gary-gardner-council

Role of a Councillor vs Council Operations

Tue, 17 Mar 2026 04:13:42 GMT

From time to time I receive messages from residents asking for help with issues like potholes, road repairs, tree trimming, or concerns about particular Council services. These are all important matters - but they also highlight a common misunderstanding about the role of a councillor.

In local government, there is a clear distinction between governance and operations.

The Role of Councillors

Councillors are responsible for the strategic direction of Council. Our role is to set the framework that guides how the organisation operates across the region.

This includes:

Setting the annual budget and long-term financial plans
Adopting policies and local laws
Establishing strategic priorities and infrastructure planning
Ensuring accountability and oversight of the organisation
Representing the interests of the community in decision-making

In short, councillors set the direction and rules of the system.

The Role of Council Staff

Council staff are responsible for delivering services and running day-to-day operations.

This includes:

Scheduling and carrying out road maintenance and repairs
Managing waste services and collections
Maintaining parks, playgrounds and public facilities
Assessing development applications
Delivering the many services residents rely on every day

Staff implement the policies and budgets adopted by councillors.

Examples

To help clarify the difference, here are a few examples of questions that sometimes come through.

Operational matters (handled by Council service teams):

“There’s a pothole on my street - can you organise for it to be repaired?”
“My bin collection was missed this week.”
“There’s a broken swing at the local park.”
“A tree branch is hanging over the footpath near my house.”

These issues are best reported directly through Council’s service channels so they can be logged and scheduled efficiently.

Strategic matters (where councillors play a role):

“What is Council’s long-term plan for managing growth in Highfields?”
“How are infrastructure priorities decided across the region?”
“What policies guide development and planning decisions?”

These questions relate to policy, priorities and budget decisions - which are the responsibility of councillors.

Why This Separation Matters

The distinction between governance and operations is intentional and important. It ensures:

Professional staff can do their jobs without political interference
Decisions are applied consistently across the region
Ratepayer funds are managed through clear systems and accountability

Councillors provide oversight and direction, while staff deliver the services that keep our region running.

How to Raise an Issue

If you have a service issue that needs attention, the quickest way to resolve it is usually through Council’s website or by calling.

If you want to discuss policy, strategy, or the future direction of the region, I’m always happy to hear from you.

Clear roles help Council operate effectively - and ultimately ensure the best outcomes for our community.

Understanding Conflict of Interest in Local Government

Tue, 17 Feb 2026 06:43:24 GMT

Questions about conflict of interest are common in local government — particularly when councils are making decisions about planning, development, infrastructure and major projects.

It is important that the community understands how the process works, what the legislation requires, and what is - and is not - considered a conflict of interest.

Under Queensland local government legislation, there are two recognised types of Conflict of Interest (COI): Prescribed and Declarable.

Prescribed Conflict of Interest

A prescribed conflict of interest exists where a councillor — or a related entity — has a direct personal or financial interest in a matter that is being considered by council.

This is clear-cut. If a prescribed conflict exists, the councillor must:

Declare the conflict
Leave the meeting room
Take no part in the discussion or vote

This is mandatory.

For example, where a related entity has a commercial arrangement connected to council land or infrastructure, that would constitute a prescribed conflict, and the councillor would step aside entirely.

Declarable Conflict of Interest

A declarable conflict of interest applies where there may be a perceived connection or potential interest, but it is not necessarily direct or financially beneficial.

In these cases:

The councillor must declare the circumstances
The remaining councillors vote on whether that councillor should stay and participate or leave the room
The decision is recorded in the minutes

This process ensures transparency and independent oversight within the chamber.

What Is Not a Conflict of Interest

It is equally important to clarify what does not constitute a conflict. Having professional experience in a particular industry - such as planning, construction, aviation, or infrastructure is not, in itself, a conflict of interest.

Councils benefit from diverse professional backgrounds. Experience allows informed questioning, stronger debate, and more considered decision-making. It does not automatically disqualify participation.

The legislation also makes clear that conflict provisions do not apply to decisions that form part of the ordinary business of council. These include:

Adopting or amending the planning scheme
Setting or adjusting council budgets, fees, and charges
Decisions that affect a significant portion of the local government area

These matters impact the broader community rather than an individual person or entity. Councillors are expected to participate in these decisions.

