2015-03-03 Infrastructure & Services Committee Agenda

INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA   3 MARCH 2015




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INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA                                               3 MARCH 2015

     10 | Review of the Cooroy Butter Factory Arts Centre Report                          sioner

     need to work together. In the case of the CBFAC, the 7S are applied with consideration of the
     sustainability of the group proposing the option:
            Shared Values — these are central to the development of all other elements in the
            framework. Overall, what are the overriding goals important to this group, the
            community and to those participating in the CBFAC? What are the factors that will
            unite everyone in achieving long term successful outcomes for the CBFAC? These
            values or goals generally do not change over time.
            Skills — community group and staff skills. What skills do the community group have?
            What skills are missing? Are specialist skills needed to support the achievement of the
            overall outcomes for the CBFAC?
            Systems — the systems needed to be in place to ensure success of the proposal. What
            IT, HR or risk management processes (including insurances) need to be in place? Who
            and how will these be managed? How will work be monitored and managed — e.g.
            customer /community/participant management systems.
            Structure and Governance — What are the governance arrangements for this group?
            Are they sound? Who is involved? Are there champions? How will the relationship
            work between the community group/organisation and Council and other organisations
            involved? Who makes the decision and in what situation? Who is responsible and
            accountable? How will Council cultural policy be implemented? Does this structure
            allow application to grant or funding bodies?
            People and Staff — Who are the people involved, their talents, interests and qualities?
            What happens if a key individual or volunteer leaves? Is there diversity to give
            strength? What capacity building or support might be needed?
            Strategy — What is the concept or the activity trying to do and how? What does the
            concept add to the area? Is there competition or duplication? How does the CBFAC
            need to evolve and develop over time?
            Style — Culture and the way things are undertaken in the group. These are the informal
            rules of conduct. They tend to reflect the individuals and the leadership or champions
            involved. These can also be the characteristics that cause the group or the CBFAC to
            reject outsiders. What blind spots do we need to be aware of?

     3. Resources required
     Inputs identify what needs to be in place to make this CBFAC option work. This may include
     identifying:
         e  the Resource stream - e.g. volunteers available to support the proposal
         e  the Revenue stream - e.g. grants, workshop revenue, rental income from an ongoing
            tenant
         e  the adequacy of the existing CBFAC facility — e.g. how well does the facility meet the
            proposal’s requirements? What modifications may be required?
         ¢  Council budget and staff resources — e.g. Council funds for building maintenance,
            support from Council staff.
         e  Council capital works budget — e.g. funds for building modifications to support long
            term financial viability.

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