1 Yarrow Stadium Joint Committee agenda (29 November 2017) - Agenda
MEETING AGENDA
YARROW STADIUM JOINT COMMITTEE
Wednesday 29 November 2017 at 3pm
Council Chambers, NPDC
Chairperson Cr Michael Joyce (TRC) Members: Mayor Neil Holdom (NPDC) Cr Craig Williamson (TRC) Cr Alan Melody (NPDC)
1 Yarrow Stadium Joint Committee agenda (29 November 2017) 2
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2 Yarrow Stadium Joint Committee agenda (29 November 2017) - Deputations
ADDRESSING THE MEETING Requests for public forum and deputations need to be made at least one day prior to the meeting. The 5 Chairperson has authority to approve or decline public comments and deputations in line with the standing order requirements.
PUBLIC FORUM Public Forums enable members of the public to bring matters to the attention of the committee which are not contained on the meeting agenda. The matters must relate to the meeting’s terms of reference. Speakers can speak for up to 5 minutes, with no more than two speakers on behalf of one organisation.
None advised
DEPUTATIONS Deputations enable a person, group or organisation to speak to the meeting on matters contained on the agenda. An individual speaker can speak for up to 10 minutes. Where there are multiple speakers for one organisation, a total time limit of 15 minutes, for the entire deputation, applies.
None advised
3 Yarrow Stadium Joint Committee agenda (29 November 2017) - Previous Minutes
PREVIOUS COMMITTEE MINUTES Recommendation That the minutes of the Yarrow Stadium Joint Committee (23 August 2017), and the proceedings of the said meeting, as previously circulated, be taken as read and 6 confirmed as a true and correct record.
END
4 Yarrow Stadium Joint Committee agenda (29 November 2017) - Table of Contents
REPORTS
ITEMS FOR DECISION BY COMMITTEE 7 1 Yarrows Stadium Operations Update
2 Asset Management Report
3 Major Projects and Major Maintenance
4 Exclusion of the public from the remainder of the meeting
END
5 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Yarrows Stadium Operations Update
Item for Decision
YARROW STADIUM – OPERATIONS UPDATE
PURPOSE The purpose of this report is to provide an update on operations at the Yarrow Stadium. The report also confirms the strategic direction for the Yarrow Stadium Asset Management Plan review as part of both New Plymouth District Council’s and Taranaki Regional Council’s 2018/28 Long Term Plan processes. 8
RECOMMENDATION That, having considered all matters raised in the report, the report be noted.
SIGNIFICANCE AND ENGAGEMENT This report is provided for information purposes only, and has been assessed as being of some importance.
DISCUSSION
Strategic Direction In October 2015, the Yarrow Stadium Joint Committee and the two councils adopted the Yarrow Stadium Strategic Plan, Yarrow Stadium Asset Management Plan and the Yarrow Stadium Business Plan.
The strategic plan set out a vision for the stadium to be:
The best regional stadium in NZ with a regular programme of national and international sports and entertainment events
A stadium for both major events and community events, and for Taranaki’s premier outdoor field, team sports codes
A stadium loved by sports fans and the local community
A stadium that delivers a quality experience for event promoters, participants and spectators, which is achieved through superior event facilities, presentation and management; and through the early adoption and smart use of technology.
Seven goals were identified to meet this vision. To achieve each goal, a series of projects and operational initiatives were identified.
A business plan for Yarrow Stadium was also developed which centred on diversification of events, increased usage, long-term partnerships and maintaining effective stakeholder relationships.
6 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Yarrows Stadium Operations Update
Item for Decision
The Yarrow Stadium Asset Management Plan 2015-25 (AMP) sets out a tactical plan to help manage Yarrow Stadium assets and deliver them to an agreed standard of service. The plan focuses on levels of services, demand, lifecycle asset management and the associated expenditure requirements.
The AMP gives an overview of the assets within Yarrow Stadium and the plan to achieve the goals and vision set out in the Strategic Plan above.
Both councils are preparing their 2018/28 Long Term Plans. As part of those processes 8 a review of the Yarrow Stadium AMP is near completion. It is not proposed to review the current strategic direction for the stadium, as this was only formally adopted in December 2015. It is proposed that the review of the AMP will be in the context of the current strategic direction for Yarrow Stadium.
Venue Operations Activity has continued to grow at Yarrow Stadium over the first quarter of the 2017/18 year. The highlight of the quarter was the All Blacks V Argentina Test in September, attended by more than 22,000 spectators. The success of the Taranaki Rugby team, which reached the semi-final stage of the National Provincial Championship, also attracted healthy numbers to the stadium. Conferences, functions and expos are growing faster than anticipated and community use is still a strong feature. The new hospitality suites in the West Stand are attracting strong interest with bookings growing on a weekly basis. A number of bookings have been confirmed leading up to Christmas.
An extensive promotional campaign to promote the new suites included activity on social media, direct marketing via the Taranaki Chamber of Commerce and corporate contacts built up over a number of years. Several major New Plymouth companies have used the suites for meetings, training courses and social events. Ratepayers were offered a special limited deal with discount on venue hire for private functions and several people have taken advantage of this offer.
The Legends Lounge continues to be a popular choice for larger events and there are several Christmas functions and other events being held in the next quarter. Yarrow Stadium hosted the funeral of Peter Burke in October with the Legends Lounge as the main venue for the service and reception.
The inclement weather during most of 2017 has not only impacted on the construction project but also presented a major challenge to the ground staff in terms of maintaining the fields to their usual high standard.
7 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Yarrows Stadium Operations Update
Item for Decision
8
FINANCIAL AND RESOURCING IMPLICATIONS There are no financial and resourcing implications.
IMPLICATIONS ASSESSMENT This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002. Specifically: Council staff have delegated authority for any decisions made; Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter;
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Item for Decision
Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses; Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan; Any decisions made are consistent with the Council's plans and policies; and No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of 8 the Council, or would transfer the ownership or control of a strategic asset to or from the Council.
Report Details Prepared By: Ron Murray Manager Venues and Events Team: Venues and Events Approved By: Mike Nield Ward/Community: District Wide Date: 31 October 2017 File Reference: ECM 7565764
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9 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Asset Management report
Item for Decision
2018-28 YARROW STADIUM DRAFT ASSET MANAGEMENT PLAN SUMMARY
PURPOSE This report gives a summary overview of the draft 2018-28 Yarrow Stadium Asset Management Plan (AMP).
RECOMMENDATION 9 That, having considered all matters raised in the report, the report be noted.
SIGNIFICANCE AND ENGAGEMENT This report is provided for information purposes only, and has been assessed as being of some importance.
DISCUSSION Clause 8 of the Taranaki Stadium Management Agreement between Taranaki Stadium Trust (The Trust) and New Plymouth District Council (the Council) dated 27 June 2013 sets out the requirements for the preparation of the AMP. The Council, as manager, is required to carry out physical preparation of the AMP under the oversight of the Taranaki Yarrow Stadium Joint Committee (the Committee). A draft version of the 2018-28 AMP is included as appendix 1 and this paper summarises the contents.
The key points to note are as follows:
The previous approved AMP covered the period 2015-2025;
The new draft AMP covers the period 2018-2028;
The draft AMP comprises of seven sections: Executive Summary, Asset Description, Levels of Service, Demand, Lifecycle, Financial Forecast and Risk Management; and
The general outlook for the management of the stadium is much the same as described in the 2015-2025 AMP but with a significant variance in the capex requirements for projects and renewals as shown in the table below.
($000) Projects Renewals Maintenance & Total (capex) (capex) Insurance (opex)1 2015-2025 AMP $5,831 $1,648 $3,160 $10,639 2018-2028 Draft AMP $9,240 $2,318 $3,643 $15,201 Difference $3,409 $670 $483 $4,562
1 Including minor maintenance funded by The Council totalling $367k in 2015-2025 and $399k in 2018-2028
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Item for Decision
The major capex items included in the draft AMP are shown in the table below.
Project ($000) Year(s) Upgrade Floodlights to LEDs $2,000 18/19 Maratahu Street streetscape/premier entrance development $500 22/23 - 23/24 Redevelopment of Field 2 (artificial turf/floodlights/car park/driveway) $3,050 26/27 – 27/28 Development of new amenities for fields 2, 3 & 4 (storage, gym etc.) $925 26/27 – 27/28 Renewal of southern terrace seating $500 24/25 Renewal of main field turf and drainage $900 24/25 Renewal of HVAC components $725 26/27 – 27/28
The main reasons for the variance from the 2015-2025 AMP are: 9
1. The previous forecast value for like-for-like floodlight replacement/upgrade was $500k in the 18/19 financial year. This line item is now forecast for LED lighting upgrades at $2,000k in 18/19. This change is due to the continuing issues associated with the existing conventional incandescent lighting system which is becoming unreliable, obsolete and expensive to maintain/replace. LED lighting also offers many advantages over the existing conventional lighting e.g. meets FIFA requirements, reduced power requirements, shorter switch-on period, brightness and colour adjustments etc. The Trust is looking to develop a fund raising programme to help contribute towards this project.
2. Significant projects and renewals are now included in the last three years of the forecast for:
i) Redevelopment of Field 2 at $3,050k2,
ii) Development of new amenities for fields 2, 3 & 4 at $925k3 and
iii) Renewal of HVAC components at $750k4.
For items and i) and ii) above external funding will be sought by The Trust which will determine their timing along with the Trust’s ability to contribute funding. A fundraising programme is being developed for these projects
It is planned to complete a more detailed breakdown of components and condition assessment of the stadium assets. This will be combined with a criticality assessment to improve the accuracy and financial forecasts for renewal and maintenance planning. It is planned to complete this during 2017/18 and then to review the content of the draft AMP for any changes that may be required.
2 Included in 2015-2025 Yarrow Stadium Strategic Plan Page 19 Item I – timing to be determined 3 Included in 2015-2025 Yarrow Stadium Strategic Plan Page 19 Item J – timing to be determined 4 Included in 2015-2025 Yarrow Stadium AMP Page 44 – Major renewals beyond 2025
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Item for Decision
Structural inspections are ongoing and may impact on the AMP work programme. The Council will provide recommendations to the Committee regarding the scale and cost of any identified required works and the effect it may have on the draft AMP programme and financial forecasts.
Other changes and items still to be finalised are listed below: i) Executive Summary (Section 1) commentary regarding use of Trust funding from TRC to service debt for new roof project and TRC LTP contribution levels. 9 ii) Financial Forecast (Section 6) requires review and update to ensure it accurately represents current circumstances. iii) Financial Forecasts (Appendix 3) now includes all growth and augmentation projects in one list rather than splitting between major and minor projects. iv) Financial Forecasts (Appendix 3) requires inflated forecast tables to be inserted.
FINANCIAL AND RESOURCING IMPLICATIONS The key financial impacts are included in the discussion above. No resourcing matters are anticipated.
IMPLICATIONS ASSESSMENT This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002. Specifically: Council staff have delegated authority for any decisions made; Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter; Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses; Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan; Any decisions made are consistent with the Council's plans and policies; and No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.
APPENDICES Draft 2018-2028 Yarrow Stadium Asset Management Plan [ECM 7543176]
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Item for Decision
Report Details Prepared By: Steve Ilkovics (Asset Operations Planning Lead) Team: Infrastructure Approved By: Kelvin Wright (Chief Operating Officer) Ward/Community: District Wide Date: 31 October 2017 File Reference: ECM 7558805
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DRAFT
9.1 Asset Management Plan 2018-2028
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DRAFT Quality Record Sheet
Document: Yarrow Stadium Asset Management Plan (YS AMP)
Date: October 2017
Status: Draft
Version: 0.1
Originator(s): Steve Ilkovics Asset Operations Planning Lead NPDC 9.1 Reviewer(s): Ron Murray Manager Venues and Events NPDC
Authorised for release:
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DRAFT 1 Executive Summary Vision The best regional stadium in New Zealand that regularly hosts national and international sports and entertainment events. Yarrow Stadium is Taranaki’s premier outdoor sporting venue, located A stadium for both major events and community events, and the within a short distance from New Plymouths central area in the suburb of premier outdoor venue for team sports codes. Westown. The venue was first developed as a rugby ground in 1931, with the first stadium completed in 1947. A major redevelopment in 2002 saw A stadium that is loved by sports fans and the local community. new grandstands added and considerable modernisation. Further A stadium that provides a quality experience for event promoters, enhancements to the venue were completed in 2010, raising the participants and spectators, which is achieved through superior capacity to 22,420. Facilities now include two grandstands, main sand- event facilities, presentation and management and through the based grass field, three other grass fields and a car park. early adoption and smart use of technology.