The Responsibility of Councillors

The integrity of the system relies on councillors being upfront and transparent. That means:

Declaring relevant interests early
Providing full and accurate details
Stepping aside when required
Respecting the vote of the chamber

Conflict of interest laws are designed to protect public confidence in local government while ensuring councils can continue to function effectively.

If you have questions about how conflict of interest works, or how the process applies to particular decisions, I welcome respectful discussion.

You can contact me directly via the Contact page on this website, and I will always do my best to provide clarity.

Why Councillors Can’t Comment on Development Applications

Thu, 15 Jan 2026 23:18:44 GMT

If you’ve ever wondered why your local councillor won’t comment on a new development application, here’s the simple answer: we’re not allowed to.

When a development application (DA) is lodged and enters the public notification period, councillors are required to remain impartial. This is not a matter of preference — it’s a legal requirement under Queensland’s planning framework.

Why is this important?
Because if a councillor publicly supports or opposes a DA while it's still under assessment, they may be considered to have a prejudgement bias. This would legally prevent them from participating in the final decision.

As your elected representative, Gary Gardner takes this responsibility seriously. Remaining neutral ensures that:

The planning process is fair, unbiased, and defensible
Every application is assessed on its merits, not political pressure
Gary can represent you fully when it’s time to vote — without being disqualified

What can you do if you have strong views about a development?
That’s where your voice comes in. During the public notification period, any resident can lodge a submission, either in support or opposition.

You can submit your feedback directly via the Toowoomba Regional Council's Have Your Say portal.

Your feedback becomes part of the official record — and it helps ensure the final decision reflects community input.

— Cr Gary Gardner

2025 Wrap-Up: A Year of Momentum for Our Region

Mon, 15 Dec 2025 23:07:38 GMT

As 2025 comes to a close, I want to take a moment to reflect on what has been a big year for our region — and for the work we’ve been doing at Council.

This year, we made meaningful progress on some of the most important issues facing our community. Cutting red tape, improving development pathways, and supporting new housing remained at the forefront. Whether you're a young family trying to break into the market, a senior wanting to downsize, or a business owner bringing staff into the region, housing matters — and I’m proud of the steps we’ve taken to make our planning system clearer, faster, and easier to navigate.

We also advanced significant planning work, including the Highfields Masterplan and reforms to the Planning Scheme. These initiatives give us stronger, more consistent rules that support responsible growth while protecting what our community values most.

A major milestone this year was welcoming our new CEO to Toowoomba Regional Council. Since commencing, he has made strong progress in resetting culture, improving transparency, and sharpening Council’s focus on delivery. His leadership is already making a tangible difference, and I have full confidence in the direction he’s taking the organisation.

We also secured practical infrastructure outcomes across the region — from upgraded footpaths and improved roads to ongoing enhancements at the Toowoomba Aerodrome. These are the everyday improvements that support safety, accessibility, and liveability for locals.

A Special Acknowledgement: Cr Trevor Manteufel & Cr Edwina Farquhar

I want to extend my sincere thanks to Cr Trevor Manteufel and Cr Edwina Farquhar for their work alongside me in the Southern Zone this year.

Across towns including Brookstead, Millmerran, Pittsworth, Greenmount, Clifton, Nobby, Southbrook and beyond, we’ve spent the past 12 months actively listening to residents, attending local events, sitting in community meetings, and holding Councillor Drop-In Sessions. Their commitment to being visible, accessible, and engaged has been invaluable.

The feedback we gathered from Southern communities highlighted important themes:

Connectivity:
Residents and businesses continue to struggle with unreliable mobile and internet coverage. Together, we advocated strongly, and this year saw upgrades to key towers at Captains Mountain and South-West of Millmerran — with further improvements underway through the DDSWQ Council of Mayors’ telecommunications advocacy.

Town Pride:
Many smaller towns want to see their centres revitalised and volunteer pathways simplified. We’ve begun conversations on restoring pride, reducing barriers to volunteering, and ensuring communities feel supported.

Efficiency:
Residents asked for more coordinated service delivery across Council teams. A form and function review is underway to help address these inefficiencies and improve internal alignment.

