women’s Cooperative 

because our whole ethos is based on enabling 

people who face barriers to participating in 

economic, social or civic activity to get more 

involved. 


The SEVA Women’s Cooperative Enterprise 

aims to nurture and harness the talents of 

South Asian women by empowering them to 

gain financial independence and a sense of 

self-worth within their community and in their 

newly adopted country of Australia. 


Once established, this social enterprise will 

sell affordable, nutritious South Asian food to 

the public in the form of take-home meals and 

ideally in the longer term through a shop front 

and catering services. 

THE ISSUE: 

Many South Asian women find it difficult to 

find paid employment due to a lack of locally 

relevant skills, often compounded by their 

need for flexible work arrangements due to 

family caring responsibilities. This group of 

women often experience social isolation, have

little knowledge of community services and 

other support available, and they also lack the 

financial independence that would assist them 

to establish their identity in Australia. 

Consultation with potential participants 

identified that there was a strong interest 

in any activity that would assist them earn 

a little money, bring them together to share 

knowledge, and put their cooking talents to 

good use. 

At the same time, the consultation identified 

that there were limited outlets for healthy 

South Asian take-home meals in the 

Parramatta region. In particular it identified the 

potential of a service that catered for elderly 

South Asian community members, who may be 

less mobile and suffering from health issues. 


SEVA Women’s Cooperative Enterprise has 

completed a feasibility study and business plan 

for its concept, working with staff and students 

from Granville TAFE and from the University of 

Western Sydney’s Parramatta campus. As part 

of this process, members of the South Asian 

community have been engaged in developing 

the concept and a number of women interested 

in being involved have been identified. 

Options for securing start-up financing and 

other resources for the social enterprise are 

currently being explored, and the early-stage 

planning work is being consolidated. 

PARRAMATTA CITY 

COUNCIL SOCIAL 

ENTERPRISE GRANTS 

FUNDING: 

SEVA Women’s Cooperative Enterprise received 

$10,000 in 2008 and $5,000 in 2010. 


DIFFERENCE? 

Council funding enabled SEVA Women’s 

Cooperative Enterprise to prepare a feasibility 

study, including engaging its community in 

designing the enterprise focus, and preparing a 

formal business plan. Council and Westpac also 

matched a business mentor with this social 

enterprise’s Project Coordinator to assist with 

the business planning process. Connections to 

a diverse social enterprise network and related 

activities have also been made. 


ENTERPRISE? 

Come up with a great idea, plan well, obtain 

all the support you can get financially and 

otherwise, and resource your dream with 

willing, able and committed people to help build 

ongoing success. 

SNAPSHOT: 

Status: Planning stage 

Volunteers: Approx. four during the planning 

stage 

Location: N/A 

16

17 

MARS HILL CAFÉ 


Providing an engaging environment where 

people can belong, learn, create, grow and be 

heard. 


Mars Hill Café is a social enterprise that 

provides an opportunity for artists and 

musicians to perform and present their material 

locally. It also provides supportive training, 

work experiences, as well as volunteer and 

employment opportunities for youth and young 

adults. 

www.marshillcafe.com.au 


Mars Hill Café sells ethical coffee and 

affordable food, asks patrons for a cover charge 

for music events and charges local musicians 

making use of its studio recording and 

production facilities. 

THE ISSUE: 

People from all walks of life deserve to feel as 

though they belong, namely being involved 

in and contributing to society, without 

being labeled as ‘in need’. Mars Hill Café is 

an accepting community that has become a 

home-away-from-home for many local people, 

offering them informal support and a place to 

hang out.


From its start up in 2001, Mars Hill Café has 

focused on providing work experience and 

training opportunities for younger people, and 

a space for locally-based musicians and artists. 

By pitching itself as a cool venue, this social 

enterprise continues to offer a non-demanding 

comfortable venue where one can connect with 

friends and the café’s friendly staff. 

Proudly local and independent, the café has 

maintained its commitment to being a first rate 

café, a local music and alternative art venue. 

Styling itself as a place ‘where thinkers drink’, 

it attracts young people who want a quick bite, 

to see a band or songwriter, to perform a song, 

book a private function or sell their artwork on 

commission. 

Mars Hill Café latest venture is to set up 

and run a number of mobile coffee carts 

in the Parramatta City centre, in so doing 

increasing the café’s revenue and employment 

opportunities. 



Mars Hill Café has received $30,000 over three 



DIFFERENCE? 

For the past decade, Mars Hill Café operated 

in Parramatta, unaware that its activities and 

philosophies identified it as a social enterprise. 

