Agenda of Joint Regional Economic Development Committee

Joint Regional Economic Development Committee Agenda

Meeting to be held in the Mahinga Innovation Centre, 5449A State Highway 12, Kaikohe 0472

on Friday 26 September 2025, commencing at 10:00 am

Recommendations contained in the agenda are NOT decisions of the meeting. Please refer to minutes for resolutions.

MEMBERSHIP OF THE Joint Regional Economic Development Committee

Deputy Chairperson (FNDC), Penetaui Kleskovic	KDC Mayor, Craig Jepson	KDC Deputy Mayor Jonathan Larsen
NRC Deputy Chair Tui Shortland	NRC Chair Geoff Crawford	WDC Deputy Mayor Phil Halse
WDC Mayor Vince Cocurullo

RĪMITI (Item) Page

1.0 Ngā Mahi Whakapai/Housekeeping

2.0 Ngā Whakapahā/apologies

3.0 Ngā Whakapuakanga/declarations of conflicts of interest

4.0 Ngā Whakaae Miniti / Confirmation of Minutes

4.1 Confirmation of Minutes - 25 July 2025 5

5.0 Receipt of Action Sheet

5.1 Receipt of Action Sheet 12

6.0 Reports

6.1 Northland Inc Limited: WDC decision on shareholding and IGR funding contribution for 2026/27 14

6.2 Northland Inc Limited: Statement of Intent 2026/27 - Letter of expectations 23

6.3 JREDC 2025-2028 Induction Programme: Governance Continuity and Induction 29

6.4 Northland Inc Limited: Annual Report for the year ending 30 June 2025 54

6.5 Regional Deals Light Touch Proposal: DIA Response to Northland's Submission 82

6.6 Channel Infrastructure: Update on Marsden Point Energy Precinct Concept 89

6.7 Northland Inc Limited: Tuputupu Grow Northland - Programme Update 90

7.0 Kaupapa ā Roto / Business with the Public Excluded 91

7.1 Confirmation of Confidential Minutes - 25 July 2025

7.2 Regional Infrastructure Fund (RIF): Update on projects

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Joint Regional Economic Development Committee item: 6.1

26 September 2025

TITLE:	Northland Inc Limited: WDC decision on shareholding and IGR funding contribution for 2026/27
From:	Darryl Jones, Economist and Emmanouela Galanou, Economic Policy Advisor
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 22 September 2025

Executive summary/Whakarāpopototanga

At its meeting on 29 April 2025, the Joint Regional Economic Development Committee (Joint Committee) agreed to send a letter to WDC requesting them to decide prior to the forthcoming local body elections on their ongoing shareholding of Northland Inc and funding into the IGR. This letter was sent on 5 May 2025 (Attachment 1). In response to that letter, WDC considered the matter at their meeting on 24 July 2025. At that meeting it was agreed to remain a shareholder for a further year, i.e. until 30 June 2027, and to provide a funding commitment to the IGR fund for another (third) year being 2026/27. However, rather than provide funding at the level recommended by staff and as expected by the Northland Inc Shareholders’ Agreement, i.e. $709K, WDC decided to commit to funding for 2026/27 a lower amount of $587K, which is the same level of funding as they have committed to providing in the current financial year 2025/26, being the expected amount in the Shareholders’ Agreement (Attachment 2). The WDC Mayor had followed up their council decision with a letter to the Joint Committee (Attachment 3). This letter indicates that WDC are open to the possibility of reviewing this position regarding 2026/27 funding when a more detailed benefit study is completed.

The purpose of this agenda item is to seek a Joint Committee response to the WDC decision. While the decision to remain a shareholder for a further year is welcome, the level of funding approved for 2026/27 is $122,000 (17%) lower than expected from WDC under the terms of the Shareholders’ Agreement signed by all four local councils on 4 September 2024.

While the Shareholders’ Agreement sets out a formal process than can be followed should a shareholder provide a less than expected amount of funding, staff recommend that the other shareholder councils continue to engage with WDC on an informal basis, that the Joint Committee initiate a benefit study, and that a letter be sent to WDC acknowledging their decision and requesting that in their LTP they make a full and unqualified commitment to being a shareholder of Northland Inc and making a funding commitment to the IGR in line with the Shareholders’ Agreement.

Recommendation(s)

1. That the report ‘Northland Inc Limited: WDC decision on shareholding and IGR funding contribution for 2026/27’ by Darryl Jones, Economist and Emmanouela Galanou, Economic Policy Advisor and dated 15 September 2025, be received.

2. That staff be directed to prepare a benefit report on the Investment and Growth Reserve (IGR), including Northland Inc operational funding, before the end of November 2025.

3. That a letter be sent to Whangarei District Council acknowledging their decision and expressing a desire to continue good faith discussion on the level of funding for 2026/27 following council elections.