Transport:
Regional towns want clarity and fairness around how public transport investment benefits their communities. We continue working with the State Government on Walking Network Plans, speed limit reviews, and safer pedestrian solutions through key town centres.

Positive Outcomes This Year:
• Approval and commencement of the Wylahra Grove Community Garden
• Continued advocacy for better connectivity across the bush
• Ongoing work on speed limit reductions in regional town centres
• Strong community support for investment in water infrastructure

Cr Trevor and Cr Edwina’s leadership, partnership, and consistent presence have helped ensure Southern communities feel heard and represented. I’m grateful for the work we have achieved together and for their commitment to carrying unfinished discussions into 2026.

Listening, Learning & Delivering

Most importantly, throughout this year — we listened.

Your feedback shaped decisions on parking, planning, development, and growth right across the region. Whether you stopped us at a drop-in session, raised a concern at an event, or reached out directly, your input has been central to every decision we’ve made.

Looking Ahead to 2026

2025 has been a year of momentum — real work, real engagement, and meaningful progress.

In 2026, I’m looking forward to building on this foundation with a continued focus on:

• Accountability
• Transparency
• Cutting red tape
• Clear communication
• Delivering real outcomes for our community

Thank you for your support, your feedback, and your commitment to making the Toowoomba Region an even better place to live.

— Cr Gary Gardner

Highfields Master Plan — Building a Stronger, Connected Future for Our Growing Community

Thu, 20 Nov 2025 07:00:08 GMT

Highfields is one of the fastest-growing parts of our region — and with growth comes both opportunity and responsibility.

As your Councillor, I’ve been listening closely to the conversations happening right now about the future of Highfields, and I want to take this opportunity to talk openly about where things stand, why the Master Plan matters, and how we move forward together.

Why We Need a Master Plan

Highfields is no longer a small semi-rural township. It’s a thriving, expanding community that families are choosing for its lifestyle, and sense of place. With this growth comes increasing pressure on our roads, public spaces, and community facilities.

A Master Plan provides a clear long-term vision that ensures development happens in the right areas, in the right way, and with the right infrastructure to support it. It’s about taking a proactive approach rather than playing catch-up.

A strong Master Plan helps us:

Prioritise road upgrades and new transport links
Protect green spaces and create new recreation areas
Plan for community facilities
Support local businesses and economic growth
Ensure development aligns with the values of the community

Highfields deserves a blueprint that reflects its future potential while protecting what locals love most about living here.

Listening to the Community

There’s been a lot of discussion recently about the future direction of Highfields, and rightly so. People care deeply about the liveability of their neighbourhood — and their voices need to shape the plan.

Across recent conversations, some key themes continue to come through:

The need for better road networks and traffic solutions
Concerns around unmanaged or poorly sequenced development
A desire to retain green corridors and shade
Growing demand for sport, recreation, and cultural infrastructure
Ensuring the Master Plan reflects local values, not just growth projections

These priorities must be front and centre in any planning discussions. I’m committed to making sure community input is not only heard but acted on.

Development in the Right Places

One of the most common questions I receive is around development intensity and tree clearing.

To be clear: development is occurring within residential zones that have long been earmarked for growth. Toowoomba Region is not just a farming district anymore — we are a modern, growing regional centre and our planning framework must reflect that.

But growth must never come at the cost of liveability. Shade, green infrastructure, and quality urban design are essential as the region evolves, and I support planning outcomes that prioritise these elements.

Good development and good environmental outcomes are not mutually exclusive — and as we progress the Master Plan, both must be part of the solution.

Better Planning Creates Better Outcomes

A comprehensive Master Plan gives Council the strategic foundation we need to:

Pursue funding for major projects
Coordinate staged infrastructure delivery
Ensure developers contribute appropriately
Protect key environmental and community assets
Future-proof Highfields for the next generation

Without a clear vision, planning becomes reactive. With a strong Master Plan, we can deliver infrastructure and services in a coordinated, cost-effective, and community-driven way.

My Commitment

My role is to ensure the Highfields Master Plan reflects the needs, identity, and aspirations of the local community.

I will continue to:

Advocate for transparent, proactive, community-centric planning
Push for infrastructure upgrades that match growth
Support balanced development that considers liveability and environmental stewardship
Ensure public feedback remains a central driver of the plan

The future of Highfields is bright — but it requires thoughtful leadership and ongoing community involvement.

