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


Framework, which must be clearly distinguished as being over and above those already provided by
council.

Given its alignment with current local practices and its potential to provide a sustainable, business-
led funding and delivery model, the BID concept presents a valuable framework for further
investigation into its applicability and benefits for Noosa Junction.

RECOMMENDED OPTION AND CONCLUSION

In response to the Notice of Motion endorsed by Council and the subsequent investigation into
precinct management frameworks for Noosa Junction, it is recommended that Council support
further exploration into the potential establishment of a locally adapted model based on the Business
Improvement District (BID) framework within the Noosa Junction Hospitality Precinct.

This report has directly addressed the key elements outlined in the Notice of Motion. It includes a
review of best practice models from other jurisdictions, including reviewing the Nambour SEP and
BID frameworks implemented in New South Wales. It also considers the precinct management goals
of prioritising noise control, safety and security to create a family friendly environment in the junction.
The investigation has been informed by consultation with Sunshine Coast Council and Griffith
University, including insights from academic research and relevant legislative frameworks. These
inputs have shaped the recommendation to explore a BID-style approach tailored to the Noosa
Junction context.

The BID model presents a strategic and cooperative framework for managing the precinct,
empowering local businesses to jointly invest in initiatives that boost the area's vibrancy, safety, and
long-term economic resilience. This approach aligns with Council’s Corporate Plan priorities and
offers a potential pathway to address persistent land use tensions between hospitality venues and
nearby residents in a more integrated and sustainable manner.

As part of the further investigation process, Council may explore opportunities to participate in pilot
projects, being either the University of the Sunshine Coast’s Harmony Project, or other similar
projects. These pilots could serve as valuable test cases for innovative precinct management
strategies. While the original Harmony Project pilot was not progressed due to funding constraints,
its concept remains relevant and could be revisited under the BID type framework, subject to
securing appropriate support from affected businesses and regulatory bodies such as the OLGR.

While not currently legislated in Queensland, the BID framework provides a strong foundation for
locally tailored implementation. Establishing such a model would likely involve a multi-stage process,
including:
   •   Initial stakeholder engagement to test interest and feasibility
   •   Development of a precinct-specific business plan and budget
   •   Design of a governance structure and funding model
   •   Formal consultation and endorsement process
The timing for this initiative would depend on stakeholder readiness and resource availability,
however a preliminary phase - including engagement and concept testing - could be initiated within
the next 6–12 months. Budget and resource implications would need to be carefully considered,
particularly around staffing to support coordination, facilitation, and plan development. Initial costs
may include consultancy support, stakeholder workshops, and communications, with funding
potentially sourced through existing budget allocations or external grants.

To advance this concept, it is recommended that initial discussions be held with key stakeholders,
including local business owners, precinct representatives, and relevant Council departments. These
conversations will help test the appetite for a BID-style approach and identify support or otherwise