Infrastructure Strategy Climate change will affect weather patterns, which will alter cultivation practices and Infrastructure is the biggest proportion of Council spending (61%) and this strategy the associated industries, building design, urban planning and many other aspects of informs, and is closely aligned with, Marlborough’s Financial Strategy 2018-2028. This daily life. infrastructure strategy will also inform our long term plans, asset management plans, and annual plans. The fundamental Council infrastructure required to support the community — road transport, land drainage and water and wastewater services will need to adapt to the Part One — Context, Opportunities and new environment. In some cases the infrastructure will evolve and adapt in response to the changes but often it will need to be planned and implemented in advance tokeep the community safe and facilitate the new developments.Strategic Challenges Over the next 30 years technology will provide new opportunities that have strong Context and Opportunities – what sets our region apart potential to positively affect the management of infrastructure. Our vision is that over the next 30 years Marlborough will become a globally-connected district; known for progressive, high-value enterprise and economic efficiency. Part One concludes with an outline of the key challenges facing our region’s Residents will enjoy an enviable lifestyle and natural environment. The region will infrastructure, including: achieve a world-wide reputation as a visitor destination. Marlborough will be ‘smart and connected’. - the need to replace infrastructure which has reached the end of its useful life Infrastructure has a key role to play in supporting this vision — including an abundant - changes to legislative requirements supply of drinking water direct from the tap; a clean, safe and sanitary environment; the response to climate change predictions and the connectivity to safely link the region’s communities together and to the outside - world. - rearation for a major earthquake Marlborough is regularly recorded as one of the sunniest places in New Zealand. The Part Two — Specific challenges, options and preferred solutions good weather combined with the beautiful Marlborough Sounds, the Wairau and for each of our infrastructure assets Awatere Valleys, a gateway to the Nelson Lakes National Park and the welcome awaiting at the numerous winery cellar doors makes the region a very popular These chapters provide a more comprehensive summary of the significant asset destination for both national and international tourists. Tourist numbers have been management challenges for each asset type, the main options Council has to address increasing rapidly since 2000 and cruise ships regularly visit Picton with more than these, and the implications of those options. Where possible, a preferred option is 5000 passengers on-board. indicated. The Marlborough economy has a number of significant industries — wine production, The anticipated capital investment and the ongoing costs of operating infrastructure farming, forestry and aquaculture — and a booming tourism sector. The GDP has been estimated. Financial information is provided in detail for each of the first ten generated by these activities in 2016 is shown below. years, and then in five year blocks after that. These forecasts also include the expected impact of price changes for projects over time expressed at current prices In March 2017 the New Zealand Transport Agency (NZTA) published its Long Term and adjusted for price inflation. Strategic View Their projections for the South Island was that the current economic drivers will remain consistent, with a continued emphasis on primary production. Part Three — Financial summary However regionally wine production and tourism are forecast to be the key growth This section takes the financial information from Part Two and combines it to provide area. an overall picture of how much money needs to be invested over the next 30 years. A The Government has set a target of tripling the country’s food and beverage exports timeline for that spending is included. over the next 15 years. This growth will be partially achieved by more land being converted to productive land, more efficient production and the introduction of high 2018-2028 Long Term Plan Page 171