What Happens Next

Council will continue progressing planning work, community consultation, and strategic assessments as part of the Master Plan framework. When key milestones, draft plans, or consultation periods arise, I’ll ensure residents receive clear updates and opportunities to have their say.

Highfields deserves a plan that delivers liveability, connectivity, and long-term value. I’m committed to helping shape that future responsibly, collaboratively, and with your voice guiding the way.

Energy, Jobs, and Regional Growth — Why Gas Still Matters

Sun, 26 Oct 2025 22:19:22 GMT

Queensland is once again proving it’s a state built on energy and enterprise.

The recent announcement by Treasurer David Janetzki - confirming a 10-year gas supply deal with Senex Energy to power Queensland’s first new gas-fired power plant in over a decade - marks an important step in securing our state’s energy future.

The new Brigalow Peaking Power Plant will be capable of powering up to 150,000 homes during times of peak demand. It’s part of the State Government’s updated Energy Roadmap, which recognises that while renewables are the long-term goal, reliable gas generation is essential to keeping the lights on as we transition.

This plan includes a greater role for both gas and coal in the years ahead - not as a step backwards, but as a practical way to ensure reliability and affordability while renewables continue to scale.

And for regions like ours - the Toowoomba and Darling Downs - that’s an opportunity we can’t afford to ignore.

The Opportunity for Toowoomba

Our region already plays a critical role in Queensland’s energy network. With existing gas infrastructure, proximity to key production basins, and a skilled industrial workforce, Toowoomba is well-positioned to support - and benefit from - this new wave of investment.

As the ACCC recently forecast, Queensland will produce 87% of all east coast gas by 2027 , rising to 96% by 2037 . That means Queensland isn’t just participating in the energy transition - we’re leading it.

If managed responsibly, this can mean new jobs, stronger local economies, and a significant boost to Council revenue - helping fund infrastructure, community services, and growth without continually relying on ratepayers.

Smart Regulation and Balance

People often talk about coal seam gas as though it’s a threat - but the real conversation is about balance: energy, jobs, and protecting what matters.

By working openly with landholders and industry, councils can ensure projects are developed responsibly - with clear environmental safeguards and benefits flowing back into local communities.

Regions like Western Downs have shown what’s possible. Partnerships with the energy sector there have delivered billions in investment, while maintaining agricultural productivity and community wellbeing.

There’s no reason Toowoomba can’t do the same - in our own way, with the right balance of regulation and opportunity.

Looking Ahead

The State’s Energy Roadmap is clear: gas continues to have an important role in Queensland’s future.
Our challenge, as local leaders, is to make sure we’re ready to participate - not stand on the sidelines.

By being open for business, embracing smart, well-regulated projects, and fostering collaboration between industry, government, and the community, Toowoomba can attract the kind of sustainable investment that delivers long-term value for everyone.

It’s time to think like a business - and plan for growth that’s practical, balanced, and built to last.

Cutting Red Tape in Development Applications

Wed, 03 Sep 2025 01:51:57 GMT

Last November, Council adopted an important reform to the way Development Applications (DAs) are considered. Instead of relying on individual councillors being able to “call in” an application for discussion, we have moved to a majority-based approach.

This change might sound technical, but it delivers real benefits for our community.

What This Means For You

More trust in our professional planning team – Council’s highly qualified planning officers now have clearer authority to assess applications against the Planning Scheme and state legislation, reducing unnecessary political involvement.
Less cost to ratepayers – By streamlining the process, we save time and resources, meaning less expense for ratepayers.
Faster turnaround times – Applicants receive decisions more quickly, creating certainty for residents and businesses without compromising transparency.

“This is about ensuring the right balance — keeping councillors involved in significant decisions while also respecting the expertise of our professional planning staff,” Cr Gary Gardner said.

Why it Matters

Development applications can often be complex and time-consuming. This reform helps cut unnecessary red tape while maintaining fairness and accountability.

“It’s a more balanced and transparent approach that reduces costs, saves time, and builds confidence in the process,” Cr Gardner said.

