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Meeting papers
AGENDA
Planning & Environment
Committee Meeting
Tuesday, 8 July 2025
commencing at 9:30 AM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Amelia Lorentson (Chair), Brian Stockwell, Frank Wilkie, Tom Wegener
“Noosa Shire – different by nature”
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PLANNING & ENVIRONMENT COMMITTEE MEETING 8 JULY 2025
1. DECLARATION OF OPENING
2. ACKNOWLEDGEMENT OF COUNTRY
3. ATTENDANCE & APOLOGIES
4. CONFIRMATION OF MINUTES
4.1 PLANNING & ENVIRONMENT COMMITTEE MEETING MINUTES DATED 10 JUNE 2025
5. PRESENTATIONS
6. DEPUTATIONS
7. REPORTS FOR CONSIDERATION OF THE COMMITTEE
7.1 NOOSA JUNCTION PRECINCT MANAGEMENT MODELS ASSESSMENT
8. REPORTS FOR NOTING BY THE COMMITTEE
8.1 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY – MAY 2025
9. CLOSED SESSION
10. MEETING CLOSURE
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PLANNING & ENVIRONMENT COMMITTEE MEETING 8 JULY 2025
4.1 PLANNING & ENVIRONMENT COMMITTEE MEETING MINUTES DATED 10 JUNE
2025
Recommendation
The Minutes of the Planning & Environment Committee Meeting held on 10 June 2025 be received
and confirmed.
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MINUTES
Planning & Environment
Committee Meeting
Tuesday, 10 June 2025
9:30 AM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Amelia Lorentson (Chair), Brian Stockwell, Frank Wilkie, Tom
Wegener
“Noosa Shire – different by nature”
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PLANNING & ENVIRONMENT COMMITTEE MEETING MINUTES 10 JUNE 2025
1 DECLARATION OF OPENING
The meeting was declared open at 9.31am
2 ACKNOWLEDGEMENT OF COUNTRY
Noosa Council respectfully acknowledges the Traditional Custodians of the lands and waters
of the Noosa area, the Kabi Kabi people, and pays respect to their Elders, past, present and
emerging.
3 ATTENDANCE & APOLOGIES
COMMITTEE MEMBERS
Cr Amelia Lorentson (Chair)
Cr Brian Stockwell
Cr Tom Wegener
Cr Frank Wilkie
NON COMMITTEE MEMBERS
Cr Karen Finzel
EXECUTIVE
Chief Executive Officer Larry Sengstock
Director Strategy and Environment Kim Rawlings
Director Infrastructure Services Shaun Walsh
Director Development & Regulation Richard MacGillivray
APOLOGIES
Nil.
4 CONFIRMATION OF MINUTES
4.1 PLANNING & ENVIRONMENT COMMITTEE MEETING DATED 6 MAY 2025
Committee Resolution
Moved: Cr Frank Wilkie
Seconded: Cr Brian Stockwell
The Minutes of the Planning & Environment Committee Meeting held on 9 May 2025 be
received and confirmed.
Carried unanimously.
5 PRESENTATIONS
Nil.
6 DEPUTATIONS
Nil.
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PLANNING & ENVIRONMENT COMMITTEE MEETING MINUTES 10 JUNE 2025
7 REPORTS FOR CONSIDERATION OF THE COMMITTEE
7.1 PLANNING & ENVIRONMENT COURT APPEAL NO. D44 of 2025 – APPLICATION
FOR A MATERIAL CHANGE OF USE FOR FOOD AND DRINK OUTLET AND
SHORT-TERM ACCOMMODATION AT 203 - 207 GYMPIE TERRACE,
NOOSAVILLE
Committee Recommendation
Moved: Cr Brian Stockwell
Seconded: Cr Frank Wilkie
That Council note the report by the Manager Development Assessment to the Planning and
Environment Committee Meeting dated 10 June 2025 regarding Planning & Environment
Court Appeal D44 of 2025 and agree to defend the appeal.
Carried unanimously.
8 REPORTS FOR NOTING BY THE COMMITTEE
8.1 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY – APRIL
2025
Committee Recommendation
Moved: Cr Amelia Lorentson
Seconded: Cr Tom Wegener
That Council note the report by the Development Assessment Manager to the Planning &
Environment Committee Meeting dated 10 June 2025 regarding applications that have
been decided by delegated authority for April 2025 as per Attachment 1 to the Report.
Carried unanimously.
8.2 Zero Emissions Noosa Inc. (ZEN Inc.) Annual Report
Committee Recommendation
Moved: Cr Brian Stockwell
Seconded: Cr Frank Wilkie
That Council
A. Note the report by the Sustainability and Climate Change Officer to the Planning &
Environment Committee dated 10 June 2025 and note Zero Emissions Noosa Inc.