4. That the letter to Whangarei District Council also include a request that, as part of their Long Term Plan 2027-2037, they make an unqualified commitment to being a shareholder of Northland Inc and providing a funding contribution into the Investment and Growth Reserve (IGR) that conforms with the Northland Inc Shareholders’ Agreement and is equitable in funding to that provided by the Far North and Kaipara district councils.

Options

No.	Option	Advantages	Disadvantages
1	Initiate the formal process under clause 17.3 of the Shareholders’ Agreement to get WDC to reconsider their decision.	Sets clear expectations as to what is expected of a shareholder.	Risk that WDC may decide to pull out of Northland Inc shareholding, provide no funding to the IGR, and not be member of Joint Committee. Will likely incur legal expenses and require more staff time.
2	Initiate process to reduce the funding commitments from all shareholder councils for 2026/27.	Maintains an equitable (per person) level of funding between district councils.	Lower level of funding in the IGR available for allocation to Enabling Investment projects.
3	Initiate good faith discussions with WDC outside clause 17.3 and use the outcome of a more detailed benefit study to resolve the matter.	Keeps WDC as joint owner of Northland Inc, member of the Joint Committee and funder of IGR for a further year.	Requires additional time, effort and resources to undertake the benefit study. Appearance of WDC getting away with funding smaller commitment to IGR in 2026/27.

The staff’s recommended option is Option 3. Maintaining WDC participation is more important than the loss of $122K in financial contributions to the IGR in 2026/27. WDC have indicated that they are open to reviewing their position on 2026/27 funding level on completion of a more detailed benefit study. It is recommended that the Joint Committee initiate such a benefit study by requesting staff provide an assessment of the impact (“return on investment”) that Northland Inc specifically and the IGR generally makes as part of the induction process / material to be provided to the next triennium Joint Committee. Such a benefit study would be helpful to all shareholders in understanding the value and impact of the IGR and Northland Inc. This may be useful for councils when it comes to the development of their respective 2027-2037 LTPs, discussions with central government on the role and functions of local government, and negotiations with other possible shareholders.

Whatever option is chosen, the Joint Committee should make it clear in its response to WDC that the other shareholders would like to see as part of the WDC’s 2027-2037 LTP decision a full and unqualified commitment to being a joint shareholder of Northland Inc and providing funding to the IGR in line with the Shareholder’s Agreement. WDC’s 2024-2034 LTP decision to make an initial two-year commitment with a review requirement has created uncertainty and additional work for all parties. Such an unconditional commitment does not limit their ability to decide to cease to be a shareholder of Northland Inc under the terms of the Northland Inc Shareholders’ Agreement.

Considerations

1. Climate Impact

There are no known climate changes implications that need to be considered in making this decision.

2. Environmental Impact

There are no known environmental risks or impacts associated with making this decision.

3. Community views

There are no community views that need to be considered in making this decision.

4. Māori impact statement

This decision relates to a council administrative matter and therefore does not have a direct impact on Māori.

5. Financial implications

Table 1 provides an indication of the closing IGR balance for 2026/27 under various local government funding scenarios. Prior to the WDC decision on 24 July 2025, the closing balance of the IGR on 30 June would have been $677K (pink column 1). This is based on the current funding commitments from the other three councils and expenditure commitments as determined by Northland Inc’s Statement of Intent 2025/26 and the Enabling Investment funding allocations made at the Joint Committee meeting on 25 July 2025.

Table 1. Cash flow balances of the Investment and Growth Reserve, 2024/25 to 2026/27
based on current funding commitments, $000

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Notes:

1. Other revenue includes interest earned on the IGR. Final 2024/25 "Other revenue" value to be confirmed as part of NRC annual reporting.

2. The IGR criteria provides for up to $300k per annum to be provided for Project Development category. If funding is not used for Project Development, then it remains in the IGR and is available for allocation in future years, i.e. $39k unspent in 2023/24 became available for 2024/25. The $300k budget was all spent in 2024/25.

3. Enabling Investment allocations for 2025/26 are $250,000 for Tuputupu Grow Northland and $90,000 for International Inward Delegations.

The funding decision taken by WDC on 24 July 2025 increases the forecast closing balance for 2026/27 from $677K (pink column 1) to $1,264K (pink column 2), an 87% increase. However, this is $122K lower than the closing balance of $1,386K that would have been achieved should WDC have agreed to provide funding as per the Shareholder’s Agreement (pink column 3). If the other three councils reduce their 2026/27 funding to their 2025/26 funding level, to match WDC’s decision, the IGR balance would be $1,095K (pink column 4). This is $291K lower than that anticipated under the Shareholders’ Agreement but is $418K (62%) higher than the scenario without a WDC contribution.