As our region continues to grow, reforms like this will help us deliver smarter, more efficient services while still protecting community intere.

Have Your Say

I’d like to hear your thoughts. Do you believe Council is heading in the right direction with this reform? Your feedback helps ensure we continue improving how local government serves our community. .

Securing the future of the Toowoomba Aerodrome

Thu, 28 Aug 2025 01:44:22 GMT

I’m very pleased to share a significant win for our community and the future of the Toowoomba Aerodrome.

After extensive discussions, advocacy, and collaboration, Council has delivered an outcome that gives certainty and secures this important facility for generations to come. “This is a great result that protects the Aerodrome, supports leaseholders, and ensures it will continue to serve our region well into the future,” Cr Gary Gardner said.

Thanks to the work of Council officers, my fellow Councillors Cr Carol, Cr Melissa, and Cr Edwina, and the strong advocacy of the Toowoomba City Aerodrome Committee, the following outcomes have been secured:

30-year leases (10x10x10) – Providing genuine security of tenure and confidence for existing leaseholders.
Removal of the Aerodrome closure clause – Confirming the Aerodrome is here to stay and demonstrating Council’s commitment to its long-term future.
No operating expenses passed on – The initial proposal to shift $1.2 million of costs onto leaseholders has been removed, a huge saving and a win for fairness.
Lease rate set – The new rate will be $15 per square metre plus GST per annum from 1 September 2025. While an increase, it’s a far better outcome than originally proposed.

This decision secures not only the Aerodrome’s place in our region’s future but also the confidence of the leaseholders and businesses that rely on it.

“I’d like to sincerely thank Hugh Dunne in Property Services, my fellow Councillors, and the TCCA committee for their hard work on this issue. This outcome shows what can be achieved when Council and community work together,” Cr Gardner said

The Toowoomba Aerodrome will remain a valuable community asset, supporting local business, aviation, and emergency services for years to come.

Gary Gardner tables Planning Scheme Reform Motion

Tue, 15 Jul 2025 04:56:04 GMT

Toowoomba Regional Councillor Gary Gardner has today tabled a motion demanding urgent action to finalise the Toowoomba Regional Planning Scheme — a process that has dragged on for more than a decade and cost ratepayers millions of dollars.

“This scheme has been in development for over 10 years and still isn’t finalised. Meanwhile, developers are frustrated, residents are confused, and staff are stretched. The community deserves better,” Cr Gardner said.

The motion calls for:

Immediate prioritisation of the Scheme’s delivery
Cessation of inefficient fortnightly review meetings
A detailed project plan to be delivered to the October Ordinary Meeting, including milestones, budget implications, and external resourcing if needed

Gardner stressed the need to rely on professional expertise to get the job done.

“We have 11 councillors around this table. While we bring a range of skills to the role, none of us are town planners. Even those of us who deal with DAs and BAs still engage experts — it’s time Council does the same.”

He said planning and development was not just a technical function, but a core economic driver.

“If we want to grow our rate base, attract investment, and fund infrastructure — planning is the lever. The faster we enable good development, the stronger our community becomes.”

Gardner said the recent appointment of a new General Manager presented a timely opportunity to reset, realign the internal structure, and focus on delivery, not delay.

“This motion is about leadership, accountability, and progress. Let’s back our team, fix the structure, and get this scheme delivered — and done right.”

Parking Needs a Common-Sense Approach

Mon, 07 Jul 2025 06:26:45 GMT

As Toowoomba continues to grow, so too does the pressure on parking — especially in our CBD and around busy community hubs like Kearneys Spring.

Right now, Council is asking for community feedback on our region’s parking strategy. This is an opportunity to get it right — and I’m encouraging every resident to have their say before the consultation closes on Sunday, 14 July .

Here’s where I stand:

Verge Parking Where It’s Safe

We need to take a more flexible and reasonable approach to verge parking, especially around community events and sports grounds. If it’s safe and doesn’t disrupt traffic or damage infrastructure, it should be allowed — not penalised.

Support for Local Sport, Not Fines

Recently, Council voted on whether to double the fines for those parking around Kearneys Spring during Friday night touch footy. I voted against that increase. Penalising families when there isn’t enough parking in the first place isn’t good policy — it’s poor planning.

