Across Northland, there is a renewed sense of alignment as industry, local government and regional development agencies plan for long-term resilience.
This includes clear and connected pathways for our young people through tertiary education opportunities to employment.
The release of the Infrastructure Commission’s National Infrastructure Plan this week has sharpened the national conversation about the difficult decisions New Zealand faces.
The plan highlights what communities like ours have lived with for decades: ageing assets, competing priorities and essential projects contending for limited funding.
It also reinforces something Whangārei has understood through many years of long-term planning, that maintaining the infrastructure people rely on every day cannot come at the expense of the strategic projects that support our long-term wellbeing.
It is not realistic for regions like ours to choose between safer roads or modern healthcare, or between repairing what is ageing and preparing for what is coming. A thriving Northland depends on both.
In Whangārei, that balance is already well established. Our planning has required us to prioritise the renewal and maintenance of core assets such as roads, pipes, stormwater networks and community facilities, while still progressing the upgrades that support growth and resilience.
These decisions are rarely simple, but they reflect the reality of a growing district that must care for what it has and prepare responsibly for the future.
This mirrors the national picture.
New Zealand cannot build everything at once, but nor can regions be asked to delay essential investment when communities depend on safe, reliable and future-focused infrastructure.
Our industrial and corporate partners share this commitment to a balanced and future-focused approach.
The Northland Corporate Group’s Look North vision captures the ambition of our region, while businesses like Golden Bay Cement, Channel Infrastructure, Northport, our marine and engineering firms, forestry operators and the wider manufacturing and logistics network all contribute to a more diverse and resilient economy.
Their contribution reminds us of how important it is to look after and acknowledge those businesses that are already strongly performing in Northland and underlines why it matters that the right infrastructure, regulatory settings and regional support are in place.
The Regional Economic Development Group, facilitated by Northland Inc and chaired by Geoff Crawford, brings all four councils together to present a unified view of what the region needs.
This co-ordinated approach strengthens our advocacy and helps ensure Northland is not left waiting while national decisions are made.
Northland has a clear direction, and the momentum building across communities, industry, councils and government is real.
The years ahead hold significant opportunity, shaped by local leadership, strengthened by regional unity and supported by central government partners who recognise the scale and urgency of the challenge.
Together, we are ready to guide this next era of development for the benefit of the whole region.