Without WDC funding contribution in 2026/27, the sum of council contributions is $2,764K, just $24K more than the combined value of the budgeted Northland Inc operational expenditure in 2026/27 and the budgeted funding for projects development, together totalling $2,700K (pink column 1). The commitment of WDC to provide funding for 2026/27, whether as decided at their meeting on 24 July (pink column 2) or at the expected contribution level (pink column 3), provides an opportunity to increase services provided by Northland Inc, i.e. funding of Northland Inc operations are not at risk by the decision of WDC to commit to a lower level of funding than expected in 2026/27. The opportunity cost for the shareholders is a reduced amount of funding available for allocation for project investment through the Enabling Investment category of the IGR.

6. Implementation issues

Undertaking a benefit study will require time and effort from staff of both shareholder councils and Northland Inc. However, the output will be of benefit for multiple processes.

7. Significance and engagement

In relation to section 79 of the Local Government Act 2002, this decision is considered to be of low significance when assessed against Northland Regional Council’s significance and engagement policy. This does not mean that this matter is not of significance to tangata whenua and/or individual communities, but that the Joint Committee is able make decisions relating to this matter without undertaking further consultation or engagement.

8. Policy, risk management and legislative compliance

This decision is consistent with the Northland Inc Shareholders’ Agreement and with the terms of reference of the Joint Committee. The major risks associated are with this decision are noted in the options table, with the staff recommend option carrying the least risk.

Clause 17.3 of the Shareholders’ Agreement sets out the formal process to be followed if a shareholder fails to provide its expected funding contribution to the IGR.

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The formal process does not happen automatically but requires a request to be made by any of the shareholders. Second, it provides the possibility for the shareholder not meeting its obligations to be given an exit notice. However, nothing within the Shareholders’ Agreement precludes informal engagement to resolve the matter, i.e. the shareholders may engage in good faith discussions without initiating the formal process. This is the direction proposed by the WDC Mayor (refer to paragraph five of Attachment 3).

Furthermore, there is no time restrictions associated with when a Shareholder must commence the formal 17.3 process. This can be initiated at any time. However, once initiated, clause 17.3 does set out a timeframe for discussion and resolution. The current timing of local council elections should be taken into consideration as it will impact on councils’ ability to engage in any formal process.

Background/Tuhinga

Not applicable.

Attachments/Ngā tapirihanga

Attachment 1: WDC decision on Northland Inc shareholding and IGR funding contribution made on 24 July 2025 ⇩

Attachment 2: Letter to WDC requesting an early decision on continuation of Northland Inc shareholding and IGR funding contribution sent 5 May 2025 ⇩

Attachment 3: Letter from WDC regarding shareholding decision and IGR funding contribution sent 15 August 2025 ⇩

Joint Regional Economic Development Committee item: 6.2

26 September 2025

TITLE:	Northland Inc Limited: Statement of Intent 2026/27 - Letter of expectations
From:	Darryl Jones, Economist and Emmanouela Galanou, Economic Policy Advisor
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 22 September 2025

Executive summary/Whakarāpopototanga

The purpose of this report is to seek the agreement of Joint Regional Economic Development Committee’s (Joint Committee) on the content of the letter of expectations to Northland Inc Limited’s (Northland Inc) Statement of Intent (SOI) 2026/27. Given that a new Joint Committee will need to be established following the local body elections, staff suggest that such a letter of expectations be agreed at this meeting, the last Joint Committee meeting of this triennium. The new Joint Committee will then be provided the draft SOI 2026/27 at their meeting in March 2026 following the induction programme. It is recommended the Joint Committee delegates authority to the Chair to prepare the letter of expectations for Northland Inc’s SOI 2026/27, incorporating feedback provided in response to this report.

The main issue for consideration is the expectation to be given to Northland Inc on the level of operational funding to be included in the SOI. The SOI is the mechanism through which councils (shareholders) determine the level of baseline operational funding provided to Northland Inc from the Investment and Growth Reserve (IGR).

Recommendation(s)

1. That the report ‘Northland Inc Limited: Statement of Intent 2026/27 - Letter of expectations’ by Darryl Jones, Economist and Emmanouela Galanou, Economic Policy Advisor and dated 15 September 2025, be received.

2. That a letter of expectations on the Statement of Intent 2026/27 be provided to Northland Inc Limited.

3. That the Chair be delegated authority to prepare and send a letter of expectations to Northland Inc Limited on its Statement of Intent 2026/27 in line with comments received on this report.

Options

No.	Option	Advantages	Disadvantages
1	Provide a letter of expectations to Northland Inc to guide the development of their 2026/27 SOI	Clearly convey the expectations of shareholders to its council-controlled organisation	None
2	Don’t provide a letter of expectations	None	Miss an opportunity for the shareholders to provide its input and direction to its council-controlled organisation

The staff’s recommended option is Option 1: providing a letter of expectations to Northland Inc. While not a legislative requirement, using such a letter helps ensure that the expectations of shareholders are clearly articulated and understood. This approach aligns with the guidance provided by the Auditor General on governance and accountability for council-controlled organisations. Additionally, it is recommended that the Chair be delegated authority to prepare the letter of expectations to Northland Inc’s SOI 2026/27, incorporating feedback received on this report.

