Meeting of the Corporate and Strategic Committee
Date: Wednesday 15 February 2017
Time: 9.00am
Venue: |
Council Chamber Hawke's Bay Regional Council 159 Dalton Street NAPIER |
Agenda
Item Subject Page
1. Welcome/Notices/Apologies
2. Conflict of Interest Declarations
3. Confirmation of Minutes of the Corporate and Strategic Committee held on 13 December 2016
4. Call for Items of Business Not on the Agenda 3
5. Follow-ups from Previous Corporate and Strategic Committee meetings 5
Decision Items
6. HBRIC Ltd Independent Director Recruitments and Appointments 9
7. Recommendations from the Finance Audit & Risk Sub-committee 13
8. Council Chambers Upgrades 15
9. Wairoa-Gisborne Rail Corridor 19
Information or Performance Monitoring
10. HBRC – ACC: Sale of Leasehold Land Cashflows 27
11. Discussion of Items Not on the Agenda 31
Decision Items (Public Excluded)
12. Recommendations from the Finance Audit & Risk Sub-committee 33
Corporate and Strategic Committee
Wednesday 15 February 2017
Subject: Call for Items of Business Not on the Agenda
Reason for Report
1. Standing order 9.12 states:
“A meeting may deal with an item of business that is not on the agenda where the meeting resolves to deal with that item and the Chairperson provides the following information during the public part of the meeting:
(a) the reason the item is not on the agenda; and
(b) the reason why the discussion of the item cannot be delayed until a subsequent meeting.
Items not on the agenda may be brought before the meeting through a report from either the Chief Executive or the Chairperson.
Please note that nothing in this standing order removes the requirement to meet the provisions of Part 6, LGA 2002 with regard to consultation and decision making.”
2. In addition, standing order 9.13 allows “A meeting may discuss an item that is not on the agenda only if it is a minor matter relating to the general business of the meeting and the Chairperson explains at the beginning of the public part of the meeting that the item will be discussed. However, the meeting may not make a resolution, decision or recommendation about the item, except to refer it to a subsequent meeting for further discussion.”
Recommendations
1. That the Corporate and Strategic Committee accepts the following “Items of Business Not on the Agenda” for discussion as Item 11:
1.1. Urgent items of Business
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Item Name |
Reason not on Agenda |
Reason discussion cannot be delayed |
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2. |
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1.2. Minor items for discussion
Item |
Topic |
Councillor / Staff |
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3. |
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Leeanne Hooper GOVERNANCE & CORPORATE ADMINISTRATION MANAGER |
Liz Lambert GROUP MANAGER |
Corporate and Strategic Committee
Wednesday 15 February 2017
SUBJECT: Follow-ups from Previous Corporate and Strategic Committee meetings
Reason for Report
1. In order to track items raised at previous meetings that require follow-up, a list of outstanding items is prepared for each meeting.
2. All follow-up items from previous Corporate and Strategic Committee meetings to date have been completed and reported to the Committee, so there are no follow-ups to address at this meeting.
Decision Making Process
2. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision making provisions do not apply.
That the Corporate and Strategic Committee notes there are no “Follow-ups from Previous Corporate and Strategic Committee Meetings” to address at this meeting.
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Authored by:
Leeanne Hooper Governance Manager |
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Approved by:
Liz Lambert Group Manager |
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Follow-ups from Previous Corporate & Strategic Committee Meetings |
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Corporate and Strategic Committee
Wednesday 15 February 2017
Subject: HBRIC Ltd Independent Director Recruitments and Appointments
Reason for Report
1. At the 14 December 2016 Regional Council meeting, Council resolved:
1.1. That Council agrees that the Council Appointments Committee reconvene in the New Year to consider the appointment of a permanent HBRIC Ltd Chairman and an additional Independent Director.
2. At the extraordinary Regional Council meeting held on 21 December 2016 to appoint an interim Chairman to the HBRIC Ltd Board of Directors, it was agreed that the Council consider options for independent directors in the New Year prior to embarking on the process of recruiting for director(s) and a permanent Chairperson for the HBRIC Ltd Board.
3. This report provides councillors with the opportunity to consider and decide on the process of recruitment for independent directors for the HBRIC Ltd Board of Directors.