A turning point came when Council involved 

the café in its Parramatta Social Enterprise Hub 

and subsequently referred one of its Founders 

to the School for Social Entrepreneurs and 

its nine-month ‘learning by doing’ course. 

Council’s social enterprise program put the café 

in touch with a business mentor and pro bono 

legal advice. All 

these activities helped 

Mars Hill Café to better 

understand its business 

model, and to overcome 

some of the key hurdles it was facing. 

Council’s encouragement to develop the 

coffee carts venture and to seek funding for 

its establishment from the Commonwealth’s 

Innovation Fund has meant that Mars Hill 

Café is able to offer employment opportunities 

to some of its long standing volunteers. Over 

time, this social enterprise will also provide 

a revenue stream that will help finance its 

community support activities. Various sections 

of Council have also provided assistance with 

navigating the development application and 

licensing requirements. 


ENTERPRISE? 

Be sure you can sacrifice the time to implement 

the project. Build a team to work with you. 

Acquire adequate funding beforehand. Craft a 

clear vision and plan. Bring in mentors from the 

start. 

SNAPSHOT: 

Status: Established since 2001 

Paid workers: Manager on a stipend and 6 

other paid staff 

Volunteers: 20-25 per week 

(220 plus since 2001) 

Location: 331 Church Street, Parramatta and 

mobile coffee carts 

18

19 

RIVERSIDE COFFEE SHOP 


Starting up a social enterprise is a fun and 

challenging journey. 


The aim of the Riverside Coffee Shop is to break 

generational cycles of poverty by engaging 

local young people in work experience and 

training. Once established, the program will 

provide on-site hospitality-industry training, 

including barista and food preparation skills, 

waiting on tables, and customer service. 

Work experience opportunities will enable 

young people to find future employment, giving 

them skills and a reference. The Riverside 

Coffee Shop also aims to build social capital in 

Ermington by providing a relaxed environment 

in which members can meet and connect with 

local community activities and services. 


Once Riverside Coffee Shop commences 

trading, it will offer a comprehensive menu of 

moderately priced food influenced by various 

international cuisines, as well as an extensive 

range of tea and coffee.

THE ISSUE: 

In late 2008, Riverside Church conducted 

a needs assessment within the Ermington, 

Rydalmere, Telopea and Dundas areas. This 

identified that local young people had 

limited opportunities to engage in productive 

activities, including work experience and workrelated 

training. This shortfall was resulting in 

boredom and isolating behaviour that tended 

to reinforce existing disadvantage emanating 

from a range of complex factors. In addition, 

young people were failing to access local 

support services that could have assisted them. 

The concept for Riverside Coffee Shop was 

developed, with an aim of addressing these 

issues in a real-life work environment that also 

provided a supportive atmosphere. 


Riverside Coffee Shop is in the early start-up 

stage. A business plan for the concept has 

been completed and this has assisted with the 

securing of a part-time coordinator. The next 

step is to find a suitable venue for the coffee 

shop and to identify potential sources of seedfunding 

to finance the establishment phase. 



Riverside Coffee Shop has received $35,000 

over four years, commencing in 2009. 

HOW HAS COUNCIL MADE 

A DIFFERENCE? 

Initial funding from Council 

assisted with the preparation of 

the concept business plan, with further funding 

allowing the employment of a Coordinator to 

undertake the start-up activities. Council’s 

program has also linked the Riverside Coffee 

Shop into a wide network of social enterprise 

activity and support. 


ENTERPRISE? 

You will need all the support you can get so look 

for those who can help you with this journey. 

SNAPSHOT: 

Status: Planning stage 

Paid workers: Part-time Coordinator 

Volunteers: The Riverside Church Pastor and 

various community members 

Location: Under development, Ermington area 

20

21 

AFRICAN VILLAGE MARKET 


We are transforming my social enterprise start 

up from a dream to a reality. 


The African Village Market brings together 

socially isolated women to make African 

products, learn about the Australian business 

environment and share information about the 

community services they may be accessing. By 

establishing small businesses, it assists women 

to gain employment while providing products 

and services to their community that are not 

otherwise available. 


The African Village Market’s first two shops are 

open Monday to Saturday and sell a range of 

products and designs with an African theme. 

Eight businesses are currently operating out of 

the two shops, including a very busy tailor who 

is almost ready to set up her own shop. 

THE ISSUE: 

Western Sydney continues to be an attractive 

destination for members of the African 

community but many struggle to find and 

retain employment, despite being offered a 

FACEBOOK: The African Village Market

multitude of training opportunities under 

various government programs. While there 

is a strong desire to work and participate in 

Australian culture, limited education, past 

traumas and discrimination hold them back 

when applying for positions. 

