Murray Bridge Text extracted from the PDF. Page numbers refer to the original PDF. Images and charts are not reproduced; table layout and reading order may differ. Consult the original PDF for visual details. --- PDF page 1 --- The RURAL City of Murray Bridge Economic Development & Growth Strategy Growing. Thriving. Strong. 2026-2030 --- PDF page 2 --- We acknowledge the Ngarrindjeri people as the traditional owners of this land on which we meet and work. We respect and acknowledge their spiritual connection as the custodians of this land and that their cultural heritage beliefs are still important to the living people today. We recognise the living culture and combined energies of the Ngarrindjeri people, our global pioneers and community members today for their unique contribution to the life of our region. 2 The Rural City of Murray Bridge --- PDF page 3 --- Mayor and CEO Message 5 About this Strategy 6 Strategic Context & Alignment 8 Strategic Development Approach 11 Economy Overview 12 Council’s Role in Economic Growth 14 Framework: Focus Areas & Key Moves 16 Focus Area 1 Progressive Wellbeing 16 Focus Area 2 Activating Infrastructure 17 Focus Area 3 Sustainable Growth 18 Implementation Logic & Phasing 2026-2030 21 Measures What Success Looks Like 22 Governance, Resources & Implementation 23 High Level Action Plan 24 Appendices 35 Contents Economic Development and Growth Strategy 2026-2030 3 --- PDF page 4 --- 4 The Rural City of Murray Bridge --- PDF page 5 --- Mayor and CEO message As Mayor and Chief Executive Officer, we are proud to present the Economic Development & Growth Strategy 2026–2030 for the Rural City of Murray Bridge. Importantly, this Strategy adopts a wellbeing economy approach, recognising that success is measured not only by growth, but by improved quality of life, stronger social inclusion, and resilient natural and built environments. This is a living roadmap that will guide decision-making, strengthen partnerships, and support advocacy to State and Federal Governments – ensuring infrastructure, land use and industry development are aligned to opportunity. We acknowledge the contributions of our community, industry partners and government stakeholders in shaping this Strategy. Delivering its outcomes will require continued collaboration, innovation and shared commitment. T ogether, we are building a stronger, more resilient and prosperous Murray Bridge, a place where people, businesses and industries can confidently invest, grow and thrive. Our region has entered a defining period of growth. Strong population increases, rising investment, and our strategic location position Murray Bridge as a key driver of South Australia’s future prosperity. This Strategy provides a clear and coordinated pathway to harness this momentum and deliver lasting economic, social and environmental outcomes for our community. Building on extensive planning, advocacy and collaboration, the Strategy brings together our priorities into a focused framework, centred on ten Key Moves across three focus areas, aligned with our Strategic Plan 2024–2028. Our approach is guided by the four P’s; planning for growth, preparing our organisation and community, partnering with key stakeholders, and placemaking to create vibrant, connected places. These principles ensure growth is purposeful, well- managed and community focused. Economic Development and Growth Strategy 2026-2030 5 Wayne Thorley Mayor Heather Barclay Chief Executive Officer --- PDF page 6 --- about this strategy The Economic Development & Growth Strategy 2026–2030 sets out how the Rural City of Murray Bridge will harness population and investment growth to deliver a more prosperous, resilient and inclusive local economy. The Strategy is intended as a working document that guides annual business planning, informs infrastructure and land use decisions, and supports funding and partnership negotiations with State and Federal Government. Recent years of planning, research and advocating for government investment under an aspirational framework has resulted in long-term commitment to critical community building infrastructure. The EDGS aims to deliver these confirmed directions. The Strategy builds on recent years of planning work, consolidating existing projects and initiatives into a clear framework of ten ‘Key Moves’ across three focus areas, underpinned by a Strategic Plan (2024-2028) focused on Growing, Thriving, Strong. The purpose of the Economic Development and Growth Strategy is to: • Align Council’s economic development efforts with its Strategic Plan 2024–2028 under the broader Community Plan’s theme of a “Dynamic Economy - where people, business and industry are seizing opportunities to learn, earn and grow. People thrive when they participate in a dynamic economy”. • Provide a practical implementation roadmap for Council, partners and industry over the next four years. • Embed a wellbeing economy lens ensuring economic growth improves living standards, social inclusion and