Agenda of Sustainable Napier Committee

Sustainable Napier Committee - 13 February 2020 - Open Agenda Item 1

Agenda Items

1. National Aquarium Detailed Business Case

Type of Report:	Procedural
Legal Reference:	N/A
Document ID:	841656
Reporting Officer/s & Unit:	Antoinette Campbell, Director Community Services

1.1 Purpose of Report

The purpose of the report is to receive the National Aquarium of New Zealand Detailed Business Case (DBC), approve the communications and engagement plan, and apply to the Provincial Growth Fund and Government for funding.

Officer’s Recommendation

That the Sustainable Napier Committee:

a. Receive the National Aquarium Detailed Business Case.

b. Note additional Provincial Growth Fund (PGF) funding for completion of Detailed Business Case is to be confirmed following meeting with Ministers.

c. Note the increased annual operational cost identified in the Detailed Business Case and that alternative options to offset this are being explored.

d. Approve the high level Communications and Engagement Plan and commence community engagement.

e. Resolve to apply to the Ministry of Business, Employment and Innovation (MBIE) Provincial Growth Fund (PGF) and other government funds for funding pending meeting with relevant Ministers.

f. Receive the National Aquarium and Oceans Centre Concept Design.

Chairperson’s Recommendation

That the Committee discuss the officer’s recommendations.

1.2 Background Summary

In 2017, an Indicative Business Case (IBC) was developed to investigate the feasibility of expanding the current National Aquarium of New Zealand with the objectives of becoming a unique tourist attraction, a leader in environmental education to both schools and the community, and a showcase for research being undertaken in the land-to-sea environment.

All three themes were considered to support economic development and employment opportunities for Te Matau-a-Māui Hawke’s Bay. The IBC found that the expansion proposal met the criteria of the Government’s Provincial Growth Fund, specifically;

· Being located in a surge region, identified for early investment;

· Being a regional project that supports economic development and capability building;

· Delivering a clear public benefit, building on what is already there, the existing National Aquarium of New Zealand; and

· Being strongly connected to regional stakeholders and frameworks, and aligned to regional priorities.

A draft IBC was submitted to the Ministry of Business, Innovation and Employment (MBIE) on 20 November 2017. Initial feedback was provided to officers verbally on 22 December 2017, and followed up in writing on 13 February 2018. MBIE suggested some fine-tuning was needed primarily with regard to;

· Clarifying the primary objective of the expanded facility

· Strengthening the tourism objective and supporting analysis

· Providing evidence to show the economic gains of the research objective, and whether the economic gains from combining the two objectives would be sufficient to meet both tourist and research outcomes.

The draft IBC was amended in line with feedback and a final IBC was submitted to MBIE on 20 April 2018. An application to the Government’s Provincial Growth Fund (PGF) for the Detailed Business Case (DBC) was subsequently prepared and submitted to MBIE on 5 June 2018. The successful application resulted in Napier City Council entering into an agreement with MBIE to co-fund the DBC on 18 August 2018. The development of the DBC was awarded to Terra Moana Limited in early 2019 after unavoidable delays in the tendering process. Tenders for the delivery of the Detailed Business Case came in much higher than anticipated, due to the specialist and comprehensive nature of the work required to be undertaken to ensure its overall success. Council therefore resolved in July 2019 to approve $400,000 from the National Aquarium of New Zealand capital project fund to be brought forward to complete the project-related aspects including architectural and exhibit design, cultural input, quantity surveyor and engineering reports. It was also resolved at the same meeting to approve an additional application to the PGF for 50% of the additional costs. The outcome of this application is still not known and will be discussed at the meeting with Ministers.