Considerations

1. Climate Impact

There are no known negative impacts to the climate associated with this decision.

2. Environmental Impact

There are no known environmental risks or impacts associated this decision.

3. Community views

There are no known community views on this matter that need to be considered in making this decision.

4. Māori impact statement

Although there are issues associated with the importance of Māori economic development in Northland Inc’s core work and therefore SOI, there are no known particular issues for Māori on preparing the letter of expectations that need to be considered. Māori have not been engaged.

5. Financial implications

The main issue for consideration is the expectation to be given to Northland Inc on the level of operational funding to be included in the SOI 2026/27. The SOI is the mechanism through which councils (shareholders) determine the level of baseline operational funding provided to Northland Inc from the Investment and Growth Reserve (IGR). While the SOI is set each year, the Local Government Act 2002 requires a CCO to provide forecast financial information for three years. When the Joint Committee agree to the SOI, it sets in place the level of operational funding provided to Northland Inc for the first of the three years, e.g. 2025/26 in the latest SOI.

The following table summarises the Business As Usual (BAU) income set out in the Northland Inc’s SOI 2025/26 agreed to by the Joint Committee at its meeting on 25 July 2025. The allocation of $2.4 million in operational funding to Northland Inc for 2025/26 represents a 7% increase in funding compared to 2024/25.

It should be noted that the Northland Inc SOI 2026/27 budget was prepared ahead of the decision by Whangarei District Council (WDC) at their meeting on 24 July 2025 to provide a funding commitment of $587,000 to the IGR for 2026/27. This is seen by the inclusion in the 2026/27 and 2027/28 BAU Income budget of $105K being directly received from WDC. This separate funding will not happen in 2026/27 due to the WDC decision to provide funding into the IGR.

Table 1. Northland Inc BAU Income as set out in SOI 2025/26, $000

	Actual 2023/24	Budget 2024/25	Forecast 2025/26	Forecast 2026/27	Forecast 2027/28
CCO Opex	$1,972	$2,245	$2,400	$2,400	$2,460
WDC				$105	$105
Other	$850	$678	$694	$694	$435
Total BAU Income	$2,822	$2,923	$3,094	$3,199	$3,000

A major factor to consider is whether to incorporate funding for Tuputupu Grow Northland and Inward Delegations into Northland Inc’s operational funding for 2026/27. Separate allocations were made from the Enabling Investment category of the IGR to fund these activities for 2025/26 at the meeting of the Joint Committee on 25 July 2025. The advantages of including them within Northland Inc’s operational funding allocation is that it: (a) makes it clear that these are part of Northland Inc’s operations and (b) means the Joint Committee does not need to make a decision that is inconsistent with the IGR criteria to fund them in 2026/27 as it had to do this year.

Adding the combined value of these two activities ($340K) to the current 2025/26 operation funding budget of $2,400K above would result in a total CCO Opex budget of $2,740 (Table 2). Staff suggest that this figure by multiplied by an inflation adjustment of 2.5% to give a 2026/27 operational budget figure of $2,809K. This represents 84% of the total local government contribution to the IGR for 2026/27. Furthermore, considering the $300K budget for Project Development category results in $243K being available for Enabling Investment allocation.

Table 2. Basis for recommendation of Northland Inc opex funding, $000

However, because the WDC funding commitment to the IGR only goes to 2026/27, the level of Northland Inc operational funding for 2027/28 and 2028/29 to be included in the SOI 2026/27 will need to be reduced from this proposed 2026/27 figure. Staff suggest that the forecast CCO operational funding of $2,460K for 2027/28 in the current SOI 2025/26 would be an appropriate level, with it adjusted up by 2.5% for 2028/29 to account for inflation. This level of funding represents 87% of the annual local government contribution into the IGR. This is as high a proportion as it has ever been (Figure 1).

Figure 1. Council contributions to and Northland Inc operational funding from the IGR
2015/16 to 2028/29

Table 3 sets out the current cashflow balance of the IGR based on current council commitments, Northland Inc’s SOI 2025/26 and the suggested level of operational funding for 2026/27, 2027/28 and 2028/29 set out in Table 2. In terms of deposits, the recent decision by WDC to provide a funding commitment of $587K for 2026/27 is included but no further funding from WDC is budgeted.

The suggested level of operational funding to Northland Inc provides around $1 million that can be allocated to Enabling Investment projects by the incoming Joint Committee. Staff suggest that the letter of expectations also make it clear that the intent of the Enabling Investment category of the IGR is to support third party economic development projects in accordance with the IGR criteria and not Northland Inc operations. An exception was made for 2026/27 at the request of the Joint Committee, but this is not how the Joint Committee wishes to proceed going forward.