environmental resilience. Growth Aspirations Growth Di r ections 6 The Rural City of Murray Bridge --- PDF page 7 --- Economic Development and Growth Strategy 2026-2030 7 --- PDF page 8 --- Strategic Context & Alignment Local / Regional The Economic Development and Growth Strategy is anchored in RCMB’s broader policy framework: • Community Plan 2016-2032 – Thriving Communities: long term community aspirations shaped by extensive engagement. • Strategic Plan 2024-2028 – A Dynamic Economy: one of four themes, focusing on people, business and industry seizing opportunities to learn, earn and grow. • Structure Plan 2024 and Code Amendments: provide the spatial framework for residential and employment lands growth State The Economic Development and Growth Strategy draws strands of activity together into a single, implementable framework for economic development and growth, ensuring alignment with South Australian Government objectives outlined in: • Greater Adelaide Regional Plan (GARP) and associated housing and employment targets. • The Housing and Employment Lands Roadmap which provides for a pipeline of both housing and employment lands, to support Local, State and Federal economic aspirations. • The State Infrastructure Strategy 2025 • The South Australian Transport Strategy 2025 • The Storm Water Management Planning Priorities for SA 2022 As a result of effective advocacy over recent years, the South Australian Government has committed $103.7 million to public transport, improved connectivity, medical, education and public realm initiatives for delivery from 2026 to 2030. 8 The Rural City of Murray Bridge --- PDF page 9 --- Federal Murray Bridge is strategically located and just one hour from Adelaide along the states eastern growth corridor - it offers space and opportunity for large scale development on affordable serviced land - its proximity to Adelaide and direct rail and road freight connections is one reason it provides opportunity to contribute to the Federal Governments ambition to grow Australian Farm outputs, and strengthen export supply chains - it also offers a place to support sovereign capability - it is to be connected to the Port of Adelaide via the high productivity road freight route, providing a strategic base for food and Agri-business, logistics, warehousing, advanced manufacturing and machining, defence aligned industry and critical and emerging technologies. By concentrating value-adding, cold-chain and logistics activity within its employment precincts and future freight bypass, RCMB can provide a high-efficiency platform for South Australian grain, livestock, horticulture and food products to leverage Federal reforms to export services, digital certification and market access led by Department of Agriculture, Fisheries and Forestry of Australia and Austrade. Through close partnership with the State Government’s Trade and Investment Strategy to 2030 and related export diversification and agrifood programs, RCMB can position its precincts and transport investments as priority regional nodes that translate Federal export policy into tangible jobs, investment and higher value agricultural exports from the Murraylands and broader South Australian regions. The National Housing and Homelessness Plan (NHHP) sets the long term national framework for safe, affordable and well-located housing and informs Commonwealth-State agreements and investment streams. Housing Australia Future Fund (HAFF) and Housing Support Program (HSP) fund new social/affordable dwellings and enabling infrastructure and planning for growth councils. RCMB has already secured Housing Support Program funding for its growth initiatives to develop an infrastructure scheme, open space master plan and growth area code amendment to accelerate housing supply. RCMB’s aspirations for affordable and worker housing overlays, residential code amendments and uplift in public housing directly mesh with HAFF/HSP focus on supply, infrastructure and planning in growth regions. The RCMB growth-ready positioning under GARP and Structure Plan, with residential expansion at Gifford Hill and other master planned areas supports a strong case into Commonwealth housing programs as a high growth regional city. RCMB has opportunities to support the National Freight and Supply Chain Strategy 2025. Australia’s freight task is growing with domestic freight projected to increase by 26% between 2020 and 2050. The National Freight and Supply Chain Strategy is a holistic, coordinated and multi-modal approach to freight and supply chains agreed by all jurisdictions. Economic Development and Growth Strategy 2026-2030 9 --- PDF page 10 --- National Growth Areas Alliance As mentioned, the Rural City of Murray Bridge is strongly aligned with current Federal Government priorities for housing supply, productivity growth and liveability in fast-growing regions. As a designated growth area council, Adelaide satellite city and member of the National Growth Areas Alliance (NGAA), The Rural