2019-05-07 P&E Agenda - Item 3 - Attachment 1 - Noosa Sustainability Institute - Concepts and Options Report

3.3.3       Important factors to aid function of Institute
The important factors taken from the analysis of the existing Institutes and the interviews with Council
and community members were distilled into a series of Non-negotiable, Important and Desirable
factors that need to be considered in the formulation of a Noosa Sustainability Institute (Refer to
Table 1). These factors were then used in different combinations to establish the basic frameworks
of three different institute models for consideration (Refer to Section 4 and Table 2).
In addition, a series of critical success factors could be formulated from the assessment of the
existing institutes as well as drawing on CSIRO experience of engagement in a wide range of
institutes over many years (not necessarily “Sustainability Institutes”).
Critical Success Factors for assessing how an Institute could develop are:
   The involvement of one or more research entities (e.g., Universities or Government Research
    agencies) that provide a strong research basis for the institute.
   A strong boundary and definition of the area of research or problem/challenge to focus research
    activities, thus maximising research outcomes and uptake.
   The potential for a physical presence as a focal point for the research and to guide community
    engagement.
   A well organised means of storing research data and sharing the research learnings with other
    projects within the Institute and with other entities.
   Strong community engagement, both in helping guide the development or selection of research
    subjects, as well as by assisting researchers through direct engagement in research projects
    (i.e., citizen science).
   A broad funding base, in particular using funding sources such as a café, market garden, native
    nursery etc. to assist funding the base operation of the institute.
In contrast, there can be considered a series of Danger Points that are the antithesis of the above
Critical Success Factors. The major danger points include:
   A direct reliance on Council for funding and management of the Institute. This would not be seen
    as transparent by many in the community and leaves both the Institute and the Council vulnerable
    to funding shortfalls and political changes.
   The lack of involvement of an external research entity in the running and research direction
    setting would make it difficult to attract high calibre projects, researchers or postgraduate
    students and any plans for long term research focus on specific sustainability issues of concern
    (e.g., traffic/transport, climate change etc.).
   Allowing research to progress with limited structure, definition or boundaries. This would devalue
    the relevance of the Institute, both locally and more broadly and have a potential negative impact
    on the uptake of research outputs.
   Not having a transparent and regular rotation of the management/steering group. This can lead
    to entrenched “lines of control” which can impede new research ideas and cause unwanted
    empires or closed networks to be established.




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