NOOSA JUNCTION PRECINCT MANAGEMENT MODELS ASSESSMENT (Referred from Planning and Environment Committee dated 8 July 2025 Item 7.1) · Report

GENERAL COMMITTEE MEETING                                                                  14 JULY 2025


   •   Regulatory Framework: SNPs are governed by the Liquor Act 1992 and regulated by the
       OLGR, which oversees compliance with liquor licensing laws and precinct-specific
       requirements
   •   Local Board Management: Each SNP is managed by a local board, constituted as an
       incorporated association. These boards are responsible for the day-to-day management of
       the precinct, including the development and implementation of initiatives aimed at improving
       community safety and reducing alcohol-related harm
   •   Funding Support: SNPs receive financial support through seed and operational funding
       pools, which assist with the establishment and ongoing operation of the precincts
   •   Law Enforcement: The Queensland Police Service plays a critical role in maintaining order
       within SNPs, working collaboratively with local boards and the OLGR to address incidents of
       violence, anti-social behaviour, and non-compliance with liquor laws
Key stakeholders have indicated that pursuing the establishment of a Safe Night Precinct in Noosa
Junction is not a priority at this time. This decision is based on the current assessment that there is
no demonstrated need for such a precinct, coupled with significant constraints in available resources,
including staffing and funding.

Harmony Project
The University of the Sunshine Coast’s Harmony Project explored the evolving dynamics of nightlife
in the region, with a focus on challenges such as noise and anti-social behaviour. In 2024, Council
was approached by USC to participate in a proposed pilot project focused on Noosa Junction.

The pilot aims to trial a three-month moratorium on existing noise restrictions for live music within
the Junction, providing a temporary exemption from current licensing conditions. This would require
formal agreement from the OLGR to suspend their noise compliance requirements for the duration
of the trial—a condition that may prove difficult to secure, particularly in light of recent compliance
actions in the area.

Although the pilot was not progressed due to USC’s inability to secure grant funding, the concept
remains of interest. The estimated cost of the trial was approximately $20,000, and any future
consideration would require exploration of viable funding sources and stakeholder support.

Business Improvement District

A Business Improvement District (BID) is a globally recognised model for enhancing the economic
vitality and public realm of commercial precincts. Originating in North America and widely adopted
across the UK, Europe, and parts of Australia (notably New South Wales and Victoria), the BID
framework enables businesses within a defined area to collectively fund and manage initiatives that
support local growth and vibrancy. While not currently legislated or formally applied in Queensland,
the model offers a structured and adaptable approach that aligns with the provisions of the Local
Government Act 2009, particularly around transparency, accountability, and governance.

A defining feature of the BID model is its levy-based funding mechanism, where participating
businesses contribute to a shared fund. This fund supports services and projects that go beyond
those already provided by local government, such as placemaking, marketing, safety improvements,
and economic development initiatives. These objectives closely mirror existing collaborative efforts
in Noosa Junction, where a levy is already collected, and Council and local businesses work together
to enhance the precinct’s appeal.

Establishing a BID in Noosa Junction would require strong support from local businesses, with
survey requiring a majority vote in support of entering into a BID, similar to what is required for special
area levy under the LG Act process, is typically needed to proceed. A critical step in the process
would be the development of a Junction Business and Precinct Management Plan and associated
budget. This plan would outline the scope of services and initiatives to be delivered through the BID