I feel the success of this project stem, in part, from the comprehensive preparatory work done by the
facilitators, Allan Rosen and Matt Oppenheim. For months before the PROUT UTC workshop, they conducted
research and made phone calls to set up meetings with local leaders and groups. I would encourage anyone
who takes part in such a workshop to get involved by helping to conduct follow-ups with the contacts
already established, and, if possible, continue to make new ones. It would be great for the locals to
know that we are indeed concerned about their communityís welfare and are willing to help find solutions
to some of the problems in their area.

Next year, during the Global PROUT Conference, we can again get an outlet for the activist spirit in us
all by meeting with the same local people and activists. Like us, they are attempting to solve their
problems in a coordinated, maybe even Proutistic, manner. My personal experiences during the PAR
workshop were very inspiring. I participated in the Environmental Research Group. At fist, we were given
a very informative presentation by a local Natural Resource Management team, which included a question
and answer session. We explored the history of settlements in the Ozarks and its impact on topography,
flora, and fauna. We then visited the local swimming pool. There we interviewed two high school students
about their awareness of environmental issues. One of the boys said that the creek near his backyard was
used by residents as a dump for broken toys, appliances, car parts, and even used motor oil. After our
conversation, we went to explore this area and gathered photographic evidence of the debris scattered along
the creek.

Lastly we conducted some interviews at the University. In summary, I found that environmental problems
were not a high priority amongst the people in this area. Instead, most people were afraid of loosing
the small town atmosphere they have been accustomed to. Everybody knows each other by name and wave to
friends and neighbors when passing by in cars or on bicycles. The recent additions of a shopping-mall,
a new highway, several parking lots, and the associated traffic were changes not accepted open-heartedly.
Nonetheless, a warm smile and a friendly “hello” from a passersby helps ease the growing pains experienced
by this community so rich in its heritage.

Volume 9, No. 2, Summer 2002 [Exact date not known ]

“To liberate society from this unbearable situation, [when bureaucracy is turned into oligarchy],
consciousness will have to be aroused among the people; their eyes will have to be opened by knowledge.
Let them uderstand the what’s the why’s and the where’s. Thus study is essential, very essential.”
 - Liberation of the Intellect, P.R. Sarkar

This summer, at the Ananda Kanan Retreat Center near Willow Springs, MO, more than two dozen Prout
activists took part in a Participatory Action Research (PAR) workshop. PAR is an activist strategy
inspired by the Brazilian revolutionary philosopher and teacher, Paulo Freire (1921 – 1997). In this
process, workshop participants form teams to learn about local issues, while reflecting upon their
values, relationships and ideals in developing an activism of liberation.

The participants–from Germany, Portugal, Puerto Rico, Mexico, and the US–were comprised of teenagers
as well as senior members of Proutist Universal. They came from all walks of life: professors, students,
writers, business owners, volunteers and social activists.

The PAR methodology enabled the Proutists to learn about each other and the surrounding community
in a hands-on setting. This action/research modality contrasts with other Prout workshops that focus
almost exclusively on theoretical study. PAR was chosen to provide an opportunity for Prout activists
to work together on a collective enterprise. The PAR workshop also allowed the Prout activists, who
were simultaneously attending the Ananda Marga Yoga Society’s summer retreat, to begin to learn about
the community and culture in and around Willow Springs, West Plains, and the South Central Missouri
Ozarks.

By learning about the community and the local issues, and especially making connections with local
activists and service providers, it is now expected that Proutists will maintain and expand these
relationships, as well as become more committed to social service in the Missouri Ozarks, as part of
their annual retreat experience. An additional goal was to introduce the participants to an effective
methodology for doing action research when returning to their local community. Hopefully this summer’s
workshop will be the first of many such local and regional PAR workshops sponsored by the Prout
Research Institute in North and Central America.

Before reporting on the details of this workshop, a brief overview of the PAR model is warranted. In
its simplest terms, the PAR model can be described in five steps: 1) participants form action teams, 2)
the teams investigate community issues and the experiences of local residents, 3) an action strategy
is developed for addressing the important community issues, 4) the action is implemented, and 5) the
team reflects upon what has been learned about the issue, the community, and the team dynamics.
In this particular workshop the traditional model was modified because the participants are not
permanent residents of the local community. Hence, at this workshop, the participants focused on
steps 1, 2 and 5.

