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2022-10-11 Services & Organisation Committee Agenda
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Improve access to the Pottery Studio for those with a disability; and
Increase online audience engagement, and development of an enhanced media display
and winter brochure.
The CFG has demonstrated tight fiscal control during the seven years of operation, ending
each year with an operating surplus.
2018/2019 2019/20 2020/21 2021/22
Income $208,528 $191,297 $342,594 $375,222
Expenditure $190,872 $175,430 $291,509 $364,433
Surplus/Deficit $17,657 $15,867 $51,084 $10,789
Capital Expenditure $18,483 $4872 $26,842 $19,539
Surplus after Capital Expenses -$827 $10,995 $24,243 -$8,750
Profit margin (after capex) 0% 6% 7% -2%
Our subsidy $117,546 $114,500 $114,500 $114,500
56% 60% 33% 31%
The BFAC’s revenue has grown significantly over the last three years and the CFG are
managing funds to ensure a surplus each year – surplus currently set aside is $25,661. This
allows sufficient surplus to also facilitate potential emerging capital works.
Council’s subsidy (share of total revenue) has decreased from 56% to 31% demonstrating that
Council is now only paying a third of operational costs and the CFG are growing in self-
sufficiency and covering 71% of operational costs.
4. Proposed Operations 2022 - 2025
Cooroy Future Group Inc, is a not-for-profit incorporated association with a strong governance
model. The current management committee is very energetic, and all members volunteer
considerable time and expertise. The organisation, in its former guise as the Cooroy Lower Mill
Board, was a key community partner in the development of the Lower Mill Site Master Plan.
Their organisation has evolved and they now focus on running three major projects:
Cooroy Butter Factory Arts Centre;
the Artisan Store that represents local artists; and
the Great Noosa Trail Walk in partnership with the National Trust of Australia, held as a
three-day walk in October each year.
The CFG has demonstrated its ability to assume responsibility for the BFAC and successfully
establish and operate it over the past three years. This was not without risk as it had not
managed a cultural facility previously, however the business acumen and prudent approach of
the committee members has delivered a strong platform for the success of the facility. They
initially experienced challenges, particularly in understanding the cultural sector and
establishing relationships in this area, however they took active steps to address this including
changing the make-up of their management board. This has been met with success.
Following on from a positive seven years, the CFG is planning for the future success of the
Centre. Forward bookings for exhibitions are very healthy with all gallery spaces booked through
to the end of 2023. The CFG have prepared a new Strategic Plan which builds upon the work
undertaken during the initial four-year period and outlines their aim to become a cultural event
and project incubator for the Cooroy area. CFG’s forecast budget for 2023 is healthy and
appears in Attachment 1. It aims to build the Centre into a more self-sustaining business, with
a focus on masterclasses, workshops and events to continue revenue growth.
Operation under the CFG, while the most cost-effective model, also delivers the greatest benefit
to the community including:
Provision of an important second-tier arts and cultural space within the hinterland
particularly to emerging artists and smaller touring exhibitions;
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