Helping every donation go twice as far for Momentum Mental Health

During my time in local government, I've had the opportunity to work alongside many capable people, and it's reinforced to me just how important strong leadership is to any organisation.

Some acts of community service happen quietly, without fanfare, but leave a lasting impact. The Headstone Healing Project is one of those very special initiatives. Led by Greg Johnson and a dedicated group of volunteers, the project has focused on repairing vandalised graves at the Drayton & Toowoomba Cemetery. Through their care, time and commitment, damaged headstones have been restored and dignity has been returned to the final resting places of many local residents. This is important work. Cemeteries are more than places of remembrance. They are part of our local history. They tell the stories of the people and families who helped shape our region, and they deserve to be treated with respect. The Headstone Healing Project has been a practical and deeply thoughtful response to damage that caused distress to families and the wider community. Rather than simply accepting that damage, Greg and the volunteers involved stepped forward to do something about it. As the project comes to an end, with the repair work now completed, it is important to pause and recognise what has been achieved. This has been a selfless contribution to our community. It has honoured families, preserved local history and shown care for those who came before us. It is the kind of work that may not always attract attention, but it matters deeply.  Thank you to Greg Johnson and everyone involved in the Headstone Healing Project . Your efforts reflect the best of community spirit: respect, service and a willingness to give time to something greater than yourself.

For more than 30 years, BASE Services has supported people in Toowoomba experiencing hardship, operating from the basement at 10 Neil Street. Over that time, the organisation has transformed a modest space into a place of care, connection and practical support for countless people in our region. But as demand has continued to grow, it has become clear that BASE has outgrown its current home. A facility no longer meeting demand The current building is being stretched far beyond what it was designed for. Offices have become storage areas, hallways are filled with essential supplies, and the limited space is making it harder to provide services in a way that reflects dignity, safety and connection. More than half of BASE guests are unable to sit down and share a meal onsite, instead having to take meals away due to the lack of room. The organisation has also lost the capacity to properly host visiting support services such as legal aid, health professionals and case workers, with some services now needing to operate from a separate location. Why The Big Move matters In response, BASE Services has launched The Big Move — a three-year plan to raise $3 million to purchase and redevelop a permanent, purpose-built home. This new facility would bring the soup kitchen, offices and outreach services together under one roof, while also creating space for practical facilities like showers and laundry, a safe daytime area for guests, and improved access to legal, medical and allied health support. Most importantly, it would allow BASE to continue serving our community in a way that better meets today’s needs and the needs of the future. A stronger future for BASE Services This project is about more than a building. It is about making sure an organisation that has served Toowoomba so faithfully for decades has the space and infrastructure to continue that work well. It was a privilege to attend the recent opening event and see the support building around this next chapter. What stands out most is the number of people willing to contribute their time, skills, networks and resources to help make it happen. That kind of support speaks volumes about our community. Looking ahead After more than 30 years of service from an overcrowded basement, BASE Services deserves a home that reflects the scale and importance of its work. I am proud to support The Big Move and to stand behind an organisation that continues to make a real difference in the lives of so many people across our region. If you’d like, I can also make this one more punchy again so it reads a little more like Gary’s natural speaking voice.

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.

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

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

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 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.

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