City of Murray Bridge (RCMB) is part of the national cohort expected to deliver a significant share of new homes and jobs under the National Housing Accord and related population and regional development frameworks. The Economic Development and Growth Strategy positions Murray Bridge to support Commonwealth objectives by unlocking housing, enabling infrastructure, strengthening freight and industry connections along key national corridors, and growing a skilled workforce that can contribute to national productivity and resilience. Council can actively leverage national partnerships, programs and data to ensure that local investment decisions help deliver wider Australian Government goals for sustainable growth, climate-ready infrastructure and inclusive economic participation in regional Australia. Active participation positions RCMB for further external funding to drive these objectives. 10 The Rural City of Murray Bridge --- PDF page 11 --- Strategy Development Approach The Strategy was developed through a five-step process: 1 Economic Profiling: comprehensive analysis of the current economy, sector structure, workforce trends and performance (Appendix 1) 2 External Trends & Emerging Sectors: assessment of technological disruption (including AI), climate impacts, trade dynamics, visitor trends and infrastructure needs, as documented in the Economic Opportunities and Challenges Discussion Paper (Appendix 2). 3 Wellbeing Economy Lens: application of contemporary frameworks such as community wealth building, regenerative economic development and “doughnut economics” to ensure broader wellbeing outcomes (Appendix 1 and Appendix 2). 4 Stakeholder Engagement: targeted engagement with: • Murray River Lakes & Coorong T ourism Alliance (MRLCA). • Local businesses via roundtable and online survey. • Council leadership through multiple workshops. 5 Review: the earlier draft developed through steps 1-4 was updated to align with State Government commitments and consider current geographical and economic climate. The inclusion of Key Move 10 – Marketing & Promotion underpins the three previously identified focus areas to ensure the region’s story is told. This process identified key challenges such as climate exposure, skills shortages, housing constraints, infrastructure gaps and opportunities arising from AgT ech, healthcare technology, professional services growth, renewables and tourism. The identified 10 Key Moves and associated 51 Actions address these challenges and opportunities. Economic Development and Growth Strategy 2026-2030 11 --- PDF page 12 --- Economy Overview A detailed economic profiling exercise was undertaken of the Rural City of Murray Bridge economy and is fully detailed in Appendix 1. The top three industries generate 52.9% of the total RCMB economic output: Construction generating $571M (21.8%) Agriculture generating $424M (16.2%) Manufacturing generating $391M (14.9%) Gross Regional Product has grown 10% in the last 4 years to $1.38 Billion (June 2023) The largest number of businesses by industry include: Agriculture, Forestry and Fishing industry businesses 265 (18.5%) (9.9% average in South Australia) Construction industry businesses 236 (16.5%) Rental, Hiring and Real Estate Service businesses 154 (10.8%) 1,429 registered businesses exist in RCMB 13% of our community were born overseas T op five birthplaces (other than Australia) are the UK, Philippines, China, New Zealand and Vietnam. 5.6% of our community are First Nations people 12 The Rural City of Murray Bridge --- PDF page 13 --- Over the past four years, the most significant changes have occurred in the Rental, Hiring and Real Estate sector, along with the Other Services sector, which includes repair and maintenance, personal services and a range of other service-based businesses. The Rural City of Murray Bridge contributed 1.2% of South Australia’s employment and 1.0% of its value added (2022-23). Gross Regional Product has grown 10% in the last 4 years to $1.38 Billion (June 2023) The largest number of businesses by industry include: Agriculture, Forestry and Fishing industry businesses 265 (18.5%) (9.9% average in South Australia) Construction industry businesses 236 (16.5%) Rental, Hiring and Real Estate Service businesses 154 (10.8%) 1,429 registered businesses exist in RCMB The largest proportion attributed to Livestock Processing $61.1M The agriculture sector’s share of state employment increased to 4.9% in 2022/23 (501 new jobs) (from 3.5% in 2019/20) The total value of agricultural output in 2020/21 was $252M Direct T ourism Sector employment increased to 556 in 2024 (from 305 in 2021) Indirect T ourism Sector employment increased to 378 in 2024 (from 207 in 2021) Economic Indicator Gross Regional Product is the key indicator of economic growth. The RCMB local economy has seen a considerable growth trend between 2020 and 2025 increasing by 10%. A proactive approach by Council is facilitating accelerated growth using levers such as land use zoning, accessibility, effective partnering and dedicated programs. 