GC&M News has run a series ‘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 has been 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?
Question 3
The Sunshine Coast Hinterland is known for its natural beauty. How do you plan to balance development with environmental conservation, and what is one measures will you implement to protect and preserve our local ecosystems and natural environment?
Question 4
Every division has its own set of challenges. What do you see as the most pressing issues in the Hinterland region, and what concrete steps will you take to address these challenges during your term?
Question 5
Tell us what makes you the best candidate for Mayor/Division 1/ Division 5?
Mayoral Candidates
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.
Question 3:
My philosophy is rational ecological economics. The environment is an integral part of the economy, not a sideline or optional issue we deal with if there is some capacity left after all other matters have been dealt with.
My platform of Environment:- Lifestyle – Prosperity is a clear acknowledgement that we can not have any two of those without the others. A good lifestyle can not exist in a degraded environment, nor will an environment be protected by a community for which it is not part of their lifestyle. To have both the lifestyle and the environment, it must be enabled and protected by a prosperity that does not impinged upon either.
I have long advocated for the establishment of an Eco-Park in Nambour, which is an interactive installation that incorporates both consciousness-building observable displays, plus interactive facilities such as Urban Farming & worm farming spaces.
It is visited by many hundreds of schools a year and many thousands of other visitors. This encourages, particularly in children, an understanding of how we can exist in co-operation with nature & the benefits it brings.
I believe also encouraging the development of industries and job creators that are compatible with our environment will both enable our country towns to retain their uniqueness & provide the resources to regenerate damage already done to some of our environment.
As I said we need the resources to create our lifestyle and protect our environment without harm either way.
Question 4:
Other than the economic development the entire Coast needs the other particular issue unique to the Hinterland would be the neglect its infrastructure has experienced & the rectification that will require
The challenge within that is the poor state of the council’s finances may mean finding money even to improve current repair & maintenance will not be easy but I believe within the existing budget there should be room to refocus a considerable amount of money going to contractors, consultants, & the council’s internally-decided upon “Special Projects” back into servicing the community’s needs could create an extra budget with $10s of million in funding for Hinterland projects
I stand on a basic platform that the economic future of the Coast lies west of the Bruce but for that to be so the infrastructure present there must be as good as we can make it & all money spent there will show a great deal more return in positive economic impact than that spent down on the “Glitter Strip”
I have long advocated for the establishment of Citizen Committees that will allow “forgotten voices” to break through the noise to have their issues addressed. These are ad hoc bodies formed to deal with particular issues in a forum where all those with opinions, expertise or knowledge on a matter being considered by the council can have their say & have that communicate to the council in an organised way
Such matters as the Maleny Swimming Pool & the repurposing of the Nambour Council Chambers could be matters these committees could consider in order to achieve the best outcome.
Question 5:
This election is not about a series of individual promises but about whether the Coast is heading in the right or wrong direction.
Most statistics available from the Australian Bureau of Stats & other places tell us we are on the wrong path to reach the shared prosperity we need to be able to protect our lifestyle & regenerate the damaged parts of our environment. We have the highest Housing-Cost-to-Income ratio in the State, some of the lowest wages except for those in the remoter north & a stagnant economy that has seen our household income improve by less than 1% over the past 8 years way below the increase in inflation cost.
I am a hard-nosed business person who was trained by risking my own money. I understand that organisations must be dedicated to achieving their function, whether that be financial, social or community outcomes, and can only do so if they efficiently pursue their goal.
For at least the last 12 years the council has pursued its agenda of borrowing $450 million in the ratepayers’ name & spending that on their own internally decided upon “Special Projects”.
I believe my hard nose can turn the council away from its preoccupation with these self-interested projects to become organisation that will forge those paths to community prosperity based on the encouragement of long-term job creation in compatible industries such as local energy production, green manufacturing & niche agriculture.
But first we must Stop Borrowing – Slashing Spending – Return the Council to service.
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.
Question 3:
The Sunshine Coast Hinterland is a mix of country towns, ancient forests and waterways, and rich agricultural farming land. Each of these elements has a special character which must be preserved for future generations. We only get one chance to protect our environment. Much of the Hinterland falls outside the urban footprint, which means it is protected from development.
I commit to continuing my ‘Listening Tour’ after I am elected, so that I have a monthly meeting with residents across the divisions, so that I remain personally aware of the issues affecting the people of the Sunshine Coast. That means Hinterland locals will have access to their mayor regularly, allowing you to inform me of the measures needed at every step of the Council planning process. I also commit to continuing to purchase important environmentally-sensitive land as part of the Environment Levy process.
Furthermore, I commit to focussing on the basics of council service delivery: rates, roads and rubbish. The shift away from maintenance, operational works and basic Council services has been happening over time, and the effects are now becoming increasingly obvious. We need to do better in maintaining our infrastructure, roads, footpaths, parks and basic services.
Another way to protect the local ecosystem will be to reduce illegal dumping. I will seek to deliver curbside recycling across the region and investigate tip vouchers, so residents don’t feel illegal dumping is their best option.Protecting the natural beauty of the Hinterland is a multi-pronged approach.
Question 4:
The Hinterland faces similar challenges to the region as a whole, like growth and public transport, infrastructure and maintenance, along with particular issues that affect the Hinterland only, such as dirt roads and weeds, allowing secondary dwellings on properties and maintaining the unique character of each location.
We need better public transport options for now and the future. The duplication of the track to Nambour is important, so long as the heritage values of our railway towns are preserved.
We need a network of clean, green buses connecting all of our communities east and west, north and south, with convenient routes and regular travelling times. This should be free for students and seniors, at the very least, so we can encourage bus use and change the culture towards public transport.
Let’s focus on housing affordability and availability, both to rent and to buy. We need a range of solutions to meet our diverse population needs, including housing types and price options. We should explore tiny homes and secondary dwellings on suitable properties with the appropriate checks and balances, and modular housing opportunities – I will engage with the community for new and innovative solutions.
We must identify where excess spending can be cut to provide the best value for money. A review of council services will identify where the priorities lie. The Hinterland must not miss out on its fair share. Proper maintenance of parks, roads, verges, footpaths, and public facilities like toilets must be a priority. We all want to feel proud of our region.
Question 5:
The Sunshine Coast needs a Mayor who truly listens to the community and works FOR the people they represent. We need a strong leader who will stand up to the state and federal governments and demand the infrastructure that we have been missing out on, for so long. We must have infrastructure before development. I will fight to protect our lifestyle.