Annual Report as provided in Attachment 1;
B. Note that Zen Inc has fulfilled its requirements under the Funding Agreement, by
providing a strategic plan and annual report including financial reporting and program
updates.
Carried unanimously.
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PLANNING & ENVIRONMENT COMMITTEE MEETING MINUTES 10 JUNE 2025
9 CLOSED SESSION
Nil.
10 MEETING CLOSURE
The meeting closed at 9.57am
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PLANNING & ENVIRONMENT COMMITTEE MEETING 8 JULY 2025
7.1 NOOSA JUNCTION PRECINCT MANAGEMENT MODELS ASSESSMENT
Author Senior Development Planner , Tara Norley
Strategy & Sustainability | Strategy and Environment
Index ECM/Subject/41.42
Attachments 1. ATTACHMENT 1_EVALUATION OF PRECINCT MANAGEMENT
FRAMEWORK OPTIONS
EXECUTIVE SUMMARY
At the Ordinary Meeting held on 17 October 2024, Council endorsed a Notice of Motion requesting
an investigation into Precinct Management Frameworks suitable for Noosa Junction. This report is
in response to this Notice of Motion.
This report has been prepared to compare strategies for addressing land use conflicts between
entertainment venues and nearby residents. The scope of the report includes a review of current
mitigation processes, a brief exploration of best-practice precinct management models, and an
assessment of their relevance and applicability to the Noosa Junction context.
The report specifically focuses on frameworks designed to manage the interface between hospitality
venues and residential areas, while also considering broader, integrated precinct management
approaches encompassing the full range of land uses and business activities within the Junction. An
evaluation of each option is in Attachment 1 of this report. The report concludes with a
recommendation to further explore a preferred framework that seeks to balance the diverse interests
of stakeholders, enhance precinct vibrancy, and ensure alignment with regulatory obligations.
RECOMMENDATION
That Council
A. Note the report by the Senior Strategic Planner to the Planning & Environment Committee dated
8 July 2025 regarding managing conflicts between hospitality venues and residents in Noosa
Junction;
B. Engage with relevant Noosa Junction stakeholders to gauge support or otherwise for the
potential establishment of a Precinct Management Framework based on the Business
Improvement District (BID) model within the Noosa Junction Hospitality Precinct;
C. Subject to B investigate the feasibility, governance and funding models for the Precinct
Management Framework outlined in B.
D. Report back to Council on the outcomes of B and C.
REPORT
Over the past 12 months, a range of issues of concern have escalated regarding resident amenity
and live music venues in the Noosa Junction area, primarily due to concerns around noise and anti-
social behaviour. In some instances, these issues have led to compliance actions resulting in venues
being restricted from hosting live music events for a specified period by the Office of Liquor and
Gaming.
These ongoing issues not only diminish the quality of life for local residents but also pose significant
operational and reputational challenges for hospitality venues. Addressing these conflicts through
effective and balanced management is essential to preserving community wellbeing while supporting
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the vitality and sustainability of local businesses and Noosa Junction as Major Activity Centre.
CURRENT REGULATORY ARRANGEMENTS
Office of Liquor and Gaming
In Queensland, the regulation of noise associated with licensed venues is governed by a framework
administered by the Office of Liquor and Gaming Regulation (OLGR) under the Liquor Act 1992.
Licensed venues are required to adhere to specific noise conditions outlined in their liquor licence,
which are designed to ensure that noise generated by entertainment activities, patron behaviour,
and mechanical equipment (such as air conditioning units and generators) does not unreasonably
impact surrounding residents or businesses. These requirements are generally consistent with the
planning scheme requirements.
Effective noise management is a critical component of venue compliance, and licensees are
expected to implement appropriate mitigation measures to prevent disturbances. Failure to comply
with these conditions may result in enforcement action undertaken by OLGR, including penalties or
restrictions on trading conditions.
Collaborative Approach to Liquor Management (CALM ) Noosa Liquor Accord
Under Queensland’s Liquor Act 1992, licensees have a legal obligation to minimise harm associated
with alcohol misuse and related violence. In support of this objective, many communities across
Queensland have established liquor accords—voluntary partnerships involving licensed venues,
community organisations, law enforcement, and government agencies. These accords aim to foster
collaboration and implement practical strategies to enhance safety and reduce alcohol-related harm
in and around licensed premises.
The CALM Noosa Liquor Accord, which has been operating for approximately 15 years, covers the
entirety of the Noosa Shire. Its primary purpose is to promote responsible service of alcohol and
reduce alcohol-related incidents. The Accord currently comprises around 50 members, the majority
of whom represent local licensed venues.
