Agenda of Strategic Procurement Committee

I hereby give notice that an ordinary meeting of the Strategic Procurement Committee will be held on:

Date:

Time:

Meeting Room:

Venue:

Wednesday, 7 December 2016

9.30am

Room 1, Level 26
135 Albert Street
Auckland

Strategic Procurement Committee

OPEN AGENDA

MEMBERSHIP

Chairperson	Mike Lee
Deputy Chairperson	Ross Clow
Members	Cr Dr Cathy Casey
	Deputy Mayor Bill Cashmore
	Cr Linda Cooper, JP
	Cr Alf Filipaina
	Cr Penny Hulse
	Cr Daniel Newman, JP
	Cr Greg Sayers
Ex-officio	Mayor Hon Phil Goff, JP

(Quorum 5 members)

Sonja Tomovska

Governance Advisor

1 December 2016

Contact Telephone: 021 615 961

Email: sonja.tomovska@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

TERMS OF REFERENCE

Responsibilities

The committee is established to assist the chief executive to undertake the management procedure of ensuring sound procurement processes are followed in relation to procurement of goods and services necessary to deliver on the work programme and operations outlined in the council’s adopted Annual plan.

It will ensure that reasonable purchasing procedures have been followed in awarding contracts and will provide an efficient mechanism for documenting the approvals for those contracts.

Within a framework where contracts are an operational matter delegated to the chief executive, this committee will consider all contracts beyond the chief executive’s financial delegations. The chief executive may refer contracts within his financial delegations which are sensitive or may impact on the reputation of the council.

The chief executive has power to award contracts up to $20 million alone and the power to award contracts up to $22.5 million jointly with the mayor and Finance and Performance Committee chair.

The committee will have responsibility for:

· awarding of contracts of $22.5 million or greater

· awarding of contracts less than $22.5 million which are sensitive or may impact on the reputation of the council if the chief executive refers the matter to the committee

· oversight over the procurement processes and procedures.

From time to time the committee may advise the chief executive and council on changes to the procurement and contracts probity procedures.

Powers

All powers necessary to perform the committee’s responsibilities.

Except:

(a) powers that the Governing Body cannot delegate or has retained to itself (section 2)

(b) where the committee’s responsibility is limited to making a recommendation only

Exclusion of the public – who needs to leave the meeting

Members of the public

All members of the public must leave the meeting when the public are excluded unless a resolution is passed permitting a person to remain because their knowledge will assist the meeting.

Those who are not members of the public

General principles

· Access to confidential information is managed on a “need to know” basis where access to the information is required in order for a person to perform their role.

· Those who are not members of the meeting (see list below) must leave unless it is necessary for them to remain and hear the debate in order to perform their role.

· Those who need to be present for one confidential item can remain only for that item and must leave the room for any other confidential items.

· In any case of doubt, the ruling of the chairperson is final.

Members of the meeting

· The members of the meeting remain (all Governing Body members if the meeting is a Governing Body meeting; all members of the committee if the meeting is a committee meeting).

· However, standing orders require that a councillor who has a pecuniary conflict of interest leave the room.

· All councillors have the right to attend any meeting of a committee and councillors who are not members of a committee may remain, subject to any limitations in standing orders.

Independent Māori Statutory Board

· Members of the Independent Māori Statutory Board who are appointed members of the committee remain.

· Independent Māori Statutory Board members and staff remain if this is necessary in order for them to perform their role.

Staff

· All staff supporting the meeting (administrative, senior management) remain.

· Other staff who need to because of their role may remain.

Local Board members

· Local Board members who need to hear the matter being discussed in order to perform their role may remain. This will usually be if the matter affects, or is relevant to, a particular Local Board area.

Council Controlled Organisations

· Representatives of a Council Controlled Organisation can remain only if required to for discussion of a matter relevant to the Council Controlled Organisation.