The development of the Detailed Business Case (Attachment A) and appendices (Attachments B-U) involved comprehensive stakeholder engagement with Māori, youth and the tourism, conservation, education and research communities, the development of architectural and exhibit design, and the development of a revenue generation strategy and partnering with zoo and aquaria around the world. The project, known as Project Shapeshifter, has been developed with a strong Māori kaupapa that can be easily translated to a general audience. This is what makes the proposal truly unique as it is a first for New Zealand and indeed the world. The draft Detailed Business Case was submitted to MBIE on 18 November 2019 where it was reviewed by the Provincial Development Unit (PDU). Feedback on the draft document was received from the PDU on the 26 November which was incorporated to the final DBC for a National Aquarium and Oceans Centre which was submitted to MBIE on 3 December 2019.

Aquarium History

The history of Napier’s Aquarium dates back to 1954 when shoe retailer, Les Mills, had a large goldfish tank installed in his shop. A year later the goldfish were replaced with exotic tropical fish species which “would become an object of curiosity and fascination to customers” as documented by Michael Fowler’s historical record, Napier’s Aquarium 1957 – 2017 (Attachment V).

Les Mills, a member of the Thirty Thousand Club, proposed at a Club meeting in early 1957 that the basement of the War Memorial Hall would make an excellent location for a public aquarium and £500 (2020: $25,500) was committed from the Club for this purpose.

The Napier Thirty Thousand Club was formed in 1912 to act as a beautifying association, tourism and economic development agency, and it took a particular interest in the Marine Parade developments. The Club was to dissolve when Napier's population hit 30,000, but it continued to around the mid-1970s after the populace had reached that number in the 1960s.

In 1957, the Council gave permission for the aquarium to go ahead in the basement of the newly opened War Memorial Hall. The aquarium was officially opened on 14 December 1957 and saw an average paid attendance of 1,529 per day with 3,700 visiting on Boxing Day. Other attractions on Marine Parade such as the new boating lake and the Mardi Gras festival were seen to have benefitted from the new aquarium.

The basement aquarium was not without its issues as it doubled up as a supper room for event goers to the War Memorial Hall. The fish tanks soon became coated in residue from cigarette smoke and at times, the tanks and species held within, were contaminated with alcoholic beverages.

In 1964, the newly incorporated Hawke’s Bay Aquarium Society set out to raise funds for a purpose-built aquarium building. At this time, the Marineland proposal was gaining traction and funds raised for a new aquarium were diverted for this purpose. It wasn’t until February 1973 that Council was presented with the plans for the circular building, which was constructed and eventually opened 10 December 1976.

In the first year of the Hawke’s Bay Aquarium operations, visitor numbers of 230,082 were recorded however, by 1989 attendance had dropped to 75,424 which led to a review of the Marine Parade attractions, including the Aquarium and Marineland, and their governance and management arrangements.

In 1999, the Napier City Council Planning Committee approved plans for an expansion to the 1976 building, which is the building we have today. The facility was renamed the National Aquarium of New Zealand, Te Whare Tangaroa O Aotearoa. Prime Minster Helen Clark opened the National Aquarium on 14 March 2002.

Sixty thousand visitors went through the Aquarium in the first eight weeks and 10 months later it had received 180,000 visitors which exceeded the 163,000 visitors projected for a full year of operations.

1.3 Issues

Since the 2002 expansion, the Aquarium has continued to evolve and add exhibits, as well as deliver limited research, conservation and education activities. A nocturnal enclosure was added in 2002 to house a kiwi pair, an alligator exhibit was constructed in 2011, ten little blue penguins were relocated from the now closed Marineland in 2012, and the East Coast LAB (Life at the Boundary) was installed in 2016.

Despite the continued attempts to periodically refresh and revitalise the National Aquarium, recent condition, seismic and design assessments highlight that the Aquarium is no longer meeting the needs of our customers, animals and staff, or meeting modern day aquaria purposes of primarily delivering environmental education and research and conservation initiatives. While education, research and conservation activities are delivered currently, they are comparatively minor and secondary to the Aquarium’s current primary purpose of being a tourist attraction.

