At 12pm this Tuesday nominations closed for the upcoming Local Government Election and it was formally confirmed that four Mayoral Candidates have registered and two Councillor positions are opposed by a total four Councillor Candidates.

Richard Evans, Ry Collins, Peter Hood and Phil Batty have all announced their Mayoral candidacy.

Meanwhile the Division 2 seat, which encompasses Cannonvale, Cannon Valley and Woodwark, is contested with Councillor Clay Bauman the only seated candidate to be challenged by newly announced opponent, Tony Price.

The other seat up for grabs is Division 6 which includes the township of Bowen.

Previous Councillor of Division 6, Mike Brunker, announced his retirement last week and now John Finlay and David Paddon have stepped forward to vie for the newly vacated position.

The remaining seats are unopposed and current Councillors will continue with the new term.

Jan Clifford will remain Councillor of Division 1 which encompasses Jubilee Pocket, Mandalay, Flametree, Airlie Beach, and parts of Cannonvale.

John Collins will remain Councillor of Division 3 which is primarily Proserpine, extending to include Lake Proserpine, Andromache, Conway and Wilson Beach and Lethebrook.

Michelle Wright will remain Councillor of Division 4 which extends further inland, with Bogie, Collinsville and Scottville, Mount Coolan, and Gumlu.

Gary Simpson will remain Councillor of Division 5 which encompasses the localities of Cape Gloucester, Gregory River, Riordanvale, Sugarloaf, and the regional outskirts of Bowen.

The local government election is due to take place on March 16 and with three positions open for public vote, the campaign race is expected to heat up in the coming weeks.

To kick things off, have introduced a Meet the Candidates feature this week and asked each person the following questions:

   1. Who are you and what do you think qualifies you for the role?

   2. If you could initiate a project or address one issue in the region – what would it be and how you would go about it?

   3. What do you think the people most want now and how would you give it to them?

   4. Tell us what your first 100 days would look like if you were successful in your election bid?

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I wish to serve our Whitsunday community. I’m a seasoned leader with a 40-year track record in national politics and industry leadership. My leadership skills have developed from service as a federal member of parliament during the Keating-Howard years; championing national and small businesses and industry at a state and national level as Executive Director for the Franchise Council Australia, Australian Retailers Association, Australian Fashion Council, and Clubs Victoria; and my volunteer contribution with local Whitsundays community and cultural groups.

There will always be competing issues to address. The strategic priority is to unite the region. Let’s get a shared view of who we are, what we want to be, what to preserve and where we can progress. Let’s consolidate ideas, learn other perspectives, and set a plan that unites us all. From there, we can move confidentially forward together, taking the Whitsundays from the coffee table to the policy table, and create real positive change and opportunities for everyone.

I believe our community wants to be proud of our region where we live, work, learn, and play – Whitsunday Pride, if you like. Where we all know our rights and are responsible and respectful in looking after each other. That starts from the top, and our community expects integrity – honesty, trust, and transparency, to deliver on what we say – from its elected representatives and Council. That’s where we need to start, the integrity, unity and leadership of Councillors and Council.

First 100 days will include unifying Councillors on priorities, meeting and listening to our community, partnering with the Council CEO on governance frameworks for informed decision making and managing conflicts of interest, internal review of Council, and stakeholder briefings. There will be two major outcomes from the 100 days – (1) Ratepayer Engagement Framework, providing improved pathways for residents to productively engage with Council, and (2) Mayoral Strategy, a public plan for the community to hold me accountable during my term.

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I'm a passionate and experienced local advocate for our region with a strong and diverse business background. My current experience in addressing our economic challenges, promoting our best opportunities, coupled with strong family values and deep understanding of our community's needs, equips me to lead effectively. I'm committed first and foremost to listening, understanding, and acting on the concerns of our residents to drive outcomes, meaningful progress and growth.

Addressing the current challenges in housing and accommodation supply would be a priority, this issue is having a massive impact on the cost of living, community well-being and our ability to grow our region. We need to look at what levers we can pull and I would look to establish a working group to engage and collaborate with government, community groups and the development industry to increase affordable housing options, utilising innovative solutions and sustainable development practices to ensure long-term viability and community growth.

People are seeking relief from the rising cost of living and to live in a prosperous region with future opportunities. By leveraging my business acumen and advocacy experience, I aim to attract investment, support community groups and local businesses, work effectively with the councillor group to run an efficient and accountable business and implement cost-saving initiatives for our community where possible. I’ll work hard toward these goals, be a strong voice for the community in fostering economic and social growth, that is my commitment.