The social enterprise business model is well 

suited to some African community members as 

it combines a business approach with a social 

purpose which often relates to assisting other 

members of their community. 

Purposely designing the enterprise to suit the 

participants’ employment skills and serve the 

needs of their community benefits everyone, 

with these women once gainfully employed 

acting as role models. 


Getting involved in a social enterprise has 

enabled African women who would otherwise 

be unable to rent a shop to run a number of 

small businesses in a space where they feel 

comfortable. These migrants from the Congo, 

Kenya, Sierra Leone, Zimbabwe, Uganda, 

Sudan and Rwanda have greatly valued the 

ensuing sense of purpose, companionship, skills 

acquisition and opportunity to showcase their 

talents. 

Following the opening in September 2011 of 

two Pop Up Parramatta shops, the African 

Village Market hopes to establish a new 

tailoring enterprise to meet the ongoing 

demand. The long-term plan is to establish 

a dedicated African Centre, with the two 

temporary shops serving as an important first 

step. 

The African Village Market is in 

the process of applying for 

funding that will enable it to 

employ a coordinator. Its 

founder attended the School for 

Social Entrepreneurs program, 

making good local connections and developing 

confidence about how to work as a social 

entrepreneur. 



The African Village Market received $5,000 in 

2010. 


DIFFERENCE? 

Council’s Pop Up Parramatta program has 

provided two temporary shops that have 

allowed the African Village Market to start 

its trading activities and demonstrate the 

concept’s potential. 

The African Village Market has also received 

legal advice through Council’s Social Enterprise 

Pro Bono Legal Panel and been teamed up 

with a Westpac business mentor. The funding 

provided by Council has allowed the group to 

work together to fully develop its concept and 

document it into a business plan. 


ENTERPRISE? 

It is the best thing to do. Make your dream come 

true by taking the first step. 

SNAPSHOT: 

Status: Early start-up stage, with two shops 

opened in September 2011 

Volunteers: 8 women 

Location: Two temporary shops in Greenway 

Plaza, Parramatta CBD 

22

23 

AFRICAN FAMILY DAY CARE 


It’s overwhelming sometimes, especially when 

unexpected things happen at home. 


African Family Day Care aims to provide 

culturally specific home-based child care for 

African and other community members in 

Western Sydney. Through this it seeks to meet 

the needs of recently arrived refugees who are 

not accessing mainstream childcare services. 

Through establishing the social enterprise the 

aim is also to provide mentoring for other 

African women, who may be interested in 

establishing their own business but lack the 

confidence to do so. 


Child care services for children between 

the ages of 0-12 will be offered on a feefor-service 

basis. The enterprise will be 

differentiated from competitors through 

providing culturally specific services for African 

and other Culturally and Linguistically Diverse 

(CALD) families. 

THE ISSUE: 

Many recently arrived refugee women 

experience social isolation, particularly 

those with young children. Few families use 

mainstream childcare services at present due 

to unfamiliarity, lack of trust and other cultural 

barriers.

The need for role models that can demonstrate 

to African women arriving in Australia that 

starting a business is an achievable dream has 

also been identified. 


The Founder of African Family Day Care 

is in the process of developing a business 

plan for the enterprise, and is working with 

a consultant to achieve this. She is also 

being supported by Multicultural Enterprises 

Australia at the Fairfield Migrant Resource 

Centre, receiving much needed one-on-one 

advice and encouragement. 

Training in Child Care has been completed and 

negotiations on the conversions to the home 

that will be needed to meet regulations are 

underway. As part of the business planning 

process data is being compiled on potential 

customers, competitors and other market 

characteristics. A waiting list of those 

interested in accessing the services is already 

in place. 



African Family Day Care received $5,000 in 

2010. 



The grant from Council has 

allowed the Founder to 

undertake a business plan 

for the concept, with some of the funding 

being used to engage a consultant to assist 

with thoroughly investigating and documenting 

a viable approach. Council also negotiated an 

auspice arrangement with the Cabramatta 

Community Centre. 


ENTERPRISE? 

Work and challenges ahead. A social enterprise 

is often more complex than a starting a small 

business. 

SNAPSHOT: 

Status: Start-up 

Volunteers: Volunteer founder 

Location: Once operational it will service the 

Parramatta region 

24

25 

AFRICAN WOMEN’S CLEANING ENTERPRISE 


Be aware that starting up a social enterprise 

is time consuming and that you need to be 

prepared to sacrifice . . . your time. 


The African Women’s Cleaning Enterprise was 

established to create employment opportunities 

for unemployed African women who had been 

assisted to undertake Asset Cleaning training 

but had been unable to find a job in the 

mainstream market. This social enterprise aims 

to provide practical skills that will assist newly 

arrived refugee and migrant women to settle in 

Australia. 


