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Joanne McNeill Community Capacity Building Officer Social Enterprise Parramatta City Council

Sits within Community Capacity Building team .. through positive social change to build strong and sustainable communities."Community Capacity Building Officers2 x Social

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Joanne McNeill Community Capacity Building Officer Social Enterprise Parramatta City Council

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    1. Joanne McNeill Community Capacity Building Officer Social Enterprise Parramatta City Council

    2. Sits within Community Capacity Building team …. “…. through positive social change to build strong and sustainable communities.” Community Capacity Building Officers 2 x Social & Community, 1 x Social Enterprise Whole of LGA, issues focus, major projects Community Place Development Officers 3 x Officers Geographically focused, place-based projects, partnerships ATSI Service & Capacity Building Project Officer 1 x Officer Whole of LGA, focus on capacity building residents and services, provides internal advice and support

    3. Key principles of CCB … Move away from silo driven service provision and planning New way of working with communities to deliver long term community-driven social change, rather than quick fixes Recognition that communities are complex and many layered …. holistic approach, issues based, whole of community, strengths based Three foci … Build the capacity of Parramatta’s communities Build the capacity of the local not-for-profit sector Build the capacity of Council

    4. What is social enterprise? “Organisations that use trading activities to achieve their goals and [at least partial] financial self-sufficiency. They are businesses that combine the entrepreneurial skills of the private sector with a strong mission that is characteristic of the social economy.” Social Enterprise London A social enterprise is a non-profit business whose purpose is to create employment for marginalised people, including refugees, indigenous people, people with disabilities and other long-term unemployed people. Profit making, but non-profit-distributing … ie. reinvest all profits back into the enterprise, so work towards the social aims of the organisation can continue, rather than distributing them to shareholders, members or owners

    5. Why social enterprise for Parramatta? Evidence base in UK and US that delivers practical, innovative and sustainable approaches to social issues, with an emphasis on increasing wellbeing for those who are disadvantaged Assists with delivering on triple bottom line objectives of twenty year strategic plan – Parramatta Twenty25 Period of growth and economic prosperity Regularly cited as low unemployment, comparatively in the region Parramatta ranked ninth on ABS’s Socio-Economic Indicators for Areas (SEIFA) index for Sydney Many newly arrived residents and lower socio-economic households – key pockets of disadvantage Danger of those from marginalised groups being ‘left behind’ Proactive and strengths focused strategy, fits with CCB model

    6. The first year Established January 2007 Full time dedicated position – first in local government in Australia Established social enterprise category in new grants program, five awarded in first round: Council of Australian Palestinians – Matbakh Sitty, traditional Palestinian food catering enterprise Igbo Association of NSW – Igbo Community Co-operative, trading venture Information and Cultural Exchange (ICE) – Social Enterprise Incubator Circus Solarus Festival Entertainment – Solarus Festival Factory YWCA NSW Parramatta – Yummy Cuisine, training and catering enterprise Secured three year partnership, including financial commitments, to establish the Parramatta Social Enterprise Hub Secured management support for progressing the development of a social investment procurement framework Eg. social enterprise currently being incorporated into Catering Policy and working on having criteria included in Catering tender early next year

    7. What’s next …. Continuation of Social Enterprise grants program, including supporting enterprises throughout their projects Provision of networking and learning/development opportunities for local social enterprises – through Hub and elsewhere Ongoing development of PCC procurement opportunities, and internal education/awareness activities to complement Community leadership programs, including social entrepreneur development Establishing key partnerships with local education providers around curriculum development Research and impact assessment agenda Lobbying and advocacy on social enterprise sector development and support

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