During the introductory session Oppenheim presented an overview of PAR theory. He introduced the work
of Paulo Freire with quotes from “Pedagogy of the Oppressed.” Freire created a process of
consciousness-raising and activism, helping oppressed factory workers to reflect upon the dominant
themes of their daily lives, and then to take action to create a better future.

Freire was concerned that the oppressed could easily act through anger and recreate the oppression
of their oppressors. He emphasized activism based on love, and the ability to transcend the mental
colonization of the oppressor. PAR has evolved to become a way for communities to develop authentic
knowledge based on real world experiences and to develop goals for improving communities based on an
intimate relationship and partnerships amongst community members. PAR places an importance on
creating knowledge through experience and relationship rather than through so-called “experts.” It
is strikingly similar to Neo-humanist principles and the process that P.R. Sarkar advises for
establishing self-sufficient economic regions.

After this, the group went through team-building exercises to build a sense of unity and common
purpose. Several exercises developed an appreciation of individual strengths and talents as well
as ways of working in groups that would help the participants support each other and work more
effectively as a diverse team. It was emphasized that each person may value a different way or
style of gaining knowledge about the community, and that all these styles are essential for an
integrated understanding of a community. One person may prefer to interview someone for most of
the time instead of gathering data, while another may learn more from drawing a polluted creek bed.
Some prefer to understand a small neighborhood before looking at the overall region, whereas others
need a regional overview before focusing on local businesses.

In the second session, Rosen presented an overview of the Ozarks bio-region. The settlement patterns
and cultural legacy of the Native Americans and original European-American settlers were noted, as
was the economic development history of subsistence agriculture, natural resource (minerals, timber)
exploitation, and environmental degradation.

The current socio-economic condition was reviewed, highlighting the extreme rural isolation of the
area, its cultural, religious, and ethnic homogeneity, and the South Central Missouri Ozarks’
continuing isolation from the Ozarks’ regional economic growth centers of the Springfield/Branson
and Fayetteville, AR areas.

Important recent trends that were highlighted included the growth of West Plains as the regional
economic trade center, the emerging satellite campus of Southwest Missouri State in West Plains,
and the increasing settlement of middle-class, suburban retirees into the Ozarks, and how that is
creating tension in the region. A highlight of this session included artist Michael McClure’s
personal story of living at Ananda Kanan for the past twenty years, and his impressions of the
people and the local culture and mores. McClure has gained rich personal experiences by painting
the natural landscape and murals in the local communities, and playing basketball with local
residents. His personal story reinforced many of the themes outlined by Rosen. Notably the strong
family values and social networks, the fundamentalist Protestant Christian worldview, the slowness
to accept change, and the intensity of the Missouri “Show- Me” attitude. History of how the
introduction of the cash economy during the Great Depression public work’s programs began to weaken
the settler’s cultural legacy was particularly moving and revealing.

The third session was devoted to fieldwork preparation. The participants were divided into four
teams and trained in how to conduct their fieldwork. Each team was given a fieldwork kit with
Polaroid camera, drawing pens and paper, maps, information about their topic, and interview forms
with initial questions. Each team had three basic tasks: to develop interview questions and then
hold interviews about their topics, to visit a site that would give them valuable experiences
about their topic (for example the environment group visited a local creek where townspeople were
dumping rubbish), and to visit a local expert. Teams spent times brainstorming ways to introduce
themselves and to ask questions. Then each team assigned roles and developed a timeline to carry
out their activities the following day.

Monday morning and afternoon, July 1, the four teams conducted their field work. Twelve participants
focused on Native American issues and met with representatives of two Native tribes at their
respective community centers in West Plains. Eight participants met with the Executive Director of
the regional community action agency, Ozark Action, Inc. This group focused on family and poverty
issues. The third group, seven in all, went to the regional office of the Missouri Department of
Conservation in West Plains and met with the office manager and a field conservationist. The fourth
and smallest group, four persons, met with the Community Development specialist of the local
University of Missouri County Extension service, as well as the Executive Director of the Mountain
View, MO Chamber of Commerce. Each group spent at least two hours meeting with their respective
“expert” contact, leaving an hour or two for each team to conduct some “person on the street”
interviews.

At the final session Monday afternoon, each group presented their findings and answered questions
from other participants. Special guests at this session included McClure, Dada IK, the rector at
Ananda Kanan, and long-time Ananda Kanan resident Dharma Putra.

