Agenda of Community and Culture Committee

Community and Culture Committee

21 November 2017

Part A Reports

Otago Museum Report to Contributing Local Authorities - September to October 2017

Department: Corporate

EXECUTIVE SUMMARY

1 The attached report, prepared by Otago Museum, provides an update on the key activities from September to October 2017.

RECOMMENDATIONS

That the Community and Culture Committee:

a) Notes the Otago Museum Report to Contributing Local Authorities – September to October 2017.

Signatories

Authoriser:

Simon Pickford - General Manager Community Services

Attachments

	Title	Page
a	Otago Museum Trust Board Meeting Director's Report - September/October 2017	17

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report relates to providing local infrastructure and a public service and it is considered good-quality and cost-effective by monitoring activity.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☐	☐	☒
Economic Development Strategy	☐	☐	☒
Environment Strategy	☐	☐	☒
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☐	☐	☒
Other strategic projects/policies/plans	☐	☐	☒

Māori Impact Statement

There are no known impacts on tangata whenua.

Sustainability

There are no known implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no known implications, as funding this activity is provided for in the LTP.

Financial considerations

No financial information presented. The Council contributed funding of $4.023 million in the 2016/17 year.

Significance

Significance has been assessed as low in terms of Council's Significance and Engagement Policy.

Engagement – external

There has been no external engagement.

Engagement - internal

There has been no internal engagement.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no known implications for Community Boards.

Community and Culture Committee

21 November 2017

Social Wellbeing Advisory Group

Department: Community and Planning

EXECUTIVE SUMMARY

1 In 2016 staff were asked to explore options around a governance model for the Social Wellbeing Strategy 2013 - 2023. This work was put on hold prior to the Local Body Elections, and was re-visited in 2017. Following discussions with internal and external stakeholders, staff are recommending that a Social Wellbeing Strategy Advisory Group be established to take a lead role in the delivery, monitoring and review of the Social Wellbeing Strategy 2013-2023.

RECOMMENDATIONS

That the Committee:

a) Approves the establishment of a Social Wellbeing Advisory Group under the terms set out in the Social Wellbeing Advisory Group Terms of Reference (November 2017).

And, if approved:

b) Appoints Councillor Marie Laufiso (Deputy Chair of the Community and Culture Committee and the Group Manager Community and Planning as the Dunedin City Council representatives on the Social Wellbeing Advisory Group.

c) Notes that Councillor Marie Laufiso will chair the Social Wellbeing Advisory Group.

BACKGROUND

2 Council launched its Social Wellbeing Strategy (“the Strategy”), in May 2013 following feedback through the ‘Your City Our Future’ (YCOF) consultation. Your City Our Future encompassed a range of formal and informal engagements with the community, social and government sectors.

3 During the Strategy’s development phase, consideration was given to the establishment of a group to support its longer term implementation. However, it was decided at that time the Strategy should be internally driven. Three cross-Council Implementation teams were established to coordinate delivery of the Strategy’s Implementation Pathways, Manaakitanga, Stronger Communities and Better Homes. A key role for the Implementation Teams was the maintenance and enhancement of relationships with the wider community to give effect to the Strategy. The teams were led by Community Development staff.

4 Understanding of the Social Wellbeing Strategy and its outcomes varies among social sector and government agencies which could potentially partner in achieving city-wide outcomes. This has been evidenced through discussions and feedback from stakeholders, and the recent review of Place Based support.

5 In the past five years Council has established governance groups for the Economic Development Strategy, Ara Toi Otepoti – Our Creative Future and the Te Ao Túroa – the Natural World strategies. These governance groups provide advice and monitoring, and take a role in engaging their sectors in understanding each strategy and the opportunities / challenges in achieving outcomes. This engagement can lead to an increase in collaborative and more innovative approaches to the delivery of strategies.

6 In 2016 staff were asked to consider and investigate the merits of a governance group for the Council’s Social Wellbeing Strategy.

7 Some preliminary work was undertaken, but due to the Local Body Elections further work was deferred until the new Council was in place and a review of the current governance groups supporting Council initiatives had been completed.

8 The review has been reasonably informal. Staff sought feedback from a number of social and government sector representatives on the merits or otherwise of a governance group; its potential role if one was established; and membership make up.