The visitor journey within the current facility is confused, with visitor exit survey feedback regularly questioning why the National Aquarium of New Zealand has species from around the world, as opposed to focusing on native species. A significant proportion of species on display do not represent clear conservation stories or messages, and do not provide opportunity for involvement of Aquarium staff in real conservation action, such as widespread breeding programmes or rehabilitation. The popularity, both onsite and online, of the rehabilitation and rehoming work with the current colony of Kororā / Little Penguins at the Aquarium shows how this conservation action inspires real passion, understanding and support from the public.

Modern aquariums are underpinned by meaningful conservation work and learning that informs and inspires pro-environmental behaviours. They are expected to have large scale exhibits that assure visitors that animals homed have appropriate conditions to live in, and also that these animals represent real issues faced by their wild counterparts. There must also be support for visitors to understand how they can help. If there is no message, the animal should not be there. The size of many of the current exhibits, not to mention the accessibility visitors have to reach into these exhibits, means they are no longer fit for purpose to meet animal needs or welfare.

In July 2017, a Service Condition Assessment – Mechanical and Electrical Services report (Attachment W) was carried out by OPUS, and identified that in general, the equipment installed in the Aquarium is in an average to poor state and some of the items would need a major overhaul and/or replacement in the very near future. The report identified that the heat pump chiller, the main air-handling unit and associated air intake and air exhaust systems, were of major concern. A chiller replacement project is currently underway to address this.

In May 2018, Aurecon carried out Detailed Seismic Assessments (DSA) of the Original 1973 Building (constructed 1976) (Attachment X) and the New Building (Attachment Y) constructed in 2002.

The results of the Original 1973 Building DSA indicate that the building’s National Building Standard (NBS) rating is limited to 40%NBS at Importance Level 2(IL2) indicating a medium risk exposure.

The results of the New Building DSA found that the building’s general structural rating of the main shear walls and primary structure beam, columns and foundations are reasonably robust with a rating of >80%NBS. However, there are problems with the earthquake rating of the precast hollowcore floor seating which has been found to be between 46% and 63% NBS. The building’s earthquake rating is therefore limited by the seating of the precast floor units to approximately 46%NBS. The report details some simple remedial detailing that would allow the building to achieve a rating of 90%NBS(IL2).

In July 2019, Detailed Business Case specialist aquarium architectural and exhibit design consultants, EHDD, carried out an assessment of the current facility in terms of its design and condition (Attachment Z). The report found that there was extensive corrosion of systems and degradation of finishes throughout and that such areas were generally not adequately designed or built to meet current standard for aquaria, or were even best practice when constructed. The assessment of lighting of both exhibits and public places was generally poor and life support systems are rudimentary. It recommended demolition of the original 1976 building as the cost of reuse would likely be high, approaching that of new construction, while introducing significant constraints to the design.

The 2002 building presents better potential for reuse. The overall building structure is in good condition however the ability to effectively incorporate the building into a new larger building is limited by the building’s shape. The main tanks would require significant changes to them and the building structure to provide for appropriate life support systems, animal welfare, tank access and visitor experience as part of the new aquarium programme. As an alternative the report recommended that the entire ground floor could be readily adapted to uses that do not have to be within the new aquarium. These would include education spaces, temporary exhibit space and similar. Aquarium offices can also remain on the first floor expanding into the East Coast LAB area as required. The existing lobby and stairwell can likely be preserved to provide access to the building and first floor.

The report considers the costs to repurpose the 2002 building should be a significant savings over building the equivalent functions in the new building. Only limited structural work would be required, primarily removal of the main tank walls. New finishes and mechanical and electrical systems will be needed, with improvements to the building’s envelope for thermal comfort. A new exterior wall will be required on the south end where the original building is demolished, along with a new elevator.