We must refocus on ‘back-to-basics’ service and cost savings, so we can all feel proud of our home, and afford to live here.
I am deeply embedded in our community – I have covered the stories that matter in our history and volunteered with hundreds of community and business groups, because I believe contributing with them strengthens the life of our region.
As a career journalist of nearly 30 years and a University of the Sunshine Coast lecturer and researcher, I have first-hand experience in understanding the views, needs and hopes of our residents.
But, people are telling me, we need change. Locals want someone they can trust, who is transparent and accountable, someone who is smart and passionate.
We need a detailed investigation of the costs of Council to see where and how your money has been spent. We need to audit the big-ticket spending of recent times, to ensure value for money.
We need better public transport connecting communities north-south and east-west.
Our hinterland communities must be valued and listened to, not ignored.
I will lead with strength and compassion and be a mayor who cares for the people of 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.
Question 3:
We must ensure that we do not ever develop the interurban break; it is what delineates us from Moreton Bay, and we must honour the commitment of this Council to keep further urban sprawl out of the hinterland.
Preserving the Sunshine Coast Hinterland by preventing further urban sprawl is crucial for several reasons.
The hinterland is a natural treasure, characterised by its lush landscapes, unique ecosystems, and biodiversity.
Restraining urban expansion safeguards these environmental assets, ensuring the hinterland remains a haven for diverse flora and fauna.
Limiting development in the hinterland supports sustainable practices.
Concentrating growth within existing urban areas helps reduce the environmental impact of expansive new developments.
This approach aligns with global sustainability goals and minimises disruption to the hinterland’s delicate ecosystems.
The Sunshine Coast Regional Council has a proud record of delivering quality environmental outcomes.
However, there is more to be done.
Whether protecting turtle nesting sites, planting more trees, or investing in the blue heart.
I am proud of what we have achieved; together, there is more that we can do to keep the Sunshine Coast special.
Question 4:
I am establishing a comprehensive Hinterland portfolio featuring myself and the Hinterland Councillors to actively address and resolve issues within our communities. The primary goal is to bridge the coastal-hinterland divide and ensure a permanent framework for effective problem-solving. Emphasising accessibility, I have committed to a monthly Mobile Mayor’s Office program, setting up community locations across the region. This initiative aims to provide residents with a direct channel to voice their concerns, fostering a sense of inclusivity and engagement. The Hinterland holds a special place in the Sunshine Coast, reflected in one of my five policy pillars dedicated to its development. To delve into the entirety of my policy platform for the Hinterland, please visit www.jasonopray.com/hinterland.
Together, we will work towards a united region where every resident’s needs are met, fostering a stronger and more connected community.
Question 5:
My vision for the Sunshine Coast is centered around preserving our unique lifestyle while embracing growth and modernisation.
I believe I am the best candidate for Mayor because I am committed to protecting our beaches and green spaces, rejecting projects like the Sunshine Coast Light Rail that don’t fit our region, and promoting better public transport technologies.
I prioritise keeping our children active, especially with the upcoming 2032 Olympics, ensuring our economy continues to grow, and making our community more accessible. My plans also include greening the coast, addressing housing affordability, modernising our infrastructure with a focus on electric vehicles, and bridging the divide between the Coast and the Hinterland.
My leadership is about building upon past successes to deliver a Sunshine Coast with a heart, where every resident has access to the best facilities, a strong economy, and a sustainable, inclusive future.
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.
Question 3:
Embracing and preserving the natural and built environment is not only a civic duty but also an investment in the well-being and sustainability of our community. As Mayor, I will champion the protection and enhancement of our surroundings, aiming to create a harmonious balance between development and environmental stewardship. This can be achieved by adherence to the agreed planning strategies and controls.
I will advocate enhancement of locations and areas that support a vision not to expand the current urban footprint. The urban sprawl must stop.
I support the maintenance of the Inter-Urban Break: In the absence of compelling evidence and advice to the contrary, development of Hall’s Creek would seem to pose a risk of unacceptable environmental impacts on the Pumicestone Passage and Ramsar Wetlands.
The proposed development of Beerwah East presents a sustainable proposition in terms environment, connectivity and transport. Public participation and awareness are fundamental to success in planning outcomes. We will organise educational events, workshops, and community clean-up initiatives to foster a sense of environmental responsibility. By encouraging everyone to play an active role in preserving our natural and built environment, we can collectively contribute to a more sustainable and thriving community for generations to come.
In today’s world, environmental consciousness is a collective responsibility.
Question 4:
There is a laundry list of issues needing attention. Based on the feedback to me from residents of The Hinterland, there are three issues of particular importance:
gravel roads, invasive species, and public transport.
Gravel roads – unsealed roads are a significant feature of the Sunshine Coast Region. Gravel roads impact the day-to-day life of thousands of Sunshine Coast residents. Whilst there is an existing program to seal these gravel roads, my office will work with council for greater priority to this issue through a strategic analysis to determine priorities for an enhanced program of improvement – for the sake of safety and liveability we need to prioritise sealing gravel roads so there is a better quality of life for our hinterland residents.
Invasive species – council alone cannot solve the problem of dealing with introduced invasive plants and animals. However, Council can take a leadership position, in addition to its own activities, to encourage and support appropriate community action to manage or eradicate invasive pests.
I will work to ensure that there is a credible and realistic response to invasive species that engages the community to bring us closer to eradicating invasive pests. Along with active collaborative engagement with other councils and communities dealing with this issue, our neighbouring local government areas and state and federal authorities, we can work together to save our very special natural environment.
I believe that the Sunshine Coast Council’s commitment to our very own biosphere provides a platform to address this challenging problem.
Question 5:
As your only mayoral candidate from west of the Bruce Highway, my vision for the whole Sunshine Coast Region embraces our diverse and unique communities, bringing together many voices as one super-region chorus.
Focussed on preserving the region’s outstanding natural beauty, fostering economic growth and environmental values, we aim to create a vibrant ecosystem where businesses, residents, and visitors alike can thrive; our region is unique because celebrating community diversity has always been our difference. As custodians of our Sunshine Coast Biosphere we will activate our communities’ shared values, working together to live, work, learn and play sustainably towards a future we are proud of.
For the first time in many years, the unseen and the forgotten will be seen and heard through the election a new mayor who is one of our own.
Our Mayoral vision goes beyond listening and offering laundry lists of promises that are more likely to be popular than be delivered. I have heard your stories, ratepayers’ experiences of arrogance and indifference, about a council administration more focussed on itself than service for people.