The property was transferred to the Taranaki Stadium Trust (the Trust) in 2013. The purpose of the Trust is to promote the effective and efficient Key Levels of Service (Goals) 9.1 maintenance, development, management, operation and promotion of Yarrow Stadium as a community asset used for recreation, sporting 1. A programme of national and international events. and cultural activities for the benefit of the people of Taranaki, working in particular with the Taranaki Regional Council (TRC) and New Plymouth 2. Hosting key community events. District Council (NPDC). 3. Maximise the use of Yarrow Stadium.
Under the Trust’s Deed and the Management Agreement, NPDC 4. Optimise visitor and economic impact and promote the Taranaki manages, generates the revenue and funds the operations of Yarrow brand. Stadium; and the TRC funds the long-term maintenance and 5. Strengthen the connection of the people of Taranaki to the development of the stadium. A Joint Management Committee, Stadium. comprising of two NPDC elected members and two TRC elected members, have a governance and decision making role for the Stadium 6. Improved financial performance. management, including recommending to the Trust approval of an 7. Facility development initiatives to maintain the Stadium’s annual budget and asset management plan. NPDC also provides the competitive advantage and improve customer experience. Major Events Fund administered by Venture Taranaki, and can apply to this fund to attract major events to Yarrow Stadium. The 10 year 2018-2028 budget for the funding and expenditure costs for Yarrow Stadium provides the following highlights: Capital expenditure projects, including the installation of new LED lights and the redevelopment of Field 2. Total estimated cost of these projects is approximately $11.3m (see Appendix 3 for details).
Major maintenance will average $229k per annum (see Appendix 3 for details).
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DRAFT Minor Maintenance will average $40k per annum (see Appendix 3 to June 2012. In 2002 a major redevelopment saw two new grandstands for details). added, the TSB Stand overlooking the main field’s eastern side-line and the Noel and Melva Yarrow Stand on the western side-line. For the first five years, half the Trust’s funding from the TRC will be
used in debt servicing the new roof project (approximately Yarrow Stadium underwent a significant $1.7m upgrade in 2009/10 to $438,000 per annum). [update required] improve the venue to Rugby World Cup standard and increase its TRC Long Term Plan proposes that the Yarrow Stadium annual capacity from 17,000 to 24,138 (includes 1,920 temporary seats).. The contribution of $876,000 is not increased for inflation over the 2015- work included an extensive redevelopment of both the northern and 2025 time periods. [update required] southern banks and improved media and coaching box facilities in both stands. History
New security cameras were also installed and the speaker system The venue was first developed as a rugby ground in 1931, with the first upgraded. The main field was fully renovated with new turf, drainage stadium completed in 1947. During 1959 an impressive 35,000 rugby and irrigation. spectators crowded into the venue to watch Taranaki play the British 9.1 Isles. At that time the venue was a single grandstand. It was not until some 40 years later that the NPDC took over the management of the stadium and redevelopment took place.
The stadium is a personal legacy of the late Noel Yarrow, a pioneering Taranaki baker and businessman and active philanthropist. Noel was a passionate rugby supporter and the major grandstand overlooking the field’s western side-line is a tribute to his support. Yarrow Stadium named as the third best stadium on earth in May 2009 by New Zealand Rugby World magazine behind only Millennium Stadium in Cardiff, Wales and Suncorp Stadium in Brisbane.
Trust Establishment
In December 1999 the Trust, a charitable trust and Council-Controlled
Organisation under the Local Government Act, was established by
NPDC. The aim was to develop, manage, operate and promote a Yarrow Stadium can also host a wide range of events including concerts, Taranaki Events Centre complex at what was then known as Rugby Park, sport events, conferences, exhibitions, trade shows, conventions, New Plymouth for recreation, sporting and cultural activities to the corporate functions, weddings and community events. advantage of all citizens of the Taranaki region.
The continued development of Yarrow Stadium as a first class facility The stadium’s initial regional funding of $9.6 million was covered by a reflects well on New Plymouth and the Taranaki region. The upgrade and combination of uniform charges across the region and targeted rates in enhancement of Yarrow Stadium will improve the ability to secure iconic New Plymouth and North Taranaki. This arrangement ran from July 2001 international sporting events, but also meet the growing demand for use
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DRAFT of the stadium by local community clubs and assist with the national How it operates aspirations of organisations such as the Taranaki Rugby Football Union In general NPDC manages the day-to-day operation of the stadium (TRFU and Taranaki Rugby League. ensuring that all equipment and facilities are maintained to a high
quality standard. New Management Agreement NPDC funds all general maintenance and operational costs of the In June 2013 NPDC transferred control of the Trust to the TRC and the stadium and in return receives all revenue generated, including revenue Trust was renamed the Taranaki Stadium Trust (TST) operating as a from hireage and operation of the stadium and other commercial Council-Controlled Organisation of TRC. A new management arrangements. The TST funds all major maintenance and capital agreement was established between the TST and NPDC as the two expenditure for the acquisition, replacement, renewal, modernisation or parties owning and operating the stadium and the Yarrow Stadium Joint expansion of an asset and implements funding decisions as required. Committee (The Committee) was formed to provide local authority input from elected members from both TRC and NPDC. Governance
9.1 One of the roles of the Committee is to oversee the preparation of asset management plans and annual budgets which have been physically prepared by NPDC as managers of the stadium, and make recommendations to the TST whether or not to approve them. The Committee may also recommend amendments if it considers that any planned or unplanned significant maintenance items are required and the costs associated will exceed the budgeted amount in the annual budget. Such material amendments would require approval from NPDC, TRC and the TST. One such significant item was replacement of both grandstand roofs to eliminate the risk of roof sheeting failure during high winds which required additional funding and was approved by the TST in September 2014 and completed in 2015 prior to the FIFA U20 World Cup.
Amendments to the Committee’s Terms of Reference and Management Under the new charitable trust arrangement NPDC continues to Agreement in 2015 included increasing the committee’s role to consider manage and operate the stadium as it has done since May 2004 and a other aspects including hosting of events, operations and progress of the Yarrow Stadium Asset Management Board was established to manage strategic plan. and report to the Committee on the planned major maintenance and capital expenditure projects for 2012/13, 2013/14, 2014/15 and inform The establishment of an advisory group has been suggested to work the progress with the preparation of the inaugural 10 year Asset collaboratively on the development and implementation of the Yarrow Management Plan. Stadium Strategic Plan and the asset management plan, monitoring the operational performance and hosting of events at Yarrow Stadium. The Joint Committee has yet to approve the establishment of this group.
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DRAFT While infrastructure development has generally been event driven to Current situation ensure the stadium complex conforms and is maintained to international sporting codes and policies, modern stadiums are increasingly expected The primary tenant of the 22,420 capacity stadium is the Taranaki to focus and deliver on the enhancement of the “customer experience”. representative team in New Zealand’s principal rugby union This includes such initiatives as the provision of a more family friendly competition, the Mitre10 Cup. From 2013, the stadium has hosted the environment. Chiefs Super Rugby team as part of a new alliance, after Taranaki cut their ties with the Wellington-based Hurricanes. The recreation, culture and heritage group of activities under the TRC
contributes to community outcomes by ensuring the continuing The AMP includes a proposed programme of maintenance, maintenance and development of Yarrow Stadium as a part of a development and renewal. The table below includes the seven projects prosperous and vibrant Taranaki. having a value of $500k or greater. The full list of projects is included in
Appendix 3. The Yarrow Stadium activity contributes to the Prosperous Taranaki, the No Project Total Year(s) Vibrant Taranaki and the Sustainable Taranaki community outcomes by Value Planned providing community facilities and supporting programmes of activity. 9.1 1 Upgrade Floodlights to LEDs $2,000k 18/19 Yarrow Stadium, along with Puke Ariki and the regional gardens attract 2 Maratahu Street streetscape/premier visitors and events to Taranaki that it would not otherwise receive. $500k 22/23 - 23/24 entrance development 3 Redevelopment of Field 2 (artificial These attractions/events contribute financially to the regional economy $3,050k 26/27 – 27/28 turf/floodlights/car park/driveway) (Prosperous Taranaki) and socially/environmentally/culturally (sporting 4 Development of new amenities for fields $925k 26/27 – 27/28 and cultural events – (Vibrant Taranaki). 2, 3 & 4 (storage, gym etc.) 5 Renewal of southern terrace seating $500k 24/25 Rationale 6 Renewal of main field turf and drainage $900k 24/25 The Taranaki Regional Council Empowering Act 2001 provided specific 7 Renewal of HVAC components $725k 26/27 – 27/28 powers to undertake, implement, encourage or maintain any services, works or facilities that are for the recreational or cultural well-being of Taranaki, or that are for preserving or encouraging the reasonable Projects 3 and 4 in the above table are included in the 2015-2025 Yarrow enjoyment of the physical and cultural heritage of the Taranaki region. Stadium Strategic Plan (page 19 Items I and J). The exact timing of these Many of the activities under this Act are, in general allied to the TRC’s projects it yet to be determined and the Trust will seek external funding existing functions and mission. The Act does not alter the TRC’s for them which will determine their timing along with the Trust’s ability to obligations to fully comply with the accountability requirements of the contribute funding. A fundraising programme is being developed for Local Government Act 2002, but it does provide for the opportunity to these works. apply those provisions in ways more appropriate to community needs and expectations. It also provides the opportunity for the local The Trust is also looking to develop fund raising to help contribute towards authorities and residents of Taranaki to work more coherently with the the Upgrade to LED Floodlights project. TRC, on a range of matters when they are regionally significant, further to that provided in the Local Government Act. Community Benefit
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DRAFT 2 Asset Description of Pukekura Park in New Plymouth. Access is relatively narrow and restricted because this is a large rear block of land in the middle of an This section provides an overview of the physical assets situated at established residential area. Yarrow Stadium. The two main access points are off Maratahu Street. There is also rear Throughout the Asset Management Plan the accuracy/confidence access off Clawton Street to the south and side access via Tukapa Street grade of the data presented on the quantity, type (material), age, to the west. value, expected life, remaining useful life and performance is assessed and indicated in accordance with the table below. The table is based Stadium Buildings and Capacity on IIMM Section 2.4.5 on Maintaining and Improving Data Confidence. Yarrow Stadium improvements mainly comprise the east stand (TSB Stand) plus the west stand (Noel and Melva Yarrow Stand) on the Accuracy/Confidence Description opposite side of the main field. Both stands were completed in 2002. The Grade A – Highly Reliable Data based on sound records, procedures, east stand is the main structure that has some 3,332 seats and is built over inspections. Data recorded in well maintained three levels, with two electric lifts providing access in addition to the 9.1 system. Estimated accuracy ± 2%. stairways. The west stand has 4,712 seats. B - Reliable Data based on sound records, procedures, inspections. A few records questionable or missing There are three uncovered seating and standing areas: or extrapolated. Estimated accuracy ± 10%. C - Uncertain Data based on sound records, procedures, The south grass embankment that holds 3,007. inspections which is incomplete. Some records questionable or missing with up to 50% The north grass embankment that holds 8,414. extrapolated. Estimated accuracy ± 25%. D – Very Uncertain Data based on unconfirmed verbal reports or The south terrace that seats 2,753. cursory inspections. Most data estimated or extrapolated. Estimated accuracy ± 40%. E - Unknown None or very little data held. Both embankments have their own entries into each block section and do not form part of our buildings, with egress gates nearby.