Policy on Appointment and Remuneration of Directors
4. In accordance with the Policy, Council established a Council Appointments Committee comprising Councillors Rex Graham, Paul Bailey and Alan Dick. It is incumbent upon Council to now include the current Interim Chair of HBRIC Ltd (Sam Robinson) and an external experienced director to fully comply with Council’s Policy.
5. In the case of a vacancy for an independent director appointment, the same procedures will be followed as apply to the appointment of a director to a CCTO.
6. Independent directors are selected according to the same criteria as used by HBRIC Ltd in its assessment of candidates for other CCTOs. In making appointments every endeavour will be made to ensure that a range of good governance skills will be available to the HBRIC Ltd board as a whole.
Process for Appointments
7. The HBRIC Ltd constitution provides for a maximum of seven directors and it is intended that the Board may comprise a mix of Council and independent directors. It is critical to the success of this board that it has a composition capable of maintaining the confidence of both the Council and the subsidiary companies.
8. In the process of selecting Council and independent directors, the Council Appointments Committee will first determine the required skills, knowledge and experience necessary for an effective board. In general terms, the committee will apply similar criteria to potential candidates to those used by HBRIC Ltd in its assessment of candidates for other CCTOs. However, where necessary the committee will also take into account a candidate’s potential to quickly acquire business and financial skills, as well as his or her existing skills and experience.
9. The candidate’s skills must be relevant to the requirements of HBRIC Ltd in terms of its governance and provide, as far as possible, a suitable cross- section of skills available at the board table capable of meeting the normal criteria of good governance.
10. Over the life of HBRIC Director appointment processes have variously been coordinated by the HBRC CEO and subsequently through use of a recruitment consultancy with the process being coordinated via the Chair of HBRIC Ltd.
11. For the recruitment of a Chairman for HBRIC Ltd, it is proposed that the process be coordinated through the HBRC Chief Executive. In fulling this task, the following steps are recommended:
11.1. The HBRC CE schedules a meeting of the Appointments Committee to establish an agreed position on the key criteria for the role the HBRIC Ltd Chairman
11.2. Upon agreement of those criteria, expressions of interest in the role of the HBRIC Ltd Chairman are sought by way of advertisements in both local and potentially national media
11.3. On receipt of expressions of interest a short list of candidates is compiled
11.4. Shortlisted candidates are interviewed by the Appointments Committee with the preferred candidate being recommended to the full Council for ratification
11.5. Given the significance of the role it may be that the preferred candidate meets with the full Council prior to finalisation of the process
11.6. Councillors may have possible candidates in mind for this role and if this is the case, they should draw the Appointments Committee attention to potential candidates and encourage the person(s) to express interest through the process.
Financial and Resource Implications
12. Other than the CE and support staff time, an advertising process and disbursements, i.e. candidate expenses to attend an interview, are expected to fall somewhere in the $5,000-$10,000 range.
Decision Making Process
13. Council is required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:
13.1. The decision does not significantly alter the service provision or affect a strategic asset.
13.2. The use of the special consultative procedure is not prescribed by legislation.
13.3. The decision does not fall within the definition of Council’s policy on significance.
13.4. Options for consideration are included in the staff report.
13.5. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.
1. That the Corporate and Strategic Committee receives and notes the “HBRIC Ltd Independent Director Recruitments and Appointments” staff report. 2. The Corporate and Strategic Committee recommends that Council: 2.1. Agrees that the decisions to be made are not significant under the criteria contained in Council’s adopted Significance and Engagement Policy, and that Council can exercise its discretion and make decisions on this issue without conferring directly with the community and persons likely to be affected by or to have an interest in the decision. 2.2. Commences the process for recruiting a Chairman of HBRIC Ltd with urgency using the process outlined in this paper. |
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Authored and Approved by:
Andrew Newman Chief Executive |
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Corporate and Strategic Committee
Wednesday 15 February 2017
Subject: Recommendations from the Finance Audit & Risk Sub-committee
Reason for Report
1. The following matter was considered by the Finance Audit and Risk Sub-committee on 31 January 2017, and is now presented for consideration and approval.