My more than 40 years of experience in the Commonwealth government, my own business and global business, along with my decades of work in the not-for-profit sector equips me with the knowledge and skills to bring about the cultural change that is needed to transform the council from a sedentary culture to a service culture, that is transparent and accountable.
Vote for Wayne Parcell, for change that matters to you.
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.
Question 3:
The new Planning Scheme is a document now in creation, which will set the tone for how development is balanced, and the conservation and tourism potential of the Hinterland can be preserved and enhanced.
It is essential that as many residents as possible engage with the planning process and take every opportunity to contribute to submissions.
I grew up in the Hinterland at Eudlo and have a keen appreciation of the heritage and conservation values of our region and a desire to ensure my grandchildren can also experience the best of what we have as a region.
As mayor I will ensure that the community’s views are respected and represented in all submissions to the State Government as the planning process evolves.
What we all need to accept though, is that a path forward must be found that provides opportunities for businesses to establish or expand, for new arrivals to be accommodated and the best of what we enjoy is maintained and enhanced.
That will mean everyone won’t be satisfied with everything in the document.
What it doesn’t mean is that we can’t collectively identify a path forward where smart planning ensures the Hinterland’s values are retained and enhanced.
Question 4:
The Wedding Industry in the Hinterland is now generating $100 million in economic benefit to the region with very little support from the council which includes the Economic Development portfolio chair, Jason O’Pray, repeatedly praises himself for leading.
I’ll ensure all councillors are aware of the diversity of small businesses that benefit from the industry so they understand why council should provide financial support to help it maintain its place as the Number One wedding location in Australia.
I’ve also committed to driving policy change to ensure all the money collected for infrastructure charges collected from development in the Hinterland, is spent to the benefit of the Hinterland.
Question 5:
It’s been painfully obvious during this campaign that the council has become disconnected to the community it is meant to serve.
There is a cultural problem in the way the council has dealt with community matters.
The perception is too prevalent to ignore. Community workers don’t feel they are being valued or listened to.
I have a proven track record in both the businesses I’ve run and the sporting organisations I’ve been engaged with of affecting successful cultural change.
I have the track record and the determination to make change in a positive manner and for transparent reasons.
I know business and as my record of genuine community engagement shows, I care about people.
I’ll be mayor for the whole Sunshine Coast. I don’t intend to be a city hall mayor. I grew up in Eudlo, went to school in Nambour and I get the real concern people feel west of the highway that they have been ignored.
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.
Question 3:
The community consultation for the Planning Scheme review clearly shows that the priority of the community is to protect our environment and ensure development captures the local character of our region, especially our Hinterland towns. A priority of the new mayor and the division councillors over the next four years is to work with State Government and the community on preparing the Planning Scheme to provide clarity, consistency and guidance on future development to accommodate the projected 150,000 population growth by 2041. In the hinterland I have received calls for greater subdivision opportunities, the installation of tiny homes and temporary housing on acreage, and changes to land use. These are all factors that need to be considered for impact.
By building a ‘Team Sunshine Coast ‘ mentality and bringing the brightest environmental, development and community focused individuals together into an active and meaningful task force, we will be able to deliver a Planning Scheme that will reflect the unique nature of the Sunshine Coast and protect what we hold dear.
Another priority is ensuring the Sunshine Coast Council Environment and Liveability strategy is more than a glossy brochure! The next four years will have profound generational consequences. We need strong leadership that focuses on the elements of sustainability – environmental, social and economic – and a balanced and planned outcome for blending our environment with our growth needs.
Question 4:
The Hinterland is unique because it has such a diversity of individuals that call it home, some of which have competing views on what will make the Hinterland great. Some wish to prosper economically and look for business growth opportunities, others moved to the region to escape the growth and wish for it to stay the way it is. All want to protect what makes it such an environmental wonderland. The most important concrete step is that the Hinterland wants to feel like they have achieved equity of attention to their specific issues. Equity is quite distinct from equality where everyone gets an equal share regardless of need. Equity focuses on really understanding the key priorities and bridging the gap. I firmly believe there is incredible potential to leverage what makes the hinterland so special for further economic prosperity in the region, allowing for reinvestment and sustained growth.
As a highly accessible Mayor that will conduct regular Walk’n’talks throughout the entire region, I will work closely with the elected Divisional Councillors on genuinely understanding the needs of each unique part of the Hinterland and consult with community associations and Chambers of Commerce to ensure a finger on the pulse approach is taken to resource allocation at a City Hall level. Redirecting wasted resource and looking for efficiencies in project delivery is part of my corporate background. I have the skills of a corporate executive, the heart of a small business owner and the soul of a long-term community contributor.
Question 5:
The role of the Mayor is a multi-faceted role that needs strong and clear leadership, financial acumen, and a deep commitment to the people that they serve. I am a people focused, collaborative leader with a strategic focus and a track record for delivering results. Over my 30 year career across financial services, events, strategic and change management, I have delivered real results through hardwork, empowerment of people, and by asking the tough questions. I prefer to approach topics with a partnership approach to finding solutions, however I know when strong and certain leadership is required. I am a strong communicator that can cut through the noise and bring people on the journey, identifying hurdles for delivery and working as a team on real solutions. I believe in action over words.
As a local for over 32 years, I know the core essence of the Sunshine Coast and am offering myself as Mayor to ensure the protection of what makes us unique. Over the past 15 years since returning home and starting my business, I have immersed myself into the Sunshine Coast community, Not for Profits and small to medium business.
I will be your choice of Mayor if you are looking for action, balance, connection, and a community minded Mayor that has the skills of a corporate executive, the heart of a small business owner and the soul of a long-term community contributor.
Division 1 candidates
Jenny Broderick
Question 1:
As a dedicated long-term resident of Division 1, I am passionate about seeing our community thrive. My husband Mark and I have been in our wonderful region for 23 years, have raised 4 children, have been running our own business for the last 2 decades, and have been volunteering in our community for just as long. It would be my honour to continue to serve our community as your Councillor. Throughout my years here, I have been actively involved in various volunteer roles, including serving as President of the Glasshouse Country Chamber, organising community events; such as Street Parties and Christmas Carols. I also helped in the initial setting up the Glasshouse Country Disaster Management Network, demonstrating my commitment to the safety and well-being of our community. It’s time for us to have a Councillor who turns up, is authentic and available, who genuinely cares about representing the needs of our Division. I am committed to ensuring effective communication and keeping our community informed about important developments, opportunities for you to have your say, and actively seeking feedback to ensure that their voices are heard. I will continue to host regular ‘Community Conversations’ so we can work on solutions and find opportunities together. I am dedicated to being accessible and available to residents, committing to designated office hours on both sides of the highway to ensure that I am easily reachable. I am here to represent you with integrity, respect, and humility.