EHDD developed the National Aquarium and Oceans Centre Concept Design (attachment AA) which addresses site challenges such as potential for flooding and sea level rise. The design identifies the critical importance of incorporating resilience planning and strategies into the design of the facility. It is common for aquaria to occupy coastal locations which allows exhibits to thrive off raw seawater reducing reliance on additional resources. However given potential climate change impacts, using a coastal site means that adapting to sea level rise must be at the forefront of resilience planning.

The current 100-year flood level along the Napier coast is 5.7 meters above sea level. Research suggests that sea levels will rise as much as 0.6 meters in the next 50 years, and up to 1.35 meters in the next century. The corresponding 100-year event projections will be 6.3 meters at the 50-year mark, and 7.05 meters in the next century. In anticipation of this projection the following design considerations are made;

· The main floor level of the aquarium is therefore raised to 7.3 meters above sea level. This level is anticipated to remain dry during a surge event i.e. a king tide coinciding with high tide or heavy swell. All mission critical equipment such as electrical panels, on-site power generation, etc. is to be located at this level or higher.

· The lower level is to be designed as a “wet” level, or a level that could sustain flooding without damage. The design will still work to minimize flooding risk at the lower level, through sealed penetrations, backflow preventers on all drains, and flood doors on any required access hatches. All electrically powered equipment, such as pumps are to be installed on platforms 1m above the floor slab.

· Site development will incorporate features designed to attenuate the impact of storm surge, and channel flood waters into lower-lying areas away from the building.

· A robust structural design that exceeds code requirements. During a major seismic event the building would remain standing with minimum structural damage. This increase in structural resistance will also make the building more resistant in the event of a tsunami.

The 2018/28 LTP, which identified two options to redevelop the National Aquarium of New Zealand. The options were to expand the facility at a capital cost to Council of $10.2M (plus external funding of $42.8M) or to refurbish and replace the existing facility at a cost to Council of $11.5M. LTP consultation found that the preferred option was to expand the facility rather that refurbish and replace. The EHDD assessment has therefore identified post-LTP development that refurbishing and replacing the current facility is no longer an economical and viable option. Should Project Shapeshifter not proceed the ongoing operation of the National Aquarium of New Zealand would have to be reviewed.

Detailed Business Case

The DBC follows the Treasury Five-Case Model methodology which assesses the Strategic, Economic, Financial, Commercial and Management cases for change. In addition, a Cultural Case has also been developed to assess the impact of weaving Te Āo Māori, the Māori worldview throughout the design of the National Aquarium and Oceans Centre and the exhibits. Inspiration is drawn from Māui in redefining the role and purpose of the Aquarium and the challenge is to be bold and adventurous like Māui, to be a shapeshifter and game changer.

The Strategic Case is compelling. The existing facility is no longer fit for purpose and should be decommissioned. Worldwide attention is currently on ocean health and its impact on socio-cultural values, tourism, global trade and its contribution to climate and weather systems. Aquaria today inspire awe, wonder and excitement. In addition to informing and raising awareness of environmental issues, aquaria enable visitors to become agents of change and to actively support field conservation of species and ecosystems.

The Economic Case projects the construction will generate $31M of regional GDP, with a further $50M of national GDP. The facility operations is estimated to generate $17M per annum of regional GDP with a further $9M per annum of national GDP. The Social Return on Investment (SROI) to be an estimated $45M of combined economic and social value.

The Financial Case found that the total capital cost of the proposal is $77.5M ($83.3M with interest and revenue generation costs) and which includes $65.6M of construction costs, $7.0M in contingency and $4.9M associated with cost escalation during the construction period. Real fit-out replacement costs equal $1.5M every five years and real exhibition refurbishment costs equal $3.2M every ten years. Revenue (based on admissions) in the first full year of operations is estimated to be $6.6M (based on a conservative estimate of 196,000 visitors) against operating costs of $9.6M. Comprehensive and nation-wide stakeholder engagement during the development of the Detailed Business Case identified a growing interest in the opportunities that the project can offer on a national scale. This has translated to an increase in total capital budget required from $53M identified in the Indicative Business Case, to $77.5M.