9 Representatives supported the establishment of a group but believed it should be at an “advisory” not “governance” level. Feedback was that Council’s grant funding should not be included within the brief for an Advisory Group, as the Grants Subcommittee oversees the majority of DCC grant funding and includes community representatives.

DISCUSSION

10 Following internal and external discussions and informal review of the models of governance / advisory groups operating in other Councils, staff recommend a Social Wellbeing Advisory Group be established to contribute to the ongoing delivery, monitoring and review of the Social Wellbeing Strategy.

11 The establishment of a Social Wellbeing Advisory Group would support wider community and government sector engagement with Council in regards to both the current Strategy, and any future amendments. The Advisory Group could also develop links with the existing DCC governance groups to achieve common objectives across the Council's key strategies.

12 The Advisory Group would provide advice including input into a number of areas of work to improve outcomes for particular groups: youth, older people, disabled people, migrants and refugees, place based communities etc. Addressing housing issues within the city is also a priority under the Strategy.

13 Representation on the group as set out in the Terms of Reference (Attachment A) has been suggested to create stronger links with current central government and community sector priorities and programmes.

14 It is recommended that the Advisory Group be established as early in 2018 as possible.

OPTIONS

Option One – Recommended Option:

15 A Social Wellbeing Advisory Group is established to contribute to the delivery, monitoring and review of the Social Wellbeing Strategy 2013 – 2023. The Group’s role is as set out in the draft Social Wellbeing Advisory Group Terms of Reference (November 2017) in Attachment 1.

Advantages

· The Advisory Group will provide strategic guidance and monitoring around a number of issues staff are liaising with the community to address, e.g. improving the wellbeing of older people, youth, disabled persons and migrants and refugees.

· The Advisory Group would strengthen Council’s partnerships with community, social and government organisations within the community.

· The Advisory Group will work collaboratively with the DCC’s other governance groups to achieve shared outcomes in delivering on shared outcomes across the strategic framework.

Disadvantages

· Staff time would have to be allocated to provide secretariat support for this group.

Option Two – Status Quo:

16 A Social Wellbeing Advisory Group is not established, and staff continue to engage with community stakeholders to achieve Strategy outcomes and continue to report on progress.

17 Monitoring and review would remain solely with the Council through the Committee structure.

Advantages

· No staff time would be allocated to provide secretariat support for an Advisory Group.

Disadvantages

· Council could miss out on the opportunity to better deliver on the outcomes of the Social Wellbeing Strategy through a partnership approach with community and government sector groups.

· More staff time may be taken up in working to engage community stakeholders more widely in the Strategy than in providing secretariat support.

NEXT STEPS

18 If Council approves the establishment of a Social Wellbeing Advisory Group, the process of inviting some external members and initiating a community nomination process for others would begin prior to Christmas 2017.

19 If the Committee approves the establishment of a Social Wellbeing Advisory Group, then it is recommended that the Council's representatives on the Group be the Deputy Chair of the Community and Culture Committee and the Group Manager Community and Planning.

Signatories

Author:

Joy Gunn - Manager Events and Community Development

Authoriser:

Nicola Pinfold - Group Manager Community and Planning

Sandy Graham - General Manager Strategy and Governance

Attachments

	Title	Page
a	Proposed Terms of Reference for Social Wellbeing Advisory Group	40

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision enables democratic local decision making and action by, and on behalf of communities.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☐	☐	☒
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☐	☐	☒

The Social Wellbeing Strategy relates to other Council strategies, and there could be increased liaison with other DCC governance groups to strengthen collaborative action on particular issues.

Māori Impact Statement

This report recommends the establishment of a Social Wellbeing Advisory Group which includes two mana whenua representatives.

Sustainability

Working in partnership provides increased opportunities to address the social wellbeing issues of most relevance to our city. The recommendation of a Social Wellbeing Advisory Group would provide opportunity for wider partnership.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There would some staffing resource time to support the group.

Financial considerations

There are no financial implications as any activity supporting the Social Wellbeing Strategy would be undertaken within existing budgets.

Significance

This decision is considered low in terms of Council’s Significance and Engagement Policy.

Engagement – external

Staff engaged with representatives from the following sectors in considering the merits of an advisory group: mana whenua, older people, disability, migrant, social service providers, health, housing, government investment and philanthropic.

Engagement - internal

Discussions were held with Policy staff, and with some Councillors.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications for Community Boards.