Council is not a formal member of the Accord, however a representative from the OLGR regularly
attends meetings to provide regulatory insight and support collaborative efforts.
Noosa Plan 2020
Noosa Plan 2020 includes specific provisions aimed at managing the interface between
entertainment venues and residential development within and surrounding the Noosa Junction area.
These provisions include restrictions on hours of operation and amplified music for entertainment
venues, as well as requirements for acoustic attenuation in new residential developments located
adjacent to the Major Centre zone.
These measures are intended to protect residential amenity while supporting the continued vibrancy
of the Noosa Junction Hospitality Precinct. It is important to note that these provisions are not
retrospective and therefore apply only to new development applications submitted after the adoption
of the scheme. It is also noted that a majority of venues in Noosa Junction operate under existing
use rights or have interchangeable approvals, which would not require an application should the
venue change ownership or use type (eg changing from a shop to a restaurant).
PRECINCT MANAGMENT FRAMEWORKS
This report presents an overview of an investigation into potential frameworks to support and
manage live music and entertainment activities within Noosa Junction. In response to ongoing
interest from stakeholders and the community, Council has investigated several models—each with
distinct regulatory, operational, and financial implications. These include the Special Entertainment
Precinct (SEP), Safe Night Precinct (SNP), Harmony Project pilot, and Business Improvement
District (BID). The purpose of this report is to outline the key features, benefits, and challenges of
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each model to inform future strategic planning and decision-making. A comparison table
summarising these options is provided in Attachment 1.
The investigation into potential precinct models involved the following steps:
1. Legislative Review - Analysis of relevant legislation including the Local Government Act
2009, Liquor Act 1992, and Tackling Alcohol-Fuelled Violence Legislation Amendment Act
2016 to determine statutory requirements and implications for Council.
2. Case Study Analysis - Review of existing precincts across Queensland (e.g., Nambour SEP,
Fortitude Valley SNP) and Australia (Sydney Waterfront BID) to identify best practices,
operational models, and outcomes relevant to Noosa Junction.
3. A brief Feasibility Assessment- Evaluation of each model’s suitability for Noosa Junction,
considering local context, regulatory burden, funding availability, and community impact.
4. Cost and Resource Implications - Estimation of financial and staffing requirements
associated with each option, including potential funding sources and governance structures.
5. Comparative Analysis - A comparison table (Attachment 1) has been developed to
summarise the key attributes, benefits, and limitations of each model to support informed
decision-making.
Special Entertainment Precinct
Under the Local Government Act 2009, a council may formally designate a Special Entertainment
Precinct (SEP) within its jurisdiction. This designation enables entertainment venues within the
precinct to be exempt from the amplified music noise provisions of the Liquor Act 1992, transferring
regulatory responsibility for amplified music noise emissions to council. It is important to note that
venues must still comply with all other requirements associated with obtaining and maintaining a
liquor licence.
To establish a SEP, council must undertake two key actions:
• Amend Noosa Plan 2020 to identify the SEP and incorporate any specific provisions relevant
to its operation.
• Enact a new Local Law to regulate noise from amplified music within the precinct. This law
generally includes a permit system for venues, which typically involves an annual licensing
fee.
This framework could provide council with greater flexibility to support live music and entertainment
in the Junction, while managing potential land use conflicts in a locally responsive manner. However,
this framework shifts all the regulatory responsibility to Council from State Government and has
significant resource implications as described in Attachment 1.
Safe Night Precinct
Safe Night Precincts (SNPs) are designated areas established under the Liquor Act 1992 and
the Tackling Alcohol-Fuelled Violence Legislation Amendment Act 2016 as part of the Queensland
Government’s broader strategy to reduce alcohol-related harm in key entertainment districts. These
precincts—located in areas such as Brisbane and the Sunshine Coast—aim to promote responsible
consumption of alcohol, reduce late-night violence, and enhance public safety in and around licensed
venues.
Key features of SNPs include:
• Ministerial Oversight: The Minister for Liquor Regulation is responsible for recommending the
establishment of SNPs and appointing the corresponding local board. Each SNP is subject
to a formal review every three years to assess its effectiveness and determine whether
adjustments are required
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• 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
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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
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within the community. Subject to this process, further consideration would then need to occur on
resource and budget requirements and funding sources prior to progressing any further.
Should this concept be supported by stakeholders and Council, and appropriate funding source
identified a formal feasibility study could then be completed to explore governance, funding, and
implementation pathways in more detail.
This staged approach ensures that any future precinct management model is grounded in local
context, supported by stakeholders, and aligned with Council’s strategic objectives.
This framework provides the potential for a balanced approach to precinct vibrancy, support of local
business, and addressing community concerns through structured, transparent, and inclusive
management.