After this, each team came up with four or five key themes that arose from their fieldwork. Each
team then came up with four or five over-arching themes that characterized their experience of the
Ozarks, as well as key problem areas for us to focus on in the future. Some common themes that
emerged from each team’s community study included the love of family, place and home, the clash
between old and new, the stress on local government resources, the persistent relationship between
poverty and environmental damage, the lack of widespread economic opportunity, and the ambivalent
attitudes toward education. One goal was to relate fieldwork experiences to principles of Prout,
and to begin to brainstorm a Proutist vision for the future of the Ozarks. Rather than prescribing
solutions, these principles were meant as tools to look at problems and their causes and to better
understand the dynamics of the Ozarks. For example, the group briefly discussed Sarkar’s principle
of balanced economic planning, comparing the suggested model for economic prama (balance) with
employment statistics from the local region. It was obvious that retail trade and the service
economy were rapidly outpacing the manufacturing and agricultural sectors, which would clearly lead
to a dependency on resources from outside the region – evidenced by the rapid takeover of locally
owned businesses by a Wal-Mart. A lecture on the nature of Prout movements by Dada Vimalananda also
helped participants begin to think about how local farmers, laborers and youths, students and
intellectuals could unite in a common regional movement. However, lack of time did not allow
participants to connect Prout theory to their experiences of the community in any great depth.

This last session concluded with a brief exercise where participants were asked to reflect on the
workshop and provide feedback on the process. Many positive comments were voiced, including the
following constructive criticisms: 1) It was difficult to condense so much material into a total
of 15 contact hours (24 hours over a three day period would have been better), 2) most participants
would have preferred more time to work with their team and their own trained facilitator; and 3)
more time should have been devoted to fieldwork preparations, particularly the interview protocols,
notetaking, and reporting back to the group. Still, the participants were inspired by the PAR
workshop and would like to stay connected to the groups they met with.

Several members mentioned that their assumptions about the local community changed after the
exercise. One participant, for example, assumed that local residents would not be supportive of
Native American causes, while several residents mentioned that they had strong support for their
rights. Many also mentioned that they learned much more about their fellow Prout activists through
the fieldwork exercise, as well as learning, for the first time, how to be a Proutist in a
supportive, non-invasive way. Some mentioned that local residents naturally symphatized with
Prout principles, because of the values they held for their community, for the environment, and
for the Ozarks region.

When asked how they might increase their involvement in the community while attending retreats at
Ananda Kanan, participants suggested working with public education programs, going to community
fairs, and co-sponsoring town meetings, as well as seeking volunteer opportunities at the various
agencies they learned about.

Overall, the workshop was considered a great success and a good omen for future Prout training
endeavors, including next summer’s Global Prout Convention to be held at Ananda Kanan. Oppenheim
and Rosen are already collaborating with residents of the Ananda Marga Master Unit, Ananda
Aeshvarya, in Urbana-Champaign, IL, about holding PAR workshop there this fall.

Volume 9, No. 2, Summer 2002 [Exact date not known ]

What Is a Cooperative?
Cooperatives are formed when a group of like-minded individuals join together to accomplish something that
each acting alone would never be able to achieve.

Successful coops are always born out of need. They cannot be imposed on a community — they have to grow
from the energy and commitment of the local people themselves.

Coops are different to traditional private and public sector enterprises. They represent a third way that
integrates economic and social objectives. Unlike the private sector, which tends to concentrate wealth
and power in the hands of a few, coops spread wealth and power to each member equally. Unlike government,
which tends to be remote and unresponsive to the communities it is supposed to serve, coops are driven by
their members and reflect their needs.

Cooperatives have a tremendous competitive advantage over both private enterprises and public enterprises:
coop members have a personal interest in their coop’s success. The members own the coop, so they are more
likely to buy the coop’s goods or use its services. Shares in cooperatives are not publically traded because
the shares are owned by the members. The members themselves decide how to spend the coop’s profits.

Maple Street Cooperative
Maple Street Cooperative opened its doors on January 14th 1980, nearly a year after a small group of people
met to discuss how to satisfy their need for whole-foods. The coop started by selling both wholefoods and
produce grown by local farmers. Today Maleny Street Coop operates an organic health food retail outlet in the
main street of Maleny, is open 7 days a week, and has 450 active members. Although it functions as a
consumers’ cooperative, it still sells to the public. The coop’s policy is organic first, then local, then
Australian. It does not stock any products that contain genetically modified material, nor does it stock
products from companies that are regarded as exploiting people or the environment. It operates on the
principle of consensus decision making.