Community and Culture Committee

21 November 2017

(Draft) Terms of Reference

Social Wellbeing Advisory Group

1.0 Purpose of the Social Wellbeing Advisory Group

1. Provide advice and knowledge to new and existing projects and programmes that contribute to the implementation of the Dunedin City Social Wellbeing Strategy 2013 – 2023.

2. Support Strategy delivery through information sharing and engagement with the wider community and government sector; identifying opportunities, challenges and achievements.

3. Monitor agreed projects, programmes and the Strategy’s delivery on outcomes.

4. Advise on the development and monitoring of any plans that give effect to the objectives of the Social Wellbeing Strategy.

5. Provide resources / support, where possible, to the annual work programme and wider Strategy.

2.0 Expectations

· Gives advice on strategy work, and identifying priorities and solutions that take a strategic, city-wide perspective to deliver the Strategy’s goals and objectives;

· Works with the Council, stakeholders and the community to achieve better outcomes for the community;

· Works with Council staff to involve more people from Dunedin's communities in the setting and meeting of city-wide objectives for social wellbeing;

· Prudent use of funds – working with the community to identify projects that will improve social wellbeing for all;

· Regularly monitors progress and reviews the direction of work to deliver the Strategy.

The specific work areas where members will contribute will be set out in the annual work programme. The work programme will be determined jointly between the Social Wellbeing Advisory Group, Council staff and other key stakeholders. The work programme will reflect the Strategy’s priorities.

3.0 Membership

The membership of the Social Wellbeing Advisory Group is constituted by Council. The membership appointments will be set to maximise the professional skills and attributes of the Social Wellbeing Advisory Group.

The following entities are asked to nominate representatives:

· Dunedin City Council (2)

· Kai Tahu (2)

· Ministry of Social Development (1)

· Southern District Health Board (1)

· Ministry of Education (1)

· Independent members (up to five appointed by the Social Wellbeing Advisory Group) following a community nomination process. Independent members will represent / have experience in one or more of the following areas; Child and Youth, Social Services, Disability, Older People’s Issues, Migrant and Refugee sector. These members do not have to represent a specific organisation but can be considered a ‘community champion’.

The Chair of the Social Wellbeing Advisory Group will be determined by Council and will be an elected member.

4.0 Reporting

The Social Wellbeing Advisory Group will report on a quarterly basis to the Community and Culture Committee. Matters reported will include the commencement of social wellbeing initiatives, projects initiated and monitored by the Social Wellbeing Advisory Group. Minutes of the Advisory Group will be provided to the Community and Culture Committee as part of the reporting cycle.

5.0 Meetings

Scheduled meetings will take place four times per annum. Additional meetings can be scheduled if required and agreed by a vote of the Social Wellbeing Advisory Group.

The quorum for meetings is a majority of members.

6.0 Voting

Items of business will be decided by majority vote of meeting attendees.

7.0 Term of Appointment

The term of the Chair and the Deputy Chair will commence on appointment, and the appointment for both roles will end on the last day of the Dunedin City Council triennium.

Independent members will be nominated following a call to the community for expressions of interest. The selection panel will appoint the independent members and will determine the term of independent members' appointment.

The selection panel will be the Social Wellbeing Advisory Group representatives from the Dunedin City Council, Kai Tahu, Ministry of Social Development, Southern District Health Board and the Ministry of Education.

The terms will be between one and three years to allow retirement dates to be staggered to avoid concurrent loss of skills and knowledge. The term of independent members may be extended through to a maximum period of three years.

The constitution of the Social Wellbeing Advisory Group will be reconfirmed following each triennial election.

8.0 Remuneration

The members of the Social Wellbeing Advisory Group will not receive remuneration.

Community and Culture Committee

21 November 2017

Sammy's Community Engagement

Department: Community and Planning

EXECUTIVE SUMMARY

1 The Council purchased the Sammy’s building at 65 Crawford Street, Dunedin early in 2017 and then resolved to undertake a period of public consultation about possible future uses for the site.

2 This report provides the Committee with a summary of the feedback and suggests some next steps for consideration and possible inclusion in the 10-year plan process.