My initial focus will be on engaging with the breadth of our community to collectively map out urgent needs and priorities. I’m willing to engage and listen to anyone and will advance this feedback through council and through external advocacy. I'll seek to initiate a review of our current housing response and support an upcoming council budget that is considered and prioritises any actions that may deliver cost relief. Establishing a clear, actionable roadmap and vision would be crucial.

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45 years as Principal Accountant in public practice. 45 years registered Tax Agent. 45 years registered Company, Forensic and Asset Manager Auditor. 4,700+ clients throughout Australia. Lived and practised in The Whitsundays for 25+ years. 450+ clients in The Whitsundays; individuals, businesses, clients in agriculture and tourism. Clients Collinsville, Bowen, Proserpine, Airlie, Shute Harbour, the Islands. 1,600+ clients that work with Australian Councils on a near-daily basis. Worked with the Public Service Sector, including Councils, for 45+ years.

There are 100’s of projects for fixing in The Whitsundays importantly; housing, bad roads and bad roads flooding. But a significant priority that contributes to fixing the foregoing is to provide the impetus, incentives and opportunities that encourage new and existing businesses to grow and prosper. To make The Whitsundays more welcoming to new business entrepreneurs. Revamp WRC’s Regional Strategy and Planning Directorate and change its catchcry to; “How can we assist your goals and wants efficiently & effectively?”

A better quality of life and cash flows. As an accountant in public practice in The Whitsundays for 25+ years, my practice is now providing escalating no-charge services to struggling families and businesses, particularly to residents struggling with the technologies for dealing with Centrelink and other government offices. My practice provides no-charge attendance to those starting a new business or innovating their existing businesses. As Mayor, I would escalate the input of these skills and passions to the Whitsunday Communities. 

Not have the QLD Public Service stand-over goons “encourage me” (which is common practise for all Councillors and Mayors) to stay out of WRC hardcore business. I would say that Julie Hall might have much to say about this, and I know at least two WRC Councillors would admit (via whistle-blower protection) to the QLD Government's stand-over tactics to enforce compliance with their rules. Most of the other Councillors don’t have the fortitude to deal with these matters.

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My name is Philip Batty I first arrived in the Whitsundays in 2002. I have held senior executive positions for several very large Australian and international businesses during my 35 plus years in hospitality. My passion for the region is evidenced by my involvement in securing commercial flights and cruise ships to the region plus promoting the Whitsundays through a highly successful flash mob promotion, which I organised, reaching almost 2 million people around the world.

Affordable housing is a hot topic for the region and I believe there are opportunities to consider actions which will improve the situation and provide a long term solution which will grow the economy and make attracting both workers and enterprise to the whole of the shire. I will work closely with Council, State government and the local Housing authority to discuss these options and make plans to tackle the issue.

People of the Whitsundays want, and deserve, a Council who truly acts for their benefit. A Council which is accountable and responsible for the future prosperity of the ratepayers. My approach will always be one of integrity, honesty, transparency and passion. I believe I have the business acumen and the strength to lead a Council for the people.

My first 100 days of a 1460-day term will be to listen and learn then to question and listen and learn again. The decisions and actions made by any council should be made with a long-term vision for the overall benefit of the region. It is important to clearly hear and understand all the issues currently and foresee long term infrastructure needs and community expectations for many years to come. It is not a sprint but a strategic long term, never ending, plan for the future of the Whitsundays.

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I am a long-term local sugar cane grower and have been proactively involved in the sugar industry for many years, including being a Canegrowers director and the inaugural Chairman of Sugar Services Proserpine.  I am the current Division 5 councillor and Deputy Mayor.

The one issue I would address is cost of living pressure. It’s not a problem that I can fix, but I will do my best to limit any changes to council fees and charges.

Honest representation, a good work ethic and a commonsense approach, which is what I am doing my best to give. I feel I have a sense of duty to the community and have something to offer for the benefit of others.

With my experience, I will be able to hit the ground running. The first thing on the books will be to set the budget for 2024/2025. I will continue to do my best to represent and advocate for Division 5, as well as the Whitsunday Regional Council area as a whole.

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I feel very honoured to be uncontested for the Division 1 seat and I am very much looking forward to the next four years working with and for the community.

I’ve got some big projects that I’ll continue to push forwards with, I would like to see a massive waterpark in Airlie Beach at the Airlie Beach Foreshore.