Question 2:
With the opportunity to serve our Glasshouse Country community as President of the Chamber for several years, I have had the privilege of building relationships with many of our wonderful businesses. Our Local businesses are the backbone of our regional economy. The growth of our industrial area within Division 1 is both inevitable and essential. This allows trades and industry an opportunity for growth, opening career pathways and job opportunities for our locals. However, to achieve this, we need to ensure a balanced, common-sense approach to land development and infrastructure planning, which is why the upcoming Planning Scheme review is going to be so important. Ensuring safety and consistent flow of traffic through our townships remains crucial. Forward and practical planning is essential. Engagement with our businesses, understanding their needs, and continuing to work together to build a strong business community culture is important. Continual engagement and effective communication with our local Business networking groups is essential. They need a Councillor who understands the pressures of business, who recognises the need for support and resources, and can share information that is helpful to our Business Community. Our locals want to support local, however, for that to happen, we also need diversity in our business offerings. That being said, this can often be difficult due to the cost involved in staffing, rent and general operation of a retail business. I would value the opportunity to continue to work with our local business networks, to offer support and find solutions on how we can best cater for the needs of the community, while allowing our businesses to thrive.
Question 3:
We are incredibly blessed to live in an area surrounded by a unique, iconic landscape ; from the incredible Glasshouse Mountains to the beauty of the Pumicestone Passage.
Wow! I love where we live!
Growth is inevitable however, it will need to be managed and balanced in a way that ensures the protection of our stunning environment, natural assets and green spaces.
We need to ensure balance and sustainable future growth, while protecting everything that makes our home the special place that it is.
The upcoming Sunshine Coast Planning Scheme is going to be an essential part of this process.
This new plan will have significant bearing on the vision we have for our homes for the future.
If elected, I will be ensuring you are aware of the changes in the scheme that may potentially affect our the way we grow and our natural environment.
Effective communication is essential and will ensure you have the opportunity for you to have your say.
There will be significant issues that arise over the coming years, including the potential development of Halls Creek and Beerwah East.
I will be committed to ensuring that I hear how the community feels about all of this and give you the representation you need.
Question 4:
Every division has its own set of challenges. What do you see as the most pressing issues in Division 1, and what concrete steps will you take to address these challenges during your term as a representative?
Division 1 is wonderfully diverse! Not only is it geographically large, our communities vary from rural lifestyle to coastal living; small blocks to large farms. However, there are some things that remain the same right across the Division – that we all want to feel like we’ve been seen and heard. Many feel that the Southern end of the Coast hasn’t been given as much ‘love’ as many other parts of our Sunny Coast, and that needs to change. We need a Councillor who knows our Division intimately, is passionate and driven, and is actively involved in the community we live in.
I continue to talk about ‘Community Connections’. Not only does this refer to our need for social connection with each other, but to the essential need we have for transport and infrastructure connectivity. We need to plan better! The disaster that awaits us regarding traffic, and only one access in Turner Street Beerwah just one example. We will need solutions for that situation already. I will be advocating strongly for an essential footpath and cycle way network throughout Glasshouse Country. This includes the essential connection between Glasshouse and Beerwah, and the completion and maintenance of essential footpaths and roads. I will also be advocating for a bus service from Beerwah via Aura through to Caloundra now that Roys Road has opened to the Arterial.
For further comment on what issues we are facing throughout Division 1, please check my website and socials.
Question 5:
We live in the most incredible part of the world – from the iconic Glasshouse Mountains to the beauty of the Pumicestone Passage. I love where we live, and I’m absolutely passionate about seeing our communities thrive.
My 20 + years of volunteering is testament of my connection and commitment to our region. When you vote 1 Jenny, you know what you’re getting, because I have been around long enough to prove it.
I am ready to work with you to preserve our liveability, continue to build community connections, listen and work to find solutions, and get back to the things that matter to you most. Whether it’s essential transport connections, building pathways, or maintenance scheduling, you have my commitment that I will continue to work hard to get things done for Division 1.
I am here to serve you. You deserve a Councillor who shows up, listens and acts, is already actively involved and engaged with our community, is aware of the issues both in our Division and right across the Coast. A councillor who is determined to find solutions and work hard. You deserve someone who has built relationships with all levels of government, so we can work together to get things done! A Councillor who can communicate effectively with you, give you the representation you deserve.
We need a Councillor who is trusted, local, and independent, with a proven, long term commitment to our community. When you vote for Jenny, you are voting for integrity, transparency, and accountability.
Kristy Taylor-Rose
Question 1:
I am a mum of two teenagers and an adult son and have been in the construction industry for over 20 years. I am a long-standing President of my children’s P&C and am an active member of the community, volunteering and participating in various organisations either as part of their committee, coaching or at events, to feeding the homeless, meals on wheels, to donating and packing Parcels of Peace packages and then delivering them around the Sunshine Coast.
I have no hidden agendas and I do not seek recognition or did it to get votes with my community involvement. I believe that volunteering is a selfless act that benefits both the recipient and the giver. It provides a purpose, helps meet new people, makes a difference, and is healthy for the mind and body.
Although I have no political background, I can relate to my community because I am part of it. I am a hard worker, passionate, wear my heart on my sleeve and am committed to taking action in Division 1.
My colour orange represents “action”. As I have lived in many different communities, I can connect with each of them in some way.
I am not going to be based at the Maroochydore Office as my division is not in that area. Instead, I will be out in my division, holding regular community get-togethers to discuss any issues and provide feedback on Council decisions affecting both residential and business communities.
I will be continuing my door-knocking as I believe it’s an invaluable way to get feedback.
Question 2:
What is one thing you would do to encourage local economic development, support small businesses, and enhance job opportunities within our division?
To support the growth and prosperity of my division’s community, I plan to work closely with EDQ on local economic development but also conduct a needs assessment to gain a better understanding of the specific challenges faced by small businesses and job seekers in the area. Based on the findings, I will design targeted programs and services to meet their needs.
One of the key initiatives will be to create a resource hub for small businesses and job seekers. This hub will provide assistance with various resources, such as grant applications, resume building, and business planning.