2021 $0 $300M $600M $900M $1.20B $1.50B $1.80B 2021 2022 2023 2024 2025 Gross Regional Product Economic Development and Growth Strategy 2026-2030 13 --- PDF page 14 --- Council ’s Role in Economic Growth Council’s sphere of influence spans a spectrum from direct delivery (e.g. Visitor Information Servicing, events, business support), through facilitation and partnership (e.g. investment attraction, workforce initiatives), to advocacy and policy leadership (e.g. freight corridors, health services, access to tertiary and upskilling educational services). Given finite resources and a substantial works program, the Economic Development and Growth Strategy emphasises prioritisation, focusing Council effort where it can “move the dial” and generate the greatest return for community. Key Strategic Roles Influence Spectrum Convenor Bringing together industry, education, and community to progress shared projects. Advocacy Leading policy for freight corridors, health services, and tertiary presence. Facilitation Attracting investment and workforce initiatives through strong partnerships. Direct Delivery Operating the Visitor Information Centre, events, providing direct business support services and place based education services. Governance Ensuring long-term strategic alignment and regional economic prosperity. Planner Ensuring land use planning and code amendments enable investment and housing. Investor Delivering enabling infrastructure and leveraging external funding. Place Maker Positioning RCMB as an attractive place to live, work, and invest. Data Provider Monitoring economic performance and reporting on strategic outcomes. impact 14 The Rural City of Murray Bridge --- PDF page 15 --- Economic Development and Growth Strategy 2026-2030 15 --- PDF page 16 --- Framework: Focus Areas & Key Moves The Economic Development and Growth Strategy is organised into three interconnected Focus Areas, underpinned by the Council’s Strategic Plan focused on Growing, Thriving and Strong which is realised through brand development and a clear narrative regarding growth directions. Focus Area 1 Progressive Wellbeing Brings together health, housing, education and climate resilience to ensure sustained economic growth translates into better living standards and long-term sustainability. Key Move 1 – Health & Housing Focuses on implementing the Innovate Reconciliation Action Plan, developing and delivering Growth Infrastructure Plans, undertaking strategic land reviews, advancing growth initiatives, advocating for expanded health services and addressing affordable and workforce housing. In addition, actively participate in National Growth Areas Alliance. Key Move 2 – Education & Training Aims to build a robust, adaptable workforce by identifying required skills and existing gaps, local training pathways, a place-based training hub, AI readiness programs and strengthened education– industry partnerships. Key Move 3 – Climate Resilience Integrates Council’s climate and environmental considerations into economic development through climate risk governance, climate- ready design guidelines, energy efficiency considerations, attracting aligned industry, AgT ech and agricultural climate adaptation support. 16 The Rural City of Murray Bridge --- PDF page 17 --- * A smart city is a city that uses communication technology and data to improve environmental sustainability, quality of life and the way people work in or visit a city. Focus Area 2 Activating Infrastructure Concentrates on the linkages between land use, connectivity, infrastructure and major investment to underpin economic growth. Key Move 4 – Residential & Employment Lands Ensures fit-for-purpose land supply through strategic land review, advancement of growth initiatives, progression of structure plans and code amendments, and the Outer T owns Project (Mypolonga, Callington). Key Move 5 – Strategic Infrastructure & Connectivity Focusing on developing and delivering on growth infrastructure plans and Long-T erm Financial Planning, embedding Smart City* and digital connectivity, establishing a developer contributions framework, advocating for and facilitating freight and transport improvements, and aligning infrastructure investment with growth. Key Move 6 – Large Scale Investment Attraction T argets transformational investments via investment-ready land, proactive investment attraction with an international focus, creating sector-specific investment prospectuses, and business case development for major opportunities. Economic Development and Growth Strategy 2026-2030 17 --- PDF page 18 --- Focus Area 3 Sustainable Growth Supports expansion of tourism and events, small business development and attraction of new enterprises. Key Move 7 – T ourism & Events Strengthens the visitor economy by reforming the visitor information servicing model, deepening Murray River Lakes and Coorong Alliance partnerships, attracting major events, seeking co-investment and positioning RCMB as Adelaide’s “playground”. Key Move 8 – Business Support Builds business capacity and resilience through workforce initiatives, co-working activation, upskilling programs, AI/technology adoption support and local procurement “Buy Local” measures. Leverage the award-winning Study Hub program and facility. Key Move 9 – Business Retention & Attraction Utilise enterprise-ready land, education and training facilities for supporting existing business, new target sectors, reducing retail leakage, diversifying into advanced food production/value-added manufacturing and attracting renewables/digital sector firms. 