The African Women’s Cleaning Enterprise 

provides domestic and commercial cleaning 

services, targeting the African community, 

non profit organisations, community services 

provided by councils, and real estate agents 

(for end of lease services). 

THE ISSUE: 

Many recently arrived migrants and refugees 

are offered a range of training programs 

to help them settle in Australia, including 

programs aimed at assisting them to find jobs. 

However, this approach has only generated 

limited actual employment opportunities. 

Having completed an Asset Cleaning Certificate 

with a group of women, the Founder of the 

African Women’s Cleaning Enterprise was

epeatedly disappointed at being unsuccessful 

in finding a position. 

Instead of giving up, she decided that she 

would start her own enterprise, one that 

aimed to employ other African women like 

herself. The enterprise would be designed to 

cater for flexible working arrangements, so 

that the women could continue their family 

caring responsibilities while also bringing in 

some income and gaining experience in the 

Australian work environment. 


Having lived in Western Sydney for six years, 

the African Women’s Cleaning Enterprise 

Manager is well connected with other African 

women who equally determined to gain a 

toehold in the employment market. 

After undertaking business planning, the 

Manager began promoting its cleaning services 

in September 2011. A number of cleaning jobs 

have been undertaken and the enterprise will 

grow over the next few years. As the enterprise 

grows and becomes viable, the number of 

women employed will gradually increase. 

The social enterprise currently operates out of 

the Manager’s home in Blacktown, and aims 

to service clients across the Parramatta region. 

The service is being promoted extensively at 

various community events in the Parramatta 

local government area. It is also linking with 

local migrant service organisations in order 

to connect with local women who may be 

interested in being involved. 



AWCE has received $35,000 over four years, 

commencing in 2010. 


A DIFFERENCE? 

Council’s funding enabled the 

development of a business plan 

for the African Women’s Cleaning 

Enterprise concept, with the advisor 

providing much needed advice on the process. 

An auspice organisation was also brokered for 

the enterprise, with Multicultural Enterprises 

Australia at the Fairfield Migrant Resource 

Centre providing welcome support. Subsequent 

funding has provided the resources to begin 

the start-up phase. A Westpac business mentor 

recently matched with the project will be 

providing advice on marketing and promotion, 

financial management, pricing and costing, and 

process mapping. 


ENTERPRISE? 

Be very patient and aware that it takes time for 

a social enterprise to stand by itself, for example 

it is hard to accomplish your dreams in one 

year. Be aware that it will be challenging when 

there are well established existing business in 

your field. Accept that that starting up a social 

enterprise is time consuming and will require 

sacrifice of your time. 

SNAPSHOT: 

Status: Start up 

Paid workers: Per cleaning job 

Volunteers: Two volunteers 

Location: Trading across Parramatta region 

26

27 

CHAINBREAKERS SHED 


. . . giving our guys an opportunity to develop 

self-worth and begin to feel accepted by their 

community. 


The ChainBreakers Shed assists over 35 year old 

ex-offenders to make a permanent change to 

their lives by offering them education, support 

and training opportunities. The overall aim is 

to reduce potential recidivism and long-term 

unemployment. 


ChainBreakers participants are learning to 

make a variety of products that are sold to 

the public to raise revenue. Creating saleable 

products gives participants a sense of 

accomplishment and self-worth that assists 

their difficult re-integration journey. 

THE ISSUE: 

The reality is that without effective 

intervention, 52 per cent of ex-offenders will 

re-offend within 12 months of their release 

from prison. They also experience a high degree 

of social isolation and potential long-term 

unemployment, with many also grappling 

to cope with associated mental health and 

other issues. Since it costs $70,000 a year to 

incarcerate one offender, reducing rates of 

recidivism also has a significant benefit to tax 

payers. 

www.chainbreakersrecovery.com.au

The safe and supportive environment offered 

by ChainBreakers helps participants to develop 

their confidence and skills, and goes some way 

towards shifting their sense of being an outcast 

in society to one of belonging. 


During 2010, 30 per cent of ChainBreakers’ 

clients obtained a qualification, a further 10 

per cent undertook additional study, and 20 per 

cent gained and retained employment. 

Pleasingly, 80 per cent of participants did not 

re-offend during this period, representing a 

saving of $560,000 to tax payers, in addition to 

having a positive impact on these men’s lives. 

Currently running on Mondays and Tuesdays, 

the ChainBreaker’s program involves a TAFE 

outreach worker who helps the men attain 

certificates in basic woodwork and other 

handyman skills. Such exposure to the TAFE 

system encourages participants to aspire to 

and investigate further training. 