To ensure the success of this initiative, I will establish partnerships with education providers, other local businesses, government agencies, financial planners for small businesses, and job seeker assistance providers. This way, we can connect job seekers with local employers looking to hire, and provide valuable resources to support small businesses.
Overall, I believe that this initiative will serve as a valuable resource for the community and contribute to its overall growth and prosperity.
Question 3:
Balancing development with environmental conservation in Division 1 is crucial to ensure the preservation of our natural beauty.
I would like to implement the protection and conservation of the biodiversity of the region by preserving natural habitats, creating wildlife corridors, and promoting the conservation of endangered species. Increasing the availability of green spaces and parks within Division 1 to provide residents with access to nature and improve air quality.
Implement water conservation measures to protect local water sources, reduce water usage and prevent pollution of water ways.
Educate the community about the importance of environmental conservation and promoting sustainable practices through workshops and campaigns etc.
Enforce strict environmental regulations and monitoring compliance to ensure that development projects adhere to environmental standards and do not harm local ecosystems.
By implementing these measures we can effectively balance development with environmental conservation in Division 1 and preserve the natural beauty of our region for future generations to enjoy.
Question 4:
In Division 1, there are several pressing issues that need to be addressed to improve the quality of life for residents and ensure sustainable development.
Infrastructure – aging infrastructure such as a roads, bridges and utilities, that require upgrades and maintenance to meet the needs of growing population. Advocate for funding and support for improvement and upgrades of projects.
Affordable Housing – the need for affordable housing options for low-income families and individuals. Work with housing developers and organisations to increase the availability and support programs.
Economic Development – attracting businesses to create job opportunities and boost the local economy. Collaborate with local businesses, chamber of commerce etc to create job opportunities.
Environment – balancing development with environment conservation to protect and preserve the natural beauty of the region. Implement policies and initiatives that promote sustainable development and protect natural habitats.
Public safety – support community policing initiatives, collaborate with law enforcement to enhance public safety measures and address concerns within Division 1.
Kerbside pick up – engage with the community to gather feedback on kerbside pickup services, address any concerns or issues and promote participation in waste management initiatives. By promoting responsible waste management practices, Division 1 can enhance the quality of life for residents, reduce environmental impact and contribute to a cleaner and more sustainable community.
By taking these concrete steps and working collaboratively with stakeholders and the community, we can address the pressing challenges in Division 1 and create a more resilient, inclusive and sustainable environment for all residents.
Question 5:
As a passionate and motivated individual, I have always been drawn towards public service. My proactive attitude enables me to approach every challenge with confidence, and I take pride in adopting a friendly and community-focused approach in all my endeavours. Despite having no political background, I am always eager to learn and find the best solutions for my community. As the President of the P&C for a local high school, I have already gained valuable experience in leading and supporting community initiatives. Additionally, with over 20 years of experience in construction, ranging from flood mitigation works to brand new commercial builds, I possess a unique skill set that I can use to make a positive difference in my community. Throughout my life, I have been actively involved in various sporting associations volunteered for multiple NFP from meals on wheels, parcel of peace, Sunshine Coast Council events and the list goes on. This has given me a deep understanding of the importance of community engagement and the need for local initiatives that promote the well-being and prosperity of the community.
As a potential councillor, I am committed to working tirelessly to ensure that every community in my division prospers. I strongly believe my enthusiastic and dedicated advocacy, coupled with my willingness to listen to the needs of the community, will make a significant impact. My top priority is to fight for community interests and work together with everyone to find effective solutions that make a positive change.
Stan Nawrocki
Question 1:
I’m Stan Nawrocki, thrilled to announce my candidacy for Division 1 councillor. As your potential representative, let me share a bit about myself and my vision.
With nearly 51 years of marriage to Fay, our family is filled with love and joy, including four children and two grandchildren who keep life vibrant. My journey in community service started in 1998 as a Rotarian, now proud to serve with The Caloundra Pacific Rotary Club, including two terms as President. Professionally, I managed Caloundra Financial Planners until 2015, now running my own Mortgage Brokerage under CFP Homeloans.
Relocating from Ipswich to the Sunshine Coast in 2001, we fell in love with its relaxed lifestyle and vibrant community. We enjoy family time, travel, country music, and renovating.
To best represent our diverse community, I intend to:
- Host regular community meetings for direct engagement.
- Implement surveys and feedback mechanisms to gather resident input.
- Establish advisory boards with diverse community members.
- Utilize social media and digital platforms for real-time engagement.
- Partner with community organizations to address diverse needs.
- Maintain transparent communication through regular updates.
I believe these strategies will ensure I effectively engage with Division 1 residents and represent their diverse interests in decision-making. Thank you for considering me for this important role.
Question 2:
One significant initiative I would undertake to encourage local economic development, support businesses, and enhance job opportunities within our division is to establish a Small Business Development Centre (SBDC).
The SBDC would serve as a centralized resource hub offering guidance, mentorship, and support services to aspiring entrepreneurs and existing small businesses. It would provide assistance in areas such as business planning, financial management, marketing strategies, and accessing funding opportunities.
Additionally, the SBDC would facilitate networking events, workshops, and training programs tailored to the specific needs of local businesses. By fostering a supportive environment and providing essential resources, the SBDC would empower businesses to thrive and contribute to the economic growth of our division.
Moreover, I would actively collaborate with local stakeholders, government agencies, and business organizations to identify and address regulatory barriers, streamline processes, and create an enabling environment for business growth and job creation.
By establishing a Small Business Development Centre and fostering a conducive ecosystem for entrepreneurship and business expansion, we can stimulate economic development, support local businesses, and enhance job opportunities within our division.
Question 3:
Balancing development with environmental conservation in Division 1 necessitates a multifaceted approach, which respects our natural resources while fostering sustainable growth. Here’s how I plan to achieve this balance:
1. Comprehensive environmental impact assessments: Thorough assessments will evaluate potential effects on ecosystems, water sources, air quality, and wildlife habitats before any development is approved. This ensures environmentally responsible practices.
2. Respecting traditional knowledge: Integrating the wisdom of traditional landowners into conservation strategies enriches our understanding of local ecosystems and sustainable practices, benefiting from their expertise.
3. Promotion of sustainable practices: Encouraging energy efficiency, waste reduction, recycling, and renewable energy adoption among businesses, residents, and government entities is vital for minimizing environmental impact.
4. Preservation of green spaces: Protecting and preserving green areas, parks, and reserves maintains biodiversity and provides essential recreational opportunities for community well-being.
