Submission
9 year plan feedback
Should we remove 231 Stuart Street (formerly the Fortune Theatre) from the list of strategic assets in the DCC Significance and Engagement policy?
Yes, remove 231 Stuart Street from the list of strategic assets (this is our preferred option)
Do you have any comments about 231 Stuart Street?
231 Stuart St should be removed from the SEP asset list and sold for appropriate development, with all proceeds reserved for performing arts infrastructure, in order of priority:
Reinstate DCC funding to keep Te Whare o Rukutia operating.
Maintain or increase the annual Professional Theatre Fund.
Invest in Playhouse Theatre upgrades to prevent closure within two years.
Should we charge an entry fee of $20 (incl. GST) for international visitors aged 16 and over, at Toitū and Dunedin Public Art Gallery?
No, do not introduce an entry fee of $20 (incl. GST)
Do you have any comments about the entry fee for international visitors?
charge smaller fee
Is there anything else you would like to tell us?
For the 9-Year Plan, the DCC should commit to developing and adopting an Ōtepoti Theatre Action Plan—similar to the one created for the music sector.
This plan should include key mid-term infrastructure priorities:
Fund the Playhouse Theatre renovations.
Support the Athenaeum’s public/private redevelopment, improving the 90-seat fringe theatre and establishing a new music venue.
Back the development of a new community performing arts centre, including land provision or partnerships.
If no MOU for a new build is secured within 18 months, consider supporting new infrastructure for the Regent Theatre.
The removal of $17.1M for a performing arts centre assumes the current venues will remain—yet if Te Whare o Rukutia and the Playhouse close, that assumption collapses.
With proposed rates rising 68% over 9 years (31% in the first 3), it’s clear not all projects can be funded. However, some priorities, like performing arts infrastructure, are essential.
It’s concerning that $2M is allocated to attract stadium events, and verge mowing budgets are increasing due to media pressure—while critical cultural venues face closure. This is not a balanced approach to long-term city development.
Local Water Done Well feedback
Which water services delivery model do you support?
The Council’s preferred option: an in-house delivery model
Why did you choose this option?
Do you have any other feedback related to the proposed water services delivery models?
Supporting information
No associated documents with this submission.
Submitter
Submission id number: 1130892
Submitter name:
Organisation