Candidates Responses

ALFREDO CABADA

1. Alfredo, if you were elected, would you support a series of roundtable discussions with Government, Council, property owners and small businesses to explore how a partnership city-wide business improvement district could benefit the city business sector? What would your first step be?

Absolutely. I would not only support roundtable discussions, I would help lead them. Collaboration is essential if we want a vibrant, thriving city. Businesses, landlords, and the Council must sit at the same table with shared purpose and accountability.

My first step would be to initiate a listening forum with the Adelaide Business Collective, key landlords, precinct groups, and SMEs to identify the most pressing barriers to growth, from red tape to street activation to cleaning and safety. This would help shape a clear action plan and form the basis of any future BID framework. From there, we can bring in State Government partners to explore funding, legislative support, and coordination.

2. Alfredo, what would you propose to harness the collective strength of businesses and property owners in partnership with Council? How would you build support from the retail, hospitality and professional services sectors in unique areas and mainstreets in the city?

We need a culture shift in the way Council engages with business. Rather than acting as a gatekeeper, it should be a partner and enabler. I would propose the establishment of precinct-specific advisory groups made up of traders, landlords and council officers, focused on quick wins and long-term precinct planning, including events, activations, place-making and better service delivery.

To build buy-in across sectors, we need a shared vision and consistent communication. That means tailored messaging for different precincts (from Hutt to Hindley), data-driven reporting on what’s working, and incentives for collaboration. Many businesses feel disconnected from Council, it’s time to change that with genuine outreach and measurable outcomes.

3. Alfredo, how do you envision a city-wide business improvement district could complement existing council initiatives in the business/economic development space?

A well-designed city-wide BID could fill the gaps Council cannot, with more agility, more targeted funding, and more consistent engagement across sectors. While the Council can create frameworks and deliver core services, a BID brings energy and ownership from the business community itself.

It could act as a catalyst for enhancing Council initiatives, such as marketing campaigns, clean and safe programs, and economic development strategies, by channeling private-sector expertise and additional investment into targeted improvements. Think: cleaner streets, better lighting, coordinated trading hours, smarter waste management, and more curated activations.

A BID done well is not another layer of bureaucracy, it’s a platform for collective impact. And if elected, I will champion it with energy, clarity, and a clear understanding of what success looks like for business owners and property investors alike. 

CARMEL NOON

1. Carmel, would you support roundtables to explore a city-wide Business Improvement District (BID)? What would be your first step?

Absolutely. I’ve championed this for my 2.5 years on Council, raising BID concepts often, recently during a budget discussion re sourcing other revenue streams for council and have had meetings/discussions with David West (Adelaide Business Collective (ABC) and Andrew Wallace (Adelaide University). After attending a compelling ABC event featuring Jace Tyrrell (Sydney BID CEO), I saw even greater potential for a model tailored to Adelaide. Importantly, I recognise that what works for Adelaide may not be the “stock standard” BID structure. We already have a local precedent in the Rundle Mall traders levy, and I see real potential in developing a hybrid model that blends BID principles with targeted levies across key precincts.

A one-size-fits-all approach isn’t practical – some areas may benefit more directly than others, so a tiered or differentiated fee structure could be a fairer way forward. This model can be tailored to our city’s unique governance, scale and business ecosystem, ensuring the City of Adelaide’s precincts/mainstreets thrive with the support they deserve. Through the recent budget process re looking at other revenue streams there is now renewed interest around the Council table, which is encouraging. However, I believe this must be pursued by a fully restored and functioning Council when Central Ward Councillors have returned.

My first step: Commission a review of past Levy/BID-related forums and feedback, including the Rundle Mall model. Then, initiate a formal roundtable series co-hosted by Council with key stakeholders, including, but not limited to: CoA, State Government, Business SA, OSFB, business/property owners, and existing Precinct and Mainstreet groups. Collaboration must be central from the outset, ensuring these conversations reflect both policy and grassroots business perspectives. Adopting proven strategies used by other cities, including:

• Business sentiment surveys, precinct walks, forums, and pilot projects
• Lessons from other cities (e.g. Melbourne, Perth, Auckland, London)
• A co-designed precinct pilot to test governance, outcomes, and funding models

Advocate to embed this conversation into the Capital City Committee agendas.

A successful pilot would not only demonstrate value – it would build trust, highlight potential risks or barriers, and offer a proof of concept that could be refined and scaled to other precincts with strong local support.