5. Implementation of green infrastructure: Integrating green infrastructure such as green roofs, permeable pavements, and rain gardens manages stormwater runoff, mitigates urban heat, and enhances community aesthetics and sustainability.
Question 4:
In Division 1, preserving the unique character and environmental integrity of areas like Beerwah, Beerburrum, Glasshouse, Landsborough, and Peachester amidst major development projects such as Beerwah East and the heavy rail from Beerwah to Caloundra is crucial. The most pressing issues include environmental conservation, infrastructure strain, and community preservation.
During my term as Councillor for Division 1, the concrete steps involve conducting thorough environmental impact assessments for the heavy rail project and associated developments. This includes advocating for sustainable practices and mitigation measures to protect sensitive ecosystems and wildlife habitats.
Collaboration with relevant authorities is vital to plan and invest in infrastructure upgrades that can accommodate increased demand while minimizing disruption to existing communities. Prioritizing sustainability and resilience in infrastructure projects is key.
Engaging with residents, community groups, and indigenous stakeholders is essential throughout the development process. Encouraging participation in decision-making and empowering local voices can shape the future of Beerwah East while preserving the unique character and heritage of Beerwah town centre, Beerburrum Glasshouse, Landsborough and Peachester
Implementing policies and initiatives aimed at heritage conservation, green space protection, and sustainable development practices, such as ensuring minimum 700sq metre house blocks in Beerwah East, will help preserve the area’s charm. Establishing mechanisms for ongoing monitoring and evaluation ensures compliance with environmental regulations and community expectations.
By prioritizing environmental conservation, sustainable development, community engagement, and proactive planning, we can navigate the challenges posed by major development projects while preserving the integrity of Division 1 and surrounding areas for generations to come.
Question 5:
I am thrilled to be a candidate for the position of Councillor for Division 1, and I’m eager to share why I believe I’m the ideal candidate for this crucial role.
With a genuine passion for serving our community, I am committed to advocating for Division 1 residents and addressing their needs.
My strong communication skills enable me to connect with constituents, understand their concerns, and articulate solutions effectively.
Listening with empathy, I will prioritise your voices and work tirelessly to address your concerns with compassion and integrity.
Drawing on my leadership experience in business and community organizations, I bring proven problem-solving abilities and a collaborative approach to addressing complex issues facing Division 1.
Transparency and integrity are paramount to me, and I am dedicated to upholding the highest standards of ethics and accountability in public service. I will become closely acquainted with local issues and am committed to building consensus and productive relationships to achieve positive outcomes for our community.
I am driven by a vision of a vibrant and inclusive Division 1, where every voice is heard, and every resident can thrive.
Together, let’s chart a course toward a brighter future for Division 1.
Thank you for considering me as your candidate for Councillor for Division 1.
Division 5 candidates
Richard Bruinsma
Question 1:
I’m a long-term local resident, journalist by profession, and former adviser in federal parliamentary offices.
A key reason for me nominating is recognition of a widening engagement gap between those who are employed or elected to serve the people, and the people they supposedly serve.
It is difficult for an elected politician who fails to rub shoulders with everyday people, to understand the true needs of our communities.
I have always been very accessible (my direct contact details are on all my election material) and I plan to remain accessible by meeting with people on their turf, chatting on the phone, attending events in person, whatever it takes for us to connect. I will do the right thing and assess all inputs on key issues before coming up with the best decisions for the community. I genuinely value talking and listening to anyone I meet – we won’t always agree but if we respect each other and work together, we can achieve good outcomes (at times, it’s the differences in people that help deliver better results). On the issue of diverse interests, just because there is diversity in a community, doesn’t mean that one interest takes precedence over another interest. There’ll be times when it’s not possible to address every need satisfactorily, but that is where the elected councillor comes in – it’s their role to consider all factors and use their knowledge to achieve the best outcome for the greatest number of people. I will always work in the best interests of Division 5.
Question 2:
It’s been raised with me several times during the campaign that the hinterland has been for years overlooked and that council ‘doesn’t listen’ – this is something that needs to be fixed. First up, I hope to organise a familiarisation bus tour around Division 5 for senior council officers and the new mayor, showing off key locations, key projects, and the various needs of the division. Respected local experts will be on the tour to share their knowledge with the decision makers. The aim of the tour is to massively boost the personal awareness and knowledge of the council staff who play major roles in decision and approval processes. I know from experience that first-hand awareness helps generate understanding and empathy, which I believe will lead to better outcomes for everyone in Division 5, including businesses. I’m also hoping we can organise a “We say Hi in the Hinterland” expo, held in busy Mooloolaba during the Christmas holidays. The expo will showcase the many good things we have in the hinterland, with coastal tourists and residents invited to come and experience our region for themselves, which will help everyone. Along with those two events, it’s vitally important that the hinterland has an energetic and committed representative, which I will be. Many developments seem to get ‘logged jammed’ in council processing. I plan to respectfully negotiate with the CEO and council staff to try to break those jams, so that positive developments and initiatives can actually materialise, to benefit the local economy.
Question 3:
The Sunshine Coast Council has strong environmental guidelines, which are vital if we are to maintain the amazing natural surrounds that we enjoy and should not take for granted.
It’s also important to recognise when the unanticipated consequences of those rules cause a negative impact on positive development, for example. We need development and re-development, but it needs to be sensible, acknowledging the environment as well as human need.
Of great value to council is the fact we have a very environmentally aware and conscious community that is prepared to fight on issues of concern.
We have seen that in the past, particularly in Maleny. I would like to see greater policing of laws intended to protect native wildlife. I have personally been involved in several Obi Obi Creek cleanups over the years, including Sunday, March 3, and planted trees in the Maleny Community Precinct and at Witta (as well as at Nambour and Woombye). I plan to continue being involved
in these sorts of initiatives.
I personally think a councillor should be a servant, play a physically active role in the community, and be prepared to get dirt under their fingernails. I will use my position as councillor to monitor issues of environmental concern, help council to deal with them diligently and wisely, and to speak out to generate a buzz and motivation among local people to do what they can to support the environment.