I am also advocating for the redevelopment of the Airlie Beach main street and I would like to see a multi-story carpark as well as a place of safe refuge for extreme weather events.

I would also like to have somewhere where people can fish safely from the land, probably somewhere near the VMR.

In addition, I will be overseeing ongoing issues such as street lighting and footpaths.

In the first 100 days I will begin lobbying for the waterpark and multi-storey carpark.

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I have owned and operated a small business, Downtown Butchery, in the Main Street of Proserpine for over 30 years and, together with my wife, Jill, raised four daughters. It’s been a privilege to represent Proserpine and the surrounding areas on Council since 2012. I believe that I have the experience and passion to continue contributing to Division 3 and our wonderful region.

I’m proud to say that I’ve achieved some major projects for Proserpine and surrounds but I’m not going to sit here and promise the world to be re-elected. The cost of living is worse than we’ve ever seen, and my goal is to keep rates as low as possible for residents, while continuing to offer great services for our community.

Of course, I will continue to advocate for projects like the Lake Proserpine Redevelopment, a Proserpine RV Park, seeing through the Wilsons Beach Swimming Enclosure rebuild and finding new ways for the younger generation to enjoy their spare time in Proserpine, but my main focus is not contributing to cost of living for families.

When I first ran for Council, I stood for transparency and common sense. These basic values are what I continue to stand by today and everyday around the boardroom table. For me, being your elected representative doesn’t mean getting my photo taken at an event, it means working to make a difference where it truly matters. My phone is always on, and door is always open to assist - no matter how big or small your issue may be.

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As the current Councillor for Division 4, I have a four-year term under my belt already which brings a fair bit of experience. During my term, I’ve gotten to know a lot of people in my division. I understand that if they’re contacting a Councillor, they genuinely have a concern, so I always do my best to help as much as I can. I’m married with three school age children and have lived in Bowen my whole life, a fourth generation local.

The biggest thing that I would love to rectify immediately is the Ted Cunningham Bridge. We have been working on a resolution and by the end of the wet season we hope to make headway. People need to be connected; they need essential services, so we need to get this moving. Also, Yasso Point at Queens Beach has been a personal project of mine. After community consultation, it was decided that we need to take action to beautify the area and reduce hooning.

Most residents I’ve worked with over the four years say they want honesty and to know that you will turn up. They also want a good working Council that listens to the people and tries to action their concerns. Just to show up, every day, do you best and try your hardest for the community. Not everything is perfect, that’s why I am in the job, I’m in it to balance out community and council – to be the conduit between the two.

Based on the previous term, I worked as hard on the first day right up to the last day and I’ll be working like that again. The first 100 days will be spent getting to know the new Councillors, as it is important we work together for the betterment of the community. Our role is to hit the ground running, and I’ll be continuing where I left off, making sure I’m present and approachable in the community, a person to rely upon.

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The ‘why’ of your business and other key lessons from Kapow Interactive

Ambi Middleton joined Whitsunday based digital marketing company Kapow Interactive in 2021, switching career paths after spending time in the maritime and health industries.

“No one day is ever the same at Kapow Interactive. One day I’ll be managing social media for a builder, the next I’m designing a website for a childcare centre.  It helps broaden, inspire, and entertain my creative side,” she said.

Ambi is a sponge for knowledge. She joined the 2023 Certificate IV in Entrepreneurship program delivered in partnership by TAFE Queensland, Chamber, and Whitsunday Regional Council.

“The course helped us acknowledge why we are in business, and where we want to go with it,” said Ambi.

Her top insights from the course are:

“Know your core inside and out. It easy to go about your everyday and forget the major reason your business exists.

“Plan for success. You can’t get ahead without planning how to get there. Regular reviews are essential as life changes frequently!

“Prioritise business development. These tasks often go to the second tier, so bump them up the list.”

Inspired by the course, Ambi is leading work to transform Kapow Interactive’s internal systems.

As a Chamber member, she has found the events and business support excellent.

“Walking into a room of strangers can be so daunting, but Chamber events are so inviting, and they make it so easy to meet like-minded business owners,” said Ambi.

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As a Cannonvale resident, I believe we can improve how council serves us. My background in film and television has sharpened my budgeting skills and departmental leadership, equipping me to tackle the diverse challenges facing our community. I'm very careful and thorough with all the paperwork and I’m very able to help with people’s questions and concerns. These skills and experience gained since becoming a councillor in 2022 make me a great fit for the role. 