Decision Making Process
2. This item has been specifically considered at the Sub-committee level.
The Finance Audit & Risk Sub-committee recommends that the Corporate and Strategic Committee: 1. Agrees that the decisions to be made are not significant under the criteria contained in Council’s adopted Significance and Engagement Policy. Six Monthly Report on Risk Assessment and Management 2. Recommends to Council that the HBRC Risk Assessment and Management process undergoes a comprehensive review to ensure major strategic risks to the public and environment are appropriately managed. Reports Received 3. Notes that the following reports were provided to the Finance Audit and Risk Sub-committee: 3.1. Health and Safety Update Report for the Period 1 June – 31 December 2016 3.2. Audit NZ Management Report for HBRC Annual Report for Year Ending 30 June 2016 3.3. 2017 Sub-committee Work Programme 3.4. Internal Audit Report – Fraud Policy |
Authored by:
Judy Buttery Governance Administration Assistant |
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Approved by:
Liz Lambert Group Manager |
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Corporate and Strategic Committee
Wednesday 15 February 2017
Subject: Council Chambers Upgrades
Reason for Report
1. An upgrade of the Council Chamber facilities is under way, with further proposals provided here for discussion and consideration ahead of making any necessary additional budget provisions through the 2017-18 Annual Plan process.
Description
2. Frustrations expressed by councillors and staff to Facilities and IT departments regarding the functionality of the Council Chamber and the audio visual setup include:
2.1. Poor visibility of presentations due to the quality of projector and size of the screen
2.2. Presentations difficult to see from the visitor seating area
2.3. Inadequate Conference call facilities
2.4. Presenters required to remain seated while speaking due to the inflexibility of the microphone system
2.5. Presentation equipment clunky to use, immobile and inefficient when trying to keep within the time restraints of meetings
2.6. Documents hard to read and refer to while the lighting is dimmed during presentations
2.7. Difficulty hearing speakers when they don’t speak into the microphone properly (especially evident when viewing video recordings of meetings)
2.8. Inadequate seating for Regional Planning, Maori and Regional Transport committee members around the Council Chamber table
2.9. Aircon vents blowing cold air onto those seated at the Council Chamber table
2.10. Difficulty rearranging the Council Chamber to allow “Theatre Style” presentations such as the Climate Briefing.
3. Quotes for an audio-visual (AV) solution were sought, in consultation with IT, to ensure the suitability of the proposed solution, with the successful supplier providing an upgrade for just under $40,000 including labour. The AV upgrade includes:
3.1. Device share system - This system allows personal device/PC connection for staff or visitors to the projection display and eliminates any resolution and connection issues as it is all completely wireless.
3.2. Visitor view screen – Installation of a 65” LED monitor to enable the public gallery to view a duplicate of what is projected onto the main screen.
3.3. LED projector and larger screen – Installation of a projector with high definition capacity, with a built-in sensor that measures light levels within the room and adjusts colour and brightness accordingly, meaning room lights can be left on during presentations if required. LED models require little maintenance and are more energy efficient than the previous model in use.
3.4. Lapel microphones – Supply of two microphones with a small portable battery pack that can be easily attached to the presenters clothing, providing flexibility while speaking.
3.5. Room control – A system that controls lighting, various presentation options and an optional aircon control, wirelessly through an iPad controlled by the meeting organiser.
3.6. Lighting – Modify the lighting in the centre oval to illuminate the boardroom table surface to improve visibility. LED is to be used to lessen replacement frequency and limit energy consumption.
4. In the Council Chamber, one of the heating/air conditioning units was repositioned to enable better air circulation in the room, and the control units serviced and recalibrated at a cost of $2990 in July 2016.
5. In addition to planned upgrades, the Chairman had requested some additional work be considered, however he has now decided against pursuing that request any further.
Financial and Resource Implications
6. A budget provision of $70,000 in the 2016-17 financial year was budgeted to cover any new furniture/fittings for all HBRC offices, including the planned replacement of the Council Chamber tables and chairs. Due to the decision to prioritise remedying the Chamber’s audio visual shortfalls, the planned upgrades of furniture were deferred and budgeted to be undertaken with any monies left after the AV upgrade has been completed, and then with 2017-18 budget provisions.
7. To date, Council has been invoiced $31,028 including GST for the AV upgrade, with the centre lighting alterations and final adjustments to the sound system yet to be completed.