The Commercial Case recommends the government’s approved procurement framework and a ‘traditional’ model of delivery rather than ‘design and build’ or other method due to the highly specialised nature of the proposal. Some aspects of the build will be able to be ring-fenced as discrete packages of work. The building envelope construction for example can be procured via open tender whereas more specialist services such as tank construction and life support systems may be via a pre-selected tender on price-quality criteria.

The Management Case identifies the development of a National Aquarium and Oceans Centre as a project of high complexity. Detailed large programme design and planning will need to be done if the proposal is to go ahead and then professional project, commercial and procurement management, and content expertise deployed. Four major interrelated work packages will be needed to deliver the project;

1. Funding, Communications, Te Reo me ōna Tikanga (Māori language integration)

2. Infrastructure, Construction and Cultural Design Outcomes

3. Experiences, Education and Mātauranga Māori

4. People, Capability and Cultural Intelligence.

The project governance structure will comprise a Project Sponsor, the Project Steering Group, a Project Manager and the four packages (teams).

1.4 Significance and Engagement

The National Aquarium of New Zealand is a strategic asset and its redevelopment triggers a number of Criteria for Significance in Council’s Significance and Engagement Policy including;

· The level of community interest

· Impact on levels of service

· Financial impact on Council’s overall resources and rating levels

· The cost of the decision

· The involvement of a strategic asset.

The aquarium redevelopment proposal was consulted with the Napier community through the 2018/28 Long Term Plan (LTP). As a result, Council resolved to allocate $10.2M to the proposal and proceed to full business case and design concept following Government endorsement of the Indicative Business Case. In the development of the Detailed Business Case the proposal has had significant stakeholder engagement with Māori, youth, neighbours, Friends of the Aquarium and the research, education, conservation and tourism sectors (detailed in Attachment H).

There is a significant change in the total cost of the proposal from $53M to $77.5M with cost and confidence levels still between 15% to 30%. The change in the scale of the proposal has also resulted in higher annual operating costs of $3M to $5M annually. There are opportunities to review these costs including the following;

· The current assumption is that the asset would be fully depreciated however Council may opt to not fund the asset replacement due to its location at the end of its useful life (up to 50 years). This would save from $1.5M to $2.7M annually over the life of the asset.

· Additional revenue generating opportunities by way of programmes, tours, corporate packages, functions and events.

· Due to the nationally significant nature of the facility, discussions are to be held with Government around potential operational funding and capital grants for new exhibits and attractions.

· In addition to the establishment of a Funding Trust, advice recommends setting up a charitable Operating Trust to govern the development and the management of the facility. A charitable trust is more likely to attract donations to the conservation and education objectives of the Aquarium and its operations.

Council should seek further information around the net cost and agree the net ratepayer cost variance to be included in the next Long Term Plan should the proposal proceed.

Stage One of community engagement has been completed and summarised in the attached report (Attachment D). Stage Two, wider community engagement, is planned alongside 2020/21 Annual Plan consultation and is outlined in the Communication and Engagement Plan (Attachment AB).

1.5 Implications

Financial

This is a significant financial project for the Council. Council needs to consider the following;

· Clear consideration of the total project cost increase and the implications of increased annual operating costs and potential shortfall to the ratepayer

· Consider the timing of the project funding, the build gateways and the risk of full funding not being achieved (and mitigation of that risk) and the potential impacts for delivery.

As identified above, the Financial Case found that the total capital cost of the proposal is $77.5M ($83.3M with interest and revenue generation costs). Council has committed $10.2M in the LTP. In discussion with MBIE, Council officers have indicated that a PGF application for capital funding will be sought up to $35M. This project is assessed of being of national significance given the outcomes and benefits it will deliver. The assessment of any application will therefore potentially require Cabinet approval. Discussions are scheduled to be held with relevant Government Ministers around how we can leverage additional Government support and the positioning of the proposal outside the PGF due to the nationally significant nature of this project.