Strategic Procurement Committee

07 December 2016

ITEM TABLE OF CONTENTS PAGE

1 Apologies 7

2 Declaration of Interest 7

3 Confirmation of Minutes 7

4 Petitions 7

5 Public Input 7

6 Local Board Input 7

6.1 Input from Henderson-Massey Local Board 7

7 Extraordinary Business 8

8 Notices of Motion 8

9 Westgate Multipurpose Facility (Integrated Library and Community Centre) - PIN_ACPN_15047 Award Main Contract Physical Works 9

10 Artillery Drive Stormwater Tunnel Project Variation 19

11 Contract renewal Wheelers Book Club 25

12 Consideration of Extraordinary Items

PUBLIC EXCLUDED

13 Procedural Motion to Exclude the Public 27

C1 Confidential: Westgate Multipurpose Facility (Integrated Library and Community Centre) - PIN_ACPN_15047 Award Main Contract Physical Works 27

C2 Confidential: Artillery Drive Stormwater Tunnel Project Variation 27

C3 Contract renewal Wheelers Book Club 27

1 Apologies

At the close of the agenda no apologies had been received.

2 Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

3 Confirmation of Minutes

There are no minutes for confirmation.

4 Petitions

At the close of the agenda no requests to present petitions had been received.

5 Public Input

Standing Order 7.7 provides for Public Input. Applications to speak must be made to the Democracy Advisor, in writing, no later than one (1) clear working day prior to the meeting and must include the subject matter. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders. A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

At the close of the agenda no requests for public input had been received.

6 Local Board Input

Standing Order 6.2 provides for Local Board Input. The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time. The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give one (1) day’s notice of their wish to speak. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

This right is in addition to the right under Standing Order 6.1 to speak to matters on the agenda.

6.1 Input from Henderson-Massey Local Board

Purpose

1. To provide an opportunity for Local Boards to share information with the Strategic Procurement Committee.

Executive summary

2. Shane Henderson, Chairperson of the Henderson-Massey Local Board and Member Vanessa Neeson, will speak to the Strategic Procurement Committee regarding the Westgate Multipurpose Facility.

Recommendation/s

That the Strategic Procurement Committee:

a) receive the presentation from Shane Henderson, Chairperson of the Henderson-Massey Local Board and Member Vanessa Neeson regarding the Westgate Multipurpose Facility.

7 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

8 Notices of Motion

At the close of the agenda no requests for notices of motion had been received.

Strategic Procurement Committee

07 December 2016

Westgate Multipurpose Facility (Integrated Library and Community Centre) - PIN_ACPN_15047 Award Main Contract Physical Works

File No.: CP2016/24040

Purpose

1. The purpose of this report is to seek the Strategic Procurement Committee’s approval to appoint Main Contractor Physical Works for the Multipurpose Facility (MPF) – integrated Library and Community Centre – to be located in the Westgate Town Centre.

Executive summary

2. On 25 March 2014, the Tender and Procurement Committee granted approval to tender for the works to construct the building (Resolution number TEN/2014/11). Following two Requests for Expressions of Interest for non-price tender process (2014 and 2015), four tenderers were shortlisted for the price tendering stage. Tender for prices closed on 21 July 2016 and only two tender submissions were received.

3. Tender evaluation panel convened and evaluated Non-Price and Price (as opened). Due to negligible price difference and significant difference in Non-Price criteria, it was agreed to proceed to tender negotiations with the preferred tenderer only (top ranking supplier). The final price was obtained after tender negotiations, agreeing savings and clarifying tags/departures.

4. The North West is one of eight priority areas in Auckland Plan. It is assumed that North West will continue as a priority area until the needs are reasonably met.

Recommendation/s

That the Strategic Procurement Committee:

a) note that the information contained in this report on the Westgate Multipurpose Facility project enables further transparency on the topic due for discussion in the public excluded section of the meeting.

Comments

Background

5. The MPF forms part of a council funded package of works being delivered at Westgate. Council has spent over $50 million dollars to date on core infrastructure such as roads, services and storm-water under Works Development Agreements (WDAs 1, 4 and 5). A further $22m is being spent by Auckland Transport under an Infrastructure Funding Agreement with regards to the construction for most of the new road network in the town centre. Council also completed the construction of the Te Pumanawa Square to coincide with the opening of the new North West Mall (Stage 1) and also has constructed a higher standard of street finishes within the Mall area (WDAs 6 and 7).