Yarrow Stadium has been constructed on Rugby Park, a large block of land located in Westown to the south of the City Centre and to the west
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DRAFT
Name Eastern Stand ( TSB Bank Stand ) Western Stand ( Noel & Melva Yarrow Stand )
No. Of Levels 3 2 Sports Grandstand ,Changing Rooms & Use/Occupation Offices Sports Grandstand Food & Drinks Booths Originally 1965, extended in 1991, upgraded in 2001. Roof strengthened and Year Built replaced 2015 2002( Roof strengthened 2015 ) Gross Floor area 8382 m2 2923 m2 Precast units spectator deck on steel raker beam, part reinforced concrete slab on grade and part suspended uni-span units on Construction: Stand upper ground level Roof Light weight roof on steel framing,
Walls Reinforced block work internal and external walls. Curtain Wall glazing. Gibraltar board to offices/ Booths/Suites 9.1 Foundations Steel beams and post and combined shallow and piled reinforced concrete foundations TRFU & NPDC events Offices , Full Media Booths, New Hospitality Suites (2), Public toilets, Storage areas. commercial kitchen ,Changing rooms ,Bar areas ,Training rooms ,Public toilets ,Storage Fit out areas ,Food & Drink Booths Condition Good Good
Building Earthquake Rating 75 % NBS(Under Review ) 50 % NBS Seismic Grade B C
Fire Detection/Protection systems Fire Alarm systems ,Fire Detection systems ,Fire Extinguishers & Hose, Sprinklers
Table 2.1: Stadium Buildings Details
Facilities for food and beverage and toilets are positioned in the nearby stands. For major events additional supplementary catering is positioned near the embankments so patrons do not have to go to the stands for food and beverages and additional toilets. There are secured safety barriers and handrails throughout the space to mitigate the potential for crowd crush, all positioned and engineered
Boundary fencing comprises a variety of fencing types ranging from standard timber residential type to basic farm, batten and wire to more substantial 2.1 metre high hurricane wire mesh fencing with barbed wire above.
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DRAFT Commercial Venue Capacity Asset condition is also critical to the management of asset risk, because it is linked to the likelihood that the asset will physically fail. The Legends Lounge is on the top floor of the TSB Bank Stand with floor to ceiling window offering panoramic views of playing arenas, back In addition, asset condition data can make asset valuation and fields and Mount Taranaki. Utilised for conferences, meetings, depreciation more robust by improving asset life estimations. Establishing dinners, presentations and weddings. and tracking the condition and performance of assets supports key
operational tasks such as measuring the effectiveness of maintenance Capacity: 400 seated and 500 standing. programmes or justifying funding requests. Features: Internal speaker system, power, Wi-Fi, portable stage, staircase and lift access is at each end of the lounge with direct access to the A formal condition assessment for Yarrow Stadium assets has not been seating deck. Facilities include two kitchen holding areas, bar and toilet carried out. The existing asset inventory only includes assets at a high facilities located at each end of the lounge so that the area can be level and does not include any information about the asset condition, partitioned for smaller functions. age and remaining lives. To assist good asset management planning
and forecasting a more detailed componentisation of the assets is The Hospitality Suites (two that can be subdivided into four) are situated required combined with conducting a condition assessment and an 9.1 at the rear of the West Stand and either side of the media rooms with estimation of remaining lives. It is planned to conduct this exercise floor to ceiling folding windows offering panoramic views of the main towards the end of 2017 so the information included in the AMP is playing arena and direct access to a specified number of seats in the currently based on the best information available at the time of writing. stand. It is likely that expenditure forecasts and project/maintenance content
may change when the results of the detailed condition assessment are Capacity: 160 seated. known.
The Concourse is situated on the first floor of the TSB Bank Stand and can NPDC maintenance staff, contractors including Otis for lifts, AHI for be used for events such as trade displays, exhibitions, banquets, markets HVAC, NPE for electrical work, NPDC Roading engineers/Fulton Hogan and festivals with more than 1,100m2 of covered display. for seal condition and BECA engineers for structural work have all
contributed to the assessment of current condition and resultant input Features: Two food and beverage outlets, two smaller bar areas, six toilet into the 10-year maintenance and renewal budgets. blocks, and disabled toilets, two multi-purpose booths that can be used for information or customer services. Ease of access is assured for foot, These discussions focussed on issues such as the following: vehicle and disabled traffic. Current age. Capacity: 800 seated and 1,500 standing. Actual and/or envisaged maintenance and repair programmes.
Asset Condition, Age and Remaining Lives Current and future anticipated asset utilisation. Asset condition is a measure of the asset’s physical integrity. Information Asset lives based on current NPDC asset replacement experience on asset condition underpins effective, proactive asset management at similar locations. programmes by enabling prediction of maintenance, rehabilitation and Generally accepted industry and other relevantly sourced asset renewal requirements. life expectancies.
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DRAFT
Current NPDC asset replacement strategies based on current or Yarrows Stadium Componentised Assumed Lives proposed asset management plans. Componentised Asset Average Remaining Assumed Life Type Life 2013 Based on information provided by NPDC staff, Telfer Young Valuers has Electrical Systems 40 29 attributed an effective age for valuation purposes. The effective age Fire Systems 40 29 takes into account the assets original installation date and any upgrades Fit out 30 19 and part replacement or refurbishment since that time and considering Floor Coverings 30 19 utilisation and maintenance to date. HVAC Systems 30 19 Lifts & Escalators 40 29 The assumed asset lifecycle assumptions are illustrated below. Using the Miscellaneous 30 19 assumed lives we are able to better plan when assets will need Plumbed Systems 40 29 maintenance and renewed/replacement. Roof Cladding 40 29
Security & Access Systems 20 9 In terms of the assessment of each asset’s remaining useful life, the Site Improvements 35 24 9.1 mathematical process of the deduction of current age from anticipated Structure 80 69 overall useful life has been utilised. Componentised Average 38 27
Based on the results of such a process remaining useful lives calculated Table 2.2: 2013 Asset Life Assumptions appear to be acceptable in the case of all assets installed within the facility again based on current and proposed NPDC Asset Management The data presented in this section on the asset condition, age and Plans in respect of future operational and asset replacement strategies remaining lives is assessed at Grade C – Uncertain due to lack of and requirements. componentisation, formal condition assessments and age and
remaining life assessments. However, some information does exist and has been used to advise forward work programmes where possible. Asset Criticality Asset criticality relates to the consequence of an asset failing to perform its intended function. This is an essential measure for prioritising maintenance and renewal activities. To date, this has been completed using the’ judgement’ of experienced operational staff and technical contractors.
Although a criticality methodology has not been formally developed, the intention in future is to embed this knowledge into a one to four Criticality rating score against each asset in the asset management system database. The one to four rating will be consistent with the consequence descriptions developed for the risk assessment procedure. The criticality ratings to be used are shown in the table below. More
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DRAFT detailed criticality descriptors will need to be developed to provide an assessment framework tuned to the know risks for the facility.
Criticality Rating Description The stadium has an approved evacuation scheme with trial evacuations 1 Non-Critical completed every six months. 2 Moderate 3 Important In accordance with the Building Act compliance, Chubb New Zealand 4 Critical Ltd undertake service requirements for the stadium. Whereby systems NA Not Applicable are checked monthly, six monthly and annually with a building warrant TBD To Be Determined of fitness issued once the compliance schedule has been fully complied with.
Examples of assets deemed as ‘critical’ to Yarrow Stadium in relation to The data presented in this section on the asset criticalities is assessed as potential disruption and risk mitigation include: Grade D – Very Uncertain due to no formal assessment being carried 9.1 out. However some thought has been given to asset criticality and this Transformer. Any outage will be covered by an onsite hired has advised some project and maintenance activity. generator for back up (only hired for major events).
Gas reticulation. A gas leak will require isolating area if possible, if Asset Valuations not shut main down. Ring plumber if inside venue, outside of venue ring Tenix. Regular revaluation of all assets and the assessment of effective lives is a routine task that is undertaken in order to assess changes in service Water main. A water outage will require isolating area if possible, if potential and to meet the Audit Office, International Accounting not shut main down. Ring plumber if inside venue, outside of venue Standard NZ-IAS16 financial reporting requirements. Depreciation is ring City care derived from the assessed current replacement costs and effective Sewage Pumps. Always checked before a big event. A failure lives for infrastructure assets. would need to shut some or all toilets down, if required. Ability to operate pumps with override. If all fails engage contractor to The table below summarises of the financial value of the Yarrow Stadium pump out tank assets based on the valuation conducted on 30 June 2016.
Sprinkler system (Legends Lounge). An important event may have Note: Valuations are carried out on a three yearly cycle with the next Chubb sprinkler services on site to cover isolation of the system if a one due by 30 June 2019. breakage occurs.
Main Field. Parks Team are on call for any urgent damage repairs (vandalism before a big event). They are also employed onsite during major events. Tower Lamps. Spares are kept and regular checks before and after each event are carried out.
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The data presented in this section on the asset values is assessed as Grade B – Reliable due to a formal valuation being conducted by certified valuers.
9.1
Table 2.3: Summary of Yarrow Stadium Assets Values at 30 June 2016
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DRAFT 3 Levels of Service 6. Improved financial performance. 7. Facility development initiatives to maintain the stadium’s The statement ‘Presentation and operation of Yarrow Stadium as one of competitive advantage and improved customer experience. New Zealand’s premier regional sporting stadium and venue’ describes what the community can expect to receive in terms of quality and A Programme of National and International Events quantity of service provided. The level of service has corresponding activities, performance measures and targets which allows the Yarrow Stadium has a history of hosting a number of major events community to monitor performance. including All Blacks matches, 2015 FIFA U20 World Cup and motor sport shows such as Crusty Demons and Nitro Circus. The business plan for the The main statement is developed at a high level and future stadium aims to grow the number and diversity of major events in order consideration needs to be given to the value gained from the provision to deliver the best possible major event programme on the number one of more specific service levels. field. Achieving this goal will assist the goals of optimised visitor and economic impact and positive promotion of the Taranaki brand (goal 4) A key objective is to match the level of service provided by the asset and strengthen the connection of the people of Taranaki to the stadium with the expectations of the users of the service. This requires a clear (goal 5). 9.1 understanding of user needs and preferences. More defined levels of service: Strategies through which this will be achieved include: Provide users with confirmation that they are getting a good value. Increasing the amount of quality space for hospitality hosting. Provide a focus for the asset management strategies developed Ensuring the stadium complies with minimum facility specification to deliver the required level of service. requirements of the targeted sports codes being rugby, football, rugby league and cricket. Provide a measure of the effectiveness of this Asset Management Plan. Developing field two with an artificial turf to enable training and other games to continue during times when field one is Identify the costs and benefits of the services offered. unavailable due to a major event in the future. External funding Enable users to assess the suitability, affordability and equity of the will be sought for this project which will determine its timing along services offered. with the trusts ability to contribute funding. This will be reviewed as part of the Master Plan and Asset Management Plan in 2018. Key levels of service (goals) are: Continuing the collaborative “Team Taranaki” approach for major 1. A programme of national and international events. event proposal development.
2. Host key community events. Hosting Key Community Events 3. Maximise the use of Yarrow Stadium. Playing, performing or viewing events at an international standard 4. Optimised visitor and economic impact and promote the Taranaki stadium is an experience more of the community want to experience. brand. Currently the community events programme is limited. Reasons for this include the cost of hiring the facility for smaller events when the only 5. Strengthen the connection of the people of Taranaki to the changing facilities are within the main stand. At times the availability of Stadium.
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DRAFT the fields can be diminished by preparation required for a major event Optimised Visitor and Economic Impact and Promote the Taranaki or simply field capacity being reached in the case of field two. Brand
Events hosted at Yarrow Stadium have an impact on the economy of Strategies through which this will be achieved include: the region through increased visitors and promotion of the Taranaki Working with community groups to minimise the cost of venue hire brand. In 2013, the rugby test between the All Blacks and France and/or explore opportunities for external subsidisation. attracted 6,500 visitors and injected $4.53 million to the Taranaki economy. Strategically it is important to optimise visitor and economic Development of field two with an artificial turf which will provide impact and work collaboratively with stakeholders to promote the greatly increased capacity of this field and a quality playing Taranaki brand as part of hosting stadium events and attracting more experience in the future. External funding will be sought for this events. project which will determine its timing along with the trust’s ability to contribute funding. This will be reviewed as part of the Master Plan and Asset Management Plan in 2018-28 Strategies through which this will be achieved include: Developing new amenity facilities to service fields two, three and Investigate opportunities to work with the tourism industry, 9.1 four therefore reducing the need and costs associated with particularly the air industry to attract events in shoulder or low opening the main stadium for community sport and events. As visitor seasons. mentioned above the timing and funding of this project is still to be Develop a comprehensive marketing strategy. determined.