Table 3. Cashflow balances of the Investment and Growth Reserve, 2024/25 to 2026/27
based on current funding commitments, $000

Notes:

1. Other revenue includes interest earned on the IGR. Final 2024/25 "Other revenue" value to be confirmed as part of NRC annual reporting.

3. Enabling Investment allocations for 2025/26 are $250,000 for Tuputupu Grow Northland and $90,000 for International Inward Delegations.

6. Implementation issues

There are no implementation issues. Sending a letter of expectations in December provides adequate time for Northland Inc to consider the issues raised as the draft SOI is prepared

7. Significance and engagement

8. Policy, risk management and legislative compliance

A letter of expectations to a council-controlled organisation is not a legislative requirement but rather a voluntary action agreed to by the Joint Committee intended to support an ongoing productive relationship with Northland Inc.

Background/Tuhinga

In accordance with Schedule 8 from the Local Government Act 2002, council-controlled organisations (CCO) such as Northland Inc are required to submit a Statement of Intent to council or an appointed joint committee on an annual basis. This document outlines the strategic direction and priorities of the CCO for the following three years. A letter of expectations allows the owners of a CCO to provide guidance and direction as the CCO prepares its SOI. The figure below illustrates the process used by the Joint Committee to guide Northland Inc in shaping its SOI 2026/27.

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Staff suggest that few changes be requested for 2026/27. This is because major changes were made in SOI 2024/25 to align with councils’ LTP 2024-2034, the thorough review done for the SOI 2025/26 agreed to by the Joint Committee at their meeting on 25 July, and the expectation that there will be future changes made by the next Joint Committee to align with councils’ LTP 2027-2037.

An initial discussion on the key points for inclusion in the letter of expectations took place at the Joint Committee meeting on 25 July 2025. The following short list of points have been prepared.

· Improve the description of how Northland Inc is funded by shareholders to reflect that the funding comes from the Investment and Growth Reserve and not from council’s directly.

· Review the wording of the Objective for Strategic Pou 1 Investment and Infrastructure which refers to “business support services” which are also covered by Strategic Pou 4 Innovation and Enterprise.

· Label the KPIs as either Output or Outcome indicators as in Northland Inc’s previous SOI 2024/25

· Request Northland Inc to develop its forecast financial budget based on receiving the following amounts of operational funding from the IGR: $2,809K for 2026/27, $2,406K for 2027/28 and $2,552K for 2027/28.

· Reiterate that the intent of the Enabling Investment category of the IGR is to support third party economic development projects in accordance with the IGR criteria and not Northland Inc operations.

Attachments/Ngā tapirihanga

Nil

Joint Regional Economic Development Committee item: 6.3

26 September 2025

TITLE:	JREDC 2025-2028 Induction Programme: Governance Continuity and Induction
From:	Emmanouela Galanou, Economic Policy Advisor and Darryl Jones, Economist
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 22 September 2025

Executive summary/Whakarāpopototanga

This paper outlines the proposed Induction Programme of the incoming Joint Regional Economic Development Committee (Joint Committee), covering the period of the appointment of members in December 2025 through to the first formal meeting in March 2026. The programme is designed to equip newly appointed members with the foundational knowledge, tools, and context required to effectively undertake their governance responsibilities in regional economic development over the next three years.

Attachment One presents a draft schedule for the Induction Programme, with detailed content to be developed by staff. Attachment Two includes the supporting PowerPoint presentation prepared for the induction process. A skills matrix for elected members to assist councils in electing members to the committee has been provided as Attachment Three. A handbook of essential documents—also outlined in this paper—will be provided to the incoming committee. Finally, key messages from the current Joint Committee have been refined and will be passed on to ensure continuity and strategic alignment.

Recommendation(s)

1. That the report ‘JREDC 2025-2028 Induction Programme: Governance Continuity and Induction’ by Emmanouela Galanou, Economic Policy Advisor and Darryl Jones, Economist and dated 11 September 2025, be received.

That the Joint Regional Economic Development Committee:

2. Agree to the proposed Induction Programme as set out in Attachment One, noting that staff will further develop the detailed content ahead of the first formal meeting in March 2026.

3. Approve the supporting PowerPoint presentation included as Attachment Two, to be used as part of the induction process for incoming committee members.

4. Agree to the inclusion of a skills matrix for elected members of the incoming committee, included as Attachment Three, to support capability mapping and future development planning.

5. Agree to the provision of a governance handbook for the incoming committee, incorporating essential documents and guidance as outlined in this paper.

6. Endorses the refined key messages from the current Joint Committee, for staff to pass on to the incoming committee to ensure continuity and strategic alignment.