The shed’s production and storage capacities 

are currently limited but as participation 

increases and facilities develop, this social 

enterprise intends to expand the range of 

products available for sale, with custom orders 

especially welcome. 

In late August 2011, the vital machinery needed 

to begin social enterprise activities in earnest 

was delivered. ChainBreakers is now making 

prototypes for a range of saleable products 

such as beehives, possum boxes, chopping 

boards and deck furniture. 



ChainBreakers Shed received grants of $5,000 

in 2010 and $10,000 in 2011. 



The initial funding from Council 

allowed ChainBreakers to prepare 

a business plan for its social enterprise concept, 

with a business advisor providing much 

needed guidance on the business planning 

process. Council’s referral of ChainBreakers 

Founder to the School for Social Entrepreneurs 

helped bring peer-based support to the 

concept, greatly increasing his confidence 

and understanding of the role of a social 

entrepreneur. 

Moving from a volunteer community program 

to a social enterprise focus has been a big step 

and there is little funding available to assist 

early-stage social enterprises to go through 

this important part of the process. Though 

still in its infancy, ChainBreakers Shed is now 

in a much stronger position and the further 

funding committed by Council is assisting with 

establishing the trading activities. 


ENTERPRISE? 

Talk to your local council regarding your 

concept. Then talk to your local member of 

parliament. Talk to relevant stakeholders and 

get letters of support. 

SNAPSHOT: 

Status: First started in 2004 (volunteer-based); 

early start-up social enterprise (since August 

2010) 

Paid workers: Partial funding for coordinator 

for first few years 

Volunteers: Around 7 

Location: Telopea, NSW 

28

29 

FOOD CONNECT SYDNEY 


We plan to become the ‘thought leaders’ in the 

fresh food market, providing consumers with 

food with integrity. 


In contrast to business as usual, Food Connect 

Sydney is a community based, healthy, local, 

direct and sustainable social enterprise. A fair 

food movement, it treats farmers, consumers, 

animals and the earth with respect. 

Linking farmers with city folk in Sydney since 

February 2010, this social enterprise sources 

organic and chemical-free produce from 

local farms, pays farmers a fair price for their 

produce, and delivers delicious seasonal fruit 

and vegetable boxes to subscribers. 

www.foodconnect.com.au 


Food Connect Sydney buys direct from local 

farmers with most of their produce grown in 

the Sydney Basin. They sell mixed seasonal 

fruit and veg boxes and groceries; eggs; bread; 

honey; marmalade; and dry goods. It aims to 

improve social outcomes for both urbanised 

and rural communities while striving to be the 

best work place ever experienced.

THE ISSUE: 

Food Connect Sydney aims to help consumers 

to re-evaluate the way they purchase 

fresh food. It wants people to think about 

where their food comes from, find out what 

food quality means to them and consider 

the impacts of chemical farming on their 

health and that of the farmers and natural 

environment. 


As a social enterprise approaching selfsustainability, 

Food Connect Sydney actively 

participates in — and gives back to — its 

community, an important part of its bottom 

line. It provides food to neighbourhood soup 

kitchens through programs like Share the 

Harvest and helps like-minded small businesses 

like Adam’s Apple. 

Transparency is an integral part of being fair 

and Food Connect Sydney proudly shows its 

customers how they spend each dollar received 

and where it comes from. 

After 20 months of trading, 96 per cent of this 

social enterprise’s income is self-generated, 

with only four per cent coming from grants. In 

addition, local jobs have been created as have 

additional micro enterprises such as Adam’s 

Apple. And for every dollar purchasers spend on 

produce, 42 cents goes directly back to local 

farmers. 

Food Connect Sydney challenges conventional, 

profit-driven food supply systems. Its food is 

incredibly fresh, with most produce picked a 

day or two before subscribers pick it up. Its 

food is varied with farmers choosing varieties 

for their taste and nutrition content, not for 

their ability to stand up to long-distance 

transport. And lastly it is certified organic 

or chemical-free which is better for our 

environment, for farmers and our health. 

While Food Connect Sydney 

has a business model that 

ensures that it is a very low 

carbon producer, they plan 

to be carbon neutral in three years. 



Food Connect Sydney received $10,000 in 2010. 


DIFFERENCE? 

Council’s funding and support has made a 

huge difference to Food Connect Sydney, 

accelerating their understanding of social 

enterprises, helping them make more informed 

decisions and becoming a more viable social 

enterprise. They also came to realise that 

different delivery methods were needed for 

different demographics and are now trialling 

some alternative distribution models. 


ENTERPRISE? 