18 The Rural City of Murray Bridge --- PDF page 19 --- Key Move 10 – Marketing & Promotion Telling the Story - Growth Directions, Marketing & Promotion Throughout the Strategy’s development, community and industry stakeholders emphasised the importance of a clear narrative about the region’s growth and opportunities, and the need to better communicate and fully leverage existing initiatives through stronger storytelling and promotion. In response, the strategy embeds community pride and promotion as an underpinning focus. Actions are designed to create a compelling narrative supported by targeted marketing and collateral to build local pride, attract new investment and businesses, draw new residents, and grow tourism and visitation. This will raise the region’s national profile by highlighting affordability, lifestyle, housing and employment opportunities and proximity to Adelaide. Economic Development and Growth Strategy 2026-2030 19 --- PDF page 20 --- 20 The Rural City of Murray Bridge --- PDF page 21 --- Implementation Logic & Phasing 2026–2030 The action plan sequences 51 actions across four years, with ongoing initiatives embedded throughout and recurring. Year 4 (2029–30) – Consolidation & Review Transformational projects progress toward delivery, long-term partnership returns materialise, and strategy outcomes are assessed for next cycle. Year 1 (2026–27) – Foundation-setting Land reviews, strategy and framework development, partnership formalisation, quick-win programs and planning processes commence across all 10 Key Moves. Actions and projects already established and underway are built upon. Year 2 (2027–28) – Activation Business cases for transformational opportunities, AI readiness programs, international engagement is strengthened, and new experience and tourism products launch. Year 3 (2028–29) – Scaling Infrastructure delivery accelerates, co-investment secured, outer town plans implemented, and sector-specific attraction campaigns enter the market. Ongoing Across all years, core functions such as workforce development, business support, tourism marketing, events and advocacy on key issues continue on an ongoing basis. Economic Development and Growth Strategy 2026-2030 21 --- PDF page 22 --- Measures - What Success Looks Like The Economic Development and Growth Strategy adopts a blended measurement approach as reflected in the Commonwealth Government’s contemporary ‘measuring what matters’ report. Recommended measures have been selected for each Focus Area and, in some cases, for Key Moves, based on data availability and frequency of reporting. These will be used to report annual performance and inform iterative adjustments. Using publicly available measures to monitor the impact of the Economic Development and Growth Strategy minimises the investment required as the data is readily available. Further information on measurement and indicators is provided in Section 9 ‘Measuring Success’ of Appendix 1 ‘The Rural City of Murray Bridge Economic Profile – June 2025’. 22 The Rural City of Murray Bridge --- PDF page 23 --- Governance, Resourcing & Implementation Oversight and implementation of the Strategy will be undertaken by Council in close collaboration with Administration. The Strategy forms part of Council’s suite of corporate documents and progress will be reported quarterly. Key governance features include: • Clear internal ownership for each Key Move and action. • Regular reporting to Council on progress and outcomes. • Use of the action plan to inform annual budgets and capital works programs. • Ongoing engagement with industry and community stakeholders. Resourcing requirements include the need for economic development, investment and attraction expertise. In addition, tools are required to effectively manage and track strategy implementation success such as a Customer Relations Management system for business interactions (existing and intending) and secure platform to support a confidential network of local business growth intent. Without this, the risk is that the Strategy becomes aspirational rather than deliverable, and key opportunities are lost to completing regions or are missed. Economic Development and Growth Strategy 2026-2030 23 --- PDF page 24 --- High Level Action Plan This section identifies areas of focus and the steps required for delivery. A detailed Operational Delivery Plan has been developed for internal use. It is an operational document with commerical-in-confidence matters and is therefore confidential. The 51 actions have been numbered for easy identification and cross-referencing and the role of Council identified (L = Lead, C = Co-lead, S = Support, F = Facilitate, A = Advocate). 