GC&M News will be running a series of ‘Meet the Candidate’ editorial features over a three week period leading up to the March 16 Sunshine Coast Council election.
Our aim is to provide a ‘level playing field’ platform to give all of our declared mayoral and divisional candidates running in the Sunshine Coast Council election the opportunity to present their pitch and provide responses to key issues raised by our Hinterland readers.
The series will be featured in both our print and online publications.
Each candidate has been approached and asked to provide a response of no more than 250 words.
Question to the candidates
Question 1
Community Engagement and Representation:
Tell us about yourself and how you plan to actively engage with the residents of your division and ensure their concerns are heard in decision-making processes? What steps will you take to represent the diverse interests within our community?
Question 2
Economic Development at the Local Level:
What is one thing you would do to encourage local economic development, support small businesses, and enhance job opportunities within our division?
Michael Burgess
Question 1:
I had some decades in business where my wife & I built a $1000 start-up into a $12 million a year enterprise in a very competitive industry filled with ruthless multi-national entertainment conglomerates.
That business became a leading, if not the leading, independent Australian-owned movie wholesaler & distributor.
That experience in business ingrained into my DNA the pragmatism & persistence the new council will need to deal with issues & obstacles previous councils have created for it.
I have for the last 8 years been engaged with the community through my social media, some may say too engaged, but there is no substitute for active interaction to refine our thoughts into an understanding of the reality being collectively experienced by our community.
For those 8 years I have advocated for the creation of Citizen Committees which are forums where particular matters being considered by the council can be debated & discussed. Each committee is formed only for that matter & disbanded after the issue is decided this prevents them from becoming another level of bureaucracy. Local government is lucky because it exists within the community it is there to serve, other levels are remote from some or all of its constituents, so it can call on all the knowledge & expertise within its community.
The reports from the committees are published on the council’s website so the community gets to compare a wide range of ideas about the matter with the council’s final decision.
Question 2:
The only opportunity for large-scale economic development exists in the Hinterland & rural areas of the Coast. There is little potential for creating exports from the “Glitter Strip” other than some office jobs that may provide services outside our region but this is extremely limited in scope & more than counterbalanced by the services our region buys in.
Construction does not prosperity make simply because all construction on the Coast sends a great deal of money out of the region to buy materials & services. All prosperity everywhere is based on exporting products & services & local jobs depend on local prosperity.
The existing council is an entirely inward-looking organisation that can not see past its boasts of being a “machine” that ploughs through a billion dollars of ratepayers’/taxpayers’ money while it lets economic activity on the Coast slide by .5% a year. Instead of looking at itself within the walls of its fortressed “Town of Power” council chambers it must be shaken out of this lethargy & made to go out into the wide world, find & lobby those compatible industries we need to come here to create the prosperity that creates the jobs.
The space in the Hinterland & rural areas offers us opportunities beyond measure & certainly beyond 250 words, in local energy production. green manufacturing, niche agriculture, forestry for construction timber, deluxe farmstay & eco-resort high-value tourism & education.
We must unlock our ignored economic boom that only exists west of the Bruce & north of the Maroochy River
Rosanna Natoli
Question 1:
I am an excellent communicator – I have been a journalist and presenter for 7 News for 29 years and a lecturer and academic at UniSC for 24 years.
During this time, I have immersed myself in our community, and served the Hinterland by volunteering with community and business groups for decades as an advocate, MC, and guest speaker.
Throughout this mayoral campaign, I have been listening to locals through my ‘Listening Tour’ and I have heard that you feel overlooked, that funding and revenue is not shared equally to the Hinterland; and areas like maintenance, weeds, roads and footpaths need urgent attention. Operational funding for these areas has been cut over the years, but I will turn the Council’s attention ‘back to basics’. We need to remember roads, rates and rubbish. I will investigate curbside rubbish collection and free tip vouchers.
We must keep costs down by restructuring the organisation and eliminating wasted spending, while delivering basic services to locals – so we can be proud of where we live.
As Mayor, I commit to continuing to listen by holding monthly forums, one in each division – across all 10 divisions every year. I will be open, transparent and accountable.
Plus, it is in my very nature to be approachable.
I love hearing from my local community and I relish the opportunity to genuinely work for the people I represent.
Question 2:
When it comes to local economic development, I will support the Hinterland wedding industry – a niche and growing export market that already delivers $60 million to the region each year. I will also see that our incredible food and agribusiness sector continues to thrive. There are so many wonderful producers and businesses that value add to our products here. From small micro-businesses to larger operations employing dozens, it is vital they are supported through grants and through Council ensuring an end to red tape.