Ensure you have thought through your 

financials, marketing and HR. Identify your 

assumptions and develop a contingency if those 

assumptions are incorrect. 

SNAPSHOT: 

Status: Established 

Paid workers: 13 people (~6 full-time 

equivalents) 

Location: Rozelle warehouse at present 

with fruit and vegetable boxes distributed 

throughout Sydney 

30

31 

SHORTLAND BLACK CAFÉ 


. . . has given me personally the encouragement 

and support to move ahead with a project I’ve 

been dreaming about for years. 


Shortland Black Café’s social purpose is to 

provide the missing link between social housing 

tenants and training opportunities, and to 

encourage positive community interaction 

between residents in a safe environment. It 

provides training for social housing tenants 

in Telopea in the form of hospitality skills 

combined with life skills such as budgeting and 

goal setting. 


Shortland Black provides a simple café style 

outlet that caters to local social housing 

tenants and other local community members. 

It currently opens on Thursday nights as part 

of its first stage. From February 2012 it plans 

to open on Wednesdays and Thursdays, and to 

slowly increase the number of days as it fully 

establishes.


Shortland Black Cafe is giving its trainees 

valuable workplace training. Eight young 

people have completed the training, with one 

having gained employment in the hospitality 

field. Other trainees are more confident and 

have also increased their school attendance, 

while older residents are demonstrating an 

enthusiasm for more training opportunities. 

Four of the trainees volunteer in the café on 

a Thursday night, and Shortland Black Café’ is 

currently managed by two part-time volunteer 

Coordinators. 

A business plan for the concept has been 

completed and a refurbishment of the location 

is well underway. 



Shortland Black Café received $35,000 over 

four years, commencing in 2010. 


DIFFERENCE? 

Council’s support has enabled the venue 

refurbishment and other activities that are 

progressing the opening the café shopfront. It 

has also funded the time taken by the manager 

to prepare the business plan for the concept. 

Council referred Shortland Black Café’s 

manager to the School for Social Entrepreneurs 

program, providing a structured approach to 

developing skills that will be needed to bring 

the concept into reality. 

As Shortland Black Café 

develops, Council’s social 

enterprise program will 

continue to connect it to a 

network of social enterprise 

activity and to support it through the relevant 

aspects of its program. Council’s support has 

directly impacted local residents by providing 

a sense of hope for the future for a group of 

social housing tenants. 


ENTERPRISE? 

Contact your local council and find out if they 

have a social enterprise program. Research 

your idea and connect with other social 

entrepreneurs in your area! 

SNAPSHOT: 

Status: Planning stage; and stage one 

operational activities 

Paid workers: A coordinators was paid to 

complete the business plan 

Volunteers: 2 part-time volunteer coordinators; 

4 trainee volunteers 

Location: 16 Shortland St, Telopea 

32

33 


We have . . . provided nearly 1,000 young 

Western Sydney people with engaging and 

inspiring dance education experiences. 


As a professional dance organisation, youMove 

provides accessible and affordable community 

cultural development activities that encourage 

participation at all levels of the creative 

process, embrace the spirit of the local 

community and reinterpret local environments. 


youMove provides on-going mentorship to 

emerging dance artists, robust education 

programs for school aged students, as well 

as public presentations and performances in 

Western Sydney, NSW and around the country. 

youMOVE 

youmovedance.com.au 

THE ISSUE: 

Western Sydney was losing its most talented 

young artists and missing the opportunity 

to develop a cultural presence and celebrate 

its unique communities. Contributing to this 

was the lack of pathways and development 

opportunities for young dance artists, especially 

following the 2008 closure of University of 

Western Sydney’s dance program. 

youMove’s activities are helping to build 

Parramatta’s reputation as the cultural centre 

of the West, increasing opportunities to attract 

arts-based funding and quality arts activities 

that benefit communities across the region.


The Parramatta based youMove is active 

throughout NSW and the rest of Australia. 

Guided by mid-career established 

choreographers, and armed with professional 

CVs, this social enterprise’s emerging artists 

have become increasingly confident, self aware 

and entrepreneurial. 

To date youMove has introduced young people 

of Western Sydney to inspirational dance 

experiences, including a new work presented as 

part of the Sydney Festival 2011 in Parramatta 

Park. 

Now well established in Western Sydney, 

youMove has secured greater industry 

recognition and developed strategic 

partnerships (for example, with Campbelltown 

Arts Centre, Sydney Conservatorium of Music, 

and FORM Dance Projects. This momentum 

has given this social enterprise’s Manager 

a renewed sense of purpose, pride and 

appreciation of the dance company’s potential 

while launching the careers and changing the 

lives of a number of young people. 



youMove received grant funding of $5,000 in 

2010 and $5,000 in 2011. 