3 There was a wide range of responses from the community, with the majority of respondents suggesting future uses for the building (87% online survey, 90% social media). The main uses proposed were performing arts (56% online survey, 50% social media), activities for young people (21% online survey, 4% social media) and indoor recreation (10% online survey, 7% social media). Few respondents wanted Council to or sell the building (4% online survey, 1% social media), or demolish it and find another use for the space (2% online survey, 3% social media)

RECOMMENDATIONS

That the Community and Culture Committee:

a) Notes the community feedback.

b) Considers which if any option it wishes to progress in relation to the future use of the building.

BACKGROUND

4 Council approved community engagement over the future use of Sammy’s on 13 June 2017:

"Moved (Member Dave Cull/Cr Chris Staynes):

That the Committee:

a) Approves engagement with the community about the future use of 65 Crawford Street – the former His Majesty's Theatre, now known as Sammy's.

b) Notes that the outcome of the engagement will be reported back to the Community and Culture Committee in time for consideration as part of the Long Term Plan 2018.

Motion carried (COM/2017/022) by division 14 votes to 0"

5 The Council also encouraged staff to undertake the consultation in a way that would allow the community to express its dreams and visions for the Sammy’s building and site.

DISCUSSION

6 Community engagement began on Friday 1 September 2017 and included a consultation webpage, two promotional videos, a 360 video of the building interior (as public access to the building was not possible), a brochure and consultation card, and an information pack about the building’s history.

7 Staff also engaged with the public at two community events, Otago Polyfest and Vogel Street Party, in order to stimulate discussion and encourage feedback. The 360 video tour was presented at Otago Polyfest, and was presented together with projections of historical footage of the building at Vogel Street Party.

8 Staff worked with Dunedin Youth Council (DYC) to encourage community feedback from young people. DYC promoted the engagement to their networks via Facebook.

9 In line with the ‘dreams and visions’ brief, community engagement consisted of two questions which were designed to be broad and not constrain responses. The questions were:

1A What would you do with the Sammy's building?

1B Do you have a memory of Sammy's to share?

10 There were two main mechanisms to collect the responses. There was an online public survey which was available on the Council website and promoted through Council channels (FYI, media releases, social media). There was also a social media survey.

11 In total, 336 responses were received to the question about use of Sammy’s via both mechanisms, with a wide range of comments.

Public Online Survey Results

12 There were 201 responses to the online survey which are detailed in Attachment A. The majority of responses (87%) supported future use of the building.

13 There were various suggestions put forward for the use of the building. The three most popular suggestions were to make it a performing arts space for live music, theatre and related activities (56%), a space for activities for young people (21%), or an indoor climbing facility (10%). There was some overlap between the themes, with suggestions to use the space to provide performing arts or recreational activities for young people.

14 Many respondents were keen to restore the building to its former glory, with suggestions of restoring the original front facade (although some suggested a new one), or revamping it and bringing it up to building code.

15 A small number of respondents (fewer than 10) didn’t want to retain the building at all, suggesting other alternatives for the site, or selling it.

16 A small number of respondents (fewer than 10) included outline proposals for future use of the building. However these responses were generally from private individuals rather than potential partner or stakeholder organisations. This may be because detailed investigation of specific options for future use of the building, and questions about the community’s preferred level of Council involvement in the building’s future were outside the scope of the public survey. Depending on the next steps that the Committee wishes to take, these proposals may be revisited.

17 Attachment A provides a breakdown of the online survey responses.

Social Media Results

18 There was a strong response on social media (primarily Facebook). The three videos reached 124,229 people, receiving a total of 64,000 views, 246 shares and 206 comments.

19 Of the social media comments, 135 responded directly to the question about use of Sammy’s. The majority of responses (90%) supported future use of the building.

20 The three most popular suggestions for use of the building were to make it a performing arts space for live music, theatre and related activities (50%), an indoor climbing facility (7%), or a space for activities for young people (4%). There was some overlap between the themes, with suggestions to use the space to provide performing arts or recreational activities for young people.

21 There was a focus on restoration of the building in the social media comments (31%), which was less apparent in the online survey.

22 A small number of respondents (fewer than 8) didn’t want to retain the building at all, suggesting other alternatives for the site, or selling it.

23 Attachment B provides a breakdown of the social media responses.

24 The table below provides a summary of all responses via both mechanisms:

	Online survey	Social media
Future use of the building	87%	90%
Performing arts	56%	50%
Activities for young people	21%	4%
Indoor recreation	10%	7%
Sell the building	4%	1%
Demolish the building	2%	3%

OPTIONS

Option One – Retain the building leasehold and progress redevelopment options (recommended option)

25 Retain Sammy's and progress a business case and governance structure to redevelop Sammy's into a community/performance/recreation venue. This business case would contain detailed costings and timeframes, and be referred to the Committee for consideration of the project’s feasibility and affordability.