Strengthen the Connection of the People of Taranaki to the Stadium Maximise the Use of Yarrow Stadium Pride and passion go hand in hand with sporting and other The business plan aims to increase overall community utilisation of Yarrow entertainment events. As well as the events that occur within, Yarrow Stadium as a venue. As well as outdoor fields, Yarrow Stadium has a Stadium aims to be a venue that is loved by sports fans and the local number of indoor spaces suitable for functions and other community community. Being within walking distance of the New Plymouth central activities. area and with the back drop of Mount Taranaki there is great
opportunity for people to feel a connection. People visiting the stadium Strategies through which this will be achieved include: more often, with more major events, community events and other Developing TSB stand concourse and Legends Lounge. Polish/new functions will be an important step in achieving this goal. There are also floors, partitioning and speakers to improve flexibility and quality of other aspects to consider such as the stadium being home to Taranaki the spaces. rugby and other field sports, which in itself sees thousands of people visit for all levels of sport and how this connection can be built upon. Implementing an event booking system to provide efficient utilisation of the venue and a streamlined booking process. Strategies through which this will be achieved include: Implementing an effective marketing strategy. Investigate options for development of a space for display of memorabilia and/or theming in some stadium areas. Develop a strong brand strategy that includes a social media plan.
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DRAFT Improved Financial Performance consideration of a business case for a second artificial turf in the future. An important goal for the management of any community asset, is for Yarrow Stadium to be run as efficiently and effectively as possible, with Work with New Zealand Cricket to explore the possibility of ICC the aim of reducing the cost to the ratepayer. Currently the operational dispensation for Yarrow Stadium to host international cricket in the cost of Yarrow Stadium is subsidised by NPDC through rates funding. future and identify the facilities associated needs. Over time growing utilisation of Yarrow Stadium is projected to increase revenue, and while in some cases increased event hosting will result in Another objective is to increase the number of major events annually increased costs, reducing the operation subsidy needed from ratepayer over the next three years and maintain this utilisation. Over the previous is the ultimate goal. 10 years several major events have taken place such as All Blacks Test
Matches, Rugby World Cup and the FIFA U20 World Cup. For more details Strategies through which this will be achieved include: on historical major events see Appendix 1. Develop a comprehensive business plan. Increase opportunities for commercial signage revenue and Negative Impacts on the Community 9.1 naming rights, along with other commercial partnerships. From time to time events have negative impacts on sectors of the Ensure appropriate agreements are in place with stadium tenants. community. NPDC actively seeks to address these issues in the most appropriate manner. Ensure facilities provide the most efficient operational set-up to reduce event costs.
Facility Development Initiatives to Maintain Stadium’s Competitive
Advantage and improved customers experience.
To be the best regional stadium in New Zealand, a programme of ongoing facility developments are needed to ensure the facility maintains a competitive advantage and is up to date with stadium trends. Through facility development initiatives the objective is to provide an improved experience to all stadium customers from spectators to sports codes. A 10 year master plan is needed to identify facility projects and future areas of focus.
Other facility initiatives include:
Investigate options for the replacement of flood lighting with LED
including design and the possibilities for establishing a partnership
approach to delivery.
Continue to work with other sports bodies on the provision and access to facilities for other field sports at Yarrow Stadium including
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Negative Impacts Response Strategy Noise from events All events are managed within existing resource consent conditions. Inconvenience caused by road closures All road closures are approved by NPDC after the community has been notified and consulted. Traffic congestion All major event planning includes provision for traffic management plans. Inappropriate behaviour such as vandalism or NPDC works closely with the district’s police and the contracted security provider to ensure alcohol related incidents at major events appropriate security arrangements are in place via the undertaking of risk assessments and planning for major events. Facility maintenance closures which may mean NPDC works closely with the community to ensure minimum disruption. inconvenience for some residents and businesses Waste generated from events All efforts are made to maximise recyclable during major events.
Table 3.1: Negative Impacts on the Community 9.1
Figures 3.1: Number of Events and Attendees at Yarrow Stadium
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Level of Service Actual Target Performance Measure (Key Goals) 2016/17 2017/18 2018/19 2019/20 2021-28 13 events 11 events 10 events 77 events 10 major events 1. A programme of national and international events The total number of major events (by event type) 54,000 70,000 103,000 560,000 46,086 attendees attendees attendees attendees attendees 2. Hosting key community events Number of key community events 0 2 3 3 10* Total community visitation (not including major 33,310 16,000 16,000 16,000 16,000 events) Number of functions 11 10 10 10 15 3. Maximise the use of Yarrow Stadium Number of conferences/meetings 43 25 25 25 30 4. Optimised visitor and economic impact and promote Number of Expos/Exhibitions 6 2 2 2 2 the Taranaki brand Number of Community Sport 54 15 15 15 15 Number of Community Other 14 - - - - 9.1 Number of Trainings 311 200 200 200 300* Satisfaction with the quality of venues for 5. Strengthen the connection of the people of Taranaki entertainment, cultural and sporting events in the 95% 90% 90% 90% 90% to the Stadium district (NRB Survey) 6. Improved financial performance Total facility expenditure $853,000 $2,484,000 $982,000
*Assumes business growth from installation of artifical pitch 2026/27
Table 3.2: Yarrow Stadium Level of Service and Performance Measures.
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DRAFT 4 Demand Trade shows. Conventions.
Demand Analysis Corporate functions. Demand analysis reviews the trends of key drivers that impact upon the Weddings. Yarrow Stadium assets and assesses the implications for future asset Community events. management. Any possible changes to the capacity of property assets are reviewed with reference to the ability of the current asset base to provide facilities and services at the required service levels. Demand Forecasting Forecasting demand is a key asset management process. It helps the Demand for services provided is generally measured by how much Trust ensure that future capacity requirements are met without over or customers use the assets. Increases or decreases in demand can under investing. The forecast demand is used to determine future asset significantly affect what (and how many) assets are needed. requirements and their associated lifecycle costs. 9.1 Furthermore, changes in demand resulting in different loading or With this in mind the Joint Committee sought ways to develop and utilisation patterns can have significant impacts on levels of service and market a truly exceptional stadium, with ideas that are inspirational, the day to day operation, maintenance or periodic renewal of assets. innovative and challenging and ideas that might ‘have a high cost but Peak demand loads often drive asset capacity requirements, e.g. lifting could deliver real value’. the stadium capacity from 17,000 to 25,500 for the RWC 2011. To assist with demand forecasting and future needs, a range of There is adequate capacity to meet demand for minor events but not stakeholders were consulted and their feedback used to identify the major events. Additional supplementary catering for food and gaps and inform the criteria used to set priorities for future infrastructure beverages and toilets has to be brought in. However proactive planned development. investment in infrastructure can also drive demand by being a spur to economic growth, higher productivity asset use and community Demand Forecasting and Stakeholder Engagement (micro-level) development. 1. Background Research
Forward planning for such investments may be complex, involve multiple The first step was a review of relevant sporting trends and agencies and disciplines. Questions such as what is the best layout, developments. Background research documents included: timing of construction and how much will it cost to build, maintain and NPDC Open Space, Sport, Recreational Strategy. operate over the long-term. New Plymouth District Sports Field Demand Study. Current Utilisation Sport NZ Guidance Document for Sports Field Development Yarrow Stadium’s primary use is to host national and international sports Options. events, however other uses include: Regional Sport Facility Strategy Conferences. Exhibitions.
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DRAFT 2. Stakeholder Engagement - Needs Analysis wider community and encourage activity and participation is indicated. Representatives from the various stakeholder groups were asked
to give their big picture vision for the stadium and present any While some stakeholders expressed a desire to use the number one specific building development ideas or events they would like to field for major sporting events, it was the number two field where put forward for consideration as part of the 10-year plan. the greatest opportunity for increased utilisation of the stadium
and its facilities was identified. Shortcomings with the field and car Feedback was received from representatives of: park lighting was noted as an issue but the absence of toilets or Taranaki Rugby Football Union. changing facilities impacts the independent use of both fields two and three and limits complimentary use of those fields for sports Media (radio). training during the week and other interest groups at weekends. Sport Taranaki. Spectators attending a curtain raiser on field two fields are currently obliged to walk across to the main stadium which may St John. not always be open to the public. The provision of an ablution Taranaki Rugby league. block is an easy solution. Increased hospitality space is desired in 9.1 order to maintain competitive in terms of securing events and Venture Taranaki. creating revenue opportunities. NZ Rugby League. Improve the overall stadium experience NZ Football. FIFA. At gate one ticketing operations, long queues, lack of good directional signage had been identified as an area for Taranaki Football. improvement but one stakeholder summed up by describing the TSB Bank. stadium as lacking any sense of arrival or welcoming or way- finding signage, either for visitors to the Taranaki district or to the NZ Cricket. stadium. With spectator numbers decreasing and scheduling of KDJ Catering. more evening games to suit televised audiences, the challenge is to create an environment with better stadium lighting, premier NPDC Teams – Events, Venues, Property, Building, Projects hospitality and function rooms and complimentary live and Parks. entertainment. 3. Key Findings (from the needs analysis) In addition a lighter, brighter concourse area with less concrete Multi-use and higher finishes is envisaged with a common idea being the When asked about their vision for the future of Yarrow Stadium the creation of concourse mezzanine for office development and overwhelming response from those outside of rugby was for the corporate hosting to generate continuous rather than seasonal or stadium to become more multi-use. While major branding of the event linked revenue opportunities. A venue security system, stadium will always be linked to rugby, particularly with the partitioning walls, improvements to the main function room sound Taranaki’s representative team winning the 2014 ITM premiership proofing and ventilation systems also need to be addressed at cup, a demonstrable commitment by the Trust to provide for the both levels of the TSB stand.
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DRAFT Manage congestion and queuing A list of headline items was produced to meet the needs identified and with the NPDC’s building Projects Team’s assistance a rough Noted as a potential for health and safety issues at the start and order of cost for each was obtained. finish of an event, crowd congestion behind the Yarrow stand impacts accessibility, catering services and opportunities for Establish the Criteria for Prioritising hosting. Another kiosk to service spectators at the southern end would reduce crowd movement towards Yarrow stand and relieve This was guided by the following vision: the congestion in the area of gate four. The best regional stadium in New Zealand with a regular
programme of national and international sports and Regional Sport Facility Strategy recommendations entertainment events. In 2017 a regional collaborative project to develop a Regional A stadium for both major events and community events and Sport Facility Strategy was completed. This strategy development for Taranaki’s premier outdoor field, team sports codes. involve engagement with regional sports organisations, review of A stadium loved by sports fans and the local community. existing plans and strategies and comparison of facility demand 9.1 against current regional facility supply. The resulting strategy A stadium that is a quality experience for event promoters, identifies 38 recommendations in key facility areas. participants and spectators, which is achieved through superior event facilities, presentation and management and Recommendations (part of the 38) which involve significant through the early adoption and smart use of technology. capital investment and relate to Yarrow Stadium are - Demand criteria used: That a rugby training hub is developed to include artificial Promotes multi-use. turf field to meet the needs of high performance and representative training. This field should be configured to Encourages community activity and participation. enable portable spectator seating to be located on both Enhances visitor spectator experience. sides of the field to provide an all-weather event venue. That a home of football be developed to incorporate an Revenue opportunity. artificial turf field and access to a minimum of two grass Alignment with Open Space, Sport and Recreation Strategy fields to complement provision in other regions of the and Regional Sport Facility Strategy Central Federation. Public safety or security/risk. That consideration be given to co-location and possibly integration of the regional centres for rugby and football Summary of Process hubs on a single site to enable sharing of some spaces, functions and services’ With an understanding of growth and future demand trends and the impacts on levels of service, decisions on how to address future deficiencies or shortfalls in service have been made. This will require capital investment in new assets or upgrading existing or changes to operational/maintenance budgets. The aim is to grow community use of the whole facility with priority given to options Identify what Infrastructure Improvements are required.
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DRAFT that contribute to maintaining or enhancing the value and gates and ticket boxes will help with the larger attendance at major revenue of the facility. See Appendix 2. events and help to reduce large queues.
4. Global Demand Drivers, Impacts and Risks Impacts The demand for, and on, Yarrow Stadium use can be affected by An increase in population is assumed to proportionately increase changes in the economic, social, cultural, environmental and service demand. Additional demand may put a strain on service political environments as well as demographic trends in the district. delivery to maintain current levels of service. The needs of the district and its people as a whole help shape the Event organisers will generally only allow their major events to play services we provide. This section sets out the demand drivers (both at prestigious venues to guaranteed audiences. Generally this global and activity specific), impacts and risks that underlie the means established venues in large population bases with a proven planning for, and delivery of recreation and events services. The track record of attendance. New Zealand event organisers are demand drivers are those assumptions perceived to be significant increasingly required to provide detailed financial projections for or important for the district as a whole and are particularly each proposed event. significant to Yarrow Stadium facility and Recreation and Events 9.1 venue /service. For each assumption in this section the following information is included: The demand driver statement. The perceived impact. The existing controls already in place to address the risk. The controls that need to be developed to address the risk
Population Growth There will be high population growth in the New Plymouth District over the next ten years. The population is projected to grow from an estimated 83,400 (2018) to 92,400 over the next ten years (2028). Two other districts make up the Taranaki region, Stratford district (9,320) and South Taranaki district (27,800). The general trend has been a decrease in population of smaller rural towns and a further concentration of the Figure 4.1: New Plymouth District Population Projection population in north Taranaki.