I have always been an active supporter of the arts. Rallying behind events that deliver a rich cultural offering, like Sculpture on the Edge and the Maleny Music Festival, will allow all of our Hinterland tourism accommodation, restaurants and cafes, retail stores and service providers to benefit.
We must continue to build on key strengths in both rural and tourism economies. Our stellar tourism industry must be supported, region-wide. Partnerships with TAFE, UniSC and the Innovation Centre must be key drivers of growth.
The Olympics offer us the ability to secure legacy infrastructure for our region. We need to work together with all levels of government and stakeholders to make this a reality. I have already been meeting with leaders to ensure our message is clear: we can and will work together to achieve this for everyone on the Sunshine Coast.
Jason Opray
Question 1:
As your next Mayor, I am committed to rolling out a Mobile Mayor’s Office program. Once a month, I will set up a community location using council and community buildings, across the region to be open and accessible and allow any resident to come to me personally to raise their issues and concerns.
I don’t want residents in any part of the region to feel like I am not accessible to them to raise their issues and be part of interacting with me.
In addition to this, I will create a ‘Hinterland Portfolio’ that will consist of the Hinterland Councillors and myself to engage with the Hinterland communities to solve Hinterland issues.
I want there to be a permanent structure in place to make sure that there is no more coast/hinterland divide in our region.
The portfolio framework will facilitate addressing residents’ needs while directing essential focus towards the diverse aspects of the Hinterland region, encompassing its people, environment, economy, and community.
My first order of business for the Hinterland will be getting to work on the budget to seal the unsealed roads.
I want to get that budget from $5 Million today, to $7 Million in 2025, $8 Million in 2026, $9 Million in 2027 to $10 Million by the end of the first term in 2028.
The Hinterland is what makes the Sunshine Coast special.
This is why one of my policy pillars is based on delivery for the Hinterland. For anyone who wants to see my full policy platform for the Hinterland please go to www.jasonopray.com/hinterland.
Question 2:
I have spent 12 years as the Chair of Economic Development on the Sunshine Coast Council. Experience matters in the delivery of results. This means that I bring to the table 12 years heading Economic Development, tourism, sport, major events, food & agriculture, Cleantech industry, aviation, digital services and, of course, small business.
We need to build on the successes of the Regional Economic Development Strategy to continue to push for the development of better, higher-paying jobs across the Sunshine Coast and the Hinterland. Now is not the time to divert from the economic plan that is delivering for people.
Our Council needs to back our agricultural sectors by opening relationships to sell their products to more people in more places around the world and we have the means to do this through FAN. Our Council needs to continue to build the back of our emerging start-up sector so that they can grow on the Coast and not leave.
How will I do this? I have committed to reforming and expanding the Sister Cities program and joining several cultural chambers of commerce to build economic relationships to back our exporters and bring new business to the Coast. I have committed to backing our startups with a new direct procurement system so that if you are developing a product on the Coast that’s good for the Council, the Council can do business with them.
Wayne Parcell
Question 1:
Authentic: Growing up in challenging circumstances in public housing developed my resilience and perseverance. With hard work, and the help of others, I qualified as a solicitor, with a deeply ingrained sense of purpose about service to the community.
Leadership: A leader needs to be brave to pursue options that are difficult or untried. My service awards for authentic leadership qualifies me to negotiate complex issues for better outcomes.
My leadership is tangibly demonstrated by my award of the Public Service Medal in the Queen’s Birthday Honours List in 1996 for outstanding service to Australia in complex areas of government policy and operations overseas. Also, the Special Award in 1995 from the Australian Tourist Commission.
Experience: My 15 years’ government service in taxation, intelligence and security, defence and immigration included implementation of Royal Commission recommendations, supporting Ministers and diplomats, dealing with significant budgets, complex national and international issues, and negotiating with the ACTU, international agencies and foreign governments.
Over 12 years, I delivered exceptional immigration services from my business to global corporations; I spent more than a decade with the firm, including as a global partner overseeing a global team exceeding 1100 professionals.
Past performance is the best indicator of future delivery. My 40 years of experience means I can deliver performance and not politics.
Question 2:
A thriving liveable Hinterland must be supported by a healthy, active and mobile population.
I will champion a vision of active and public transportation as the backbone of sustainable, connected communities across the whole Sunshine Coast Region, embracing cutting-edge technology, on-demand, surge and active transport options to revolutionise the way we move and live.
I will strongly advocate for the completion of existing heavy rail projects (e.g. the Nambour line duplication) and seek to galvanise the community and business to make the strongest representations to the State government for heavy rail to Maroochydore to be operating before the 2032 Olympics.