To inform the Economic Case, a Revenue Generation Strategy (RGS) Review (Attachment E) was carried out. The review found that private funders will support the aquarium development if it;

· Had an appropriate Māori title

· Be accepted as a national institution

· Be a truly iconic national flagship for environmental conservation

· Showcase live marine species

· Contribute strongly to Te Matau-a-Māui Hawke’s Bay tourism brand and economic growth

· Interprets Te Āo Māori, the Māori worldview and showcased kaitiakitanga stewardship

· Provided conservation education

· Changes in attitudes, values and human behaviour in favour of conservation

· Takes place in a significant, eco-friendly building.

The RGS proposes a two-stage fundraising campaign that seeks to raise two successive campaigns of $20,000,000. The second stage fundraising campaign will also position the aquarium for ongoing funding through sponsorship, membership, ongoing grant applications and philanthropy. Detail of how the two campaigns will be run, the key risks and milestones are documented in the RGS Implementation Plan (Attachment F). Revenue generation is an important but costly component of a project of this size. To achieve the level of fundraising required, an estimate of $1.6M being 4% of the campaign target, has been included in the total project budget. There is an opportunity to however review the next phase of RGS and how it is delivered which will be undertaken prior to commencement.

PWC set out recommendations on the optimal governance arrangements of the National Aquarium and Oceans Centre (Attachment J). It is recommended that the establishment of a charitable Funding Trust is likely to attract more/larger donations as donors should be entitled to a tax deduction for their donations. It also recommends a separate Operating Trust be established to provide governance to the development and operation of the new aquarium. Council would need to put in place appropriate commercial arrangements to;

a) Lease the aquarium to the Operating Trust; and

b) Allow for the ongoing provision of ongoing services to the Operating Trust.

The governance advice recommends that if Council agrees with the establishment of a Funding Trust and an Operating Trust that Council should undertake the steps required to establish the Funding Trust in the first instance. These steps would include retaining appropriate legal counsel to assist with drafting of the relevant trust deed, and determine who should be trustees for the Funding Trust. Once the Funding Trust is established and fundraising is underway, it is recommended that Council turn its attention to the establishment of the Operating Trust.

Social & Policy

N/A

Risk

The following risks are considered material;

Internal Risks

· That the Council do not support the Detailed Business Case and would like to explore other options in more detail

· That delays will incur higher costs of construction

· That time delays to the project result in the closure of the current facility for some time due to the condition of the assets

· That we do not have sufficient resources internally to undertake this project.

Community Risks

· That the community have had limited knowledge or visibility of the project

· That the community do not fully understand how this project is to be funded and the impact on their rates

· That the community does not understand that this project has no impact on the number one priority of resolving Napier’s water network issues (noting this project is reserve funded).

The DBC has carefully assessed the risks of implementing the project and identifies the following two events that Council will seek to manage;

1. The risk that the facility will not be delivered on time, within budget or to the required standard.

2. The risk that the project will not achieve the benefits that are being sought.

The implementation risks are assessed using a bow-tie analysis and are considered to be managed by preventing the risk from occurring, or minimising its severity. These risks are managed generally through design, either of the facility, or in how it is operated, and education and engagement with stakeholders. The risks are primarily reputational in nature.

Benefit realisation risks are significantly more complex to manage. The DBC identifies that there is a risk that visitors remain insufficiently educated about the issues affecting the oceans and as a result that visitors do not change behaviours that adversely affect the oceans after visiting the aquarium.

The RGS Review identifies the main fundraising risk as competition for funds which mainly occurs when funding entities have finite annual distributions. This includes Lotteries, foundations and some individuals. Current major fundraising projects in Hawke’s Bay – Toitoi Hawke’s Bay Arts and Events Centre, Hawke’s Bay Community Fitness Centre and the Cranford Hospice, being in arts, sports and health are not viewed as being significantly competitive with the Aquarium for philanthropic funds.