24 The Rural City of Murray Bridge --- PDF page 25 --- Focus Area 1 Progressive Wellbeing Key Move 1 – Health & Housing Economic Development and Growth Strategy 2026-2030 25 Plan Reference and Council role Strategic Plan Alignment Action Timeframe 1.1.1 National Growth Areas Alliance (NGAA) (S) Focus Area 1 – Activating our Rural City and Attracting People and Industry Actively participate in the NGAA to raise RCMB profile nationally as a growth area and leverage their activity. Report alliance outcomes annually. Ongoing 1.1.2 Increase Aboriginal and T orres Strait Islander economic participation (F) Focus Area 2 – Connecting People and Places Partner with Ngarrindjeri organisations to integrate Indigenous economic participation opportunities into Council programs as outlined in actions 11 & 12 under the ‘Opportunities’ section in the Innovate Reconciliation Action Plan (2026 – 2028). Y ear 1 (2026-27) – Y ear 2 (2027-28) 1.1.3 Ensure Community Infrastructure for the future population’s essential service and amenity needs (L) Focus Area 3 – Enhancing Places and Spaces Continue Growth Infrastructure Planning • Focus initially on completion of Community Infrastructure Model 2 to inform future social infrastructure requirements and contributions framework and mechanisms delivery. • Map social infrastructure gaps against population growth projections, and secure funding for priority community facilities. Y ear 1 (2026-27) – Y ear 3 (2028-29) 1.1.4 Strategic land for future affordable housing, aged care and health services (L) Focus Area 3 – Enhancing Places and Spaces Complete comprehensive property and land audit identifying parcels suitable for health, aged care and affordable housing. Align findings against planning code and adjust to facilitate. Prepare business cases for priority parcels. Y ear 1 (2026-27) – Y ear 3 (2028-29) 1.1.5 Advance Urban Design Framework for inclusive urban development (L) Focus Area 3 – Enhancing Places and Spaces Progress Murray Bridge West residential precinct. Develop and implement Urban Design Framework. Y ear 1 (2026-27) – Y ear 4 (2029-30) 1.1.6 Expanded health services and regional healthcare hub (A) Focus Area 4 – Supporting our Communities Monitor and report on State Government implementation of Murray Bridge Hospital Upgrades including a new renal unit and new maternity ward and birthing unit. Continue to advocate to the private sector for allied health hub (removing need to travel for services – Mt Barker, Adelaide). Y ear 2 (2027-28) – Y ear 4 (2029-30) 1.1.7 Address affordable housing supply gap for workers and families (C,F) Focus Area 4 – Supporting our Community Partner with SA Housing Trust and community housing providers to build on the 20 new public homes and 115 minor upgraded investments. Facilitate public housing renewal projects. Investigate partnering opportunities to develop a worker accommodation incentive program for key employers. Y ear 1 (2026-27) – Y ear 3 (2028-29) --- PDF page 26 --- Key Move 2 – Education & Training Key Move 3 – Climate Resilience 26 The Rural City of Murray Bridge Plan Reference and Council role Strategic Plan Alignment Action Timeframe 1.2.1 Increased supply and availability of skilled workers for key sectors (F) Focus Area 4 – Supporting our Community Conduct annual skills gap analysis across construction, agriculture, healthcare and manufacturing sectors. Partner with TAFE SA and local Registered Training Organisations for tailored training program delivery. Y ear 1 (2026-27) – Ongoing 1.2.2 T argeted local training and development pathways (F, C) Focus Area 1 – Activating our Rural City and Attracting People & Industry Focus Area 4 – Supporting our Community Build on existing partner agency agreements to provide place-based training leveraging existing Study Hub. Source micro-credential programs in AgT ech, digital literacy and trades and adapt and tailor existing programs for future business needs. Continue to secure state and federal workforce development funding. Support the development of technical college in Murray Bridge. Y ear 1 (2026-27) – Y ear 4 (2029-30) 1.2.3 Leverage existing infrastructure to support new business establishment (L) Focus Area 4 – Supporting our Community Maintain Skills Centre partnerships and implement small business incubator/accelerator program; support the delivery of quarterly ‘Starting a Business’ workshops; connect entrepreneurs with mentors. Y ear 1 (2026-27) – Y ear 2 (2027-28) 1.2.4 Upskill individuals to leverage evolving digital technology (F) Focus Area 4 – Supporting our Community Develop AI readiness and digital transformation training program for local businesses; partner with universities for regional