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?
Do you have any comments about 231 Stuart Street?
Should we charge an entry fee of $20 (incl. GST) for international visitors aged 16 and over, at Toitū and Dunedin Public Art Gallery?
Do you have any comments about the entry fee for international visitors?
Is there anything else you would like to tell us?
Submission Title
Fueling Dunedin’s Growth: Supporting Startups from Idea to Impact
Summary of Submission
Dunedin’s startup services are strong, but funding and talent gaps persist. We propose a smarter, stage-based funding model, targeted leadership and talent support, and new graduate pathways into startups — to future-proof Dunedin’s economy through innovation, job creation, and talent retention.
Full Submission
Dunedin City Council 9-Year Plan Submission (2025–2034)
Submitted by: Breinchild Innovations Group
Topic: Continued and Increased Support for Dunedin’s Startup Ecosystem
Breinchild Innovations Group is proud to be part of Dunedin’s growing innovation community. As an early-stage company supported by Startup Dunedin, we’ve seen firsthand how the city’s investment in startups can unlock innovation, energy, and economic growth.
Initiatives like the Startup Dunedin Trust — backed by Council, the University of Otago, and Otago Polytechnic — provide invaluable support through coaching, networks, events, and small grants. But while the service layer is strong, a critical funding and talent gap remains.
Early-stage startups often fail not due to poor ideas, but due to a lack of early financial oxygen. In New Zealand, most "early-stage" investors require revenue traction before they engage — yet reaching this milestone takes time, talent, and resources many founders cannot access without extreme personal risk. The result? Many promising ventures never get started. Worse, many founders opt out altogether.
This gap is not unique to Dunedin, but the city has a chance to lead the way with a more holistic approach to startup development.
Why This Matters
Job Creation: Research from the Kauffman Foundation shows nearly all net new job creation occurs through companies less than five years old.
Economic Resilience: Startups diversify the economy and reduce reliance on traditional sectors.
Talent Retention: Startups offer dynamic career paths that keep students and professionals in the region.
City Vitality: A thriving startup ecosystem boosts Dunedin’s national and global standing.
Proposed Initiatives
Stage-Based Startup Funding Model
We propose a structured funding approach aligned with the natural phases of startup growth:
Research & Concept: Small grants for early-stage validation
Prototype: Matched funding to build working concepts
MVP: Convertible grants or soft loans to support first product builds
Early Revenue: Equity investment via a Council-backed Innovation Fund, taking a portfolio view of risk and return
This structure would dramatically improve survival rates and help more startups cross the “valley of death.”
Fractional Expert Subsidy Programme
Many startups access experienced professionals (e.g. fractional CFOs or Product Leads) at reduced rates, but still struggle to fund them. We propose a subsidy programme that supports these critical leadership roles — building capability and embedding professional expertise within Dunedin’s innovation economy.
Startup Graduate Fellowship Programme
There is currently no structured way for graduates to transition into existing startups post-university. We propose a 6–12 month subsidised fellowship scheme, where recent grads work on growth projects inside startups. Startups gain affordable talent; graduates gain hands-on experience; the city retains its brightest minds.
Founders Wellbeing Fund
Startups are high-pressure environments. A small fund for mental health support, coaching, and resilience training would improve founder wellbeing, reduce burnout, and build a healthier innovation community.
Dunedin Innovation Challenge Series
An annual innovation challenge — aligned to civic priorities (e.g. sustainability, health) — would spark entrepreneurial energy, surface bold ideas, and create direct pathways between entrepreneurship and local impact.
Conclusion
Dunedin’s current support structures have laid a strong foundation. But services alone are not enough.
Without funding pathways, structured talent access, and founder development, many high-potential startups will never take flight. To fully unlock Dunedin’s innovation potential, we need to strengthen both the financial and human capital pipelines.
By investing boldly — in founders, teams, and talent — Dunedin can position itself as a national leader in innovation-driven growth.
Thank you for your consideration.
Breinchild Innovations Group
Local Water Done Well feedback
Which water services delivery model do you support?
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: 1132549
Submitter name:
Organisation