2. Carmel, how would you harness collective business strength and build support across sectors?

Through the CoA’s valuable Authority AEDA, we can lead structured engagement with precincts, small businesses, landlords, and professional groups to design BID models relevant to local needs. This model gives traders and landlords ownership of their precinct’s future – coordinating investment in marketing, safety, and activations while relieving pressure on under-resourced volunteer groups.

Council Place makers and Mainstreet/Precinct groups will be key. Precinct-wide initiatives—like shared marketing, safety, events, and services—can energise retail and hospitality zones, while professional services can engage via innovation forums and economic planning.

3. Carmel, how would a city-wide BID complement existing Council initiatives?

A BID or hybrid model would amplify—not replace—Council or AEDA efforts. It introduces new funding streams, more nimble coordination, and gives businesses a direct voice and stake in the game.

This becomes urgent following ESCOSA’s report warning of ‘possibly unsustainability’ due largely to Council having State infrastructure on its ‘books’ (e.g. Bridge, Weir & Parklands)- facilities that serve all South Australians and visitors, not just city ratepayers. A BID wouldn’t fund State assets but would free up Council resources for broader responsibilities by enabling precinct/mainstreet-specific investments.

Why this matters:

• BIDs support place-based marketing, safety, branding, and improvements.
• They enable private co-investment and data-driven decision-making.
• They deliver on Council goals of vibrancy, inclusion, and sustainability.

By combining BIDs with State support, philanthropy, and local contributions, we could also fund:

• Local homelessness responses
• Community activities/events
• Inclusive, community-led safety

“A well-designed BID or hybrid levy model isn’t just about profit—it’s about creating a more liveable, inclusive city that attracts investment, invites people to share in vibrant city life, and ensures every initiative reflects our values of inclusiveness, compassion, fairness, and shared responsibility.”

   ELEANOR FREEMAN

1. Eleanor, if you were elected, would you support a series of roundtable discussions with Govt, Council, property owners and small businesses to explore how a partnership city-wide business improvement district could benefit the city business sector? What would your first step be?

I strongly support a business improvement district as a ground-up initiative that is designed, led and governed by those who understand our business sector’s challenges and opportunities best: our local business owners and operators. 

I would support a series of roundtable forums as part of an ongoing partnership between Council and Adelaide’s business sector and welcome the opportunity to have honest, action-oriented discussions. 

My first step would be to ensure all voices are part of the discussion, particularly independent traders and women-led or culturally diverse business owners. I would prioritise inclusive engagement to build trust and ensure the business improvement district model benefits all of the city’s business sectors equitably.

2. Eleanor, what would you propose to harness the collective strength of businesses and property owners in partnership with Council. How would you build support from the retail, hospitality and professional services sectors in unique areas and mainstreets in the city?

The strength of Adelaide’s business sector lies in its diversity. Each precinct has its own identity, opportunities and needs and deserves equal attention through a tailored approach that reflects those differences. 

I would harness collective strength by focusing on genuine, place-based engagement with stakeholders in each precinct to better understand their lived experience, priorities and vision. These local insights should collectively and equally guide Council decision-making.

This is essential to achieving the City of Adelaide’s City Plan 2036 vision for a “city of neighbourhoods” that celebrates each precinct’s identity while delivering broader, city-wide benefits.

 3. Eleanor, how do you envision a city-wide business improvement district could complement existing council initiatives in the business/economic development space?

A business improvement district has the potential to significantly enhance Council’s existing initiatives, including Renew Adelaide and other incentive schemes and grant programs. While effective, the availability of these initiatives can be constrained by limited resources and eligibility. 

We should leverage our passionate and ambitious business collective to fill this gap and identify new forms of support, subsidy programs and investment opportunities that Council does not provide. 

I’m particularly concerned by the growing number of vacant shopfronts throughout our city and believe a business improvement district will play a pivotal role in activating these underused spaces and bringing vibrancy back to the heart of Adelaide.

 PATRICK MAHER

1. Patrick, if you were elected, would you support a series of roundtable discussions with Govt, Council, property owners and small businesses to explore how a partnership city-wide business improvement district could benefit the city business sector? What would your first step be?

Absolutely in favour of better consultation, but you have missed an essential stakeholder in that list: residents. A business cannot thrive without customers, and local residents are our key geographically captive first customer base.