We have various major projects outlined in the budget over the next 10 years. These will help reduce the strain put on services due to the increase in population. NPDC plan to increase the hospitality space and develop a new amenities area. We would also like to develop new Existing Controls amenity facilities to services fields two, three and four. Upgrading of the
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DRAFT Continue to monitor service usage and demand compared to The services delivered might not meet the demands of an ageing service capacity. population. An increase in the older population is assumed to proportionately increase service demand for activities tailored for Continue to maintain positive working relationships with promoters, older people. Additional demand may put a strain on service ticketing agencies, national sports bodies and owners of major delivery to maintain current levels of service. events, to ensure NPDC maintain our position as a successful and professional partner in the organisation of major events Increased demand for services due to older people having more available time to use the service. Less attendance and revenue Taranaki Population Age Group from the older population. Recreation and events fees, charges and concessions need to consider the financial capability of an Along with the growth in population, the forecast is for a greater ageing population. percentage to be in the 65 and over age group. We expect the 65 and over age group to grow from 18 per cent (21,300) of the total population A failure to address access can result in social isolation for those in 2018 to 24 per cent (28,660) in 2028. With this increase in the older with limited mobility, and can exclude people from participating population we have to ensure our facilities are safe and easy to use for in district activities. The older population may be reluctant to use people of all ages. The redevelopment of various areas such as the venues which don’t meet their expectations for comfort. 9.1 hospitality space, gate configuration and walking paths will be done with the older generation in mind. Existing Controls
Continue to monitor service usage and demand compared to capacity for activities tailored for older people. Continue to ensure that event planning reflects changing demographics and include events or programmes within events designed to appeal to the increasingly older generation. Continue to undertake regular accessibility audits and grading of NPDC venues. Continue to monitor accessibility to NPDC venues through implementation of the Council’s Accessibility Strategy. Continue to work with individuals and organisations that provide activities for community groups to ensure NPDC venues and events are as accessible as possible.
Affordability of Essential Goods and Services Figure 4.2: Taranaki Age Group Projection The affordability of essential goods and services will continue to be affected by the rate of inflation. NPDC uses the Local Government Cost Index (LGCI) forecast produced by BERL to help determine inflation Impacts
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DRAFT projections. Over the past seven years the LGCI rose 14 per cent Affordability of Housing compared with the Cost Price Index (CPI) which only rose 10.6 per cent. Growth in residential house prices will remain high, house prices in New Plymouth have consistently been on the rise since early 2012. Impacts Impacts People may have less disposable income to access recreation and event services. Considered as a contributing factor for general affordability and disposable income as described above. As recreation and events are not essential services, demand is likely to decrease if people have less disposable income. Existing Controls
Continue to monitor service usage and demand compared to Existing Controls current provision and capacity. Continue to monitor service usage and demand compared to Look to leverage increased external funding for events and current provision and capacity. venues to increase flexibility around charging and reduce impact Look to leverage increased external funding for events and on rates and other funding sources. 9.1 venues to increase flexibility around charging and reduce impact on rates and other funding sources. To develop: NPDC plan to work with community groups to minimise the cost of venue hire and/or explore opportunities for external subsidisation.
Figure 4.3: Inflation Figures Figure 4.4: Increase/Decrease in the Average Sale Price of Housing
Climate Change, Climate Hazards and Extremes To develop: Review concession options to assist people with less disposable income to access services. Include review of concessions for Climate change, climate hazards and extremes will increasingly affect community services card holders. the district.
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DRAFT Impacts Legislative changes Wetter winters may be detrimental to attendance at outdoor Over the life of the plan there will be political directives from events during the winter months. Government on the design and function of local government and possibly the imposition of legislation changes that will have implications Reduced attendance and revenue from outdoor events, for the NPDC. especially those where walk-up purchase of tickets is available as
people may be reluctant to attend due to bad weather. Impacts Existing Controls Changes to legislation could have implications for the structure of Venue Team takes climate change predictions into account when NPDC, what services it delivers, the processes and procedures that planning venues and events and aims to minimise the effects of are used to deliver the services adverse weather. This includes contingency plans were The Health and Safety Reform Bill may have implications for using appropriate volunteers at events and venues.
To develop: The development of an artificial turf on field number two Existing Controls 9.1 will help provide greater increased capacity of this field and a quality Keep updated on the implications of any legislation changes. playing experience in all weather conditions. External funding will be Ensure contractors are aware of new legislative requirements. sought for this project which will determine its timing along with the trusts ability to contribute funding. Ensure volunteers are aware of new legislative requirements.
Community Expectations on Recreation and Events Service The sports community will continue to expect delivery of a high level, high quality service. Playing, performing or viewing events at an international standard stadium is an experience we want more of the community to boast. Currently the community events programme is limited. Reasons for this include the cost of hiring the facility for smaller events when the only changing facilities are within the main stand. At times the availability of the fields can be diminished by preparation required for a major event of simply field capacity being reached in the case of field two.
Impacts
Figure 4.5: Quarterly Rainfall at Mangorei Reservoir
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DRAFT Community demand and expectations for increased levels of Continue to monitor demand for conference venue availability. service is not in line with the rates restraint and availability of Attend trade shows and undertake an appropriate level of additional resources. marketing activity to attract new business. Levels of service do not meet expectations as this may require Venue improvements at Yarrow Stadium will help to attract and increased funding. Community satisfaction with services may grow business. reduce Marketing of new hospitality space
Existing Controls Increased Customer Expectations for Technology at Events/Venues Monitoring of service demand compared to existing levels of Customers will expect a high level of technological capability and service. availability at venues and events.
To develop: NPDC want the overall community utilisation of Yarrow Impacts Stadium as a venue to increase and be more regular. As well as outdoor fields, Yarrow Stadium has a number of indoor spaces suitable for The technology available at venues and events may not meet the 9.1 functions and other community activities. NPDC plan to develop new expectations of customers. amenity facilities to service fields two, three and four therefore reducing Attendance at venues and events may reduce due to a lack of the needs and costs associated with the opening of the main stadium technology available to meet customer needs. This could lead to for community sport and events. reduction in revenue from venues and events.
Conference Venue Services Existing Controls There is opportunity to improve and maximise venue usage to meet conference demand. Continue to monitor trends in the use of stadium and venue technology to ensure the best possible event experience for all Impacts customers. A lack of suitable conference venues will result in the district missing Continue to manage and implement a social media strategy for out on the economic spin-offs generated by this sector. Improved all venues. NPDC venues could assist in meeting this demand. Outdoor venues are not suitable as conference venues without To develop: Any new development or upgrade of existing venues the availability of an appropriate indoor venue as a contingency should include the latest technology. for bad weather. The main venues of the district, the TSB Showplace and TSB Stadium Tourism have insufficient capability and capacity for conferences and New Plymouth District is expected to experience an increase in visitor more business orientated hireage. numbers. MBIE have released national forecasts for tourism growth of 4.8 per cent increase in visitor numbers. Events hosted at Yarrow Stadium Existing Controls have an impact on the economy of the region through increased visitors and promotion of the Taranaki brand. We want to optimise the visitor
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DRAFT and economic impact and work collaboratively with stakeholders to Event organisers install flags on New Plymouth’s main roads promote the Taranaki brand as part of the hosting stadium events and creating colour and excitement. attract more events. Brackets attached to street lighting poles to fly flags and banners
to promote upcoming major events, i.e. FIFA. To develop: Continue to provide resources for replacement and renewal of required street flag infrastructure.
9.1
Figure 4.6: Number of Guest Nights in New Plymouth
A Vibrant District New Plymouth District will continue to be a positive, connected and vibrant district.
Impacts Main traffic and event routes lack colour and an expression of the district’s cultural events programme. Local residents, community groups, businesses and visitors to the district perceive a district that has an absence of positivity and vibrancy.
Existing Controls
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DRAFT 5 Lifecycle Capital Expenditure Effective asset management reduces the long-term costs of ownership and servicing. This section focuses on the management options and Capital expenditure includes both renewals and augmentation. It has strategies for the Yarrow Stadium’s assets throughout their lifecycle. This been planned, budgeted for and approved by the Joint Committee section also covers key lifecycle activities necessary to manage the and it covers the: facilities. The four activities are shown below. Way in which projects are prioritised.
Development of business cases for projects, asset creation or refurbishment and asset rationalisation. Operations: Day-to-day work to keep assets operating Renewal and augmentation decisions are based upon criteria such as: The remaining service life of the facility, including demand, size, 9.1 layout etc. The asset service life – proof of the remaining serviceability of the Renewals: LIFECYCLE Disposal: facility. Does not increase MANAGEMENT Sale, demolition but restores or relocation Maintenance history of the facility. original capacity PLANS Current condition rating to identify and grade defects. Health and safety issues.
Augmentation: This information assists in considering options for the most appropriate Create a new asset or treatment, the options being: upgrade beyond its capacity Retain the facility as it is. Place on the renewal programme, the augmentation programme Lifecycle Management Plan Diagram or both.
Dispose remove, sell if able or demolish. Overview
This section describes the assets and the lifecycle management strategies used by NPDC to manage the Yarrow Stadium assets for the Priority next 30 years. All identified work, whether renewal or augmentation, needs a basis for It presents an analysis of available asset information and the lifecycle determining which should be completed first. The method for management plans covering the three key work activities for each type determining the priority is deciding what offers the best value to the of asset. community, within the fiscal envelope
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DRAFT No Project Total Year(s) The criteria used to evaluate and justify the best value includes: Value Planned 1 Upgrade Floodlights to LEDs $2,000k 18/19 Urgency – the likelihood of failure of the asset due to its condition. 2 Maratahu Street streetscape/premier 22/23 - $500k Compliance requirements to enable the asset to continue to legally entrance development 23/24 3 Redevelopment of Field 2 (artificial 26/27 – operate. $3,050k turf/floodlights/car park/driveway) 27/28 Public good and community benefit – comfort, convenience, 4 Development of new amenities for fields 2, 26/27 – $925k security, health and safety considerations and so on. 3 & 4 (storage, gym etc.) 27/28
Optimised decision-making - incorporating cost effectiveness, best A detailed list of 2018-28 expenditure forecasts for all development and rate of return and so on. augmentation projects is included in Appendix 3 – Financial Forecast. Promoting multi-use of the facility. All cost estimates are very rough order estimates only. Further specific Enhancing visitor spectator experience. and detailed feasibility needs to occur to determine and validate 9.1 Providing revenue opportunity. design, capital costs, project utilisation, net operating impacts, prioritised options and merits for staged developments where applicable. Alignment with Open Space, Sport and Recreation Strategy.
It is very likely when considering net operating impact relative to
additional staffing, cleaning, and energy requirements, depreciation
and cost of capital, that the overall net financial impact will be negative 5.1 Development and Augmentation Plan and at best neutral for various options, due to increased revenue. “To respond to growth demand from stakeholders and to improve parts of the system currently performing below target service standards.” Projects 3 and 4 in the above table are included in the 2015-2025 Yarrow Stadium Strategic Plan (page 19 Items I and J). The exact timing of these The augmentation budget covers work that extends or upgrades the projects it yet to be determined and the Trust will seek external funding facility and caters for new development and growth or achieves a for them which will determine their timing along with the Trust’s ability to higher level of service. It can include: contribute funding. A fundraising programme is being developed for Creating a new asset that did not previously exist e.g. field two these works. Toilet The Trust is also looking to develop fund raising to help contribute towards Work that improves or enhances an asset beyond its original size or the Upgrade to LED Floodlights project. capacity, e.g. new big screen Projects 2018-2028 5.2 Renewal Plan Projects affecting the Yarrow Stadium assets have been committed to “To provide for the progressive replacement of individual assets that by the Joint Committee. The four projects with total values of $500k or have reached the end of their useful life. Deteriorating asset condition greater are summarised below. primarily drives renewal needs.”