Link to Corporate Plan
Theme No. 2 - Liveability
This theme encompasses housing, facilities and services, transport, health and wellbeing to enable
an inclusive, connected and vibrant community.
Objective 2.6
Facilitate strong, vibrant, inclusive communities where people have a sense of belonging and are
active participants in a rich community life.
Theme No. 4 - Future
This theme is focused on our future, strengthening our relationship with First Nations peoples and to
ensure our community is prepared and resilient to change. A focus on youth, climate resilience and
adaptation, sense of place and destination management.
Objective 4.5
Implement a place-based approach to working with individual towns/villages and address their
specific needs within a whole-of-Council framework.
Previous Council Consideration
Ordinary Meeting Minutes 17 October 2024
Notice of Motion - Investigation for Precinct Management Frameworks for Noosa Junction
That Council request the CEO to prepare a report to a future Council Meeting, outlining options for
managing land use conflicts between entertainment venues and residents. This exploratory report
should investigate best practise in precinct management to assess relevance and suitability.
Finance
At this stage, the recommendation is to explore the feasibility of a framework based on the BID model
only, with all associated investigation work able to be delivered within existing staffing capacity.
Should Council decide to proceed with formalising and implementing a framework and approach
similar to the BID framework in the future, this may require further financial and resource implications
that would need to be considered as part of normal budget consideration processes.
Risk & Opportunities
The exploration of a Business Improvement District (BID) type framework in Noosa Junction presents
both strategic opportunities and associated risks for Council.
On the opportunity side, a BID approach offers a collaborative mechanism to enhance precinct
vibrancy, economic resilience, and community engagement, aligning with Council’s Corporate Plan
and Noosa Plan 2020, and potentially resolving long-standing land use conflicts through coordinated
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management. It also enables local businesses to take a more active role in shaping their
environment, fostering innovation and shared investment in public realm improvements.
Risks include the absence of dedicated BID legislation in Queensland, however the LGA does enable
Council to establish special area levies for similar purposes. Advancing this concept could raise
expectations about additional financial considerations for Council. These could include
administrative support, infrastructure commitments, and stakeholder engagement costs.
Additionally, securing broad-based support from local businesses is critical.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with Council’s
Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Sunshine Coast Council
Griffith University
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors x Director Director
Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
x Director x Director Director
x Strategy & Sustainability Development Assessment Infrastructure Planning, Design
and Delivery
x Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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ATTACHMENT 1: EVALUATION OF PRECINCT MANAGEMENT FRAMEWORK OPTIONS
OPTION 1: SPECIAL ENTERTAINMENT
OPTION 2: SAFE NIGHT PRECINCT OPTION 3: HARMONY PROJECT OPTION 4: BUSINESS IMPROVEMENT DISTRICT
PRECINCT
Advantages • Support for live music and culture • Improved public safety • Access to localised academic research • Existing systems and networks in place
Protect and promote live music venues by allowing Help reduce alcohol-fueled violence and anti-social Access to academic research and data can help Precinct area designated through NP2020
amplified music to be regulated by local laws behaviour through measures like ID scanning, council develop more effective, evidence-informed Noosa Junction Association (NJA)
rather than state liquor laws police presence, and trading hour restrictions policies
Noosa Junction levy
• Noise management flexibility and clarity • Coordinated local management • Established relationship with USC
• Broader focus
Council decides noise limits, tailored to the local Managed by a local board made up of local MoU currently in place
Includes a greater scope of initiatives / focus,
context stakeholders (e.g., venue owners, police, council), • Neutral facilitation including businesses not within the entertainment /
• Land use conflict reduction allowing for tailored responses to local issues
USC acts as a neutral third party, helping mediate hospitality sector
Scheme provisions requiring new development to • Support services between residents and venue operators in a less • Improved local amenity
include noise attenuation measures Provide support services for intoxicated or politicised environment
Levy funding used to provide cleaner, safer, and
• Local and centralised control vulnerable individuals • Innovation and best practice more attractive public spaces
Council defines, regulates and manages the SEP, • Funding opportunities Pilot projects often explore new tools (e.g. acoustic • Economic uplift
allowing for more responsive and Noosa-specific Local boards can access seed and operational mapping, mediation models, planning overlays)
Supports local businesses, diversify economy,
planning funding to support safety initiatives and precinct that councils can adopt or scale
increase foot traffic, safety and accessibility
• Economic and cultural benefits improvements • Capacity building
• Greater business collaboration
Encourages a vibrant night-time economy, • Cultural change Council staff can gain skills and knowledge in
Encourages collective action and shared goals
supports tourism, and fosters cultural development Aim to shift drinking culture toward more areas like sound regulation, urban design, and
among local traders
through music and entertainment responsible behaviour, promoting safer and more stakeholder engagement
enjoyable nightlife experiences • Place branding
• Funding and resource sharing
Enhances the identity and appeal of the area
USC can bring grant funding or in-kind resources,
reducing the financial burden on council • Local control
• Low cost Businesses have a say in how funds are spent
Current estimated $20,000 budget required for the
trial
Disadvantages • Administrative and cost burdens • Administrative and cost burdens • OLGR ‘buy in’ • Administrative and cost burdens
Estimated costs vary significantly based on the Managing an SNP requires ongoing coordination, The pilot requires OLRG to agree to the three- Implementing and managing a BID may require
size of the precinct, local government capacity, and reporting, and compliance, which can be resource- month moratorium on OLGR requirements supporting resourcing from Council
the level of infrastructure investment. intensive for local boards. • Resource commitment Any increase in the levy, if required, would re-
• Complex & resource intensive implementation The average annual cost of funding a Safe Night Will require staff time, coordination, and possibly quire NJA to support/lead.