Question 4:
The most pressing issue is probably concern of council’s lack of recognition of the needs of Division 5. The people of the region genuinely feel forgotten. As I mentioned in a previous response, I hope to generate better awareness and empathy for the region by taking senior council decision makers and the mayor on a fact-finding familiarisation tour of the region, so they know personally the issues we’re dealing with. In a related concern, there’s the worry of increasing population growth and extra houses not being backed up with improved infrastructure and services – fixing this requires a committed and uniting voice in council. I’ve also noted somewhat of an ‘us and them’ attitude between the mountains and the valley – or ‘down in the swamp’ as one person described it to me. During my term, I plan to prove to anyone concerned about their corner of Division 5 being forgotten, that they have nothing to worry about. It’s my personal challenge to make sure every community, whether on the range or the plains, feels that they are well represented by me. I will be accessible to anyone who wants to chat or meet. Division 5 is the best division in the entire Sunshine Coast Council area, and I want my efforts to make it even better. We have a diversity of communities, a wide range of industry and business, we have rural and urban interests, pretty much every demographic of people living here, and we have beautiful natural surrounds. You’d be silly to want to live anywhere else!
Question 5:
To put it simply, I am experienced, approachable (genuinely approachable), dedicated and sensible. I have a solid mix of ideal professional and personal experience, combined with long professional, residential and social connections with Division 5 that make me ideally suited to represent the region in council – I have helped plant trees locally, have supported local businesses, hiked in our beautiful bushland, helped clean up local creeks, I’ve run in the local parkrun, swum in our waterways, and attended the various local markets. For years, as the editor of the Sunshine Valley Gazette, I travelled around the area pretty much daily, speaking to residents, learning about the region, and learning and writing about local people, issues and communities. I’ve calculated that I’ve had literally thousands of conversations about various topics with local people, as well as business owners and politicians. Palmwoods and Division 5 is my home. That experience as a local journalist, and working as a media adviser and speech writer in two controversial offices – that of former deputy speaker Peter Slipper and PHON leader Pauline Hanson – has developed my understanding of community need and my ability to work with everyone, from senior government offices to everyday people in our communities, along with community groups and businesses, to try to achieve positive outcomes for everyone. My life and career experience has given me the ability to empathise with everyday people, to understand community and individual need.
Winston Johnston
Question 1:
Community engagement is a vital part of delivering effective representation for the residents of Division 5 and also to the entire Sunshine Coast community. Because Division 5 is an extremely large and diverse Division, residents find it difficult to travel to my council offices in both Nambour and Maroochydore. Therefore, the only way to deliver effective community engagement and representation is by spending all available time out in the community speaking with residents, attending meetings with community/business/environmental and sporting groups, as well as continuously inspecting council assets such as roads, streets, parks, lookouts, amenities, cemeteries and sporting facilities.
By doing this, I become aware of most emerging issues and I can take action to request officer attention and action to remedy emerging problems. In addition, I become aware of the need for infrastructure improvements and upgrades and then request design plans and or estimates of cost, prior to requesting officers to submit for inclusion in to 10-year Capital Works Program. The Capital Works Program is considered at financial year budget discussions and where funds are available, are then allocated to works for current or future budgets.
All Councillors have a legal duty to act in the best interests of not only the Division they represent, but the entire Sunshine Coast Region. Therefore, it is important to keep abreast of regional issues, thus enabling informed input and voting when considered by council.
Question 2:
Division 5 is predominately a rural and rural residential Division, with 7 separate towns and 26 distinct districts. Our industries are essentially, agriculture, tourism, service industries and local businesses serving our community, tourism, construction and the wedding industry.
Surprisingly Division 5 has many historic and diverse businesses, providing employment for and to residents. In addition, tourists flock to the Division 5 to experience beautiful vistas, green fields, clean air and unique experiences. Mary Cairncross Scenic Reserve, Maroochy Bushland Botanic Gardens, National Parks and unique businesses, together, with great restaurants, cafes, accommodation options and a vibrant wedding industry, all contribute to a strong and vibrant economy.
My role in relation to economic development is to ensure that those unique experiences continue profitably by attention to detail with regard to maintenance of infrastructure and amenities. In doing so visitors and residents enjoy our environment and value either living and working here, or, if visiting, take away a positive impression and spread the news to others.
Town Planning is complex, but extremely important to the current and future economic development of Division 5. Residents want to maintain population growth at manageable levels, whilst generally encouraging the controlled growth of tourism, business and tourism-based industries. The Queensland State Government South East Queensland Regional Plan, prohibits urban development outside the Urban Corridors in the SEQ Plan. Although the Qld Government has mandated a population growth to 560,000 for the Sunshine Coast, almost all the growth is confined to areas east of the Bruce Highway. The next Sunshine Coast Town Plan provides for very limited urban growth in Division 5.
Question 3:
The main ways council protects the environment in Division 5, are as follows:
1.Maintain clear town planning principals, which protect those areas outside the South East Queensland State Government Plan, by ensuring that all urban development occurs only within the dedicated urban corridor.
By doing this, rural areas are protected from development which is not complimentary to rural or agricultural land use.
2.Council has during the past four years purchased environmentally sensitive parcels of land at Kirbys Road, Curramore and Old Gympie Road South, below Mount Mellum.
In addition, koala sensitive areas are protected and, wherever possible, linking corridors to State and National Parks, as well as areas owned by council.
3.Council has purchased 65 hectares of valuable land north of and adjoining Mary Cairncross Scenic Reserve. A master Plan has been developed and adopted, to develop a quality Ecological Park.
This will increase plant and fauna diversity and protect the existing park.
4.Native tree planting has happened at Maleny Precinct, along the banks of the Obi Obi Creek and additional planting has occurred at the intersection of Curramore and Maleny Kenilworth Roads.
5.Council has applied to designate a Dark Skies Precinct for the Mary River catchment and a Biosphere has been designated for the entire Sunshine Coast Region.
Question 4:
The most pressing issues within Division 5, are sealing gravel roads, weed control, development of a District Level Park at Maleny, preserving the rural environment, urban and rural footpaths, protecting scenic views and vistas, providing extra and or new park equipment, helping to develop additional sporting facilities such as basketball courts and higher quality skate park facilities, assisting with funding to reopen school pools at Mooloolah and Maleny as well as convincing council to construct a new 25 meter pool to replace the existing ageing pool.
Every pre budget review workshop and every infrastructure workshop, I constantly lobby for upgrades to infrastructure and the provision of additional infrastructure projects. On a regular basis I inspect every road, street, park, lookout and cemetery. By doing this I arrange for the little issues and defects to be attended to in a timely manner. This allows me to concentrate upon obtaining estimates and designs which can then be programmed for major capital works.