6. The majority of these core infrastructure works are complete which has enabled private sector development to commence in Precincts A and B, and within the employment zoned land. There still remains a 3-5 year works programme to fully complete this investment. Much of these works relate to community infrastructure, being an extensive open space network, new community Town Park, Skateboard Park and the MPF.

7. Council's investment in services has leveraged investment by the private sector in the town centre such as Stride Limited who constructed a $180 million North West Mall (Stage 1) that opened in October 2015. Stride also constructed a $37 million North West Mall (Stage 2) which forms the cruciform retail adjoining the Te Pumanawa Square and opposite the MPF site that opened in October 2016.

8. NTC constructed a new Pak'nSave store that opened in November 2014 and NZRPG who constructed a new Mitre10 warehouse facility and the Palmers Garden centre in the employment zone that opened in October 2014. There is also currently opening some 24,000m2 of bulk retail in Precinct B including Rebel Sports, Briscoe, Stationery Warehouse, Harvey Norman, Furniture City and associated retail. Council's initial investment in infrastructure at Westgate has leveraged approximately $350 million of private sector investment.

9. The MPF is an integral component of the council funded community infrastructure in the town centre which Stride, NZRPG, Midgley and New Sun Developments (residential developers in the apartment zone) are relying on to support continued and additional private sector investment in the town centre.

Procurement Process

10. On 25 March 2014, the Tender and Procurement Committee granted approval to tender for the works to construct the building (Resolution number TEN/2014/11). Following two Requests for Expressions of Interest for non-price tender process (2014 and 2015), four tenderers were shortlisted for the price tendering stage. Tender for prices closed on 21 July 2016 and only two tender submissions were received.

11. Tender evaluation panel convened and evaluated Non-Price and Price (as opened). Due to negligible price difference and significant difference in Non-Price criteria, it was agreed to proceed to tender negotiations with the preferred tenderer only (top ranking supplier).

12. The final revised price was obtained after tender negotiations, agreeing savings and clarifying tags/departures.

13. Further details are included in the confidential agenda report: CP2016/23254.

Project scope

14. The Westgate Multipurpose Facility will be an integrated community hub enabling people to come together to create, explore, connect, belong, learn and participate, delivered through a unique partnership between Auckland Libraries and ACE Departments.

15. The facility will offer interactive learning environments and multi-purpose community spaces. This next generation library and community centre is set to become the centrepiece of Westgate’s new urban heart. This is a place designed as a meeting point where the community can access a range of resources and activities, and actively participate in community life. From exhibitions to community events, this building will not only be a quiet place to read, study and learn, but also a place for people to meet, discuss, debate and engage.

16. Offering a collection to suit the needs of the local community, workers and visitors, the layout of the building is reader-centred, making it easier to find your next great read. Non-fiction is arranged in browsable book shop style zones, such as, Business and IT, Arts and Culture and Travel. For music and film buffs, there will be a tempting range of classic and contemporary material. The stunning children’s area encourages discovery, through books and interactive technology.

17. In addition to the traditional library collection, core services of the new modern library service such as creative suites and makerspaces, business hubs, recreation spaces and meeting facilities ensure something for everyone.

18. The integrated Multipurpose Facility is a building of 3,600m2 that include:

· Library spaces

· Integrated Arts : Children's Multipurpose Area

· Community multipurpose spaces:

o Digital and Creative Hub (Maker space, digital space, music rooms)

o Business Innovation Hub

o Food Hub (Kitchen and community garden)

o Event Hub (Large Cultural/Multipurpose Space - capacity approx. 250 or 2x125)

o Meetings rooms (small, medium, large)

o Large Foyer/Multiuse space (i.e. exhibitions, meetings)

o Storage

· Citizen Advice Bureau spaces

· External public toilets

Benefits of Multipurpose Facility

19. Strategic

· Hub of community activity - including a 'Community Anchor' library, in-line with best practice

· Catalyst for wider urban development

· Increased activation and engagement with town square

· The MPF demonstrates a collaborative Council cross-department approach to respond to community needs and to plan and build intentional MPF Council assets