The most difficult thing is to choose just one. My current priority is new sporting facilities for our growing region. We need plans in place to start applying for grant funding from State and Federal Governments, the sooner the better. Another project already initiated is the Cannonvale Civic Centre which will save us hundreds of thousands of dollars of rent paid for the current library and give us community facilities that we’ve never had in Cannonvale or Airlie Beach before. 

Division 2 is one of the fastest growing areas in Australia. Our infrastructure network needs improvement, especially the missing footpaths that are forcing more e-scooters onto our narrow roads. Recently I was successful in getting a wider road in a new residential development and planning to provide a complete footpath network, rather than more dead-end paths. I'll continue to work on making our infrastructure match our community's needs for safer travel with Paluma Road being my next focus. 

My last 300 days are the proof in the pudding. I will keep listening to the community and being their voice in council, holding council to account to provide a higher standard of service. Key in our first 100 days will be next year's budget. Last year I put forward reducing rate increases for all owner-occupiers which was adopted unanimously. There is about five times as much money allocated to be spent in Division 2 than when I joined council. 

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Being a successful business owner, I understand the challenges and opportunities that our business owners face daily in Bowen. I am dedicated to representing the vibrant spirit of our community, and I am particularly passionate about fostering the growth of local businesses.

I am reaching out to individuals who share a common vision for our community’s growth, prosperity and resilience. I believe that together, we can invest in initiatives that fuel growth, making Bowen an even better place to live and work.

Our local businesses are the heartbeat of Bowen, creating jobs, supporting families, and shaping the unique character of our town I believe in the power of local investment to stimulate employment opportunities ensuring a resilient and prosperous Bowen economy.

I would be honoured to hear your thoughts on issues that matter most to you and your vision for Bowen’s future. Your insights are invaluable in shaping policies that truly reflect the needs and aspirations of our community.

If you have any questions or concerns, please feel free to reach out. Together let’s embark on a journey to build a stronger Bowen- one job at a time.

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My professional qualifications, experience and community involvement include: Fellow Certified Practising Accountants, Bachelor Business Degree, Graduate Certificate Local Government. Employment: Manager SBB Partners (Accountants, Business Advisors) Bowen. Former Managing Director Rekenen Accountants. Council Positions: Chief Executive Officer, Director Corporate and Financial Services. Community: Current Treasuer - Bowen Community Centre, Bowen Collinsville Enterprise, Bowen Christian Outreach Centre. Former Bowen Senior Rugby League Treasurer, Bowen Community Council Youth Committee Chairman, Bowen High School Parents and Citizens President, Bowen Soccer Treasurer.

Community events bring the social capital of our communities together and facilitating/staging/involvement of events are projects that Council can support. A strong cohesive community brings prosperity both in economic and social wealth. Seek the input/strategies from the regional business groups for consideration and develop strategies conjunctionally to address or assist in implementation. Rates and charges are often spoke about and upon the review of Council’s financial strategies ensure the community is well informed of Council’s budget and financial position.

The community wants to know that the Council is being operated efficiently and effectively, maintaining the community facilities, future capital works, has prosperous economic and social development strategies. Community forums and sharing at business and tourism forums are avenues to inform the community.

Gain an understanding and review of the current financial budgets, financial plans of Council’s operations, business activities, and Capital Works Program and asset management plans in preparation of the budget for 2024/25. Gain a knowledge and review of Council’s Economic Development plans and activities to further business and investment growth in the region.

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With a long history in the Whitsundays, raising our family in Cannonvale, I’m well positioned to represent our community. A business owner-operator of 45 years (Cannonvale and Proserpine) I’ve gained strong communication and negotiation skills. I’m community-focussed and bring experience as a former Councillor. My decisions are made in the best interest of Division 2 and region. I’ve organised major events and been on boards for Tourism Whitsundays, NQ Games and NQ Economic Development supporting sustainable growth to the region.

In 2009 I suggested, and council now own a 96-hectare site at Mount Marlow. The proposed Master Plan at the time included a motel, caravan/motorhome park, individual sporting fields for athletics, all football codes, cricket, basketball, netball, tennis, Olympic size swimming pool, club house, grandstands and barbecue area. Sport/event tourism is big business and would attract plenty of State and Federal Government funding heading towards the 2032 Olympics. My plan included rural-residential lots to reduce cost and support affordable housing.