It may interest readers to know that individual councillors do not control the allocation of funds for capital works. The budget process is discussed with and voted upon by the full compliment of councillors. Therefore, it is vitally important that your division 5 councillor has and continues to have the respect of their fellow councillors and senior council officers. Failing to do this results in a loss of goodwill and the residents of the division suffer.
Question 5:
Division 5 is an extremely large and diverse Council division. It is comprised of 7 towns and 26 districts. Local knowledge and the historic importance of these towns and districts is essential to clearly understand the needs of the division. Born, raised, educated, living and running a business within the division for my entire life, clearly qualifies me as the best candidate to serve the residents for the next term of council.
Having served in various capacities for some 50 years, I have the in-depth knowledge and demonstrated ability to once again deliver for residents. Since my early twenties, I have held numerous leadership roles within the community and I’ve served as a councillor for four terms. Three terms on Landsborough/Caloundra Council and this term with SCRC. Six years as chairman of Town Planning and Development and currently as Portfolio Councillor for Service Excellence.
In addition, I was a member of the Landsborough/Caloundra, Maroochy Water Supply Board for eight years, during the construction of Baroon Pocket Dam. Five years on the Sunshine Coast Tourism and Development Board, three years on the Sunshine Coast Hospital Board and as a member of the Sunshine Coast University Planning Committee.
Since my prior council service, I have served as an advisor to council for the Maleny Local Area Plan and the Maleny Community Precinct.
My financial and business background continues to be invaluable and has assisted me in delivering numerous council projects.
Tracy Burton
Question 1:
For the past 12 months, I have been actively engaging with and listening to the local communities across Division 5.
It has been important for me to hear and understand what matters to you for your Local Council.
I have found that engaging with the community is crucial in understanding their needs and concerns. By hosting regular events and being accessible through monthly pop-up offices in each town, I hope to create a space for open communication and collaboration between myself and the residents of the Division 5 region.
In addition to these efforts, I also plan on utilizing social media platforms to keep the community informed about important issues and decisions.
This will allow for wider participation and feedback from those who may not be able to attend in-person events.
Furthermore, I am committed to actively listening to the diverse voices of Division 5 and working together towards finding solutions that benefit everyone.
By creating a platform for continuous dialogue and involving the community in decision-making processes, we can ensure that their needs are being met and their voices are being heard.
My dedication to community engagement will be a continuous effort throughout my term as your elected councillor.
I believe that by working together, we can build a stronger and more inclusive community in Division 5.
Question 2:
Local council plays an important role in the economic development of a region. In the case of Sunshine Coast Hinterland, the council can assist local businesses by providing resources and support to stimulate growth and create job opportunities. One way is through targeted investment in infrastructure projects such as roads, public transportation, and utilities that connect the hinterland to the Coast. Additionally, council can provide grants for small businesses to expand and innovate. Furthermore, they can work with business associations and organizations to promote the region as a tourist destination, attracting more visitors and boosting the local economy. By working closely with the local community and businesses, the council can ensure sustainable economic growth and a thriving business environment in Sunshine Coast Hinterland.
Question 3:
As our population continues to grow, the demand for housing grows with it. However, in this pursuit of development, we must not forget the importance of preserving our precious natural habitats and wetlands.
We must strike the right balance between development approvals and conservation of our environment. One of the key elements in achieving this balance is ensuring that there is no construction on floodplains. It is essential to understand that these areas are prone to flooding, and any development can have severe consequences for both humans and wildlife.
Furthermore, we need to incorporate strong climate change policy guidelines into our development approvals. With the increasing threat of climate change, it is our responsibility to ensure that all new developments are sustainable and resilient to future environmental challenges. This includes using flexible solutions that can adapt to changing weather patterns.
Moreover, I believe that every development must contain deep-planted trees at ground level. These trees not only add aesthetic value, but also provide numerous environmental benefits such as reducing carbon emissions, improving air quality, and mitigating the effects of urban heat islands. It is crucial to integrate green spaces into our developments to preserve our biodiversity.
We must find a balance between development and preservation. We must prioritise the protection of our environment while meeting the growing demand for housing.
Question 4:
As I have been conducting widespread community consultations across Division 5, one issue has repeatedly come up – the housing crisis on the Sunshine Coast. It breaks my heart to hear that people are struggling to afford rent or purchase a home in this beautiful area, resulting in many families being forced to leave. The situation is dire – families are being priced out and are struggling to find a safe and affordable place to call home. As a community, we need to take action and come up with solutions at the local council level.
One solution that I propose is banning short-term accommodation in inappropriate areas and buildings. Not only does this drive-up rental prices, but it also takes away potential long-term housing options for residents. We need to prioritize the needs of our community over profit.
Additionally, we must encourage the efficient use of empty buildings and blocks of land. These properties can be repurposed or developed into affordable housing options for those in need. We cannot afford to let valuable resources go to waste while our residents struggle to find a place to live.
Supporting small secondary dwellings and low-impact infill housing is another crucial step we can take to address the housing crisis. These options provide affordable and sustainable housing for our residents, without negatively impacting the existing community.
Furthermore, we must unlock land for non-profit housing projects. This will not only increase the availability of affordable homes but also create a sense of community and support for those in need. We cannot rely solely on the private market to solve the housing crisis.
Lastly, we must treat unhoused people with compassion. They are our fellow community members who have fallen on hard times and need our help. As a society, it is our responsibility to ensure that everyone has access to safe and secure housing.
Our actions today will shape the future of our beautiful region for generations to come.
Question 5:
As a retired high school teacher, I have spent most of my life dedicated to serving others. From being a nurse to now working in community services, I have always strived to make a positive impact on those around me. And now, as I embark on the next stage of my career, I am excited and motivated to continue this dedication by serving the people of Division 5 and working towards the betterment of our community as your Councillor.
Having lived in the hinterland for 15 years, I have developed a deep connection to this area and its people.
Raising my two children here has only strengthened that bond.
I am passionate about the future of our local council and the role it plays in shaping our community.
I believe that by working together, we can create a stronger and more vibrant community for everyone.
My experiences as a high school teacher have honed my organisational skills and ability to think strategically.
These are qualities that I believe will be valuable in my role as a member of the local council. As someone who has always been proactive and goal-oriented, I am confident that I can deliver positive outcomes for our community.
One of my main priorities will be to improve the services and resources available to our community members.
This includes advocating for more housing, implementing programs for youth empowerment, and supporting local businesses. I am committed to finding solutions that address the needs and concerns of our diverse population.