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DRAFT This budget is used for refurbishing, retrofitting and redecorating and The replacement cost. covers:
The rehabilitation of existing buildings to near their original size, Renewal profiles have in the past provided a theoretical guide to when condition and capacity such as redecorating and replacing an asset may need replacement. However NPDC prefer condition and kitchen or ablution components. other priority factors (see below) provide better justification
The work which restores the asset to its original size and capacity. Inspections by NPDC’s Property/Projects/Venues Team’s combined with An example of this is the replacement of components that have feedback from users and cost estimates from contractors, engineers and reached the end of their lives such as replacing the lift architects, has assisted with forecast 2015-2025 capital expenditure and components or plumbing fittings. maintenance budgets.
In 2005, the base property and condition data captured at a detailed Renewal projects affecting the Yarrow Stadium assets have been level by City Care Ltd established the initial Yarrow property asset committed to by the Joint Committee. Projects with total values of information. Since then independent valuers from Telfer Young $500k or greater are summarised below. 9.1 Valuations (for buildings) have provided regular valuation assessments over the last four cycles and they are now very familiar with the Yarrow Project Total Year(s) Stadium assets Value Planned Renewal of southern terrace seating $500k 24/25 The valuers are provided with capital expenditure spend data per Renewal of main field turf and drainage $900k 24/25 period for each revaluation. Other information such as details of regular Renewal of HVAC components $725k 26/27 – 27/28 maintenance inspections is utilised.
Some degree of componentisation has been undertaken to take into A detailed list of 2018-28 expenditure forecasts for all renewal projects is account the varying economic lives of each component i.e. structure, included in Appendix 3 – Financial Forecast. roof, electrical services, security, and floor coverings. However, as mentioned in key assumptions in Section 2, further componentisation is required to give a better degree of accuracy and to aid improved asset management planning. It is planned to conduct a detailed 5.3 Operations and Maintenance Plan componentisation, condition, age, remaining life and criticality “Activities undertaken to ensure efficient operation and serviceability of assessment in late 2017. the assets, so assets retain their service potential over their useful life.”
This expenditure covers both planned and unplanned maintenance and Renewal profiles can be calculated using a model based on: operations and the work is undertaken by approved contractors. It is the day to day work to keep Yarrow Stadium operating, running smoothly Asset condition. and complying with statutory requirements. This expenditure covers the Expected life of the asset. building and infrastructure only and not expenses relating to the operations activities. NPDC has a relationship with its internal and Calculation of the remaining life (increased to reflect those assets external tenants via service level agreements and occupancy replaced or partially replaced). agreements.
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DRAFT Plumbing. NPDC engages pre-approved contractors to carry out both planned Security. and unplanned maintenance for the buildings and land it manages.
Unplanned (Reactive) Maintenance:
This is action to correct faults and failures as required.
Examples include: Planned (Scheduled) Operations and Maintenance. o Repairing storm damage, leaking roofs and windows. This is prearranged inspections and maintenance work undertaken to maintain statutory compliance and prevent asset failure. o Rectifying vandalism damage. Examples include: Incoming work requests are recorded in the NPDC’s work management o Checks and follow-up maintenance for automatic doors. system prior to the job being assessed then assigned to a pre-approved contractor. NPDC is obliged to respond and resolve the problem to the 9.1 o Inspections, follow-up maintenance and certificates for fire customer’s satisfaction within agreed time periods according to safety systems urgency. o Inspections, follow-up maintenance and certificates for lifts. A key element of asset management planning is determining the most o Inspections, follow-up maintenance and certificates for cost-effective mix of planned and unplanned maintenance in order to building warrants of fitness. minimise the total lifecycle cost. Contractors are engaged to carry out a series of regular activities. In some instances, follow-up action and maintenance will also be Major Maintenance (TST Funded) undertaken to keep the current level of service and comply with statutory requirements. Over the 10 year plan the major maintenance works will include the activities shown in the table below.
Single supplier contracts are progressively being put in place for the
NPDC’s operations and maintenance. To date contracts are in place for the following:
Access control systems maintenance.
Building automation system maintenance.
Building warrants of fitness. Electrical maintenance.
Heating ventilation and air conditioning (HVAC). Lifts maintenance.
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DRAFT
Major Maintenance Cost (TST) Planned Unplanned Electrical system replacement & repairs Annual cost Plumbing & Drainage system replacement & repairs Annual cost Spouting & downpipe replacement & repair Planned 2016-2018 Lift maintenance & repairs New. Maintenance costs start 2016 HVAC - Air system maintenance (Heating, ventilation, air-conditioning) Planned checks Fire systems & fire-fighting equipment Planned checks Annual cost Security Cameras replacement & repair Planned replace 2017 Annual cost Security & Fire alarms replacement & repair Annual cost Structural repairs Annual Rust removal costs -Steel work, stands Floor covering replacement Progressive room by room where required replacement of carpets /vinyl and floor re-seals Exterior glass replacement & repair Annual cost Access control (electronic or key) Annual cost Accessibility requirements Annual cost Permanent signage Annual cost Sound system PA New. Maintenance costs start 2016 9.1 Drapes and window treatments Offices Scoreboard Maintenance New. Maintenance costs start 2016 Lighting towers maintenance Annual rust removal Annual cost Exterior cleaning / wash down Annual cost
Interior (cyclic) redecoration Progressive room by room interior re-decoration over next 10 years Work to ensure water tightness or remedy water tightness issues Annual cost External painting Full exterior recently repainted .Next Paint due 2022 Annual cost Floor covering replacement Progressive room by room where required replacement of carpets /vinyl and floor re-seals Building Compliance Costs Annual cost Carpark re-sealing Area by area -stop pavement failure ,fatigue .H&S issue Roof replacement and painting Nil. New Roof Fixed seating purchase, replacement & repairs Part of future renewal of southern seats Indoor & outdoor lighting, circuitry replacement & repair Replacement of No.3 &4 field lights in 2019/20 Perimeter fencing and gates
Major Maintenance Cost (TST) Planned Unplanned B Building Fit out replacement and ancillary Services Kitchen fit out replacement. Stoves, ovens, refrigerator & dishwasher Annual cost Generator maintenance Annual cost
C Turf and grounds maintenance Major Turf and irrigation renewals Future Field 2 Turf renovation
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DRAFT
Minor Maintenance (NPDC Funded) Over the 10-year plan the minor maintenance works will include the activities shown in the table below.
Minor Maintenance Cost NPDC ) Non-major internal repairs and alterations for staff and tenants Blocked drains & toilet blockages Day to day electricity & gas maintenance. Fuses & day to day electrical repairs Security & fire alarms monitoring Floor covering repairs Replacement keys and fobs 9.1 Lighting operations and minor repairs. Light bulb replacement Scoreboard operations Commercial and event signage
B Building Fit out replacement and ancillary Services Minor repairs to kitchen fit out and white ware Generator operating costs and minor maintenance
C Turf and grounds maintenance Mowing, verti-draining, rolling, weed control, fertiliser, irrigation, minor maintenance, renovations and marking Building surrounds and gardens maintenance
A summary 2018-28 expenditure forecast for major and minor maintenance is included in Appendix 3 – Financial Forecast.
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DRAFT
5.4 Disposal Plan “Disposal of assets that are surplus to requirements.”
This is the disposal of assets by way of sale, removal or demolition when they are surplus or superseded by new or improved assets. Assets may become surplus to requirements for any of the following reasons: 9.1 Underutilisation. Obsolescence. Provision exceeds levels of service (as a result of policy changes or other factors). Asset replaced through renewal or augmentation often before its predicted economic life. Uneconomic to upgrade or operate. Service provided by other means, e.g. private sector involvement. Potential risk of ownership (financial, environmental, legal, social, vandalism). Considered to be non-core business. No asset disposals are planned over the 10 year period 2018 – 2028.
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DRAFT 6 Financial Forecast for the management and funding of Yarrow Stadium was vested with [This section needs review to ensure it accurately represents current NPDC. circumstances] In 2013, the TRC assumed control of the trust that owns the stadium. The following is an outline of the funding and expenditure forecast for the 10-year plan Regional ownership and a region-wide funding base secure the stadium’s future, allowing the facility to be appropriately maintained Major Assumptions and developed.
The key financial assumptions for the TRC are described below: The stadium’s initial regional funding of $9.6 million was covered by a combination of uniform charges across the region and targeted rates in Service levels are generally assumed to remain the same, unless New Plymouth and North Taranaki. This arrangement ran from 2001/02 increased result of an improvement project. to 2011/12. Essentially, TRC is now continuing this rating into the future to Inflation is based on TRC’s knowledge of its business base and on fund maintenance and development of the stadium. Business and Economic Research Limited (BERL) predictors for the 9.1 next 10 years. The net effect is no change in the ratepayer payments to fund the stadium. For Stratford and South Taranaki residents, this amounts to $11 The cost of new and replacement assets will rise in line with a year on average. For New Plymouth and North Taranaki residents, it is inflation. $20 a year on average, and about $100 for commercial and industrial The rating base will continue to expand from new lot creations. ratepayers.
Financial dollars are in Money of the Day (MoD) as opposed to the General funding principles adopted in the Management Agreement Net Present Value (NPV), meaning that the long term projected between NPDC and the Taranaki Stadium Trust is: rate of inflation as estimated by TRC’s business base and on BERL indicators, is consistent with the AMP forecasted financials. NPDC will fund general maintenance defined as “general non- major maintenance required to maintain the facility in good All augmentation is funded via TRC rates funding. working order and includes those aspects set out in the general All renewals are funded via TRC rates funding. maintenance column in Schedule 2 to the Management Agreement”.-Venues Opex budget NPDC will continue to operate and fund the operations and minor maintenance of Yarrow Stadium. NPDC will fund operation costs on an annual basis being those costs that are “identified in the planned maintenance costs, TRC will continue to fund, via the Trust, the long-term maintenance general maintenance, and day-to-day management and and development of Yarrow Stadium. operations costs”. Venues Opex budget Budgeting NPDC is entitled to receive all revenue generated from the Budgeting History stadium including revenue from hireage and operation and other commercial arrangements, to be applied to the NPDC’s general In 2001/2002 The TRC provided $9.6 million for the development of maintenance and operations cost of the stadium. Venues Opex Yarrow Stadium, at what was Rugby Park. In 2003, ongoing responsibility budget.
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DRAFT The general operating budget shall be funded by NPDC (unless Budget Overview the annual budget provides for any part to be funded by the Trust, The following section summarises the funding and expenditure costs for and be provided for in the Annual Budget.) Venues Opex budget. Yarrow Stadium. See Appendix 3 for a full break down of financial spend. The Trust will meet the cost of all major maintenance meaning “the significant maintenance items carried out on a one off or Budget highlights infrequent basis, and includes those aspects of maintenance set The following section summarises the funding and expenditure costs for out in the major maintenance column in Schedule 2 to the Yarrow Stadium. Management Agreement”. TRC Opex budget. Capital expenditure projects, including the installation of new LED The Trust will meet the cost of all capital expenditure meaning lights and the redevelopment of Field 2. Total estimated cost of “expenditure for the acquisition, replacement, renewal, these projects is approximately $11.3m (see Appendix 3 for modernisation or expansion of an asset”. TRC Capex budget. details).