Planning scheme amendment and creation of new Precinct (SNP) in Queensland is up to $250,000 financial contributions • Equity concerns
local law per precinct in operational funding
• Stakeholder sensitivities/expectations Benefits may not be evenly distributed across all
• Potential resident pushback • Business constraints businesses (eg hospitality/entertainment venues
Managing expectations from residents and
May result in increased/prolonged noise and late- Initiatives implemented by the Board may increase businesses can be politically sensitive, especially if may be perceived to receive ‘more’ benefit than
night activity, resulting in resident objections operational costs and reduce revenue for some limited outcome/change seen from the project office uses)
venues (eg additional security requirements, ID (noting the short timeframe) • Governance complexity
• Ongoing maintenance needs
scanning etc)
Will require continuous monitoring, enforcement • Uncertain outcomes Requires strong management and accountability
• Privacy concerns structures
and community engagement to remain effective As a pilot, the project may not yield clear or
and balanced Networked ID scanners raise concerns about data scalable solutions, which can frustrate • Risk of exclusion
privacy and the potential misuse of personal stakeholders or delay action
• Narrow focus Businesses / residents in proximity (outside the
information
Limited to entertainment venues / nighttime • Data privacy Precinct area) may feel excluded from decision
• Enforcement challenges making that will impact on them
economy focus Data collection (e.g. noise levels, complaints, sales
Police banning notices can be seen as heavy- data) must be handled carefully to protect privacy
handed or inconsistently applied
• Reputational risk
• Mixed effectiveness
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OPTION 1: SPECIAL ENTERTAINMENT
OPTION 2: SAFE NIGHT PRECINCT OPTION 3: HARMONY PROJECT OPTION 4: BUSINESS IMPROVEMENT DISTRICT
PRECINCT
While some areas report reduced violence, others If the project is perceived as biased or ineffective, it
see limited impact, and the effectiveness of SNPs may damage council’s credibility with residents or
is still under review the business community
• Narrow focus • Narrow focus
Limited to entertainment venues and community Limited to entertainment venues / nighttime
safety economy focus
Council Full responsibility for development, Moderate to high responsibility, depending on Moderate to high responsibility, depending on Moderate to high responsibility, depending on
responsibilities implementation, ongoing compliance and the level of coordination by Council required the level of coordination by Council required the level of coordination by Council required
monitoring
• Community consultation • Stakeholder participation • Short-term • Initiation and consultation
Engagement during the planning and designation Council representative to sit on local board, Financial and administrative support Facilitate early engagement with local businesses
process, and potential ongoing engagement contributing to decision-making and strategic Technical support Conduct surveys or ballots to gauge support for
through implementation and monitoring planning BID formation
• Long-term
• Planning scheme amendments • Support for Board initiatives • Implementation
Funding
Noosa Plan 2020 amended to include formal SEP Co-fund or facilitate programs like CCTV Define BID boundaries and establish governance
Implementation of recommendations, including
designation 2024 installation, late-night transport, and rest and structures
resourcing commitments
• Local Law creation and ongoing regulation and recovery zones
Oversee the legal and administrative setup,
compliance • Regulation and compliance support including levy collection
New Local Law to be drafted, shifting noise Assist with local laws (if relevant), permits and • Monitoring and oversight
management responsibility to Council compliance issues that affect venues and public
Ensure transparency and accountability in how BID
Ongoing enforcement of the Local Law, issuing spaces within SNPs
funds are used
permits (if required) and monitoring compliance • Planning and infrastructure
Monitor performance and compliance with agreed
with noise and regulations outlined in the Local Improve public amenities such as lighting, signage, business plans
Law public toilets, and transport access to enhance
Support evaluation and renewal processes
Likely requires additional staffing for ongoing safety and accessibility in SNPs
implementation • Support and collaboration
• Funding collaboration
• Strategic planning and support Provide in-kind support
SNP boards receive state funding, councils may
Council may also provide incentives (e.g. reduced provide additional resources or in-kind support Act as a liaison between BID group and other
development application fees) and invest in (e.g., staff time, facilities) government agencies, where required
infrastructure upgrades to support the Precincts • Public engagement and communication
success
Assist in engaging the community, promoting
responsible behaviour, and supporting cultural
change around nightlife safety
• Data sharing and evaluation
May contribute to data collection and evaluation
efforts during the state’s three-yearly reviews of
SNP effectiveness
Page 16 of 28
Page 17
PLANNING & ENVIRONMENT COMMITTEE MEETING 8 JULY 2025
8.1 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY –
MAY 2025
Author Development Assessment Manager, Patrick Murphy
Development & Regulation Department
Index ECM/Subject/All Applications
Attachments 1. ATTACHMENT 1 - PLANNING APPLICATIONS DECIDED BY
DELEGATED AUTHORITY - MAY 2025
EXECUTIVE SUMMARY
Attachment 1 lists applications that are decided by delegated authority during the month of May
2025 (excluding applications seeking to remove a tree(s) adjacent to a building or structure).