Secured local employment so people can enjoy the Whitsunday lifestyle. Infrastructure and support of tourism is key, so we need to create the planning environment that builds less costly homes or rental accommodation and a road network that can manage the increasing traffic flow. I’d encourage Council to increase tourism funding and chase government grants. Increased tourist numbers means more high quality accommodation, more jobs, more flights into the area and more funding for investment in community infrastructure and development.

I’d introduce myself to schools (the voice of youth is often missing, but important) and most businesses in Division 2 to get a feel for concerns and aspirations. I’d talk to Tourism Whitsundays to understand growth and management ambition. Using my experience as a long time Councillor, I can ensure that our projects are not only on the table but high on the agenda. I’d meet with councillors and staff to develop a collaborative relationship to deliver our projects.

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across year groups being friends, and of assisting each other to better themselves and excel at their chosen passions.

This passion for achieving your personal best, and of helping each other is strong in the 2024 College Captains both Primary and Secondary School.

For Secondary School Captain, Zoe Shepherd-Smith, she decided to become a captain because she’s always admired the captains, since watching them from Prep.

“I’ve seen a lot of captains, and they have helped me develop my own leadership skills, and helped me grow in confidence,” Zoe explained.

“Now that I have the opportunity, I wanted to step up and become a role model for younger years and serve the school. I want to support everyone and make an impact.”

Zoe’s a regular contributor to the school, consistently lending her time and energy to help in productions, school projects and extra curriculars.

“I just want to help out whenever and however I can,” Zoe explained.

“I am always happy to step in and give a hand where I can.”

Zoe is joined by Vice-Captain Paige Whincop, who’s involvement lends itself in the form of advocacy.

“I want to be a voice for the students, and make sure their ideas are heard and we are able to accomplish things that they wish for,” Paige explained.

“I want to be a leader that gets things done, and advocates.

“I want to show every student that we can have fun at school, and that it’s great to get involved with the school and to help out.”

A goal of School Captains is the further Whitsunday Christian College’s community outreach, extending off the great work the 2023 Captains began.

“We want to keep that ball rolling,” explained Paige.

“We want to keep getting involved in the community, with another food drive, and bring in the Primary School. We’ve got fun ideas too, like a bingo night, to help our fundraisers.

Kylie Langshore, Whitsunday Christian College Principal, said she was thrilled to see the new leadership team take shape.

“It’s inspiring to have two strong and confident young ladies take pride in our school,” she said.

“These ladies are working hard to contribute and create positive change, and they have already been quite successful and influential within the school community.”

Alongside Zoe and Paige are the two Primary Captains Oliver Webb and Elliana Langshore who are excited to instil positive energy and happiness in the College’s Primary School.

For Oliver, becoming a Captain is something he’s always aspired to do.

“My brother was a captain,” Oliver explained.

“He inspired me, and I am excited for what we can do.”

Elliana knew she wanted to become a captain since Year 3.

“I tried my hardest, and I want to be a voice for Primary School,” Elliana explained.

This pair have big plans for the College’s Primary School, wishing to hold the inaugural Whitsunday Christian College Talent Show, to allow each and every student the opportunity to showcase their special talent.

“We want to be able to give students the chance to get up and show off their talents and to encourage each other,” Elliana said.

Ms Langshore is excited for these two young students to stand at the helm of the College’s Primary school, and is pleased to see them bringing enthusiasm and excitement to the role.

“Our College is cultivating a culture of encouragement, and Oliver and Elliana are prepared and excited to help each and every student to achieve their own personal best,” she explained.

These Captains will be joined by other school leaders, along with the revitalised Student Representative Club, to promote the goals and values of the College.

Led by Year 12 Student Jackson Riley, the updated Student Representative Club will more closely work with the College Captains, to collaborate across year levels and college leadership with the informed opinions of students.

The year of 2024 is looking bright for Whitsunday Christian College, led by the confident and capable hands of young people, who’s enthusiasm is palpable and ideas are running rampant, ready to cultivate the College’s culture.

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   1. The Senior Leadership Team

   2. The Primary Leadership Team

   3. The Senior Captains

   4. The Primary Captains

   5. Senior Captain, Zoe Shepherd-Smith, with parents

   6. Senior Vice-Captain, Paige Whincop, with mother

   7. SRC President, Jackson Riley, with parents

   8. Primary Captain, Ellianna Langshore, with parents

   9. Primary Captina, Oliver Webb, with parents. Photos supplied

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