Public transport is not just a mode of conveyance but a catalyst for positive and appropriate development on the coast and in The Hinterland. Together, in conjunction with the State Government’s public transport offering, we can leverage technology and active and public transport options to build smarter, greener, and more connected communities that stand as a testament to progress and sustainability.
I lead will advocate that the Department of Transport & Main Roads be actively engaged with the community in defining and refining its Sunshine Coast Public Transport strategy, and include all of us who live west of the Bruce Highway. A static coastal strategy is unacceptable. A public transport strategy for the future must be dynamic and innovative and benefit the whole region.
An outcomes-based approach should bring together all levels of government, service providers, investors and communities so we can all share the benefits of our unique region.
Ashley Robinson
Question 1:
I was born in Nambour, raised on a Eudlo pineapple farm, went to school in Nambour and have lived on the Coast at Wurtulla for the past 40 years.
I have built a powerful understanding of the region through my ongoing involvement in sport, community service, advocacy for men’s health and support to those in need.
I was awarded an Order of Australia Medal in 2016, but in reality it is an award I accepted with pride on behalf of the networks I’ve pulled together to help raise millions of dollars for charity.
I am very proud that my wife Sheila and I are life members of Sippy Creek Animal Rescue Service, I have been general manager of the Alexandra Headland Surf Life Saving Club for the past 14 years, before standing down to run in this mayoral campaign.
My connection to the hinterland is through historical family links stretching back 120 years. My grandfather was a bootmaker in Palmwoods in a shop that still exists near the main street today.
My reach into the Hinterland also comes through my involvement as president of the Sunshine Coast Rugby League of which I’m a life member and as chair of the Sunshine Coast Falcons, which also fostered the Sunshine Coast Lightning establishing here through links with the Melbourne Storm.
As co-founder of the Island Charity Swim, I’ve also become connected with families from Nambour Special School, which along with Currimundi Special School has benefited from more than $2.3 million raised during the past 23 years.
Question 2:
The Hinterland’s historical values offer opportunities to leverage tourism opportunities for business. There is also a need to ensure there is sufficient land for new businesses to establish and existing businesses to expand. I also want to ensure the new Planning Scheme embraces opportunities for council land to be repurposed for community benefit.
If elected Ashley has committed to holding a mayoral forum in each division during his first 12 months in office.
He is absolutely committed to also establishing a hinterland reference group to advise him on issues affecting the Hinterland communities.
Min Swan
Question 1:
As an accessible Mayor who genuinely believes each part of our incredible region is a jewel in the crown, I will work alongside Division Councillors, Chamber of Commerce, Community Associations and other such organisations to reimagine the possibilities for each community, identify the hurdles to success and activate advisory groups that are representative of diverse interests.
As a people focused leader with a proven track record in collaboration, communication and engagement my natural and instinctive style is for inclusivity of views and ensuring people feel heard. I will implement community walk’n’talk sessions to remain connected to the community and be a true conduit between community and Council.
When I represent the region on a state, national or international level, I will be representing the entire region and looking for opportunities to promote and celebrate the uniqueness of the hinterland region.
I believe in vibrant and unified communities where individuals are valued and showcased for their contribution, and where we come together to support those in need.
I am a small business owner with a corporate business background. I am a mother, community contributor, and a proud Sunshine Coast local of 32 years. My reputation of making things happen, delivering with excellence, developing creative solutions, and leading by example offers you a new era of leadership – where together we are better.
Question 2:
As a small business owner who has survived the GFC and COVID-19 in an industry ravaged by both, I understand the resilience and agility of business ownership and have successfully created new products and services to thrive, despite the economic times. Tourism, events, weddings, arts, professional services and food and agribusiness industries are large contributors to the hinterland region. As a business professional I am committed to working with the business community to identify opportunities to stop business leakage outside the region, become a beacon for talent attraction and solve impediments in a coordinated, collaborative and bold way. I will leave no Sunshine Coast business behind in building capability to seek tenders and new business opportunities, especially in relation to the 2032 Games. The hinterland and coast combined make for a unique offering to the world. I would seek greater connection between coast and hinterland utilising industry bodies for enhanced collaboration to activate experiences that share the spend across the entire region. Greater connectivity on both an infrastructure and people front and a focus on sustainable business practices that leverage our biosphere certification, make us attractive to external markets. Local business plays an incredible role in our region and I would work to remove hurdles that impede success, while empowering the brightest minds to create new opportunities for sustainable growth. As a business owner I understand the need for action, not words. Welcome to a new era of leadership.