Options

No.	Option	Advantages	Disadvantages
1	The Joint Committee agree the proposed Induction Programme, PowerPoint presentation, skills matrix, handbook outline, and key messages.	Provide certainty that a well-structured induction plan has been set out for the next committee, which will cover the most critical and key aspects of their work. That the key messaging has been clearly outlined to the next committee.	No disadvantages have been identified in relation to this option.
2	Do not agree to the proposed Induction Programme, PowerPoint presentation, skills matrix, handbook outline, and key messages.	Allow the new members to form unbiased decisions.	Without an induction programme the next Joint Committee will be unprepared to undertake their work and responsibilities. A chance to agree to the key messages for the next Joint Committee is missed.

No.

Option

Advantages

Disadvantages

The Joint Committee agree the proposed Induction Programme, PowerPoint presentation, skills matrix, handbook outline, and key messages.

Provide certainty that a well-structured induction plan has been set out for the next committee, which will cover the most critical and key aspects of their work.

That the key messaging has been clearly outlined to the next committee.

No disadvantages have been identified in relation to this option.

Do not agree to the proposed Induction Programme, PowerPoint presentation, skills matrix, handbook outline, and key messages.

Allow the new members to form unbiased decisions.

Without an induction programme the next Joint Committee will be unprepared to undertake their work and responsibilities. A chance to agree to the key messages for the next Joint Committee is missed.

The staff’s recommended option is Option 1, that the Joint Committee agrees to the proposed material as collectively they provide a clear pathway to support the incoming Joint Committee with a timely, well-structured induction process.

Considerations

1. Climate Impact

There are no climate change impacts associated with this decision.

2. Environmental Impact

There are no direct environmental impacts associated with this decision.

3. Community views

There are no community views associated with this decision that need to be considered.

4. Māori impact statement

There are no known impacts on Māori in relation to this decision that are different from the general public.

5. Financial implications

This matter presents financial implications like the ones occurring for the general council induction. There is a cost associated with potential training provided by Economic Development New Zealand (EDNZ), preferably scheduled to take place in-person in February/March 2026.

6. Implementation issues

The proposed Induction Programme set out in Attachment One is a draft programme intended to give an indication of the process timeline and context. Dates are subjects to change. Council staff will work together to finalise a detailed induction programme in due course. Should shareholder councils appoint their members to the Joint Committee early enough, it is hoped that the introductory session of the Joint Committee could occur in December 2025.

7. Significance and engagement

8. Policy, risk management and legislative compliance

This decision is consistent with policy and legislative requirements and there are no risks associated with making this decision. However, there is a potential risk if an induction programme is not in place at the start of the next Joint Committee’s term. This may result in the lack of preparation and therefore prevent the Joint Committee members from effectively undertaking their role and responsibilities.

Background/Tuhinga

The purpose of the induction programme is to set up the newly appointed members of the Joint Committee. It provides all Joint Committee members with an introduction to economic development culture, structure, and organisations they might interact with regionally and nationally. The proposed induction programme will include a balance of theory and training, reflection, socialisation and practise.

Proposed Induction Programme

The induction process of the new Joint Committee aims at building knowledge but also helping the new members to start thinking and planning for the region’s success. The new Joint Committee will benefit from gaining understanding of regional economic development in Northland, how it works, who drives it, and the role they play in this space.

The proposed Induction Programme set out in Attachment One is a draft programme intended to give an indication of the process timeline and context. Dates are subject to change. Council staff will work together to finalise a detailed induction programme in due course. Should shareholder councils appoint their members to the Joint Committee early enough, it is hoped that the introductory session of the Joint Committee could occur in December 2025. The following activities are proposed as part of the programme:

Activity	Timing	Audience
Joint Council Induction
Joint induction opportunity with Northland Inc board Aims to cover operational context and the Investment and Growth Reserve	16 December 2025 (Northland Forward Together meeting hosted by NRC)	All elected members across Northland councils
Joint Regional Economic Development Committee Induction
Joint Committee Induction Session and Handbook Overview Includes an introductory briefing for Joint Committee members and alternates, presentation of the induction handbook, an update from BECA on the Northland Infrastructure Plan, and a regional economic overview from Infometrics.	December 2025/early February 2026	Joint Committee members and alternates
Welcome session at Northland Inc Includes mihi whakatau, and introductions to board and staff	December 2025/March 2026	Joint Committee members and alternates
EDNZ training programme	February 2026	Joint Committee members and alternates

The introductory session will cover the roles and responsibilities of the Joint Committee as shareholders of Northland Inc, particularly around the appointment of directors and their remuneration, the annual development of the Statement of Intent (SOI), and their governance responsibilities via the board of Northland Inc. It will also specifically consider the role of the Joint Committee in overseeing the allocation of funding from the Investment and Growth Reserve. The tangata whenua perspective on regional economic development will also be traversed.