For the last 6 years, the coop has made a profit. However, the coop is structured as a non-profit enterprise,
meaning that the profits go back into the coop, to expand its services and develop its infrastructure, or into
community activities.

At first labour in the coop was voluntary, but as the coop prospered, the number of paid workers slowly
increased. Today the coop employs 11 part time staff and one full time manager. In the near future it
will have paid off all its loans and own the coop premises. The coop publishes a 16 page bimonthly
newsletter that outlines current activities and brings information to members on subjects that are of
special interest, such as the irradiation of food, genetic engineering, and microwave emissions. It
produces 1,400 copies. The coop is registered as a trading coop. Active members are required to pay an
annual membership fee of $11 and to spend at least $20 per year in the coop to retain their active
membership status. Active members get a 5% discount off all purchases. During its 22 years of operation,
it has overcome several major hurdles. On occasions in the past, it had no business plan, operated at a
loss, made poor investment decisions, lacked experienced financial management, and had to spend a lot of
time resolving differences of opinion among the members.

Learning from experience, the coop gradually evolved a formulae for success. It now has a sound strategic
and financial plan, regularly makes a profit, cultivates the support of both the members and the community
at large, and ensures that the staff and management are honest, dedicated and competent.

Maleny Credit Union
The Maleny Credit Union was started in 1984 by several local people with the idea of setting up an ethical
financial institution to foster regional financial autonomy. Initially the Credit Union was staffed by
volunteers, worked from rented rooms, and entered deposits manually into a journal. On the first day of
operations, local people deposited more than $50,000.

Today the Credit Union has grown to have more than 6000 members, 14 paid staff, and $15 million in assets,
and has purchased its own premises. People from all over Australia invest their money with the Credit Union,
and about half the Credit Union’s deposits come from outside Maleny. It is one of only a handful of
financial institutions in the country that operate according to cooperative principles. The Credit Union
offers savings, cheque, loans, and term deposit accounts, as well as credit card facilities, and can arrange
superannuation and various types of insurance for members. In addition, the Credit Union contributes
substantially to the local community and leads its development.

Over the years the Credit Union has given out many small loans to local people who would not be eligible for
loans from the major banks. This has helped many people buy land, build their own home, and start their own
business. In dollar terms, 80% of the Credit Union’s loans are housing loans.
The Credit Union’s ethical activities include:
* allocating 10% of its profits to its Community Grants Scheme,
* establishing a tax-deductible Charitable Fund,
* paying an eco-tax to Barung Landcare based on every ream of paper used,
* offering low fees to members and special arrangements to cooperatives and community groups,
* lending only to local people and projects to keep money circulating within the region,
* purchasing locally wherever possible,
* providing loans for environmentally and socially beneficial projects,
* creating a democratic workplace, and
* conducting an annual social, environmental and financial audit of the coops operations and accounting in
the annual report.

During the course of the last year, grants from the Credit Union’s Community Grants Scheme went to the
Maleny Swimming Club, River School, Altair Youth Crisis Centre, Maleny High School, Sunshine Coast
Environment Council, Maleny Community Centre, Booroobin School, and the Rural Fire Brigade.

By the end of 2001, the Credit Union had provided finance for over 180 new jobs in 78 new businesses. Since
its was established, it has reinvested over $50 million back into the local community. Like the Maple
Street Coop, in its early years the Credit Union went through periods of difficulty. However, improved
planning and financial management overcame these problems. Today the Credit Union is extremely successful,
principally because it developed the right balance of financial expertise and cooperative spirit.

The Up Front Club
Late in 1993, a diverse group of Maleny residents got together to form a cooperative club. The aim was to
establish a licensed venue to eat, drink, relax and socialize. Today it is a place where the food is
wholesome and inexpensive, the coffee is great, and local musicians and entertainers can gain exposure.

When the Club first started, instead of relying on voluntary labour it took on the financial challenge of
paying wages to all its workers. But because it was under-capitalized, it was forced to take out a loan
to pay for the lease. Although it had over 1,000 members, each year it sustained a loss. At the beginning
of 2000, three directors took over the voluntary management of the Club, enabling it to remain in existence.
Then, on the 15th January 2000, the Club turned a corner. Over 100 members attended a special general
meeting, talked of what the Club meant to them, and committed to regular voluntary work so that it could
stay open. Since then, members and visitors alike have commented on the changed atmosphere in the Club.
The financial position has improved markedly, and for the first time the Club has posted an operating profit.

