The RLN proposal consideration, performance and structure, as a context to the Board decision making process is provided for your information.

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1 Background information: RLN Board response to the Far North decision to breakaway The Board feels that the communication and process they have undertaken with the Far North clubs has been open and respectful, that due diligence has been undertaken when considering the proposal and that Board have come to the appropriate and correct decision that benefits the growth of the game. The Board s decision welcomes: A positive engagement free of demands and ultimatums An opportunity to establish a working group to work collectively on a development plan that looks at ways to grow bigger and better rugby league communities together. An approach to work with emerging clubs and other championship teams to formulate a competition structure that works and is aspirational. Stakeholder participation and feedback in improving our systems and structures across Northland for the wellbeing of the game. The Board decision was not taken on the FNDRL proposal alone and there are much broader issues to the Board s final determination. The Board supports developing a progressive approach to growing the sustainability and depth of the club competition in Northland and across the region in favour of a competition where teams have come and gone and no sustainability or depth to the game was being achieved. RLN has provided solid leadership and management to the game during the past 5 years. The achievements for the game across the whole of Northland have been considerable. Building on these gains was crucial in the approach provided in the RLN Board decision. The RLN proposal consideration, performance and structure, as a context to the Board decision making process is provided for your information. Proposal Consideration: RLN s decision to support a ten (10) team Northland-wide Premiership Competition with the Championship and promotion\relegation format to remain in place was made in consideration of a range of factors: 1. The agreed process that had been under taken during the 2015 to assess the senior strategy for Northland. The committee was tasked with exploring the opportunity for a new competition format for The committee included representation from all interests; North South Senior delegates, two junior delegates, Referee delegate and three RLN Board members. 3. The decision by the committee as an aspirational pathway to lift the standard and quality of the game at senior and junior levels, both on and off the field. 4. The committee considered the agreement and recommendation as conclusive. 5. The existing criteria is important to building the depth of Clubs. 6. Equality of standards and expectations across all clubs and teams must be maintained. 7. Emerging Clubs must follow a due process for admission as members to RLN. 8. The impact of emerging teams/clubs on exiting teams/clubs.

2 1. The sustainability of emerging teams/clubs. 9. The sustainability of a sub-association. 1. The capacity and capability requirements for a sub-association. 2. The history of sub-associations. 10. The support of other rugby league stakeholders to the changes under the proposal. 11. The impact on the capacity of RLN to support changes under the proposal in the short, medium and long-term. 12. The positive growth RLN has achieved during the past five years and future direction. 13. NZRL future resourcing to RLN. 14. The best decision at this time for the wellbeing of the game. 15. Our constitutional responsibilities. RLN due diligence of the FNDRL Club proposal and views of stakeholders has been careful and well considered. RLN has the mandate from NZRL to rule on matters within the zone and believes the appropriate and correct decision has been reached. RLN has advice that NZRL will not sanction or recognise another entity within the zone. RLN is proud of the credibility that has been developed in the game off the back of solid achievements. Rugby League as a game has come a long way from 2010 and has much more that can be achieved. Doing so, would be best served with a United Northland Rugby League Community that celebrates and appreciates everyone s contribution and spirit of generosity. We may not be there yet, but we re closer than we were yesterday and can be closer still through unified actions. RLN encourage all rugby league clubs in Northland to continue to work with RLN to grow the game and engage in a planned and inclusive approach to supporting aspirations. Game Development RLN has achieved significant growth for the game in Northland since the inception of the Zone in RLN has worked tirelessly to build the credibility and sustainability of the game over the past 5 years. Some achievements to date include: Registered player number have increased by more than 500% since 2010 (655 in 2010 with approx in 2015) Growth in Club participation: o 2014: 71 Club Teams 2015: 92 Club Teams o Creation of the Championship, a second tier senior competition The game has built credibility with funders and sponsors with a 200% increase in revenue Structured and organised junior competitions: o 25 mid-week mini-mod teams in Kaikohe. Growth of 15 teams in one year. o 40 teams and over 500 kids at Whangārei Junior League every Sunday The Leadership through League programme provided throughout Northland is a development programme to be proud of: o More than 203 college students graduated in 2015 as qualified Mini Mod coaches