8. The following upgrades are budgeted for completion over the next 2-3 years.
8.1. Replacement of Council Chamber and Ahuriri Room furniture due to wear and tear and the need to accommodate larger meetings, such as the Regional Planning, Regional Transport and Maori committees. Investigations into this component have included options to recycle any of the existing furniture components to reduce cost and waste.
8.2. Repair and reinstallation of the removable wall between the Council Chamber and Ahuriri Room.
8.3. Replacement of current microphone system to a wireless model to improve ease of use.
8.4. Replacement of the carpet in the foyer and Council Chamber.
Decision Making Process
9. Council is required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:
9.1. The decision does not significantly alter the service provision or affect a strategic asset.
9.2. The use of the special consultative procedure is not prescribed by legislation.
9.3. The decision does not fall within the definition of Council’s policy on significance.
9.4. The persons affected by this decision are the ratepayers in the region.
9.5. Options that have been considered include making no changes to the areas identified.
9.6. The decision is not inconsistent with an existing policy or plan.
9.7. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.
1. That the Corporate and Strategic Committee receives and notes the “Council Chamber Upgrades” staff report. 2. The Corporate and Strategic Committee recommends that Council: 2.1. Agrees that the decisions to be made are not significant under the criteria contained in Council’s adopted Significance and Engagement Policy. 2.2. Approves the upgrades of the Ahuriri Room and Council Chamber including replacement of the chairs and tables and repainting of the Council Chamber to be carried out over the remainder of the current financial year and ensuing years as budgets allow. |
Authored by:
Stacey Rakiraki Facilities and Fleet Manager |
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Approved by:
Liz Lambert Group Manager |
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Corporate and Strategic Committee
Wednesday 15 February 2017
Subject: Wairoa-Gisborne Rail Corridor
Reason for Report
1. Following the conclusion of an agreement between KiwiRail and Napier Port for the transport of log freight on the Napier-Wairoa rail line KiwiRail sought expressions of interest for tourism proposals on the rail line between Wairoa and Gisborne.
2. The Regional Transport Committee discussed the Wairoa to Gisborne line at its meeting in December and referred any response to the Regional Council.
3. The Regional Council supports the ongoing reinstatement of the entire Napier-Gisborne line for rail freight. Consequently, the Regional Council resolved to correspond with KiwiRail to communicate the potential issues and problems that could be created if incompatible uses of the rail corridor between Wairoa and Gisborne are allowed, and confirm the longer-term goal to re-establish freight services on that section of the rail corridor.
4. A copy of the letter from the Chair of the Regional Transport Committee to KiwiRail was included in the Council agenda papers for 25 January 2017 meeting.
Discussion
5. The Gisborne Rail Cooperative (GRC) is an organisation formed to work towards gaining the reopening of the Gisborne end of the Napier-Gisborne line for freight as well as for tourism services. They have sought the support of HBRC to make a joint approach to KiwiRail for consideration of their proposal,
6. The Chair of the GRC Steering Committee, Nikki Searancke, will be attending the Corporate and Strategic Committee meeting to speak to their proposal.
7. A copy of a letter from GRC is appended as Attachment 1.
Financial and Resource Implications
8. As no funding is being sought from HBRC there are no financial implications.
Decision Making Process
9. Council is required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:
9.1. The decision does not significantly alter the service provision or affect a strategic asset.
9.2. The use of the special consultative procedure is not prescribed by legislation.
9.3. The decision does not fall within the definition of Council’s policy on significance.
9.4. The persons affected by this decision are residents and businesses of northern Hawke’s Bay particularly and transport users more widely.
9.5. Options that have been considered include not offering support to the Gisborne Rail Cooperative.
9.6. The decision is not inconsistent with an existing policy or plan.
9.7. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, Council can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.