Thanks to the support of the members, the Club continues to provide services to its members, their families
and guests. It is open six days a week, providing healthy meals at reasonable prices. Members get a 10%
discount. The Club also publishes a quarterly newsletter. A share in the coop costs $10 and shareholders
pay an annual membership fee of $30 per person or $45 per family. Members are encouraged to volunteer their
time and support Club activities. Over the years the Club has showcased a wide range of local talent,
hosting everything from classical evenings to CD nights for teenagers. For many, it is the cultural centre
of the Maleny community. Local Economic and Enterprise Development Cooperative LEED is one of the most
recent coops established in Maleny. It is registered as a workers’ cooperative, and is dedicated to
creating new businesses and jobs on the Sunshine Coast Hinterland. It employs 6 people.

LEED recognizes that most investment, jobs and economic development in the Sunshine Coast Region occur on
the coastal strip. It believes that it is vital for the hinterland to develop its own jobs by creating
viable small-scale businesses. The seeds of LEED were sown in early 1997 after a local economic development
forum. A group of local people came together to help people on the hinterland start their own businesses.
The group organized forums on topics such as product development, marketing, financial management, and
other business skills. In July 1999, LEED and Maleny Credit Union entered into a partnership to develop a
Peer Support Lending Scheme. Under the scheme, the Credit Union provides small unsecured loans for start-up
businesses and LEED members mentor the new business people for the first 12 months of their operation.
The Scheme is supported by a grant from the Department of Family and Community Services. 14 new small-scale
businesses participated in the Scheme, with 12 continuing to operate successfully after a year. As a result
of this initial success, 13 new loans were given out in the second year of operation. So far the Scheme has
provided a total of 27 loans to new small businesses; 23 businesses are continuing to operate successfully.

Local Energy Transfer System
Maleny has one of Australia’s most successful LETS schemes. LETS began in Canada in 1982, and was
launched  in Maleny in October 1987. There are now over 200 LETS schemes in Australia. LETS functions
as a cashless  trading coop. LETS members trade their skills and provide services to each other without
the use of money. In Maleny members trade their products and services in the local currency, the Bunya,
named after the  local native pine nut, allowing people with little or no cash to participate in the
local economy.

Environmental Cooperatives
Maleny has 4 environmental coops: Maleny Wastebusters, Barung Landcare, Booroobin Bush Magic, and
Green Hills Fund. Maleny Wastebusters is a community based recycling coop which encourages people to
reduce, reuse and recycle; to sort their rubbish; and to avoid buying poor quality and over packaged items.
It employs 20 local people, and its slogan is: “Waste not, want not”. Barung Landcare is one of several
hundred community based landcare groups throughout Australia. It is dedicated to empowering landholders
in the local area to take ownership of environmental problems and their solutions. It provides a range of
environmental services, publishes a bimonthly newsletter, and participates in the LETS scheme by accepting
Banyas as part payment for the trees it sells. It hosts the annual From Chainsaw to Fine Furniture Wood Expo
which promotes the sustainable harvesting of native timber. It also runs a successful nursery which
propagates local native plant species which have not been genetically modified.

Booroobin Bush Magic runs a rainforest nursery, while the Green Hills Fund works to reafforest the Maleny
hinterland.

Community Settlement Cooperatives
The settlement coops around Maleny include: Crystal Waters Permaculture Village, Manduka Community
Settlement Coop, Prout Community Settlement Coop, and Cedarton Foresters. Crystal Waters is situated on
640 acres of land, and is the first Permaculture village in Australia. It incorporates 83 private
residential lots, a village commercial centre, visitors accomodation area, and over 500 acreas of common
land.

Manduka is situated on over 150 acres of land 6 kilometres outside Maleny. It is home to 18 adults and 6
children. The residents believe in living simply, sharing resources, reaching agreement through consensus,
and managing their land in an ecologically sustainable way. Prout Community is situated on over 50 acres
of land, and is home to 3 families and a primary school run by the Ananda Marga spiritual movement. The
Ananda Marga River School has over 100 students, ranging from kindergarten to grade seven. It employs 7
full time and 8 part time teachers, and 2 administrators. The curriculum emphasizes experential and whole
brain learning, creativity, ecology, arts and music, all with a child centred approach.

