July-August 2016 Oceania Edition

Business View Australia - July - August 2016 49 as to the best courses of action, and information. Though the council has final say and can always accept, amend, or outright refuse the plans proposed the by management, it’s up to the team to provide information. Furthermore, it’s their responsibility to create all sorts of plans including financial and strategic ones. Finally, managing the staff and dealing with employment issues also takes a portion of the team’s time. Being a relatively small council in a tight-knit community, the team’s decisions always have a direct and immediate effect on the population. The most relevant example of this is the Bordertown Civic Centre Redevelopment project. Back in the mid-2000s, providing equitable disability access was very high on the council’s list of priorities and a major issue for the team. At first, the council wanted to integrate the whole building to be more accessible so that every member of the community could take advantage of the existing facilities. Instead of focusing just on that issue, however, the council decided to get some advice from architectural firms in order to redevelop the entire building. Soon after, a plan was set in motion. This included maximizing the floor area of the library, providing disability access, developing a state-of-the-art art gallery, maximizing theutilization of existing buildings and infrastructure to