2020-07-07 Services & Organisation Committee Agenda

SERVICES & ORGANISATION COMMITTEE AGENDA                                                7 JULY 2020


COVID-19 pandemic. Actions include an economic assessment of the impact of COVID-19 on the
local cultural sector, advice and support for this sector in accessing COVID recovery funding and
a range of cultural sector development opportunities.
Responsibility for the delivery of the 2020/21 Action Plan will be overseen by the Community
Services department and delivered with a cross-departmental approach.

Previous Council Consideration
Ordinary Meeting, 17 May 2018, Item 3, Page 10
That Council note the report by the Manager, Libraries and Galleries to the Services and
Organisation Committee dated 8 May 2018 and:
A.    Approve the Draft Noosa Cultural Plan 2018 – 2023, included at Attachment 1 of this report,
      for the purposes of community consultation, with additional wording under “Local Challenges
      and Issues” and also “Local Community Priorities” noting that the dot points in each case
      summarise issues raised by the Reference Group and stakeholder consultation; and
B.    Request the Chief Executive Officer collate and consider the feedback for the purposes of
      developing a final Noosa Cultural Plan for the future consideration of Council.
Ordinary Meeting, 20 October 2016, Item 5, Page 8
That Council note the report by the Director Community Services to the Services & Organisation
Committee Meeting dated 11 October 2016 and:
A.    Approve the Arts, Culture and Heritage Plan Scope as provided at Attachment 1 to the report
      subject to minor amendments approved by the CEO including the inclusion of an indigenous
      community representative on the reference group;
B.    Appoint Cr Wilkie to the reference group; and
C.    Delegate the appointment of the proposed community membership of the reference group
      to the CEO in consultation with the Mayor.

Finance
The majority of the actions undertaken in the 2019 Action Plan were delivered in-house and within
the existing core budget allocations and approved new initiatives across a range of Council
departments and branches. This includes an annual allocation of $10,000 from the Social Strategy
to assist with the implementation of the Cultural Plan and $50,000 allocated in the 2019/20 budget
to undertake the Gallery Pre-feasibility Study.
The actions in the 20/21 Action Plan will largely be funded within existing budgets. External funding,
partnerships and strategic alliances with professional bodies, community groups and individuals
will continue to be sought to help achieve the goals identified in the Cultural Plan.
The first Action Plan aligned with the 2019 calendar year, whereas the second Action Plan is
designed to be delivered across the 2020/21 financial year to enable easier reporting and financial
planning.

Risks & Opportunities
As a result of the unfolding COVID-19 crisis, performance venues have closed with little or no
notice, organisations have been forced to cancel their programs and activities, and many art
workers have had significant negative impacts to their immediate and future livelihoods. The impact
is not just on the cultural and creative sectors. The flow on effect is immense for the broader
community and economy in related industries driven so strongly by the arts and creative industries,
such as tourism, hospitality, regional and community businesses.
During the recovery phase, an opportunity exists for Council to work with artists, organisations,
industry and government to deliver a development program to assist our cultural sector through
this period. With the recent release of federal funding for the cultural sector, Council also has the

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