Cedarton Foresters is situated on 200 acres of land 19 kilometres from Maleny. It contains 22 private
residential lots and is home to 40 people. The community’s main aim is the rehabilitation of the land.
Although Booroobin Bush Magic is part of Cedarton Foresters, it is structured as an independently
registered enviromental cooperative.

Other Cooperatives in Maleny
Other cooperatives in Maleny include: Maleny Film Society (MFS); Family and Community Empowerment (FACE);
Maleny Neighbourhood Centre; and Hinterland Community Radio, a cooperative radio station.
Building Successful Cooperatives
The experience of the Maleny cooperatives shows that building successful cooperative enterprises involves
several steps.
1. Fulfil a need. People have to come together in order to fulfil a need in the community. No matter how
good the idea, if there is not a community need, the enterprise will not succeed.
2. Establish a founding group. A few committed people have to take on the responsibility of developing
the initial idea through to inception. However, one person will have to provide the leadership.
3. Commit to a vision. Commit to the ideals and values implicit in cooperative enterprises, and try to
ensure that both the members and the management are honest, dedicated and competent.
4. Conduct a feasibility study. To evaluate whether or not the perceived need is feasible, conduct a
feasibility study.
5. Set out clear aims and objectives. Each enterprise must have clear aims and objectives. This will help
direct everything from the founding group’s initial focus to promotional strategies and budgetary
processes in the years to come.
6. Develop a sound business plan. The enterprise will require capital, have to manage its finances
efficiently, and at some point have to make decisions about loan repayments and profit allocation.
7. Ensure the support and involvement of the members. The members own the enterprise; at every step, their
support and involvement is essential.
8. Establish a location. Establish a physical location for the operation of the enterprise, preferably in
the centre of the community.
9. Get skilled management. From within the community, bring in to the enterprise people who have the
necessary management, business, financial, legal and accounting skills.
10. Continue education and training. Ideally, the members will have the skills, particularly the
communication and interpersonal skills, necessary to run the enterprise successfully. If not, they will
either have to develop such skills themselves or bring in new members who have them. The golden rules for
beginning a community economic strategy are clear:
* start small, with the skills and resources available within the community;
* make use of role models, those with experience in community development, wherever possible; and
* make sure the enterprise involves as many people as possible.

Community Benefits Cooperative enterprises benefit a community in many ways.Socially, they bring people
together, encourage them to use their diverse skills and talents, and often provide them with the
opportunity to develop new capabilities. They create a sense of belonging, build close relationships
among different types of people, and empower them to make decisions to develop their community. All this
fosters community spirit. Working together, a community is able to accomplish much more than if the
various individuals go their separate ways.

Economically, cooperatives produce various types of goods locally, provide a range of local services,
create employment, circulate money within the community, and make the community economically selfreliant.
Because cooperative enterprises are owned by the members themselves, the profits they generate stay in
the local area. Cooperatives thus build the wealth of the community. In essence, successful cooperative
enterprises transform a community by establishing economic democracy. Cooperative enterprise is the
socio-economic system of the future. In Maleny, that future is unfolding before us right now.

*********
The Maleny Cooperatives:
* Maple Street Cooperative
* Maleny and District Credit Union (MCU) – www.malenycu.com.au
* The Up Front Club
* Local Economic and Enterprise Development Cooperative (LEED)
* Local Energy Transfer System (LETS) – www.lets.org.au
* Maleny Wastebusters
* Barung Landcare
* Crystal Waters Permaculture Village – www.ecovillages.org/australia/crystalwaters
* Manduka Community Settlement Cooperative
* Prout Community Settlement Cooperative – www.amriverschool.org
* Cedarton Foresters
* Booroobin Bush Magic (BBM)
* Maleny Film Society (MFS)
* Green Hills Fund
* Family and Community Empowerment (FACE)
* Maleny Neighbourhood Centre
* Hinterland Community Radio
Published by:
Prout Community Settlement Cooperative, January 2002
PO Box 177, Maleny, 4552
References:
Maleny Coops Work, published by the Maleny Credit Union, 2001
Maleny Credit Union Social, Environmental and Financial Annual
Report 2001, published by the Maleny Credit Union
Community and Economic Development: Towns Shaping Their Destiny,
by Jill Jordan, March 2001
Chronological List of Historical Events for Maleny and Districts,
compiled by Amanda Wilson, July 2001