Major maintenance will average $229k per annum (see Appendix Financial Projections 3 for details). 9.1 Operational Expenditure Minor Maintenance will average $40k per annum (see Appendix 3 Operations costs relate to all of the costs associated with the operational for details). function of the Yarrow Stadium facility. NPDC pays for operational and For the first five years, half the Trust’s funding from the TRC will be minor maintenance costs such as staff costs, cleaning, power, and minor used in debt servicing the new roof project (approximately maintenance items. $438,000 per annum). [update required]
The Trust funds major maintenance costs systems associated with TRC Long Term Plan proposes that the Yarrow Stadium annual electrical, plumbing, lifts, fire systems, HVAC (Heating, ventilation and air- contribution of $876,000 is not increased for inflation over the 2015- conditioning) security, scoreboard, lighting towers, interior and exterior 2025 time periods. [update required] cyclic re-decoration and road sealing Future Renewals Past 2027/28
The Trust also funds material damage insurance. The items and estimates shown in the table below have been identified as future renewal work after 2027/28: Capital Expenditure Major Renewals Beyond 27/28 Year $000 Capital expenditure, or CAPEX, consists of renewals and augmentation. HVAC Systems 2028 1,695 The renewal of an asset means to replace or renew the asset so it Video Screen Renewal 2029 486 performs the same function to the same level of service. East & West Stand Seat Replacement 2032 720 Augmentation is the creation of a new asset or to extend an existing Light Towers x 4 2039 2,300 asset beyond its current capacity. Northern Embankments & Berms 2040 735 Plumbing Systems 2042 430
Speakers 2043 50 IT Upgrade 2043 160
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DRAFT 7 Risk Management Lack of internal control
Risk management identifies potential risks to Yarrow Stadium’s property Planning and strategy assets, analyses the consequence and likelihood of those risks occurring, Inadequate business improvement planning and details how NPDC is managing those risks through various Inadequate planning to meet future requirements (growth, treatments. renewals, changing levels of service) as documented in the Long- Term Plan, Annual Plan, and Annual Report The risk management process also identifies who is responsible for Inadequate emergency response/business continuity planning managing each of the identified risks. This process then informs planning and policy, and ensures that risk will be managed in a manner that Financial enables our key business objectives and community outcomes to be consistently achieved. Fraud (misappropriation of Council funds) Inability to secure funding or credit Inappropriate or inadequate procurement practices Sources of Risk 9.1 The sources of risks the NPDC is exposed to are many and varied. To Lack of internal control provide a framework for risk identification and analysis, there are nine sources of risk that are relevant to all Council activities: Information management Inadequate management of technology and systems People and knowledge Poor staff knowledge of systems Inability to attract and retain skilled staff Viruses, hacking, unauthorised access, inappropriate use of IT Ineffective employment relations systems Poor staff knowledge, skills, engagement Inadequate human resource planning Property and assets Facilities do not meet requirements Health and Safety Failure to deliver on key projects Failure to provide a safe work environment Inadequate asset information and management Non-reporting of incidents/accidents, and/or not identifying trends Inadequate insurance cover from those reported Poor safety and security at public facilities: accidents, criminal Inadequate focus on Health and Safety, especially at high risk activity, unacceptable behaviours, abuse workplaces Governance, reputation, legislative compliance and control Environment Ineffective relationship with our community (with reputational risk Natural hazards being a contributor) Security Ineffective relationship with and between elected members Hazardous and toxic materials Implications of the election cycle e.g. the learning curve for new Public health outbreak members as they become familiar with the functions and Emergency/disaster management requirements of local government Waste and refuse Failure to comply with legislative requirements
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DRAFT Inadequate asset information and management Operations and service delivery Inadequate insurance cover Poor operations or customer service (including poor contractor Poor safety and security at public facilities: accidents, criminal management and performance) activity, unacceptable behaviours, abuse
Property and assets Appendix 4 below is an extract from operations risk registers of risks Facilities do not meet requirements relevant to Yarrow Stadium’s activities. Failure to deliver on key projects
9.1
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DRAFT Appendix 1 - Yarrow Stadium Major Events 2004 – 2020 [needs updating when events confirmed]
2004 2012 Central Districts V Sri Lanka 21 December Super 15 Hurricanes V Sharks 6 April NPC Taranaki Home Games July – September ITM Cup Taranaki home games August – October Monster Trucks 8 December 2005 Warriors V Parramatta Eels 13 February 2013 Taranaki V British Irish Lions 8 June All Blacks vs France 22 June NPC Taranaki Home Games July –September ITM Cup Taranaki home games August – October
2006 2014 Super 14 Hurricanes V Western Force Saturday 18 February Super 15 Chiefs V Blues 9 May Pacific Five Nations Double Header: Saturday 17 June Super 15 Chiefs V Waratahs 3 May Japan vs Samoa ITM Cup Taranaki home games August – October NZ Jnr All Blacks vs Tonga 9.1 2015 2007 Super 15 Chiefs V Brumbies 20 February Crusty Demons 21 February FIFA U 20 World Cup 1, 4, 7 & 11 June Air NZ Cup Taranaki home games July – September Super 15 Chiefs V Hurricanes 13 June Mitre 10 Cup 15, 29 Aug, 2,18 Sep, 8 October 2008 Wellington Phoenix V NZA 23 August Super 14 Hurricanes V Western Force 18 February Georgie Pie Super Smash T20 Cricket 7, 11, 21 Nov. Finals 11,12,13 Dec All Blacks V Manu Samoa 3 September All Golds V New Zealand Maori 12 October 2016 Chiefs V Sharks 29 April 2009 Vodafone Warriors V Canberra Raiders 21 May Crusty Demons 25 February Mitre 10 Cup 27 Aug, 8,24 Sep, 2,13, 23 Oct S/Final Super 14 Hurricanes V Cheetahs 7 March McDonalds Super Smash T20 Cricket 10 December Air NZ Cup Taranaki home games August – October 2017 2010 Wellington Phoenix V Western Sydney 4 February Wanderers All Blacks V Ireland 12 June Nitro Circus 12 February ITM Cup Taranaki home games July – October Chiefs V Queensland Reds 6 May Mitre 10 Cup 19 Aug, 2,15,28 Sep, 11, 21 October 2011 All Blacks V Argentina 9 September
ITM Cup Taranaki home games July – September 2011 2018 Ireland V USA (RWC) 11 September Programme still being finalised Russia V USA (RWC) 15 September Wales V Namibia (RWC) Monday 26 September
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DRAFT Appendix 2 Project Drivers
Demand Driver
Cost
Use Use
Priority Asset Description - Estimate
Strategy Strategy
Promotes Promotes
Multi
Experience Experience
Community Community
Issue or Risk Risk Issue or
Participation Participation
Year(s) Planned Year(s)
Space, Sport Rec, Rec, Sport Space,
Enhances Spectator Spectator Enhances
Revenue Generation Generation Revenue
Alignment with Open Open with Alignment
Public safety/Security safety/Security Public
1 Field No.1 Upgrade Floodlights to LEDs $2,000k 18/19 Y Y Y Maratahu Street 9.1 2 Streetscape streetscape/premier $500k 22/23 - 23/24 Y Y Y entrance development Redevelopment of Field 2 2 Field No. 2 (artificial turf/floodlights/car $3,050k 26/27 – 27/28 Y Y Y Y Y Y park/driveway) Development of new 2 Outer Areas amenities for fields 2, 3 & 4 $925k 26/27 – 27/28 Y Y Y Y Y Y (storage, gym etc.) Southern Renewal of southern 3 $500k 24/25 Y Y Y Terrace terrace seating Renewal of main field turf 3 Field No. 1 $900k 24/25 Y Y Y Y and drainage Renewal of HVAC 3 TSB Stand $725k 26/27 – 27/28 Y Y Y components
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DRAFT Appendix 3 Financial Forecasts
Year 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 10Y Total ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Growth & Augmentation Projects Redevelop outer areas and gate 1 reconfiguration - - - 300 ------300 TSB Legends Lounge upgrade (incl. stormwater system) - - 400 ------400 Venue reception/entry - office and heating upgrade - - 350 ------350 Upgrade lights of fields 3 & 4 - 450 ------450 Upgrade floodlights to LEDs 2,000 ------2,000 Maratahu Street streetscape/premier entrance dev - - 25 - 25 450 - - - - 500 Stengthening of West and East Stands ------Other compliance works ------Redevelop field 2 - artificial turf/floodlights/car cark/drive ------50 1,500 1,500 3,050 Develop new amenity fields 2, 3, 4 inc strorage /gym ------25 450 450 925 Generator purchace - - - 350 - - - - - 350 Upgrade of ticket boxes 2 and 3 - 50 50 ------100 Spotswood car park sealing - 300 ------300 9.1 Step edging of corporate stairs and stands - 45 ------45 Cover in railings at each side of Yarrow Stand - 20 ------20 Walking pathway between gates 3 and 4 - - 100 ------100 TSB Stand concourse development - - - 25 250 - - - - - 275 Sound proofing of gym - - - 15 60 - - - - - 75 Growth & Augmantation Projects Totals 2,000 865 925 690 335 450 - 75 1,950 1,950 9,240
Renewals Chillers/extractors replacement - 40 - - - 43 10 - - - 93 Legends Lounge sound system - - - 50 ------50 Replacement of southern terrace seating ------500 - - - 500 Main field turf renewal and drainage ------900 - - - 900 HVAC components renewal ------25 750 775 Renewals Totals - 40 - 50 - 43 1,410 - 25 750 2,318
Overall Capex Total 2,000 905 925 740 335 493 1,410 75 1,975 2,700 11,558
Major Renewals Beyond 27/28 Year $000 HVAC Systems 2027 1,695 Video Screen Renewal 2029 486 East & West Stand Seat Replacement 2032 720 Light Towers x 4 2039 2,300 Northern Embankments & Berms 2040 735 Plumbing Systems 2042 430 Speakers 2043 50 IT Upgrade 2043 160 Total 6,576
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DRAFT
Year 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 10Y Total Description ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) ($000) Minor Maintenance (NPDC) Minor Maintenance 35 36 37 38 39 40 42 43 44 45 399 Minor Maintenance Total 35 36 37 38 39 40 42 43 44 45 399
Major Maintenance (Trust) Electrical system (planned maintenance) 20 20 20 20 20 20 20 20 20 20 200 Plumbing maintenance 10 10 10 10 10 10 10 10 10 10 100 Lift maintenance 9 9 9 9 9 9 9 9 9 9 90 HVAC 15 15 15 15 15 15 15 15 15 15 150 Fire system & firefighting equipment 6 6 6 6 6 6 6 6 6 6 60 Security & fire alarms replacement & repair 6 6 6 6 6 6 6 6 6 6 60 Building miscellaneous 10 10 10 10 10 10 10 10 10 10 100 Scoreboard maintenance & replacement 2 2 2 2 2 2 2 2 2 2 20 Lighting towers maintenance 30 30 30 30 30 30 30 30 30 30 300 Exterior cleaning/wash down 38 38 38 38 38 38 38 38 38 38 380 Interior (cyclic) redecoration 20 20 25 15 25 15 25 25 25 25 220 9.1 Work to ensure water tightness 10 10 20 10 20 20 20 20 20 20 170 External painting 15 15 15 15 15 15 15 15 15 15 150 Floor covering replacement 15 15 15 15 15 15 15 15 15 15 150 Building compliance costs 10 10 10 10 10 10 10 10 10 10 100 Car park reseals 10 10 10 10 ------40 Major Maintenance Totals 226 226 241 221 231 221 231 231 231 231 2,290
Insurance Insurance 77 82 87 90 93 97 101 105 109 113 954 Insurance Total 77 82 87 90 93 97 101 105 109 113 954
Total Opex Total 338 344 365 349 363 358 374 379 384 389 3,643
[Note: Inflation adjusted budget tables to be inserted here]
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DRAFT Appendix 4 – Risk Register
ID Team Team:Group Type of risk Description Risk owner ELT/Functional Manager Inherent risk assessment Inherent risk assessment Inherent risk rating Current treatment Residual risk assessment Residual risk assessment Residual risk rating Future or additional treatments Treatment due Comments owner - Consequence - Likelihood - Consequence - Likelihood 139 Venues and Events District Services Governance/reputation/ The Yarrow Stadium building programme is delayed or Ron Murray Teresa Turner Major Likely High An experienced consultant has been selected through a tender process, and the building Major Moderate High NPDC Project Manager has been assigned to closely Ongoing The building programme began in January 2017. The legislative compliance over-budget because of inadequate programme programme has been confirmed as achievable. Project Management is being done monitor construction project over next 6-7 months. project budget has increased due to unplanned and control management or external factors, resulting in negative by Worley Parsons, and the project team (involving external and internal members) extensive groundworks and additional compliance media and reputational damage. is working collaboratively with all stakeholders to achieve the desired outcome. costs.