1. That the Corporate and Strategic Committee receives and notes the “Wairoa – Gisborne Rail Corridor” report and the presentation from representatives of the Gisborne Rail Cooperative. 2. The Corporate and Strategic Committee recommends that Council: 2.1. Agrees that the decision to be made is not significant under the criteria contained in Council’s adopted Significance and Engagement Policy, and that Council can exercise its discretion and make a decision without conferring directly with the community and persons likely to be affected by or to have an interest in the decision. 2.2. Continues to offer its support for the preservation of rail freight options for the Wairoa to Gisborne section of the Napier-Gisborne rail line. |
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Authored and Approved by:
Liz Lambert Group Manager |
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Gisborne Rail Cooperative Letter |
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Corporate and Strategic Committee
Wednesday 15 February 2017
Subject: HBRC – ACC: Sale of Leasehold Land Cashflows
Reason for Report
1. This report provides details of the ACC cash flow arrangement and related figures for freehold sales as requested by councillors.
Objectives
2. HBRC’s objectives in selling the cash flows receivable from its leasehold land properties in Napier to ACC were to:
3. Provide funds from an otherwise illiquid asset for investment in other investments likely to help achieve HBRC’s goals of development of the Hawke’s Bay region’s economy.
3.1. Improve return from the leasehold land portfolio that was running at around 2% pa at the time of the deal with ACC.
3.2. Maintain the rights of leaseholders under their leases and the Hawke’s Bay Endowment Land Empowering Act 2002 (HBELEA) limiting sale of freeholds to lessees (or their nominees) only.
4. Retain ownership and management of the underlying assets.
Agreement with ACC
5. On 17 December 2013 HBRC and ACC executed an Agreement for HBRC to sell the net cashflows (i.e. after costs of management) receivable from HBRC’s leasehold land tenants for the period 1 July 2013 to 30 June 2063 (50 years) to ACC for a net price of $37.651 million. Key elements of the agreement are:
5.1. HBRC retains ownership of the leasehold properties and manages the portfolio as it had done prior to sale.
5.2. It is subject to the HBELEA which limits the sale of freeholds to lessees (or their nominees) only, at a price equivalent to the lessor’s interest in the relevant property at the date of sale as determined by independent valuation.
5.3. It sets minimum net rents payable to ACC, based on rents expected, after deducting management costs, for the year ended 30 June 2014, and increased each subsequent year by an independently assessed (by Telfer Young & Co) 1.5% pa over the term of the Agreement.
5.4. HBRC’s costs of managing the portfolio are deducted from gross rents before payment is made to ACC. Costs are determined by a formula under the agreement and are also assumed to grow over the period at the rate of 1.5% pa.
5.5. Sales of properties to lessees in accordance with the terms of the HBELEA carry on unchanged. HBRC collects the sale price of each property and pays to ACC the net present value of future rents assumed to be payable had the property not been freeholded.
5.6. Minimum net rents for the whole portfolio are reset (effectively reduced) every time a property is freeholded and leaves the portfolio.
5.7. HBRC has a profit share arrangement under the Agreement with ACC which pays HBRC one-third of actual rents received in excess of the agreed minimum rents in each year plus one-third of the sale prices of properties freeholded in excess of the net present value.
6. Figure 1 below illustrates the way in which this Agreement works, showing that proceeds received by HBRC from lessee payments of gross rents and payments when they purchase the freehold of their leasehold property cover payments to ACC of net rents and proceeds of freehold sales, leaving the original purchase price of $37.651 million fully available to HBRC for other investment.
Figure 1: HBRC-ACC Agreement Cash Flows
Performance to Date
7. HBRC received $37.651 million plus interest in December 2013. These funds have been held on deposit, earning interest and earmarked for other investment within HBRC’s investment portfolio, since receipt.
8. Rents have been collected by HBRC and paid to ACC (net of costs) twice yearly in accordance with the terms of the Agreement.
9. HBRC continues to manage the portfolio undertaking rent renewals, collecting rent arrears and resolving any other issues with lessees as it has done in the past.
10. Sales of freeholds to lessees have continued since July 2013 in accordance with the terms of the HBELEA.
11. The following table summarises the transactions that have occurred in the portfolio on a year by year basis over the period 1 July 2013 to 31 December 2016.