A Better CBD Parking Mix

Our city centre needs a smarter balance of short-term and long-term parking. Businesses rely on access, and workers need secure options for the full day. Blanket policies don’t work — what we need is commercial thinking applied to public assets.

Let’s Plan Ahead — Not React

Parking should support a vibrant, growing Toowoomba — not frustrate the people who live, work, and play here. That’s why I’m calling for practical, community-first solutions, not reactive enforcement.

Make your voice heard.
Complete the parking consultation before it closes on 14 July 2025, here.

Failures of TRC to Deliver Projects Highlight Urgent Need for Change

Wed, 06 Mar 2024 23:58:06 GMT

Failures of TRC to deliver projects highlight urgent need to change

Toowoomba residents are being deprived of a better tomorrow due to the repeated failures of the

Toowoomba Regional Council (TRC) to deliver crucial projects, according to council candidate Gary

Gardner. Gardner asserts that the TRC's inability to execute on vital initiatives like the Jubilee Park Bike

Way and Railway Parklands underscores the urgent need for change in leadership.

"There are numerous examples of this council's failure to deliver for the people of Toowoomba," states

Gary Gardner.

"The lack of planning and urgency to deliver projects that have funding is a direct result

of our current council's complacency."

Gardner emphasises that the consequences of these failures ultimately impact the residents of the

Toowoomba region.

"The people of Toowoomba region are the ones losing out," he declares. "There are

plenty of grants available for our region, but the council needs to have a system in place to ensure that

they can deliver projects that they have asked for funding for."

Highlighting successful projects outside of council jurisdiction, such as the Toowoomba Hospital

Foundation Museum and Blue Care Toowoomba redevelopment and upgrade project, Gardner points

out that non-council entities are able to effectively utilise available funding.

Drawing from his extensive business experience, Gardner has encountered countless examples of

residents expressing genuine concerns about the slow progress of development in the region. He firmly

believes that a strong economy is the cornerstone of a strong community and asserts that Toowoomba

deserves a council that prioritises the interests of its residents.

As Gary Gardner continues his campaign for council, he remains committed to advocating for effective

governance and transparent decision-making that serves the best interests of the Toowoomba

community.

For media inquiries or to schedule an interview with Gary Gardner, please contact:

Lauren Hope

Ph: 0427 865 377

Email: lauren@rsmarketing.com.au

COURIER MAIL | Building king makes council bid to slash ‘red tape’

Thu, 22 Feb 2024 06:07:32 GMT

Toowoomba building legend Gary Gardner has announced he is entering next month’s local council elections, warning red tape is stifling the Garden City’s growth.

Gardner, who helped build family-owned FKG Group into one of the state’s biggest privately-owned construction firms, says his real-world business experience will be invaluable in cutting through bureaucratic bottlenecks. “For too long I’ve witnessed firsthand the stifling bureaucracy hindering our city’s growth,” says Gardner.

“As a businessman, I’ve navigated the hurdles of council policies that delay crucial development projects. It’s time for real change.” Gardner also says he is not afraid to take an unpopular position if it’s in the best interest of growth. Your diarist expects that should make for interesting council meetings.

FKG, founded by his dad Francis Kevin Gardner in 1972, now employs more than 1000 staff and has diversified into energy, agriculture and plant hire.

A carpenter by trade, Gary Gardner worked his way through the business under his father and retains the key role of executive chairman with son Nick as the managing director.

The company, which celebrated its 50th anniversary in 2022, began life as a small residential builder in Brookstead, 180km west of Brisbane. It later moved its headquarters to Toowoomba and opened offices in Brisbane, Cairns, Mackay, Roma, Townsville, Newcastle and Darwin.

“I don’t just talk about things—I get them done,” says Gardner of his council hid. Amen to that brother.

For media inquiries or to schedule an interview with Gary Gardner, please contact:

Lauren Hope

Ph: 0427 865 377

Email: lauren@rsmarketing.com.au

A Fireside Chat with Gary Gardner, The Boy from Brookstead

Fri, 16 Feb 2024 04:08:45 GMT

Purpa is thrilled to kick off our inaugural "Fireside Speaker Series" on Tuesday, February 27th, featuring Executive Chairman of the FKG Group, Gary Gardner.