Given we are not competitive with suburban shopping centres, and the public perception of issues travelling into the city (improved public transport is required but so is a culture shift which will take longer) – parking still needs to be viable given the public perception remains “I need to take the car so I can load up the loot”. With what we know about the city plan and resident population increases, a key target market must be postcode 5000 residents and workers for whom these are truly ‘local shops for local people’. Residents already walk, cycle and use free public transport where it operates, thus reducing the parking and congestion issues.

Don’t underestimate the impact of the closure of the 23-hour Coles on Grote Street. Without that Coles, for the 9-5 working resident, the weekly shopping patterns have already been altered. It’s not the 60s anymore. The family economics have changed, so now Mum and Dad both work and Tiny Timmy and/or Tammy goes to day-care. The days of stay-at-home mums to do the shop during the day are long gone. The working city resident is not serviced by the city trade when most they need it. If your shop is only open 9-5 during the times when I am at work, I am never going to go to your shop, no matter how funky you make it. I now have to drive and shop at Woolworths at Brickworks, which closes later. Even if I did have the time during the opening hours, the remaining shopping centres in the Mall are far too far away for us in the West End to easily walk with a full shop.

City shoppers are being ‘driven’ out of the city because the required service is not available here at an accessible time – and once they are out, they’re out. Old habits, once broken, are hard to shift again. I am now familiar with Brickworks Woolies. I know where the stuff is. I know the aisles. I am going to keep going there because it’s easy – unless a city-centre point of difference with physical and temporal accessibility is made available.

Bringing people into the city to do business and shop is important, but it shouldn’t be the only focus. Keeping people already in the city, spending for longer should be a major focus. Back in Lord Mayor Lomax-Smith’s time as both Minister for Tourism and Minister for Adelaide, there was a ‘linger-longer’ campaign for inbound visitors to SA that could be revived and refocused toward a CBD focus. Likewise, working with the state government, through the Capital City Committee toward seasonal extended opening hours for our North Terrace collecting institutions, beyond Festival/Fringe time, that are well marketed would be a unique point of difference for the City of Adelaide.

2. Patrick, what would you propose to harness the collective strength of businesses and property owners in partnership with Council. How would you build support from the retail, hospitality and professional services sectors in unique areas and mainstreets in the city?

Residents and city workers are an under-leveraged captive strength, and residents are being driven out of the city because the required service is not always available at an accessible time etc etc etc. Offer the services at the appropriate time. Fix the trading hours. Develop the appropriate commercial service in a walkable distance at the appropriate time. Align the complementary business hours, align the precincts, and go from there. As a councillor I support broader and more appropriate opening hours which is the first step in this process. 

The Adelaide City Council is the legal aggregator of critical information that can assist consumer-driven business planning and inform more effective marketing strategies. Between its two authorities – AEDA and ACMA – it could step up its locality-specific sub-ward data analysis. The software analytics tools for high-resolution consumer analysis exist but are beyond the purchase power of most individual city businesses. As a Central Ward candidate with an eye to the greater whole of postcodes 5000 and 5006, my first priority goes to sustaining the dynamic cultural and consumer fabric. Live music and entertainment is but one important driver of activation.

Each Central Ward precinct and Mainstreet area are discreet micro-economies – and bespoke strategies should be developed for the likes of: City West, Hindley Central, Waymouth, East End, Pirie, Light and Hindmarsh Squares, and Gouger/Grote/Central Market.  For decades, council’s core funding to local precinct associations has largely flatlined. Bringing ABC-AEDA more closely into the progress dialogue and performance oversight of these long-standing local associations should be explored.

Central Ward is owned by a plethora of minor property owners but very few who ‘invest, enhance and develop’. A great many are passive holders of inter-generational property assets. Expanding the nature and scope of existing heritage incentive schemes and co-investment models could be considered.

3. Patrick, how do you envision a city-wide business improvement district could complement existing council initiatives in the business/economic development space?

If the City of Adelaide and SA Government, through the agency of the Capital City Committee were to commit to a partnership for the revitalisation of the capital city economy, a greater public good could be achieved.

What would work to the benefit of the people of South Australia would be for the city council to get the balance right between its ‘local place for local people’ and its responsibilities as a Capital City. A Business Improvement District investment program could be a flashpoint that reignites business hope and greater prosperity.