3 o Those 203 Coaches (students) across 12 colleges, coached in 38 Primary Schools to 3,541 students Every school in Northland has an opportunity to play rugby league More than 1,749 participants played in an organised School League Competition during 2015 including o Northland Primary Schools Competition where over 40 Primary Schools participated o Year 9 & 10 Challenge Shield Nine-A-Side Competition where 10 High Schools participated o Year 9 & 10 Lightning League (girls) Competition where 3 High Schools participated o NorthTec Adam Blair Trophy where 11 High Schools participated This activity has seen an increase in the opportunity for our representative players at National Tournaments, higher representative honours and pathways into to the NRL RLN focus on More than Just a Game, helping communities grow on and off the field has seen the game develop strong working relationships with community based funders that helps us support all the activity across the region and raise community awareness of important kaupapa through the sport of rugby league. As part of these relationships RLN has a working relationship with the Ministry of Social Development and the It s not OK violence prevention kaupapa. Out of this relationship RLN has produced an on-line video campaign Don t be An Egg to address sideline abuse ( That campaign has received national recognition and television coverage. The More than just a Game focus has also led to a RLN health campaign, He Ora te Wai, Water is the best drink in association with Northland District Health Board and supported by Northland and Kiwi Rugby League representative, Elijah Taylor. RLN has also built a working relationship with Northland Rugby Union to address player welfare and signed a joint MoU to prevent players who have been stood down in either code as a result of concussion from taking the field in the other code. Management RLN as an organisation consists of a team of four (4) staff to manage these expectations and grow the credibility and sustainability of the game. The current roles within RLN are: General Manager (Alex Smits) Development Manager (Aaron Thomas) Administration, Communications and Club Development Officer (Toni Haldane) Development Officer (Benson Selwyn) RLN delegates management of competitions to Sub Committees. Representatives from all clubs involved in each competition forms each sub-committee. These sub-committees include: Senior Sub Committee Mid to Far North Junior Sub Committee Whangarei Dargaville Junior Sub Committee.

4 RLN has an Independent Judicial Committee who have the authority to deal with matters as it deems appropriate on areas of non-compliance, fixtures and matches and disputes between members relating to the playing of the game or management of the affairs of a member. The Judicial Committee is: David Grindle, Chair Val MacDonald Harry Clyde Val McDonald Daniel Smith Jon Renes RLN also supports the Rugby League Northland Referees Association that is also set up as a subcommittee to coordinate referees across all rugby league competitions in Northland. The Association consists of 16 certified volunteer referees. The RLN Board is comfortable that the Governance and Management provides robust consultation with its stakeholders in the management and delivery of the game in Northland. Governance Rugby League Northland (RLN) is the delegated authority of New Zealand Rugby League (NZRL) that governs rugby league in the Northland region. The Zone Board, GM and RLN staff operate under the remit to manage the game guided by the rules, regulations, resolutions and constitution of NZRL. The RLN Board consists of up to seven (7) Directors, five (5) of whom are to be Appointed Directors and two (2) of whom are to be Elected Directors. The current Board is made up of people of Northland involved in different sectors and communities across the Northland region. The Board Directors are: 1. Walter Wells, Chair 2. James Nair,Deputy Chair 3. Greg Steed 4. Bob Willoughby 5. Brad Flower 6. Rangitane Marsden 7. Juanita Hool Appointment and/or Election to the Board is an open and transparent process provided each year where anyone who meets the Director Suitability Criteria can stand as an independent director or club elected director. The Board has a responsibility to provide leadership and decision making in the best interest and wellbeing of the game for all involved including;

5 Promote Rugby League: administer, promote, foster and develop Rugby League throughout the Zone and New Zealand, from "grass roots" level to national representative level and govern Rugby League throughout the Region; Arrange Matches: arrange, participate in and promote regional competitions and Rugby League matches and to participate in and promote national and other Rugby League competitions, matches and tours both within New Zealand and overseas; NZRL Requirements and Representation: comply with the rules, by-laws, regulations and resolutions of the NZRL and submit to the NZRL any amendments to the Laws of the Game and the by-laws and regulations of the NZRL that the Zone considers appropriate; Meet RLIF Requirements: subject to domestic safety law variations adopted by the NZRL, comply with the Laws of the Game and the by-laws, regulations and resolutions of the RLIF, and require Members to similarly comply; Representative Teams: form and manage representative Rugby League teams for the Region; Affiliated Body Matches: foster and support Rugby League competitions amongst its members; Regional Competitions: foster and support Rugby League competitions between representative teams of the Zone and representative teams of the members of the NZRL; Good Management: encourage and support good fiscal management and sporting practices by all persons under its authority; Guidance and Leadership: provide guidance and exercise leadership in relation to Clubs, District Leagues and their members; and Promote Interests of Rugby League: do all such other things to promote, and encourage activities conducive to, Rugby League. RLN Financial Performance and Resourcing Financial transparency of RLN is provided to all Clubs at the AGM. The annual accounts clearly report on where all RLN income and expenditure is derived. RLN has consistently returned a strong financial position and operated a surplus financial model to manage any future financial exposure. All RLN Clubs receive equitable access to RLN support and resources.