2019-12-10 Services & Organisation Committee Agenda

SERVICES & ORGANISATION COMMITTEE MEETING AGENDA                            10 DECEMBER 2019


4.   Proposed Operations 2020 – 2022
Cooroy Future Group Inc, is a not-for-profit incorporated association with a strong governance
model. The current management committee is very energetic, and all members volunteer
considerable time and expertise. The organisation, in its former guise as the Cooroy Lower Mill
Board, was a key community partner in the development of the Lower Mill Site Master Plan. Their
organisation has evolved and they now focus on running four major projects:
   Cooroy Butter Factory Arts Centre;
   Cooroy Fusion Festival that attracts an estimated crowd of 10,000 each year;
   the Artisan Store that represents local artists; and
   the Great Noosa Trail Walk in partnership with the National Trust of Australia, held as a
     three-day walk in October each year.
The CFG has demonstrated its ability to assume responsibility for the BFAC and successfully
establish and operate it over the past four years. This was not without risk as it had not managed
a cultural facility previously, however the business acumen and prudent approach of the
committee members has delivered a strong platform for the success of the facility. They initially
experienced challenges, particularly in understanding the cultural sector and establishing
relationships in this area, however they took active steps to address this including changing the
make-up of their management board. This has been met with success.
Following on from a positive four years, the CFG is planning for the future success of the Centre.
Forward bookings for exhibitions are very healthy with all gallery spaces booked through to the
end of 2020. The CFG have prepared a Strategic Plan which builds upon the work undertaken
during the initial four-year period and outlines their aim to become a cultural event and project
incubator for the Cooroy area. CFG’s forecast budget for 2020 is healthy and appears in
Attachment 1. It aims to build the Centre into a more self-sustaining business, with a focus on
masterclasses, workshops and events to continue revenue growth.
Operation under the CFG, while the most cost-effective model, also delivers the greatest benefit
to the community including:
   Provision of an important second-tier arts and cultural space within the hinterland
     particularly to emerging artists and smaller touring exhibitions;
   Accessibility to the public 6 days a week, including both weekend days;
   Community responsibility for the management and operation of the facility;
   Ability to attract external resources such as grants and sponsorship;
   Ability to extend the scope of the Butter Factory to incorporate other uses identified through
     the review such as venue hire; and
   Providing opportunities for community connection.
If Council were to resume operation of the BFAC there would be significant implications
including:
   Increased operational costs of at least $30,000 per annum;
   Reduced opportunities for revenue to offset costs;
   Reduced operational flexibility;
   Difficulty for existing Council Gallery team to manage another arts space, potentially having
     a negative impact on the quality of exhibitions and programming at Noosa Regional
     Gallery; and
   Loss of community involvement and goodwill built up over the past four years.
In the 2015 BFAC review, the options of hiring or leasing out the building were also considered
however they were discarded due to the constraints of the building and limited expectation of
revenue. This remains the situation in 2019.
As there would be significant implications for Council to resume operations and the community-
managed model has proven successful to date, this report recommends that Council enter a
further three-year agreement with the Cooroy Future Group for management of the Cooroy Butter

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