2015-03-03 Infrastructure & Services Committee Agenda

INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA                                    3 MARCH 2015


Centre for Ceramic Excellence

The Centre for Ceramic Excellence (CCE) proposal is probably the most visionary of all of the
community proposals. However, as a standalone proposal, its focus is singularly on ceramics and
on its vision for the Centre rather than a broader community use. A significant plus is that the
proposers have quickly established their not for profit status as an association as a result of the
Cooroy Butter Factory review process.

This proposal maximises use of the existing pottery facilities, aligns well with state government
policy and potential partnerships with educational institutions. It would require some financial
investment to establish its viability.

This proposal does not require immediate full use of the Butter Factory and would require a
gradual development phase therefore there is scope for it to be co-located with other
complementary users of the Butter Factory.

The CCE proposal could be accommodated in funding for the Cooroy Lower Mill Board proposal
if the project officer worked with the CCE to obtain grants to establish an initial artist in residency,
subsequent arts programs and resources to establish partnerships with educational institutions.

Interpretation Centre

This proposal has gained support from some community members and the proposers have to
their credit, quickly formed a working group. However, support of the Noosa Biosphere Reserve
Foundation organisation, has not yet been established, which is a key factor in progressing the
concept.

The costs involved in establishing an interpretation centre are likely to be significant and the
proposal requires a full business plan and feasibility study to establish its viability. The
experience of other councils with similar interpretation centres has also shown that there are
significant ongoing costs associated with managing and maintaining these centres.

Compared with other proposals, this option is less well aligned with local community values and
with community preferences for a community and arts focus for the building. Other proposals are
more strongly positioned for immediate implementation and demonstration of on the ground
programming outcomes.

7.    Final Options

Detailed analysis of the community proposals determined that none of them made optimum use
of the facility and none of the proposers had the necessary resources to operate the Butter
Factory as a community facility without some Council support. Therefore after the consultation
period the Review Team undertook a final phase of analysis which considered Council retaining
management and a new hybrid community-management model.

The options considered were:
1.    Council to hire out the facility as a venue and primarily act as bookings manager;
2.    Council to continue to operate and manage the Butter Factory as an arts centre; and
3.    The Butter Factory be established as a community managed facility with Council providing
      financial support to a community organisation to manage and activate the facility.




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