Advantages

· Consistent with community feedback about future uses of the building.

· Aligns with aspirations in Ara Toi, and potentially other Council strategies such as the Social Wellbeing Strategy and the Spatial Plan.

· Complements and builds on goals of the Warehouse Precinct Revitalisation Plan by retaining a key link in the precinct, extending the impact of an historic area known for its creativity and revitalisation successes.

Disadvantages

· Until the business case in completed, the full cost of any development is unknown.

· There are ongoing holding costs for the building that will have to be met in the interim including ensuring it is weathertight.

· The possible creation of another performance venue may provide competition for existing venues.

Option Two - Seek to transfer ownership to a third party

26 Council transfers the building's leasehold to a third party, subject to development of an appropriate covenant which precludes demolition.

Advantages

· Consistent with community feedback against demolition.

· Council may not incur building assessment or business case costs, and may incur lower holding costs if a third party is found quickly.

· Lowers community expectations about the level of Council involvement.

Disadvantages

· Inconsistent with community feedback about future uses of the building.

· May not find a third party willing to meet an appropriate covenant. The building leasehold has been on the market several times already without a covenant.

· Council could make a financial loss on a transfer.

· Lost opportunity to explore support for partnership and co-investment with potential partners and stakeholders over the building's future use.

· Lost opportunity to support development of a public-private partnership to drive future use of the building.

Option Three – Retain the building leasehold, awaiting third party proposals for future use (status quo)

27 Council decides to retain the building leasehold but does no further work in the mid- to long-term to determine its future use.

Advantages

· Council will not incur costs of building assessment or options development.

Disadvantages

· Inconsistent with community feedback about future uses of the building.

· There are ongoing holding costs for the building that will have to be met in the interim including ensuring it is weathertight.

· Lost opportunity to explore support for partnership and co-investment with partners and stakeholders over the building's future use.

· Lost opportunity to support development of a public-private partnership to drive future use of the building.

NEXT STEPS

28 If the Committee is supportive of the recommended option then work will begin on a full assessment of the building and subject to the outcomes of that, an options appraisal to assess the business case for a potential development.

29 It is estimated that process will take until the latter half of 2018. Progress reports will be provided via the regular meetings of the Community and Culture Committee.

30 Alongside that, staff will prepare a proposed governance model for developing Sammy's. The governance structure could include potential partners and stakeholders whose goals and activities align with the themes of the community engagement, supported by appropriate staff and external expertise (e.g. City Development, Community Development, Parks and Recreation, architects, fundraising, potential funders). This group would explore development of a partnership that could steer development and future use of the building.

31 The proposed governance model will be presented to the Committee early in 2018 for consideration.

32 Depending on the option chosen by the Committee, a capital budget could be allowed in the 10 year plan for the 2019/2020 year.

Signatories

Author:

Craig Monk - Community Advisor - Arts

Authoriser:

Joy Gunn - Manager Events and Community Development

Nicola Pinfold - Group Manager Community and Planning

Sandy Graham - General Manager Strategy and Governance

Attachments

	Title	Page
a	Sammy's Online Survey Feedback Summary	49
b	Sammy's Social Media Feedback Summary	53

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report enables democratic local decision making and action by, and on behalf of communities.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☐	☐	☒
Environment Strategy	☐	☐	☒
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☐	☐	☒
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☐	☐	☒

Sammy's has until recently contributed to the city's Ara Toi strategy, providing a long time live music venue for the city. Community feedback has highlighted strong interest from the wider community in retaining some form of arts and culture activity within the building.

Community feedback aligns strongly with all four of Ara Toi's strategic themes (Identity Pride, Access and Inclusion, Creative Economy, Inspired Connections), the Social Wellbeing strategy’s theme of Vibrant and Connected Communities, and the Parks and Recreation strategy’s objective that Open Spaces and Facilities Support Dunedin’s Communities to Thrive.

Community engagement to develop Ara Toi demonstrated a high level of community interest in establishing a central city hub for the creative community, and this was adopted as an initial action within the strategy. Community feedback aligns strongly to this action, and could contribute to other actions within the strategy.