Included in attachment 1 is a table providing a snapshot of the total applications determined for the
month of May 2025.
RECOMMENDATION
That Council note the report by the Development Assessment Manager to the Planning &
Environment Committee Meeting on 8 July 2025 regarding applications that have been decided by
delegated authority for May 2025 as per Attachment 1 to the Report.
REPORT
The Local Government Act 2009 allows, by resolution, a local government to delegate its powers to
the Mayor, CEO, a standing committee or a joint standing committee and the CEO to delegate those
powers to another employee of Council.
Under the current delegations for the Planning Act 2016 the ability to manage, assess and decide a
range of development applications are delegated to officers with the exception of the following which
are reported to Council for a decision:
a. An application for a variation request mentioned in section 61 of the Planning Act 2016 to
vary the effect of the Planning Scheme;
b. An application which is for an inconsistent use as defined in the Planning Scheme;
c. An application for a proposed development where more than 30 submissions have been
received during the notification part objecting to the proposed development;
d. An extension of an approval that was made under a superseded Planning Scheme (i.e. pre-
Noosa Plan 2020) and/or where there is a resolution of Council to amend the Planning
Scheme in a way that is relevant to the approval;
e. An impact assessable application involving the clearing of vegetation which is mapped as
being in an area of biodiversity significance on the Biodiversity, Waterways and Wetlands
Overlay Map and containing an endangered regional ecosystem, except in circumstances
where the clearing is exempt clearing;
f. The removal or demolition of a structure or place identified within the Planning Scheme’s
Heritage and Character Overlay Map;
It should be noted though that due to the strict time frames of the Planning Act 2016, officers under
the current delegations have the ability to decide an application where the application has the
potential for ‘deemed approval’.
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Page 18
PLANNING & ENVIRONMENT COMMITTEE MEETING 8 JULY 2025
In accordance with the current delegations, a wide range of development applications are decided
by Council officers each month, with a limited number of applications reported to Council for a
decision.
Link to Corporate Plan
Not applicable.
Previous Council Consideration
Nil.
Finance
Nil.