Joint Regional Economic Development Committee Handbook 2025/28 Content

It is recommended that the handbook provided to the incoming Joint Committee includes the following key documentation:

Item	Document
1	Joint Regional Economic Development Committee Terms of Reference
2	Northland Inc Shareholders Agreement including Constitution of Northland Inc
3	Investment and Growth Reserve – Criteria and procedures for allocation of funding
4	Policy on the appointment of directors to Northland Inc
5	Northland Inc board of directors – current terms of appointment
6	Northland Inc Annual Report 2025/26
7	Northland Inc Statement of Intent for 2025-28

Key messages to the next Joint Committee

The Joint Committee, established on 1 July 2021, has convened five to six times per year. As Northland enters a new phase of economic development, the outgoing Joint Committee offers the following guidance to support incoming members in their stewardship of Northland’s shared aspirations:

• Enhancing Strategic Relationship and Governance Clarity with Northland Inc

A constructive and transparent relationship between the Joint Committee and the board of Northland Inc is essential to advancing shared economic development goals. The Joint Committee’s role in appointing directors is pivotal to ensuring robust governance and alignment with shareholder expectations. Incoming members are encouraged to maintain clarity around the distinct roles of shareholders (direction-setting) and directors (implementation oversight), fostering mutual accountability and trust.

The outgoing committee also notes that engagement over the past triennium has been limited—primarily to formal touchpoints and involving only a small number of directors. A renewed commitment from both parties to establish a more intentional and reciprocal communication rhythm will be critical to strengthening collaboration, improving responsiveness, and ensuring strategic alignment.

• Northland Inc Director Appointments

The terms of two directors—Chair and Deputy Chair—are set to conclude on 30 June 2026. As these directors are completing their first term and have demonstrated strong performance, the Joint Committee recommend that-should the directors wish to continue-the incoming Committee consider reappointment rather than initiating a market recruitment process. This approach supports continuity, preserves institutional knowledge, and affirms the value of effective governance.

Additionally, the incoming Joint Committee may wish to consider a review of directors’ remuneration in 2026, noting that the last reviews were conducted in 2021 and 2018 respectively.

• Taitokerau Economic Wellbeing Pathway

The strategy continues to serve as a cornerstone for coordinated regional action. It guides Northland Inc’s Statement of Intent and supports councils in aligning their contributions. The Joint Committee encourages new members to view economic development as a catalyst for enhancing environmental, social, and cultural wellbeing – not growth for its own sake. This principle is embedded in the current SOI and should remain central to future iterations.

• Participation and communication across of all councils

Maintain a shared aspiration to strengthen the regional collaboration underpinning Northland Inc’s work, with all four councils continuing as active shareholders. Equally vital is the commitment to fostering transparent and effective communication amongst councils—ensuring consistent engagement, shared understanding, and aligned decision-making that supports regional aspirations.

• Regional Reach

It is essential to realise that while regional reach is important, Northland Inc’s role is to serve the region rather than focus on work in individual council areas. While the Joint Committee members are committed to their designated councils, it is critical that the work of Northland Inc focus on what is best for the whole of Northland.

• Infrastructure Alignment and Advocacy

The Committee highlights the importance of aligning Northland Inc’s work with the emerging Northland Infrastructure Plan and associated initiatives, including:

- The Northland Corridor and Energy Bridge projects

- Expansion of Northport and development of a floating dry dock

- Investment in renewable energy, and regional economic zones

These projects are not only economic enablers but also vehicles for resilience, connectivity, and long-term prosperity. The incoming Committee should actively advocate for infrastructure that supports regional priorities and unlocks transformational opportunities.

Attachments/Ngā tapirihanga

Attachment 1: JREDC Induction Programme 2025/26 ⇩

Attachment 2: JREDC Draft Induction Briefing PowerPoint Presentation ⇩

Attachment 3: Incoming JREDC Members Skills Matrix ⇩

Joint Regional Economic Development Committee ITEM: 6.3

26 September 2025Attachment 2

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Joint Regional Economic Development Committee item: 6.4

26 September 2025

TITLE:	Northland Inc Limited: Annual Report for the year ending 30 June 2025
From:	Darryl Jones, Economist and Emmanouela Galanou, Economic Policy Advisor
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 22 September 2025

Whakarāpopototanga / Executive summary

Northland Inc Limited’s (Northland Inc) Annual Report for the year ending 30 June 2024 (Attachment 1) conforms to the requirements of the Local Government Act (LGA) 2002. Northland Inc report an after-tax surplus of $11,892 for the 2024/25 financial year compared to a budgeted surplus of $298 (2023/24: $7,757 surplus compared to a budget surplus of $952), producing a closing equity position of $211,225 as at 30 June 2025 ($199,333 as at 30 June 2024). Fifteen of the 18 performance measures set out in Northland Inc’s Statement of Intent 2024/25 have been achieved.

Representatives from Northland Inc will attend the Joint Committee meeting to comment on the annual report and answer any questions.