Māori Impact Statement

Mana whenua views were sought as part of the community engagement.

Sustainability

Community feedback has highlighted considerable public interest in Sammy's being sustained as a key arts/culture venue within the city. It's possible that use as a music or arts venue would contribute to social connectedness, a thriving inner city and potential economic value. As future use of the building have not yet been explored, however, it is difficult to measure long term sustainability issues or opportunities.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Work on the project is additional to current business as usual.

Financial considerations

It is estimated that there are approximately $100,000 worth of costs required by way of weather proofing (patching the roof and ensuring leaks are repaired) and other costs associated with building ownership in the next year.

Significance

Significance is considered to be low in terms of Council’s Significance and Engagement Policy.

Engagement – external

Since it was announced that Council had obtained the leasehold for Sammy's, there has been considerable interest about the future use of the building and extensive engagement with the community.

Engagement – internal

The Community and Planning team involved to date have included staff from City Development, Community Development, and Marketing and Communications and Property.

Risks: Legal / Health and Safety etc.

The building has been assessed as earthquake prone.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications to Community Boards.

Community and Culture Committee

21 November 2017

ATTACHMENT A

SAMMY'S FEEDBACK SUMMARY (ONLINE SURVEY)

1A What would you do with the Sammy's building?

There were a total of 201 responses to this question. The common topics/suggestions made are shown in the table below.

(Note the number of comments do not equal the total of responses, as some responses commented on more than one topic).

Topics/suggestions made	Number of comments
Performing arts centre/arts and culture space/ entertainment venue	112
Youth/community/public space	43
Revamp/restore to former glory	30
Have it multipurpose (e.g. arts and also public activities, functions etc.)	26
Climbing facility	21
Café during day	12
Reinstate the original front façade	12
Restaurant/dinner theatre	6
Space for exhibits and displays for art, music history etc.	6
Affordable/available to everyone	6
Create a new facade	5
Create recording studio	4
Demolish and create extra parking	3
No need for building/put it back on market	3
Change name back to His Majestys	3
Keep the name	2
Build something new and visionary	2
Education facility/ hub for music	2
Nightclub	2
Demolish and put a green park there	2
Aquarium	1
New library	1
Cinema	1
Korean bath-house	1
Create working committee to find solution	1
24 hour emergency accommodation and help centre	1
Indoor skate park	1
Use to showcase winter carnival lanterns	1
Carl's Junior	1
Other	12

Selection of comments:

· Restore it to its former glory and heritage beauty, including the original facade. Use as a music/theatre/performing arts and events venue. It's perfect for a smaller/mid-size venue when the Town Hall and Regent Theatre are too large for some purposes. Thank you for buying it!

· Restore, renovate to bring it up to standards so it can be used as a live music venue again. It was perfect for this!

· It would be great as a mid-sized theatre for musicals, dramatics, operas, community arts events.

· It would be an ideal venue for the young adults to be able to go to for dances, indoor activities and many kinds of entertainment, well organised and controlled. I don't think there is any place for young adults to meet and spend time together.

· A youth space to get young people off the street and give them a safe learning and leisure environment.

· Please build indoor climbing walls in Sammy's. There are no public indoor climbing spaces in our city and it's a niche that desperately needs filling.

· An indoor climbing centre, much like the Roxx climbing centre in Christchurch. It would be good to have a good training facility in Dunedin, especially because of climbing’s inclusion in the Olympics now, and we wouldn’t have to travel to Christchurch for it.

· Re-establish it as a venue. Multi-purpose allowing it to be accessible for live gigs, conference functions, performances etc. Do not put fixed seating on the floor ... keep as is so it can be easily transformed for different uses. There is a big gap in the market for conferences, particularly in the gala dinner space of between 250-400 pax. This venue would fit that perfectly and stand to benefit greatly from this market.

· I would like to see it become an arts and culture hub - see https://www.craftanddesign.com for similar idea. The goal would be to provide studio space for work and a 'destination' for the community to come to eat, meet, learn, shop. It would be great to include a cafe, exhibition space and also make use of the stage for performances, and the seating area could be used for a cafe and/or seats for a show - for example. A combination of fixed and flexible use spaces.