20. Financial

· Energy efficiency initiatives across combined business units

· Potential reduction in overheads - operating one building instead of two buildings

21. Operational

· Avoid duplication of services offered to community and create cross-patronage opportunities

· Increased community awareness of Council facilities and programs

· The MPF caters for both current and future communities through flexibility of use and seamless customer experience

Maximising use for longer hours plus increased activation and engagement with town square

22. Reputation

· Improved Council and Local Board reputation

· Increased customer satisfaction

23. Customer

· Meeting service needs of new and growing communities identified through consultation and research

· Meet community expectations as a MPF

· Maximising available hours to suit community needs

· Raising quality of urban design and streetscape

· Programmes and services are tailored to serve a catchment of contrasting socio-economic groups (full deprivation index is present, 1-10).

24. Staff

· Improved collaboration in operation of a multipurpose facility

25. Community

· Improved social well-being

· Improved education levels

· Improved arts abilities, visual & performing

· Improved community courses & assistance options

· Improved places for people to connect - places where people visit, meet and interact with others, building a sense of community belonging and pride

· Improved places for people to participate - where people take part in lifelong learning, cultural, creative and fun activities, fostering personal growth, health and wellbeing

· Improved places for community led action - where people can come together to foster sand grow initiatives to create positive change in their communities

· Improved places for community organisations - where resources and spaces are provided for community groups to achieve their goals.

Next Steps

26. The following are indicative timeframes:

· Construction Start: Early 2017

· Facility Opening: Late-2018

27. Areas requiring further investigation are:

· Operational models: Libraries and ACE departments are progressing discussions to determine the best operational model that would respond to the nature of shared spaces.

· Operating cost (Opex): Once the operational model is confirmed, further work is required to update operating cost for the MPF.

Consideration

Local board views and implications

28. At its 17 July 2014 business meeting, the Henderson-Massey Local Board adopted the updated plans for the MPF - integrated Library and Community Centre.

29. The plans were finalised and presented at a Henderson Massey Local Board workshops held on 27 July 2015 and 13 October 2015 for discussion and feedback.

30. Feedback from the Local Board workshop was largely positive and was incorporated into a report that was presented on 15 October 2015. The Local Board's approval was provided for the final MPF plans as well as for the project to progress to tender and construction phase.

Māori impact statement

31. Council staff is currently working with Te Waka Angamua – Maori Strategy and Relations department on a continuing engagement process with local iwi groups. It is not anticipated that the development of the Westgate MPF will have an adverse impact on Maori.

Implementation

32. The North West is one of eight priority areas in Auckland Plan. It is assumed that North West will continue as a priority area until the needs are reasonably met.

Attachments

No.	Title	Page
a ⇩	Westgate Multipurpose Facility - Artist Impressions	15

Signatories

Authors

Rod Sheridan - General Manager Community Facilities

Ian Maxwell - Director Community Services

Rodrigo Pizarro - Senior Property Manager

Authorisers

Dean Kimpton - Chief Operating Officer

Sue Tindal - Group Chief Financial Officer

Jazz Singh - Head of Risk

Strategic Procurement Committee

07 December 2016

Artillery Drive Stormwater Tunnel Project Variation

File No.: CP2016/23254

Purpose

1. To note an update on the Artillery Drive stormwater tunnel project.

Executive summary

2. The construction of a stormwater tunnel at the Takanini Greenfield Special Housing Area has been identified as the best option to mitigate flood risks in the Artillery Drive area, and to enable further development under the Takanini Structure Plan.

3. At its 15 December 2015 meeting, the Tenders and Procurement Committee awarded the construction contract for a stormwater tunnel at Artillery Drive to McConnell Dowell for $19,076,542.

4. Construction has commenced, however, there have been delays due to unforeseen ground conditions. The length of the delay is not certain at this stage; however, mana whenua, the Papakura Local Board and surrounding communities will be notified as soon as this is confirmed.

5. Additional funding is required for the project to be completed. It is recommended that the Strategic Procurement Committee approve the contract variation requested in the confidential section of this 7 December 2016 meeting.