Ngā mahi tūtohutia / Recommendation

That the report ‘Northland Inc Limited: Annual Report for the year ending 30 June 2025’ by Darryl Jones, Economist and Emmanouela Galanou, Economic Policy Advisor and dated 11 September 2025, be received.

Background/Tuhinga

As required under section 67 of the LGA 2002, Northland Inc has delivered to its shareholders, within three months after the end of the financial year, their annual report for the year ended 30 June 2024 (Attachment 1). A final annual report will be tabled at the Joint Committee meeting following the Northland Inc board meeting on Wednesday 24 September. The final version will include the following three elements missing from the draft attached to this agenda item.

1. Auditors report (pp 8-10 of Attachment 1). Northland Inc have informed staff that the audit report prepared by Deloitte will give an unqualified opinion that the financial statements and KPI reporting present fairly the performance of the company and complies with legislative and standard account practices.

2. Director signatures confirming the financial information (p11 of Attachment 1).

3. A subsequent event note disclosing the initiation of a restructuring process that has commenced since 1 July 2025.

This is the fourth annual period since Northland Inc became a jointly owned council-controlled organisation (CCO) on 1 July 2021. At 30 June 2025, Northland Inc was jointly and equally owned by four Northland local authorities: Far North District Council, Kaipara District Council, Northland Regional Council and Whangarei District Council (30 shares each).

Under the LGA 2002, the responsibility of shareholders is simply to receive the report, which it is doing by way of this report. Each council must publish the annual report on its website within one month of receiving it.

Staff have reviewed the annual report and confirm that the requirements of the LGA 2002 in relation to the content, i.e., sections 68 and 69, have been met, e.g., performance reporting against the Statement of Intent (SOI), audited consolidated financial statements, and an independent auditor’s report (this has been completed and will be included in the final version tabled at the meeting).

In terms of reporting against the key performance indicators (KPIs) set out in Northland Inc’s SOI 2024/25, the results are set out on pages 3-4 of the annual report. Northland Inc achieved 15 of the 18 targets. The three KPIs not met are: the number businesses and landowners that as a result of engagement are exploring, developing, leading and delivering on change activity (result is 11 with target of 24); the proportion of those businesses assisted that are Māori (result is 33% with target of 35%); and the number of Northland businesses supported to meet climate adaptation targets set by Central Government (not met as climate adaptation targets have not been set).

Northland Inc report an after-tax surplus of $11,892 in the 2024/25 financial year compared to a budget surplus of $298 (2023/24: $7,757 surplus compared to a budget surplus of $952), producing a closing equity position as at 30 June 2025 of $211,225 ($199,333 as at 30 June 2024).

At its meeting on 24 September 2025, the board of Northland Inc agreed to not hold an annual meeting of shareholders as there is nothing to be done at such a meeting. Under clause 5.3 of the Constitution of Northland Inc, the board can resolve not to hold an annual meeting of shareholders if there is nothing required to be done.

Attachments/Ngā tapirihanga

Attachment 1: Northland Inc Annual Report for year ending 30 June 2025 ⇩

Joint Regional Economic Development Committee ITEM: 6.4

26 September 2025Attachment 1

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Report: Northland Inc Limited: Annual Report for the year ending 30 June 2025

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Item No.	Item Issue	Reasons/Grounds
7.1	Confirmation of Confidential Minutes - 25 July 2025	The public conduct of the proceedings would be likely to result in disclosure of information, as stated in the open section of the meeting -.
7.2	Regional Infrastructure Fund (RIF): Update on projects	The public conduct of the proceedings would be likely to result in disclosure of information, the withholding of which is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information, or information from the same source, and it is in the public interest that such information should continue to be supplied s7(2)(c)(i).

TITLE:	Confirmation of Minutes - 25 July 2025
From:	Meloney Tupou, Maori Governance and Engagement Support Admin
Authorised by Group Manager/s:	Auriole Ruka, Pou Manawhakahaere - GM Governance and Engagement, on 22 September 2025

TITLE:	Receipt of Action Sheet
From:	Emmanouela Galanou, Economic Policy Advisor and Darryl Jones, Economist
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 22 September 2025

TITLE:	Regional Deals Light Touch Proposal: DIA Response to Northland's Submission
From:	Emmanouela Galanou, Economic Policy Advisor and Darryl Jones, Economist
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 22 September 2025

TITLE:	Channel Infrastructure: Update on Marsden Point Energy Precinct Concept
From:	Darryl Jones, Economist and Emmanouela Galanou, Economic Policy Advisor
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 22 September 2025

TITLE:	Northland Inc Limited: Tuputupu Grow Northland - Programme Update
From:	Emmanouela Galanou, Economic Policy Advisor and Darryl Jones, Economist
Authorised by Group Manager/s:	Bruce Howse, Pou Taumatua – Group Manager Corporate Services, on 22 September 2025