Regional Growth via Strategic Process

For the record - this version of this submission was created using Chat GPT. I was told by my wife to use it as it will be more paletable for the MDC on reading and more polite. It was formally titled A Vision of Marlborough and can be found on this platform.

Submission to the Marlborough District Council

Subject: Development of an Agreed Vision and Strategic Growth Plan for Marlborough to be used by staff and councillors.

Submitter: Richard Briggs

Date: 25/11/25

1. Introduction

I appreciate the opportunity to provide feedback to the Marlborough District Council (MDC). This submission urges the Council to adopt a clear, region-wide Vision and Strategic Growth Plan to guide decision-making, funding allocation, and long-term development across Marlborough.

Given the region’s current economic challenges—particularly within the context of New Zealand’s position at the lower end of OECD economic growth metrics—it is essential that Marlborough takes a unified and strategic approach to its future.

2. Need for a Unified Regional Vision

Marlborough has lacked an agreed, region-wide strategic vision for too long. Without this, decision-making has been inconsistent, reactive, and at times influenced by competing priorities between towns.

Historically, a “town versus town” mentality has influenced budget allocation for development initiatives. This dynamic—between both staff and councillors—has hindered cohesive regional planning. Instead of competing for limited resources, councillors should be working collaboratively for the collective benefit of Marlborough, using a shared framework that sets clear priorities and investment pathways.

A unifying vision would support strong decision-making in areas such as:

• Infrastructure investment
• CBD revitalisation
• Environmental protection and climate resilience
• Community services and facilities
• Economic development and industry support

3. Consequences of Non-Strategic Governance

When local authorities fail to work strategically, a range of negative outcomes typically emerge. These include:

• Low and uneven economic growth
• Frustration and misalignment within the organisation
• Lack of clear direction for staff and councillors

• Reactive rather than proactive management
• Increased time and resources spent responding to emergencies
• Maintenance backlogs and infrastructure decline
• Inability to accommodate population or industry growth
• Failure to meet community expectations

The absence of strategic cohesion ultimately undermines the Council’s ability to deliver sustainable well-being for its communities.

4. Why This Contribution Matters

A shared vision ensures that decisions reflect the long-term interests of the region, not just the loudest or most persistent voices. Decisions grounded in strategy rather than territorial competition or short-term pressures lead to better outcomes for all Marlborough residents.

Marlborough faces several regional challenges, including:

• An ageing population
• Climate change impacts
• Tariff and export pressures
• Rising costs
• Slowing economic performance in key sectors
• Infrastructure investment gaps

These issues demand informed, coordinated, and future-focused leadership.

Now is the time to understand what the region has, what needs improvement, and how to plan strategically for long-term prosperity.

5. The Case for Region-Wide Economic Alignment

While Blenheim consistently shows economic performance above the national average, the region remains below national growth levels because other centres and assets face recurring economic stagnation.

A successful region requires balanced economic contribution from all communities. As it stands, Marlborough is like a family where one member earns well while the others struggle. For the family to thrive, every member must be supported to succeed.

Many other regions across New Zealand recognise that balanced regional growth is essential for resilience, competitiveness, and social well-being. Marlborough must do the same.

6. Recommendations

I respectfully request that MDC:

• Develop and adopt an agreed, region-wide Vision for Marlborough, created through meaningful community and stakeholder engagement.
• Create a Strategic Growth Plan outlining priorities, actions, and measurable outcomes for the next 10–30 years.
• Use this Vision and Plan as the foundation for all decision-making, including budget allocation, infrastructure planning, and community development investment.
• Adopt a region-first rather than town-first philosophy, ensuring fairness, transparency, and long-term regional benefit.

7. Conclusion

Marlborough has enormous potential. However, without a coordinated, strategic approach, the region will continue to face uneven growth, missed opportunities, and mounting pressures. A shared regional vision and growth plan will give councillors, staff, businesses, and communities the clarity they need to build a stronger and more resilient Marlborough for future generations.

Thank you for considering this submission. I welcome further engagement on this matter.

Richard Briggs, Picton