Table 1: HBRC - ACC Leasehold Land Transactions Summary 1 July 2013 to 31 December 2016
Year |
Number of Lessees |
Freeholds Sold |
Minimum Rents Due Next Year $000 |
Value of Remaining Properties $000 |
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Number Sold (Lessees) |
Sale Price $000 |
HBRC Profit Share $000 |
Amount Paid to ACC $000 |
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Opening 1 Jul 2013 |
628 |
N/A |
N/A |
N/A |
N/A |
1,722 |
48,000 |
30 Jun 2014 |
594 |
34 |
3,288 |
66 |
3,222 |
1,703 |
45,500 |
30 Jun 2015 |
549 |
45 |
4,158 |
64 |
4,094 |
1,646 |
40,100 |
30 Jun 2016 |
482 |
67 |
6,532 |
94 |
6,438 |
1,365 |
36,200 |
31 Dec 2016 |
431 |
51 |
5,077 |
98 |
4,979 |
1,099 |
30,700* |
TOTALS |
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197 |
19,055 |
322 |
18,733 |
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Sources: HBRC, Telfer Young & Co (values of properties 1/07/2013 - 30/06/2016 inclusive)
Notes: * HBRC estimate
12. Table 1 shows:
12.1. Around 31% of the portfolio has been sold to lessees since 1 July 2013 (197 lessees), and the rate of sale is accelerating. This likely reflects the availability of mortgage finance and financing costs falling below rate of rental increases (5% ‑ 6.25%) provided for in HBRC’s leases with lessees.
12.2. ACC has received payments from freeholds sold equal to around 50% of the purchase price it paid HBRC.
12.3. The remaining properties still have significant value for HBRC. At 30 June 2016 these assets were independently valued at $36.2 million.
Summary
13. HBRC’s agreement with ACC provided almost $38 million in cash for alternative investment in its portfolio. This cash is still available to HBRC today.
14. Rental payments to ACC have been fully funded by rents received from lessees.
15. Sales proceeds received from lessees freeholding properties have been received and paid to ACC.
16. Around 31% of properties have been freeholded since July 2013, leaving 69% (431 lessees) of those owned by HBRC at the commencement of the Agreement (628 lessees) still owned by HBRC.
17. Net receipts by HBRC (i.e. gross receipts of rents and sale proceeds of freeholds paid to HBRC) exceeded total payments to ACC since 1 July 2013 by around $1 million – this sum representing a profit share on rentals and freeholding. This is additional to purchase price of $38 million paid by ACC.
18. Substantial value remains for HBRC in the remaining properties.
19. At the end of the agreement with ACC (Year 2063), the Napier leasehold reverts back to HBRC and all rentals accrue to HBRC.
20. To date HBRC’s objectives in making the agreement with ACC have been met.
Decision Making Process
21. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision making provisions do not apply.
That the Corporate and Strategic Committee receives and notes the “HBRC – ACC: Sale of Leasehold Land Cashflows” report.
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Authored by:
Trudy Kilkolly Financial Accountant |
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Approved by:
Paul Drury Group Manager |
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Corporate and Strategic Committee
Wednesday 15 February 2017
Subject: Discussion of Items Not on the Agenda
Reason for Report
1. This document has been prepared to assist Committee Members to note the Items of Business Not on the Agenda to be discussed as determined earlier in Agenda Item 4.
1.1. Urgent items of Business (supported by tabled CE or Chairman’s report)
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Item Name |
Reason not on Agenda |
Reason discussion cannot be delayed |
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1.2. Minor items (for discussion only)
Item |
Topic |
Councillor / Staff |
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Corporate and Strategic Committee
Wednesday 15 February 2017
Subject: Recommendations from the Finance Audit & Risk Sub-committee
That Council excludes the public from this section of the meeting, being Agenda Item 13 Recommendations from the Finance Audit & Risk Sub-committee with the general subject of the item to be considered while the public is excluded; the reasons for passing the resolution and the specific grounds under Section 48 (1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution being:
GENERAL SUBJECT OF THE ITEM TO BE CONSIDERED |
REASON FOR PASSING THIS RESOLUTION |
GROUNDS UNDER SECTION 48(1) FOR THE PASSING OF THE RESOLUTION |
Recommendations from the Finance Audit & Risk Sub-committee |
7(2)(a) That the public conduct of this agenda item would be likely to result in the disclosure of information where the withholding of the information is necessary to protect the privacy of natural persons. |
The Council is specified, in the First Schedule to this Act, as a body to which the Act applies. |
Authored by:
Judy Buttery Governance Administration Assistant |
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Approved by:
Liz Lambert Group Manager |
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