Risk & Opportunities
Nil.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director Director
Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director x Director Director
Page 18 of 28
Page 19
PLANNING & ENVIRONMENT COMMITTEE MEETING 8 JULY 2025
Strategy & Sustainability x Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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Page 20
ATTACHMENT 1
Decision Issued Under Delegated Authority
Development Applications Decided - Month Year May 2025 Approved Refused
Building Work Assessable Against the Planning Scheme 5 0
Material Change of Use 10 0
Minor Change 12 0
Operational Works 10 0
Reconfiguring a Lot 2 0
Referral Agency Response 7 0
Exemption Certificate 2 0
Other Change 0 0
TOTAL - APPLICATIONS DETERMINED UNDER DELEGATION 48 0
TOTAL - APPLICATIONS DETERMINED BY COUNCIL 1 0
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Page 21
Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
4 Pitta Street Peregian Beach - Adds to Dwelling House in Coastal Protection (Height,
Site Cover & GFA) (& Demolition)
DBW24/0162 NP20DBW Code Approved 6/05/2025
COMBINED WITH RAP24/0054
17 Cooroora Rise Pomona - Adds to Dwelling House (Shed in Biodiversity)
DBW25/0011 NP20DBW Code Approved 12/05/2025
COMBINED WITH RAP25/0006
DBW25/0047 NP20DBW Code 27 Sivyers Road Tinbeerwah - Shed (Riparian Overlay) Approved 14/05/2025
7 Maher Terrace Sunshine Beach - Demolition Dwelling House
DBW25/0014 NP20DBW Code Approved 15/05/2025
COMBINED WITH RAP25/0008
20 Wyuna Drive Noosaville - Dwelling House (Parapet)
DBW25/0055 NP20DBW Code Approved 27/05/2025
COMBINED WITH RAP25/0028
MCU24/0115 NP20MCU Code 81 Noosa Drive Noosa Heads - Hotel (Shop 5) Approved 7/05/2025
11 Robert Street Noosaville - Multiple Dwelling (3 units)
MCU24/0142 NP20MCU Code Approved 7/05/2025
COMBINED WITH OPW24/0185
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Page 22
Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
688 Pomona Kin Kin Road Kin Kin - Dwelling House (Riparian & Ag Land & Convert
MCU25/0012 NP20MCU Code Approved 7/05/2025
Existing to Secondary Dwelling over 65m2)
MCU25/0021 NP20MCU Code 5 Park Crescent Sunshine Beach - Dwelling House Approved 16/05/2025
3 Taylor Court Cooroy - Low Impact Industry & Caretaker's Accommodation
MCU24/0164 NP20MCU Code Approved 19/05/2025
COMBINED WITH OPW24/0218
24 Wesley Ct NOOSA HEADS - Landing & Jetty
MCU25/0038 NP20MCU Code Approved 19/05/2025
COMBINED APPLICATION WITH OPW25/0056
3 Avocet Parade Peregian Beach - Dual Occupancy
MCU24/0120 NP20MCU Code Approved 22/05/2025
COMBINED WITH OPW24/0143
5 School Street Pomona - Multiple Dwelling (9 units)
MCU24/0165 NP20MCU Code Approved 23/05/2025
COMBINED WITH OPW24/0222
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Page 23
Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
MCU24/0135 NP20MCU Code 7/6 & 6 Noosa Drive Noosa Heads - Short-term Accommodation Approved 28/05/2025
25 Wyuna Dr NOOSAVILLE - Landing & Jetty
MCU25/0041 NP20MCU Code Approved 30/05/2025
COMBINED APPLICATION WITH OPW25/0063
Minor Change 21682 DA - 9/512 David Low Way Castaways Beach - Change to DA - Enclose Deck,
132001.210140.2 NP20MCU Approved 2/05/2025
to Approval Suspended Ceiling, Balcony Extension & Roof Terrace (Dwelling iin SDPA/Landscape)
Minor Change 11 Margit Crescent Sunrise Beach - Change to DA - Built Form & Addition of Lift
MCU20/0037.02 NP20MCU Approved 12/05/2025
to Approval (Multiple Housing Type 2 Duplex Dwelling)
Minor Change TPC 2413 - 11/2-10 Banksia Avenue Noosa Heads - Change to DA (Deck Extension -
51991.475.05 NP20MCU Approved 13/05/2025
to Approval unit 11) GROUP HOUSING DEVELOPMENT (16 UNITS)
Minor Change 57-61 Hofmann Drive Noosaville - Generally in Accordance (Chimney Building C)
MCU21/0146.02 NP20MCU Approved 14/05/2025
to Approval (Multiple Dwellings (90 units)
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Page 24
Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
Minor Change TPC 1632 - 2/30 Hastings St Noosa Heads - Change to DA - Alts & Ads Addition of Lift
51983.3225.22 NP20MCU Approved 19/05/2025
to Approval & Loft Storage (MULTIPLE DWELLING 25 UNITS, 8 SHOPS)
Minor Change 11 Crusoe Court Castaways Beach - Change to DA - Extension of Currency Period
DBW19/0003.02 NP20DBW Approved 19/05/2025
to Approval (Additions to Detached House (Coastal Protection)
Minor Change TPC 979 - 4 Douglas Street Sunshine Beach - Change to DA - Add 3rd Bedroom to Unit
51901.4018.03 NP20MCU Approved 21/05/2025