· My family and I considered buying an apartment in one of the heritage buildings in 2016. After the DCC purchased Sammy's, we decided against it, because we met with heritage project staff about the future of the building. It was clear from that meeting that the goal was to preserve Sammy's as a concert venue, and so we chose to buy a residence elsewhere. Since the warehouse precinct is going residential, and the DCC is in fact providing grants for this purpose, I'm not sure that a noisy concert venue is a good idea. Add to that the fact that Sammy's is on a one-way street with no parking, and that creates more problems. To fit in better with its surroundings (residential buildings, businesses, cafes, etc), it should fulfil a public need, instead of letting sentimentality rule this decision. It should become a parking structure.

· The Dunedin Fringe Arts Trusts supports the re-development of Sammy's into a multiple purpose venue for the arts. We believe Dunedin has a shortage of mid-sized venues, and the re-development could enable better collaboration within the local arts sector.

· Restore, and rebuild the street facade as an exact replica of the original elegant building. A most excellent use for my rates!

· One of the biggest issues in the area is parking. I think it is a perfect opportunity to get some extra parking near Vogel St.

· Restaurant.. with a dinner theatre theme. Would be amazing.

· Music, theatre and art of varying styles. Available to everyone (not just those with money and time to spare).

1B Do you have a memory of Sammy's to share?

There were a total of 125 responses to this question. The common topics are shown in the table below.

Topics	Number of responses
Live gig/concert/play/nightclub experience	60
Great place to play	7
Fun as a pool hall	5
Hear wonderful things about it	4
Good night drinking/dancing	4
Original theatre	4
Inflatable entertainment	4
Driving past and it looking tired	4
Dunedin Pride	1
Worked doing sound and lighting	1
Community sing	1
Being on the top balcony	1
Great venue	1
Too many memories	1
Loud, dark	1
Party	1
Would not go in	1

Community and Culture Committee

21 November 2017

ATTACHMENT B

SAMMY'S FEEDBACK SUMMARY (SOCIAL MEDIA)

1A What would you do with the Sammy's building?

There were a total of 135 responses to this question through the various social media channels. The common topics/suggestions made are shown in the table below.

(Note the number of comments do not equal the total of responses, as some responses commented on more than one topic).

Topics/suggestions made	Number of comments
Performing arts centre/arts and culture space/ entertainment venue	67
Revamp/restore to former glory	28
Restore the original front façade/repaint or remodel venue	14
Climbing facility/skateboard or bike park	9
Have it multipurpose (e.g. arts and also public activities, functions etc.)	7
Demolish and create extra parking	6
Youth /community/public space	5
Fashion/retail centre/pop-up shops space	5
Café/restaurant/dinner theatre	4
Artist/actors/recording studio	4
Great live performances	3
No need for building/put it back on market	2
Dance hall	2
Rebuild with modern twists	2
Demolish and rebuild a modern theatre	1
Time zone	1
Pie shop	1
Car dealership	1
Pub	1
New hotel	1
Indoor airsoft arena	1
Party venue	1
Make it accessible	1
Not a nightclub	1
Keep with surrounding styles	1
Other	11

Selection of comments:

· Dunedin Fashion/Brands Retail centre. Fully wrapped with innovative eCommerce services around it (Click to have delivered as stock can't be held in large numbers) - many of our Dunedin designers are hidden away and difficult for tourists.

· A large event venue that isn't run by Dunedin Venues and allows other small business event coordinators/caterers to do business here.

· Whatever you do it needs to be in keeping with the new atmosphere being created in the area with apartments, Vogel St Kitchen etc... Not a night club for the sake of history.

· Use it for those iconic amazing gigs / events during the weekend and then during the week/weekdays as a pop up shop for local designers/ artists/ food artisans.

· Dinner theatre, restaurant style venue , a place for up and coming Dunedin talent to showcase their talent and get exposure , public and professional win-win.

· Indoor climbing wall/ scooter/skateboard park with well-priced excellent coffee.

· Restore the front of it, because it looks ugly and ridiculous currently.

Chairperson	Cr Aaron Hawkins
Deputy Chairperson	Cr Rachel Elder	Cr Marie Laufiso
Members	Cr David Benson-Pope	Mayor Dave Cull
	Cr Christine Garey	Cr Doug Hall
	Cr Mike Lord	Cr Damian Newell
	Cr Jim O'Malley	Cr Chris Staynes
	Cr Conrad Stedman	Cr Lee Vandervis
	Cr Andrew Whiley	Cr Kate Wilson

	Title	Page
a	Register of Interest	7