DIFFERENCE? 

In addition to providing grant funding that 

allowed youMove to develop its initial business 

plan, Council connected the manager with a 

business mentor through its partnership with 

The Westpac Group. 

This support guided youMove through setting 

up a business structure, refining the original 

dream into a three-year plan, and seeking 

advice from experts in their field, with this 

social enterprise’s Westpac 

mentor now sitting on its board 

of directors. 

Following Council’s introduction 

to pro bono legal support, 

youMove has become an 

incorporated entity with a clear social purpose 

and strong commitment to Western Sydney. 


ENTERPRISE? 

Many social enterprises are driven by one 

person’s individual passion for creating change 

in the world around them. Such inspired 

individuals are usually unswerving in their goal 

to create this dream, but often don’t have the 

‘ducks in a row’, let alone have the business 

nous to move their dream forward. 

While dreams are essential, the ability to create 

a consolidated business framework is the key to 

making them become a workable and successful 

reality. 

Bite the bullet, complete that three-year 

business plan, don’t be afraid to ask for help, 

remember that there are people out there that 

want to help, and always follow your bliss. 

SNAPSHOT: 

Status: Established, since 2009 

Paid workers: Manager 

Volunteers: 1 artistic director/administrator 

full-time voluntary (with some paid project 

work); 1 administrative intern (part-time 

voluntary); 8 emerging dance artists (part-time 

voluntary and some paid project work) 

Location: Rehearsal spaces – Parramatta’s 

Connect Studios and Australian College of 

Physical Education, Homebush 

34

35 

FITTED FOR WORK LIMITED 


. . . more than 68% of our clients go on to gain 

employment, the first step towards a goal of 

financial independence. 


Fitted for Work, a national social enterprise 

with its Sydney operations based in Parramatta, 

is committed to helping women experiencing 

disadvantage find employment. Above all, 

Fitted for Work aims to empower its female 

clients in their journey towards self sufficiency. 

This social enterprise provides a free fitting 

www.fittedforwork.org 

service of clothing appropriate for interviews to 

help clients present a more professional image. 

In addition, Fitted for Work provides training 

to prepare clients for their interview as well as 

ongoing mentoring and support in their new 

roles once successful. 


Fitted for Work relies on donations of suitable 

clothes and sells surplus items that don’t 

meet the high standards required by clients 

attending interviews. Currently these items 

are sold through boutique sales, online outlets 

(eBay) and market stalls in Parramatta.

THE ISSUE: 

First impressions really count when it comes to 

job interviews where looking the part may be 

the deciding factor. If an interviewee doesn’t 

know what to wear, let alone have the money 

to purchase a suitable outfit, they are already 

at a disadvantage when it comes to securing a 

job in a competitive marketplace. 


Since opening in Parramatta in 2010, Fitted 

for Work has assisted over 760 clients in its 

Parramatta boutique, with the numbers of 

women using its services continuing to grow by 

the month. 

Many of its clients are completely new to the 

working world and knowing what to expect in 

an all important interview helps relieve some of 

the anxiety and calm their nerves. By alerting 

them to the kinds of things they might be 

asked and how to put their best foot forward, 

Fitted for Work can make the difference 

between a rejection letter and an offer of 

employment. 

By giving women experiencing disadvantage a 

hand up, this social enterprise has the ability 

to bring about lifelong changes for its clients 

and their families. Helping women to find 

employment improves their quality of life 

while helping to build a society that is healthy, 

compassionate and more inclusive. 



Fitted for Work has received $29,700 over three 



DIFFERENCE? 

In addition to Council’s funding assistance, 

Fitted for Work has been connected to a 

number of local services 

(for potential partners and 

client referrals), been 

promoted by Council in the 

local media, and assisted to secure a market 

stall to enable its trading activities to 

commence in Parramatta. 


ENTERPRISE? 

Make sure that you have a strong business 

plan in place to help you grow and develop 

your enterprise. Being prepared allows you to 

consistently look forward for new opportunities 

to capitalise on the growth of your program. 

SNAPSHOT: 

Status: Established in Parramatta in 2010 

Paid workers: 1 full-time staff, 2 part-time 

staff 

Volunteers: 84 volunteers 

Location: Suites 37 & 38a, 70 Phillip Street, 

Parramatta NSW 

36

37 

FOOD4LIFE, ERMINGTON 


It has helped the bottom line for individuals and 

families struggling with making ends meet. 


Food4Life helps people on very limited incomes 

to make their money go further by reducing 

their grocery bills. It also offers opportunities 

for the long term unemployed to gain work 

experience, and a place for community 

members to connect with each other and the 

social enterprise’s staff. 