Recommendation

That the Strategic Procurement Committee:

a) note that the information contained in this report on the Artillery Drive stormwater tunnel project enables further transparency on the topic due for discussion in the public excluded section of the meeting.

Comments

6. The Housing Accord and Special Housing Areas Act has been enacted to provide for the future growth of Auckland by facilitating specific areas of development within the Rural Urban Boundary. As an area identified for growth in previous planning documents, the Takanini Greenfield Area has been rezoned and announced as a Special Housing Area.

7. However, the Central Papakura Integrated Catchment Management Plan identified a large floodplain which covers this land making it unsuitable for intensive development.

8. Three separate stormwater projects have been developed to address stormwater concerns in this area: the Takanini Cascades (Takanini 2a/2b Conveyance Channel), Grove Road Box Culvert and the Artillery Drive stormwater tunnel projects.

9. The Takanini Cascades project is currently being designed, and construction is expected to start on the Grove Road culvert in early 2017.

Project Description

10. The Artillery Drive stormwater tunnel is approximately 1.1 kilometres in length and 2.5 metres in diameter. It will convey stormwater from the Upper McLennan Park Pond to the Pahurehure Inlet by Katavic Park.

11. This tunnel will enable the diversion of the stormwater discharge from the future Takanini Structure Plan Area 2a and 2b away from the existing stormwater pipes through Old Wairoa Road and the central business areas, which are known to have very limited capacity. This will decrease the flooding extents upstream of the ponds and enable residential development in parts of the Takanini Greenfield Area.

12. The tunnel sections are being constructed using a micro-tunnel boring machine, to minimise disruption to the community.

13. The tunnel route is located on public land and a number of sites owned by Auckland Council, including McLennan Park, Old Wairoa Reserve, 78A Great South Road, and Katavic Park, Papakura.

14. A map showing the tunnel alignment and shaft locations has been included as Attachment A.

Current progress

15. The contractor has completed Shafts C and D, and is in the process of constructing Shaft E. The micro-tunnel boring machine has completed its journey from Shaft C to D and has laid 160 metres of pipe. The machine is now getting ready to tunnel from Shaft D to E (see Attachment A).

16. Once the micro-tunnel boring machine reaches Shaft E, it will be moved back to Shaft C to start tunnelling towards Shaft B.

17. The contractor has delayed the construction of Shafts A and B due to the unforeseen ground conditions. The micro-tunnel boring machine can only start tunnelling from Shaft C towards Shaft B once Shaft B is excavated to the required depth.

18. Further details of the project delay are included in the confidential agenda report.

Consideration

Local board views and implications

19. While the Papakura Local Board was not consulted on the procurement process, the local board provided input into the design of the project through a workshop held in June 2014. Overall, the local board provided positive feedback on the project. The local board will be notified of the revised project timeframe, as soon as it has been confirmed by the contractor.

Māori impact statement

20. Stormwater works which impact on water quality and the mauri of waterways are of significant interest to mana whenua in their role as kaitiaki of Auckland’s natural environments. In recognition of this, mana whenua have been consulted on the design and delivery of this project.

21. This consultation included an initial engagement and invitation to a site walkover for the 13 iwi who have an interest in this rohe for all three major stormwater projects in the Takanini area. This engagement was carried out in February and March 2014. Representatives from Ngāti Tamaoho and Te Ākitai Waiohua participated in the walkover.

22. In July 2014, feedback from iwi was sought specifically on the Artillery Drive stormwater tunnel project. A workshop and site visits were held which representatives from Ngāti Tamaoho, Te Ākitai Waiohua and Ngāi Tai ki Tāmaki attended. Apologies were received from Ngāti Maru.

23. Staff have integrated the feedback into the design of the project. Ngati Tamaoho, Te Akitai Waiohua and Ngai Tai ki Tamaki all confirmed that no Cultural Impact Assessment was required.

24. Mana whenua will be advised of the project delay, as soon as the revised timeframe is confirmed.

Implementation

25. There are no implementation issues arising from this report. Any implementation issues relating to the contract variation have been noted in report titled “Confidential: Artillery Drive Stormwater Tunnel Project Variation”.