54 Transport District Services Operations and service We are unable to meet planned levels of service Carl David Langford Major Almost certain Extreme Ensure that the discussion with the community during the Long Term Plan and Annual Plan Minor Likely Medium None N/A delivery because of increasing costs and budgetary constraints, Whittleston processes clearly outlines the relationship between budgets (and rate increases) and resulting in community discontent and the potential for Levels of Service. service disruption if key assets fail. 132 Venues and Events District Services Health and Safety There is an incident involving a worker and/or a member Ron Murray Teresa Turner Catastrophic Almost certain Extreme Develop and maintain a Health and Safety culture and continually identify risks across Catastrophic Possible Medium None N/A of the public before, during and after an event because Venues and Events. This includes only using approved contractors, thorough induction, of our action or inaction or that of the public, or Health and Safety training for all staff, and provision of appropriate Personal Protective equipment failure, resulting in serious harm to, or the Equipment. Furthermore, all events are required to have a Health and Safety Plan. death of, a worker and/or member of the public. This Consistent Standard Operating Procedures have been developed for all venues. risk can be the result of: • Incorrect contractor management • Poor crowd control/alcohol/traffic management • Failure of amusement rides and devices including inflatables • Public access to workplaces • Using vehicles and heavy machinery • Using temporary stages • Unsupervised minors • Working at heights • Contractors using pyrotechnics • Holding events near water • Disposing of rubbish (e.g. sharp objects such as needles and broken glass) 133 Venues and Events District Services Health and Safety There is an incident at a workplace involving electrical Ron Murray Teresa Turner Catastrophic Almost certain Extreme Develop and maintain a Health and Safety culture and continually identify risks across Catastrophic Possible Medium None N/A work because of non-compliance with operating Venues and Events. This includes only using approved contractors, thorough induction, 9.1 procedures or equipment failure, resulting in serious Health and Safety training for all staff, and provision of appropriate Personal Protective harm to, or the death of, a worker. This risk can be the Equipment. Furthermore, all events are required to have a Health and Safety Plan. result of: Consistent Standard Operating Procedures have been developed for all venues. • Inadequate safety in design • Fire • Shock • Explosion 134 Venues and Events District Services Health and Safety There is an incident involving a worker and/or a member Ron Murray Teresa Turner Catastrophic Almost certain Extreme Develop and maintain a Health and Safety culture and continually identify risks across Catastrophic Possible Medium None N/A of the public in the course of business as usual because Venues and Events. This includes only using approved contractors, thorough induction, of our action or inaction or that of the public, resulting in Health and Safety training for all staff, and provision of appropriate Personal Protective serious harm to, or the death of, a worker and/or Equipment. Furthermore, all events are required to have a Health and Safety Plan. member of the public. This risk can be the result of: Consistent Standard Operating Procedures have been developed for all venues. • Inadequate induction • Inadequate operating procedures • Use of drugs or alcohol by staff or members of the public • Late night working and working alone (e.g. tiredness, harassment from the public, assault, injury, robbery) • Staff administering first aid (e.g. exposure to blood)
135 Venues and Events District Services Health and Safety There is an incident at a workplace involving plant and Ron Murray Teresa Turner Catastrophic Moderate High Develop and maintain a Health and Safety culture and continually identify risks across Catastrophic Possible Medium None N/A equipment because of non-compliance with operating Venues and Events. This includes only using approved contractors, thorough induction, procedures or plant/equipment failure, resulting in Health and Safety training for all staff, and provision of appropriate Personal Protective serious harm to, or the death of, a worker. This risk can Equipment. Furthermore, all events are required to have a Health and Safety Plan. be the result of: Consistent Standard Operating Procedures have been developed for all venues. • Using vehicles and heavy machinery • Using equipment that is not fit for purpose or inappropriate for the work undertaken • Inadequate maintenance • Incorrect operation/use • Plant or equipment failure 136 Venues and Events District Services Health and Safety There is an incident or event at a workplace because of Ron Murray Teresa Turner Catastrophic Moderate High Develop and maintain a Health and Safety culture and continually identify risks across Catastrophic Possible Medium None N/A our action or inaction resulting in serious harm to, or the Venues and Events. This includes only using approved contractors, thorough induction, death of, a worker and/or a member of the public. In the Health and Safety training for all staff, and provision of appropriate Personal Protective case of a natural catastrophe, the risk is that we are Equipment. Furthermore, all events are required to have a Health and Safety Plan. unable to respond appropriately to that catastrophe Consistent Standard Operating Procedures have been developed for all venues. because of inadequate emergency preparedness, resulting in a delayed response to, and recovery from, the catastrophe. This risk can be the result of: • Water (e.g. drowning or infection from contaminated water) • Noise • Extreme natural events (e.g. earthquake, fire, tsunami, volcanic eruption, significant weather events)
137 Venues and Events District Services Governance/reputation/ The quality of our venues and events decreases because Ron Murray Teresa Turner Major Likely High Maintain positive external relationships to help in securing the best possible programme Minor Possible Low None N/A legislative compliance of our inability to attract popular events or maintain the of events. Reply to complaints immediately, consider if compensation is appropriate, and and control standard of our venues, resulting in community and give clear factual explanations where required. Programme of building maintenance. stakeholder discontent as we are unable to meet their expectations, or the potential for prosecution based on any claim of poor maintenance or inaction on any known issue. 191 Infrastructure Strategy Group Planning and Strategy We do not meet our community's expectations regarding Juliet Liam Hodgetts Major Likely High Adopt good policy, ensure well connected to industry and users, remain flexible in applying Moderate Unlikely Low None N/A Planning recreation facilities because of poor demand and/or Johnson policy. asset management planning (including our inattention to trends/demographics, social, and environmental factors) resulting in community discontent.
2018-2028 Yarrow Stadium Asset Management Plan Draft v0.1 October 2017 Page 42 of 42
55 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Major Projects and Major Maintenance
Item for Decision
YARROW STADIUM: MAJOR PROJECTS AND MAJOR MAINTENANCE – REPORT TO JOINT COMMITTEE
PURPOSE The purpose of this report is to present a progress report on the progress of Major Projects identified within the 2016/17 budgets for Yarrow Stadium.
RECOMMENDATION That, having considered all matters raised in the report, the report be noted. 10
SIGNIFICANCE AND ENGAGEMENT This report is provided for information purposes only, and has been assessed as being of some importance.
DISCUSSION
1. HEALTH AND SAFETY For the 17/18 year:
There have been two health and safety incidents reported to NPDC in relation to Major Projects. No incidents have resulted in lost time with only minor first aid required in one case.
Two near misses have been recorded.
To date, approximately 2,500 hours have been worked on construction related activities for Major Projects.
56 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Major Projects and Major Maintenance
Item for Decision
2. MAJOR PROJECT SUMMARY A summary of the major projects is detailed below:
Project Expected Total Project Status Final Cost Project Variance 17/18 Budget 17/18 ($,000) 17/18 ($,000) ($,000) Yarrow Stand Hospitality 1,690 1,400 290 Works completed Project Final gutter works away from hospitality suites due to complete Dec 17 Full review of costs to be 10 undertaken as some non- Hospitality Works incl. in expected final cost Undertake a Detailed 60 30 30 TSE Taranaki & Associates Engineering Evaluation Ltd commissioned to for the East Stand undertake Evaluation. Expect initial findings Dec 17 Additional works to assess bleachers and light stands identified Review Structural 50 50 0 Will follow on from Performance Scores for completion of the East Stand both East and West Evaluation Works Stands and establish a base scope of works. Undertake a Condition 200 200 0 Procurement Plan in Assessment Appraisal for development. Planning to all fixed Assets undertake investigations in January 18, with final report March 18 Can consider reducing scope of investigations to reduce budget Undertake concept 50 100 (50) Opus commissioned to designs and cost undertake Item 1 estimates for: 1. Spotswood Car Park Elliot Architects re-sealing commissioned to undertake 2. Legends Lounge Items 2-4 upgrade 3. Gate 1 upgrades Concept design works due to 4. Gate 2 and 3 be completed Feb 18 upgrades East Stand Strengthening 80 0 80 These unbudgeted works were completed in Aug 17 Contingency 0 273 0 Contingency expended Total 2,130 2,053 77
57 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Major Projects and Major Maintenance
Item for Decision
3. MAJOR MAINTENANCE SUMMARY The major maintenance budget for the 2017/18 year is $233,000. The budgetary impacts resulting from the failure of the light tower control units of 15 September 2017 are still being worked through however there is a risk that the budget for 2017/18 will be exceeded.
The early replacement of the boiler in the East Stand has been completed. The cost of this was $70,000 with budget in the 2019/20 year.
4. MAJOR MAINTENANCE COVERAGE This expenditure covers both planned and unplanned maintenance to keep the buildings operating, running smoothly and complying with statutory 10 requirements. The work is undertaken on behalf of the Council by approved contractors.
Planned (Proactive) Maintenance: This maintenance includes prearranged inspections and work undertaken to maintain statutory compliance and prevent asset failure. Examples include: Checks and follow up maintenance for fire protection systems. Inspections, follow-up maintenance and certificates for lifts. Inspections, follow-up maintenance and certificates for building warrants of fitness.
Unplanned (Reactive) Maintenance: This maintenance includes action to correct faults and failures as required. Examples include: Repairing storm damage, leaking roofs and windows. Rectifying vandalism damage.
The Council has formal relationships with its internal and external tenants through service level agreements and occupancy agreements.
The expectations and requirements of the building and property customers have been identified and the levels of service and associated KPIs developed.
Service Level Agreements The Council’s Property Team has formal relationships with its internal tenants through service level agreements (SLAs). SLAs apply to parties who are sole occupiers of buildings and facilities owned or managed by the Council.
The objectives of the agreements are to: Encourage shared responsibility (partnering) to deliver services that are effective and efficient and customer focused. Provide a clear understanding of the services to be provided and the costs associated with them. Provide a clear understanding of the responsibilities of both parties.
58 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Major Projects and Major Maintenance
Item for Decision
Reach an agreement on the quality and cost of service delivery and an understanding of each party’s needs and constraints. Commit to acting in a competent, ethical, culturally responsive and professional manner. Ensure that staff managing and providing the services are suitably trained and qualified. Provide an agreed framework and performance review process to enable and support both parties to deliver the desired customer service.
The service level agreements are all similar although each has detail customised to suit the internal tenant. In most cases, the Property Team is responsible for matters relating to the structure and services of the building itself while the internal tenant is 10 responsible for operational matters particularly those of a specialised nature.
FINANCIAL AND RESOURCING IMPLICATIONS If there are overspends in the 2017/18 financial year, it is likely to result in amendments to future budgets and workplan.
IMPLICATIONS ASSESSMENT This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002. Specifically: Council staff have delegated authority for any decisions made; Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter; Any decisions made will help meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses; Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan; Any decisions made are consistent with the Council's plans and policies; and No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.
Report Details Prepared By: Neil Cawdry (Infrastructure Project Manager) Team: Infrastructure Projects Approved By: Andrew Barron (Manager Infrastructure Projects) Ward/Community: District Wide Date: 30 October 2017 File Reference: ECM 7565150
------End of Report ------
59 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Exclusion of the Public for the remainder of the meeting
Item for Decision
EXCLUSION OF THE PUBLIC FOR THE REMAINDER OF THE MEETING
MATTER This report details items that are recommended should be considered with the public excluded, and the reason for excluding the public.
RECOMMENDATION FOR CONSIDERATION That having considered all matters raised in the report, the Council hereby resolves that, pursuant to the Local Government Official Information and Meetings Act 1987, the public be excluded from the following parts of the proceedings of this meeting: 11 a) Yarrow Stadium Building Update The withholding of the information is necessary to enable the Councils to carry on, without prejudice or disadvantage, negotiations, this particular interest being protected by section 7(2)(i) of the Act.);
The withholding of the information is necessary to protect information which is subject to an obligation of confidence, this particular interest being protected by Section 7(2)(c) of the Act.)
This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987.
COMPLIANCE
Significance This matter has been assessed as being of some importance. This report identifies and assesses the following reasonably practicable options for addressing the matter: Options 1. Exclude the public. 2. Not exclude the public.
This report recommends option one (1) for addressing the Recommendation matter.
Long-Term Plan / Annual Plan There are no budget considerations. Implications
60 Yarrow Stadium Joint Committee agenda (29 November 2017) - Decision - Exclusion of the Public for the remainder of the meeting
Item for Decision
COMPLIANCE
Significant Policy and Plan This report is consistent with Council’s Policy and Plans. Inconsistencies
BACKGROUND This report details items that are recommended should be considered with the public excluded, and the reason for excluding the public.
SIGNIFICANCE AND ENGAGEMENT In accordance with the Council's Significance and Engagement Policy, this matter has 11 been assessed as being of some importance because the exclusion of the public is a statutory procedure that will have a little or no impact on the Council’s strategic issues.
OPTIONS Option 1 Pursuant to the Local Government Official Information and Meetings Act 1987, good reason exists to exclude the public for consideration of the items listed.
Option 2 The Council can choose to consider these matters in an open meeting.
Risk Analysis Release of information which meets the statutory tests for withholding (under the Local Government Official Information and Meetings Act 1987) may expose the Council to legal, financial or reputational repercussions.
Recommended Option This report recommends option one (1) exclusion of the public for addressing the matter.
Report Details Prepared By: Jan Holdt (Committee Adviser) Team: Governance Approved By: Julie Straka (Governance Lead) Ward/Community: District Wide Date: 6 November 2017 File Reference: ECM 7570869 ------End of Report ------
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