A comprehensive fundraising risk analysis is covered in the RGS Implementation Plan. Risks consequences are identified along with mitigation strategies and controls to develop. This risk analysis will be updated throughout the campaign.

1.6 Options

The options available to Council are as follows:

a. To approve the Detailed Business Case and Stage Two of the Communication and Engagement Plan, and to enter into discussions with Ministers on the national significance of the project before submitting an application to the Provincial Growth Fund and other Government funds for funding.

b. To maintain the status quo, which is not sustainable. It is estimated that the current facility will no longer be operational in approximately five years’ time.

1.7 Development of Preferred Option

The preferred option is to progress the development of the National Aquarium and Oceans Centre by approving the Detailed Business Case and Communication and Engagement Plan, and progress an application to the Provincial Growth Fund.

Due to the deteriorating state of the current Aquarium and its inability to meet public expectations of today’s aquaria, maintaining the status quo will lead to eventual closure of the Aquarium. Because it is a Strategic Asset and this would result in a change in service levels, community consultation will be required nevertheless.

The National Aquarium has a long history with Napier residents and the wider Hawke’s Bay community. It is a much-loved facility and the DBC supports the case for change to bring the aquarium activity in line with modern expectations in supporting meaningful conservation work and providing opportunities for Aquarium staff and the public to be involved in real conservation action. The Detailed Business Case presents a unique opportunity to Napier and the Region to be home to a national iconic facility increasing the potential to attract greater domestic, national and international visitors to our City.

1.8 Attachments

a National Aquarium of New Zealand - Final Detailed Business Case (Under Separate Cover) ⇨

b 01. List of Appendices and Supportive Correspondence ⇩

c 02. Moana Tuatahi Concept ⇩

d 03. Project Shapeshifter Phase One Engagement Activities report ⇩

e 04. Revenue Generation Strategy Review ⇩

f 05. Revenue Generation Strategy Implementation Plan ⇩

g 06. Colmar Brunton Survey Report ⇩

h 07. Project Shapeshifter Sectoral Outcomes - All Workshops Summary ⇩

i 08. Proposed National Aquarium Demand Study ⇩

j 09. PWC Governance Advice ⇩

k 10. PWC Governance Workshop ⇩

l 11. Project Shapeshifter Research Dialogue Report ⇩

m 12. Cultural Case ⇩

n 13. Oceans First Kaupapa Conservation Education Messaging ⇩

o 14. Timeline of Engagements ⇩

p 15. Financial Model ⇩

q 16. Extract Economic Impact Model ⇩

r 17. NCC Project Management Strategy ⇩

s 18. Rider Levett Bucknall Stage One and Stage Two Estimates ⇩

t 19. Project Shapeshifter Supportive Correspondence ⇩

u 20. M van den Belt Review of Moana my Ocean SROI ⇩

v Napier's Aquarium 1957 - 2017 ⇩

w Mechanical and Electrical Services Condition Assessment ⇩

x Detailed Seismic Assessment - Original 1973 Building ⇩

y Detailed Seismic Assessment - New Building ⇩

z Existing Facilities Assessment Report - EHDD ⇩

AA National Aquarium and Oceans Centre Concept Design (Under Separate Cover)

AB Communications and Engagement Plan (Under Separate Cover)

Meeting Date:	Thursday 13 February 2020
Time:	10am
Venue:	Council Chambers Hawke's Bay Regional Council 159 Dalton Street Napier

Committee Members	Mayor Wise, Councillor Price (In the Chair), Deputy Mayor Brosnan, Councillors Boag, Browne, Chrystal, Crown, Mawson, McGrath, Simpson, Tapine, Taylor and Wright
Officers Responsible	Director Infrastructure Services, Director City Strategy
Administration	Governance Team
	Next Sustainable Napier Committee Meeting Thursday 26 March 2020