to Approval 1 & 2 (MULTIPLE DWELLING 2 UNITS)
Minor Change 22789 DA - 46 Cooroy Noosa Road Tewantin - Change to DA - Replace Machinery
132002.220233.4 NP20MCU Approved 23/05/2025
to Approval Shed (New Proshop/Refurb clubhse)
22 Grant Street Noosa Heads - Change to DA - Location of Rainwater Tanks &
Minor Change Stormwater Pit (Dual Occupancy & Demolition)
MCU22/0172.03 NP20MCU Approved 23/05/2025
to Approval
COMBINED WITH OPW22/0243.03 & RAL22/0024.03
Minor Change 328 Upper Pinbarren Creek Road Pinbarren - Change to DA - Nature Based Tourism (3
MCU20/0084.01 NP20MCU Approved 26/05/2025
to Approval cabins) Additional 4th Cabin
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Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
Minor Change 25 & 27 Toolar Street Tewantin - Generally in Accordance - Multiple Dwelling (10
MCU21/0083.01 NP20MCU Approved 26/05/2025
to Approval units) - Riverport Properties Pty Ltd
Minor Change
RAL23/0013.02 NP20RAL 33A Pavilion Street Pomona - Change to DA - Lot Reconfiguration (1 lot into 8) Approved 30/05/2025
to Approval
OPW25/0052 NP20OPW Code 22 The Anchorage Noosaville - Vehicle Crossover Approved 2/05/2025
11 Robert Street Noosaville - Op Works - Earthworks, Stormwater & Landscaping
OPW24/0185 NP20OPW Code Approved 7/05/2025
COMBINED WITH MCU24/0142
3 Taylor Court Cooroy - Operational Works - Earthworks, Stormwater, Landscaping &
Access
OPW24/0218 NP20OPW Code Approved 19/05/2025
COMBINED WITH MCU24/0164
24 Wesley Ct NOOSA HEADS - Landing & Jetty
OPW25/0056 NP20OPW Code Approved 19/05/2025
COMBINED WITH APPLICATION MCU25/0038
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Page 26
Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
3 Avocet Parade Peregian Beach - Op Works - Drainage Work, Landscaping,
Stormwater, Earthworks & Crossover
OPW24/0143 NP20OPW Code Approved 22/05/2025
COMBINED WITH MCU24/0120
5 School Street Pomona - Road Work, Stormwater, Earthworks, Landscaping, Car
OPW24/0222 NP20OPW Code Parking & Vehicle Crossover Approved 23/05/2025
COMBINED WITH MCU24/0165
OPW25/0020 NP20OPW Code 14 Shearwater St PEREGIAN BEACH - Vehicle Crossover Approved 26/05/2025
OPW25/0053 NP20OPW Code 10 Surfside Court, Sunshine Beach - Earthworks Approved 30/05/2025
OPW25/0059 NP20OPW Code 5 Park Cres SUNSHINE BEACH - Vehicle Crossover Approved 30/05/2025
25 Wyuna Dr NOOSAVILLE - Landing & Jetty
OPW25/0063 NP20OPW Code Approved 30/05/2025
COMBINED APPLICATION WITH MCU25/0041
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Page 27
Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
156 & 172 Ferrells Road Cooroy - Reconfiguration of a Lot - Boundary Realignment (2
RAL25/0006 NP20RAL Code Approved 27/05/2025
lots into 2 lots)
62 Lake Macdonald Drive Cooroy - Reconfiguring a Lot - 1 Lot into 6 Lots (including
RAL25/0004 NP20RAL Code Approved 30/05/2025
drainage and park lots)
4 Pitta Street Peregian Beach - Adds to Dwelling House in Coastal Protection
Referral Agency
(Setbacks)
RAP24/0054 NP20RAP Response - Approved 6/05/2025
Planning
COMBINED WITH DBW24/0162
Referral Agency
RAP24/0042 NP20RAP Response - 167 Gympie Terrace Noosaville - Addition of Shade Sail (Setback & Site Cover) Approved 12/05/2025
Planning
Referral Agency 17 Cooroora Rise Pomona - Adds to Dwelling House (Setback)
RAP25/0006 NP20RAP Response - Approved 12/05/2025
Planning COMBINED WITH DBW25/0011
Referral Agency
10 Wavecrest Drive Castaways Beach - Early Referral Response - Dwelling House (Site
RAP25/0018 NP20RAP Response - Approved 13/05/2025
cover)
Planning
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Page 28
Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
Referral Agency 7 Maher Terrace Sunshine Beach - ERR - Dwelling House (Height & Setbacks)
RAP25/0008 NP20RAP Response - Approved 15/05/2025
Planning COMBINED WITH DBW25/0014
Referral Agency
RAP25/0022 NP20RAP Response - 11 The Anchorage Noosaville - Early Referral Response - Dwelling House (Setbacks) Approved 19/05/2025
Planning
Referral Agency 20 Wyuna Drive Noosaville - Dwelling House (Setback)
RAP25/0028 NP20RAP Response - Approved 27/05/2025
Planning COMBINED WITH DBW25/0055
Heritage Act 38 Tewantin Road Cooroy - Exemption Certificate - Replace Roof in Heritage &
EXE25/0017 NP20EXE Approved 2/05/2025
Request Character Area
Planning Act 28 Moorhen Place Noosaville - Exemption from Code Assessment for Pool in Riparian
EXE25/0014 NP20EXE Approved 8/05/2025
Request Buffer Area
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