2015-03-03 Infrastructure & Services Committee Agenda

INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA                               3 MARCH 2015


2.   Review of Butter Factory Operations

In 2014, following the de-amalgamation of the Noosa Council from the Sunshine Coast Council a
service review of the operations of the Noosa Regional Gallery and the Butter Factory was
undertaken. It recommended that a further review of the operations of the Butter Factory be
undertaken in consultation with the community to explore more sustainable management models.

The Butter Factory review was undertaken in the second half of 2014 by staff of the Community
Services Department. Ellen Vasilauskas from d sipher consulting assisted in the development
and analysis of options for the management of the Butter Factory.

The objectives of the review were:
 in consultation with the community, to explore and develop options for the management of
   the Cooroy Butter Factory.
 to identify a future for the Butter Factory that is viable, has contemporary relevance, and is
   supported by the local community and users of the Butter Factory.

3.   Process

The review adopted an iterative approach, comprising five main phases:
 Stage 1: Community consultation and call for ideas (August – October 2014);
 Stage 2: Research into other community art centres and other management models used in
   similar venues (August – October 2014);
 Stage 3: Identification of lead proposals and work with community groups to refine (October
   – November 2014);
 Stage 4: Analysis of community proposals (December 2014); and
 Stage 5: Final assessment of proposals, development of options, preparation of report and
   recommendations to Council (December 2014 – February 2015)

4.   Community Feedback

The Butter Factory review involved extensive community consultation through public forums,
stakeholder meetings and over 1,500 people participating online via Your Say Noosa.

People who participated in the consultation believed that the Butter Factory needed to be
sustainable on many levels particularly having a sound financial base, wide community support
and a strong community-management model.

In terms of activities and programmes, respondents believed the Butter Factory should:
 have a significant arts and cultural orientation, including support for emerging artists;
 recognise the importance of the existing pottery facilities and users;
 complement, enhance and integrate with existing services and businesses, not compete with
    them;
 extend functions from visual arts to other community and cultural activities, such as learning,
    performances and recreational activities; and
 align with and connect to the Lower Mill precinct, the town of Cooroy and the broader Noosa
    community.

In terms of governance and support respondents believed the Butter Factory should:
 be community run and driven;
 be viable and sustainable; and
 continue to be supported by Council for operations and maintenance.
                                                                                   Page 27 of 80