Food4Life sells low cost nutritional food to 

people on government benefits. It sources food 

items from Food Bank and other wholesalers 

as their products are withdrawn from general 

sales. Food products are sold at low cost to 

participants and profits fund the purchase of 

more stock. 

www.bcs.org.au/lifecare/food4life.aspx

THE ISSUE: 

A needs assessment conducted by the Riverside 

Church identified that many people were 

living below the poverty line in surrounding 

neighbourhoods. These same individuals were 

also likely to be experiencing social isolation. 

Statistical review and input from local service 

providers confirmed that generational cycles 

of poverty and disadvantage are prevalent in 

Ermington, Telopea, Dundas, Dundas Valley and 

Rydalmere. 

With the cost of living rising, a greater 

percentage of the limited incomes of people 

experiencing disadvantage are being spent on 

necessities like food and energy bills. Bringing 

the successful Food Bank program to the area 

was identified as a potential way to reduce the 

cost of putting food on the table. 


Baptist Community Services supported the 

establishment of Food4Life by helping to fund 

the initial shop fitting and set up costs. This 

social enterprise sources its food primarily 

from Foodbank NSW, a not-for-profit, nondenominational 

organisation that seeks and 

distributes food and grocery industry donations 

to welfare agencies that feed the hungry. 

Food4Life opened for business in Ermington 

in 2011 and currently trades on Wednesdays 

and Thursdays. Work experience placements 

and volunteers run the shop, giving young 

people aged 15 to 20 the necessary customerfocused 

experiences that will help with finding 

employment. In early 2012, Food4Life had over 

185 participants in the program. 



Food4Life received $5,000 in 2011. 


A DIFFERENCE? 

Though modest in size, the grant 

provided by Council helped turn 

the social enterprise concept into 

a reality. The seed funding allowed the 

organising group to scope the feasibility of 

the project and to purchase items needed for 

start-up that they would otherwise have been 

unable to obtain. Local community members 

are benefiting from access to low cost 

groceries, and from having a place where they 

can receive information and advice on a range 

of issues. 


ENTERPRISE? 

If you are prepared to see it to the end, then do 

it! 

SNAPSHOT: 

Status: Running in other areas for about three 

years; early start-up in Ermington (since 2011). 

Paid workers: Part-time Coordinator 

Volunteers: 7 Work for the Dole participants 

and volunteers run the shop on Wednesdays 

and Thursdays 

Location: 10 Lawson St, Ermington 

38

39 

OTHER SOCIAL ENTERPRISE GRANT FUNDING 

A small number of social enterprise grant 

funded activities didn’t progress. Establishing 

a social enterprise is a big commitment for 

an individual or a ‘parent’ organisation, and 

the reasons for these funded activities not 

progressing illustrate important considerations 

for those thinking about working through the 

model. 

GLOBAL TALENTS AUSTRALIA 

In 2009, The Parramatta College was awarded 

three years funding to establish a social 

enterprise that would provide pathways into 

employment for skilled migrants. 

Significant barriers to entering and remaining 

in the Australian workforce had been identified 

for this group. The business plan for the 

concept was completed, with support from the 

Parramatta Social Enterprise Hub, however, 

following much consideration The Parramatta 

College determined that embarking on the 

establishment of a social enterprise would take 

it too far from its core business. All grant funds 

were returned to Council. 

YUMMY CATERING 

In 2007, The Young Women’s Christian 

Association (TYWCA) NSW Parramatta branch 

was awarded funding to undertake a marketing 

plan for its recently established Yummy 

Catering social enterprise. Yummy Catering 

aimed to provide training and employment 

opportunities for participants in YWCA’s 

programs. 

The marketing plan was partially completed, 

promotional products were trialled, and a 

number of pilot events were catered. 

When the Manager of the Parramatta Branch 

resigned, YWCA NSW determined not to 

continue with the enterprise. The remaining 

grant funds were returned to Council. 

IGBO ASSOCIATION TRADING 

COOPERATIVE 

In 2007, the Igbo Association of NSW was 

awarded funding to undertake a feasibility 

study on the establishment of the Igbo 

Cooperative. The proposed aim of this social 

enterprise was to generate funds to deliver 

community welfare and development projects 

tailored to the needs of the Igbo community; 

provide access to African products to 

community members at lower prices; and to 

provide employment and training opportunities 

to recently arrived community members. 

Due to internal difficulties within the 

association the project is on hold, with 

mediation between parties underway.

w 

Community Capacity Building Team 

Parramatta City Council 

February 2012

Parramatta City Council Grants Program

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