2015-09-15 Infrastructure and Services Committee Agenda

INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA                        15 SEPTEMBER 2015


Subsequent investigation through the business and transition planning process has indicated that
tenancy by U3A and CCE cannot proceed as originally planned.
The intent was for U3A to provide activation through use of the BFAC, as well as the potential for
in-kind support such as administration resources, volunteers and assistance with grant funding.
This in-kind support would reduce the staffing burden on CLMB.
The U3A Management Committee has recently changed and subsequently decided that they no
longer have the resourcing to establish and operate a U3A sub-branch at Cooroy. U3A are
however continuing community consultation and if there is enough interest and drive from the
Cooroy and hinterland community to establish a Cooroy U3A branch, then the Noosaville branch
will be available to provide advice and assistance to establish the new branch. If a Cooroy U3A
is established, the committee will continue to work with the operator of the BFAC to investigate
venue hire options.
The CCE will not be a major user of the BFAC in the short term. As a young organisation their
focus is now centred on holding a major wood firing conference in 2017, at which time they will
hire the BFAC. However, the CCE and regular Potters located at the BFAC have been in
consultation to look at ways to improve usage and revenue streams at the pottery shed and are
currently working on a grant submission to replace the pottery wheels in the pottery shed.
The two proposed anchor tenants in the proposed business plan will not come to fruition in the
short term.

3.   Options
The business planning process is in somewhat of an abeyance. CLMB continue to maintain their
enthusiasm and drive to operate the BFAC, however the difficulties highlighted above
demonstrate that it may simply be too early for the development of a long term business plan and
long term agreement due to lack of certainty about potential revenue.

Therefore, the following options are proposed:
A.   Council enters into a trial operation arrangement with CLMB for 12 months.
B.   Council continues to operate the BFAC under a ‘caretaker’ model with limited
     programming, essentially a venue for hire.
C.   Council continues to operate the BFAC and undertakes the role of activating the BFAC.
D.   Council investigates other uses for the BFAC.

Option A. Council enters into a trial operation arrangement with CLMB for 12 months.
CLMB operation of the BFAC was identified through the community engagement process as
most closely aligned with the community aspirations for the BFAC based on past experience.
Under Option A, Council would enter into an agreement with the CLMB to operate the BFAC for a
12 month period. This time would allow the CLMB to engage an expert to establish the viability
of the programming options and other ideas at the BFAC, with an expectation that the feasibility
of a long term business plan can be determined by the end of the 12 months for the ongoing
operation of the BFAC based on actual revenue. Should CLMB determine that the operation of
the BFAC is not viable, or should Council determine that the operational subsidy required for the
operation of the BFAC is too onerous, the arrangement would cease and one of the other options
below explored further.
In short, a 12 month trial should determine whether this community based model will work or not.
Council would provide an operating subsidy to CLMB for the 12 month period. This amount will
be capped at $120,279 and an acquittal process would be undertaken at 6 monthly intervals.
The acquittal process should also help with the development of the business plan should CLMB
determine they are able to operate the BFAC beyond the initial 12 month trial period.


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