Attachments

No.	Title	Page
a ⇩	Artillery Drive tunnel and shaft alignment map	23

Signatories

Authors

Pradip Baisyet - Senior Healthy Waters Specialist

Chris Stumbles - Healthy Waters Design and Delivery Manager

Authorisers

Craig Mcilroy – General Manager Healthy Waters

Barry Potter - Director Infrastructure and Environmental Services

Jazz Singh - General Manager Procurement Risk

Strategic Procurement Committee

07 December 2016

Contract renewal Wheelers Book Club

File No.: CP2016/24193

Purpose

1. The purpose of this report is to enable further transparency on the process to approve the renewal of the contract with Wheelers Book Club Limited and Auckland Council libraries, for the supply of core library collections material, due for discussion in the public excluded section of the meeting.

Executive summary

2. Auckland Council libraries department currently sources the vast majority of their core collections material from Wheelers Book Club Limited (“Wheelers”).

3. The contract with Wheelers was initially for a 3 year term from January 2014 with a right of renewal of a further 2 years from January 2017.

4. This report notes that the contract renewal recommendation is to be discussed in the public excluded section of this Strategic Procurement Committee meeting.

Recommendation/s

That the Strategic Procurement Committee:

a) note that the information contained in this report on the contract renewal for Wheelers Book Club Limited enables further transparency on the topic due for discussion in the public excluded section of the meeting.

Comments

5. Wheelers is New Zealand’s largest library supply company. Wheelers have demonstrated a strong partnership ethos to their business with Auckland Libraries. They have a pro-active and flexible approach with a commitment to the people of Auckland.

6. Wheelers has provided excellent service to Auckland Libraries. This includes value add services such as the cataloguing of titles directly on to Auckland Libraries catalogue and the supply of new books direct to the 55 branch libraries .

7. Wheelers is a New Zealand company based in Auckland and employs an additional 20 staff to help fulfill its obligations to Auckland Council.

8. In the first three years of the contract Wheelers has made several efficiencies including the check in and delivery of books with customer holds to the branch where the customer would like to pick up the item. This service provides a significantly faster supply time for our customers and logistically, cannot not be provided by overseas suppliers.

9. The contract with Wheelers was initially for a 3 year term from January 2014 with a right of renewal of a further 2 years from January 2017.

10. This report notes that the contract renewal recommendation is to be discussed in the public excluded section of this Strategic Procurement Committee meeting.

Consideration

Local board views and implications

11. As the library core collections is a regional asset, there is no significant decision or local board view required for this supplier recommendation.

Māori impact statement

12. There is no significant impact to Maori from this supplier recommendation as this contract is for core collections in English that reflect the general needs and interests of all communities including Maori.

13. This supplier recommendation does not include the supply of materials for Maori or Pacific collections.

Implementation

14. This would be business as usual with this supplier. There are no known implementation issues facing Council as a result of this supplier recommendation. This contract is not dependent upon any other planned or current Council projects.

Attachments

There are no attachments for this report.

Signatories

Author

Aaron Donaldson - ICT Commercial Lead

Authorisers

Mirla Edmundson - General Manager Libraries & Information

Jazz Singh - General Manager Procurement Risk

Strategic Procurement Committee

07 December 2016

Exclusion of the Public: Local Government Official Information and Meetings Act 1987

That the Strategic Procurement Committee:

a) exclude the public from the following part(s) of the proceedings of this meeting.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution follows.

This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public, as follows:

C1 Confidential: Westgate Multipurpose Facility (Integrated Library and Community Centre) - PIN_ACPN_15047 Award Main Contract Physical Works

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

s7(2)(b)(ii) - The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.

s7(2)(i) - The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

In particular, the report contains information about tender offers

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

C2 Confidential: Artillery Drive Stormwater Tunnel Project Variation

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

In particular, the report contains commercially sensitive information.

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

C3 Contract renewal Wheelers Book Club

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.

s7(2)(h) - The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.

In particular, the report contains information that would adversely affect commercial negotiations.

s48(1)(a)

The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.