2016-09-06 Services & Organisation Committee Agenda

SERVICES & ORGANISATION COMMITTEE MEETING AGENDA                             6 SEPTEMBER 2016


From 2006 to 2015 the Butter Factory was operated as a council-run gallery exhibition and
workshop space. From 2008 to 2010 the Lower Mill Site was redeveloped to the north of the
Butter Factory incorporating the new Cooroy Library, further expanding the community facilities
on the precinct.

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
conducted in consultation with the community to explore other facility uses, consider more
sustainable management models and provide greater community participation in the facility.

The Butter Factory review was undertaken in 2014/15. It included extensive community
engagement and considered a range of options for the future of the facility. The outcome of the
review was to retain the cultural and community focus of the facility and trial the operation of the
Butter Factory under a community managed model. Council resolved to enter into an agreement
with the Cooroy Lower Mill Board (now the Cooroy Future Group Inc) to manage and operate the
Butter Factory Arts Centre on a twelve-month trial basis, commencing 1 January 2016; and to
provide $12,600 for transition costs and a twelve-month operating subsidy of $120,279.

Following a transition period from October to December 2015, the Cooroy Butter Factory opened
under the management of the Cooroy Future Group on 8 January 2016.

2.   Operations under Cooroy Future Group: January – June 2016

Under the agreement developed with Council, the Cooroy Future Group (CFG) have been
provided overall management and operational control of the Butter Factory and the adjacent
pottery for a twelve-month trial. The purpose of the twelve-month trial is to provide a reasonable
period for the CFG to establish itself as the management body, to test programming and
operational assumptions, to understand the true nature of operation costs and potential income
under the new model and ultimately determine whether continued CFG operation of the Butter
Factory is viable.

The first six months of operation under the Cooroy Future Group have produced a solid positive
performance.

A summary of key achievements includes:
 Establishment of management structure including Butter Factory Arts Centre Management
   Committee.
 Establishment of start-up operations including permits, insurances, administration,
   procedures, telecommunications and computer systems.
 Appointment of three contract staff to manage the day-to-day running of the Butter Factory
   and pottery operations. They are part-time and cover operations six days per week.
 Development of marketing collateral including branding, printed material, signage, social
   media and website http://www.butterfactoryartscentre.com.au/
 Receipt of thirty-five exhibition proposals and selection of twenty-one exhibitions.
 Establishment of the ‘Butter Factory Friends’ group which now has 50 fee-paying members
   who receive discounts from supporting organisations and the opportunity to participate in an
   annual group exhibition.
 Attraction of Butter Factory volunteers which now number over 70. They assist with gallery
   visitors, installs, demounts, children’s workshops and launches.




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