Join us for an intimate Fireside Chat as Chris Black delves into the extraordinary life of Gary Gardner, a prominent business identity, community champion, and newly announced candidate for local council. Gain unique insights into Gary's inspiring journey, as he shares the trials and triumphs that have shaped his path.

This is a rare opportunity not to be missed. Reserve your seat now to be part of the conversation!

Date and time

Tuesday, February 27 · 5:30 - 7:30pm AEST

Location

Fitzy's Toowoomba, Margaret Street, Toowoomba City QLD, Australia

153 Margaret Street The Atrium Toowoomba City, QLD 4350

Tickets can be purchased, here.

Gary Gardner Announces Candidacy for Toowoomba Local Council

Fri, 09 Feb 2024 04:00:18 GMT

Today marks a pivotal moment in the future of Toowoomba as prominent business identity and community champion, Gary Gardner, proudly declares his candidacy for the upcoming Toowoomba Regional Council election.

At the heart of Gardner's candidacy lies a fierce determination to cut through bureaucratic red tape that stifles progress, with a first-hand understanding of the critical need for efficient decision-making. Gardner’s astute awareness of the challenging council processes has fuelled his determination to bring about positive change, driving his decision to enter the political arena.

"For too long I've witnessed firsthand the stifling bureaucracy hindering our city's growth," says Gary Gardner. "As a businessman, I've navigated the hurdles of council policies that delay crucial development projects. It's time for real change."

Gardner breaks the mould of traditional politicians; he is approachable and unafraid to speak candidly, even if it means going against the grain. His integrity, coupled with a proven track record of business acumen, ensures that his decisions are always made with the community's best interests at heart. Gardner's commitment to cutting the red tape, supporting traditional industries, and building a better region not only demonstrates his dedication to improving Toowoomba but also underscores his accessibility and trustworthiness as a leader who prioritises the needs of his constituents over political rhetoric.

"I'm not afraid to take an unpopular position if it's in the best interest of growth," Gardner asserts. "Toowoomba deserves a council that prioritises progress over politics. That's the leadership I intend to bring."

Under his leadership, the FKG Group has spearheaded transformative developments and contributed significantly to the local economy. His hands-on approach and real-world business experience make him uniquely qualified to navigate the complexities of local governance and drive meaningful change.

"I don't just talk about things—I get them done," Gardner emphasises. "My real-world business experience will be invaluable in cutting through bureaucratic red tape and driving real results for Toowoomba."

With a business family legacy dating back to the 1960’s, hailing from humble beginnings in Brookstead, the Gardner family's journey mirrors the very essence of Toowoomba itself—a story of resilience, hard work, and unwavering determination. The group employ over 1,000 people, with 520 of those employees living in the Toowoomba Region.

Beyond the boardroom, Gardner's dedication to Toowoomba extends far and wide. The FKG Group proudly supports numerous community initiatives, donating over $300,000 annually to local ventures, charities, schools, and sports teams. For Gardner, community isn't just a buzzword—it's a way of life.

Gary Gardner steps up to lead Toowoomba with a bold vision:

CUT RED TAPE – “As a candidate for Toowoomba local council, I am committed to driving business growth and cutting through red tape that stifles progress. My business experience of navigating the hurdles of council policies has shown me the critical need for efficient decision making. This is a frustration of many people in our community, from the CBD parking to ongoing delays in development.”

BUILD A BETTER TOOWOOMBA REGION – “With over 50 years in business, I understand what it takes to build a legacy and that is what I would endeavour to do as a Councillor. Build a region of growth, opportunity and one that lives up to the motto of ‘BOLD Ambitions, RICH Traditions’. With family, community and collaboration being cornerstones in both my professional and private life, now is the time for progress – building a better Toowoomba Region together.”

REGIONAL PROGRESS – “I will strongly support our regions traditional industries of agriculture, export and energy resourcing, which will have a ripple effect that benefits Toowoomba and surrounding areas. If elected, I will advocate for continued investment in these sectors, recognising the positive impact they have on job creation, economic growth, and overall community well-being.”

For media inquiries or to schedule an interview with Gary Gardner, please contact:

Lauren Hope

Ph: 0427 865 377

Email: lauren@rsmarketing.com.au