professional development; monitor AI impact on local employment. Y ear 2 (2027-28) – Y ear 4 (2029-30) 1.2.5 Strengthen education partnerships and pathways (C) Focus Area 4 – Supporting our Community Formalise Memorandum of Understanding with TAFE SA, universities and school-to-work providers. Advocate for expanded tertiary presence in Murray Bridge. Support Aboriginal and T orres Strait Islander education and employment pathway programs. Y ear 1 (2026-27) – Y ear 3 (2028-29) Plan Reference and Council role Strategic Plan Alignment Action Timeframe 1.3.1 Implement Climate Emergency Action Plan (L) Focus Area 3 – Enhancing Places and Spaces Finalise and adopt Climate Emergency Action Plan with measurable targets; allocate annual budget for priority actions; report progress biannually. Y ear 1 (2026-27) – Ongoing 1.3.2 Engineering Design Guidelines for climate- ready development (L) Focus Area 3 – Enhancing Places and Spaces Finalise and publish guidelines incorporating Water Sensitive Urban Design, water reuse and tree canopy standards; brief developers and building industry; review biennially. Y ear 1 (2026-27) – Y ear 2 (2027-28) 1.3.3 Industry and local business energy efficiency (F) Focus Area 4 – Supporting our Community Facilitate educational opportunities relating to sustainability and energy efficiency initiatives for the local business sector. Consider Council as a business i.e. Council operations (investigate energy efficient design standards for Council buildings and facilities). Y ear 1 (2026-27) – Y ear 3 (2028-29) 1.3.4 Support agriculture sector climate adaptation (F) Focus Area 4 – Supporting our Community Facilitate farmer forums on climate-resilient practices and emerging technology; partner with Department of Primary Industries and Regions South Australia on drought/flood preparedness; promote crop diversification and water efficiency. Y ear 2 (2027-28) – Y ear 4 (2029-30) --- PDF page 27 --- Focus Area 2 Activating Infrastructure Key Move 4 – Residential & Employment Lands Economic Development and Growth Strategy 2026-2030 27 Plan Reference and Council role Strategic Plan Alignment Action Timeframe 2.4.1 Conduct Strategic Land Review to optimise land use (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Focus Area 3 – Enhancing Places and Spaces Complete review of all Council-owned and strategic land parcels; classify as residential, employment, mixed-use or conservation; identify ‘preferred precincts / activity hubs’ and consult community / developers. Prepare disposal and acquisition development recommendations. Y ear 1 (2026-27) – Y ear 2 (2027-28) 2.4.2 Advance Urban Design Framework for renewal (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Deliver Murray Bridge West precinct infrastructure staging plan; progress code amendments for growth-supportive zoning; facilitate developer engagement for priority sites (identified in Action 2.4.1). Y ear 1 (2026-27) – Y ear 4 (2029-30) 2.4.3 Progress Structure Plan and Code Amendments (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Finalise ongoing code amendment processes; advocate to PlanSA for timely processing; ensure employment lands are zoned for industrial, commercial and mixed-use. Y ear 1 (2026-27) – Y ear 3 (2028-29) 2.4.4 Deliver Outer T owns Project (Mypolonga, Callington) (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Complete Mypolonga township evaluation including grape/fruit production assessment; commence Callington review; develop action plans for each outer town. Y ear 1 (2026-27) – Y ear 3 (2028-29) --- PDF page 28 --- Key Move 5 – Strategic Infrastructure & Connectivity 28 The Rural City of Murray Bridge Plan Reference and Council role Strategic Plan Alignment Action Timeframe 2.5.1 Continue Growth Infrastructure Modelling (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Focus Area 3 – Enhancing Places and Spaces Continue Growth Infrastructure Planning • Focus initially on completion of Community Infrastructure Model 2 to inform future infrastructure requirements and contributions framework and mechanism for delivery. • Collaborate with State Government on infrastructure planning and delivery. Y ear 1 (2026-27) – Y ear 4 (2029-30) 2.5.2 Collaborate on Developer contributions framework with State Government (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Engage on developer contributions under Planning, Development and Infrastructure Act; develop local policy position on infrastructure levies; implement contributions scheme for greenfield areas. Y ear 1 (2026-27) – Y ear 3 (2028-29) 2.5.3 Freight and transport network improvements (A, F) Focus Area 1 – Activating our Rural City and Attracting People & Industry Advocate to State and Australian Government on freight road infrastructure; partner with Department for Infrastructure and Transport and regional councils on inter-regional transport; and where appropriate, case manage specific sites in partnership with landowners. Ensure the State Government’s commitment for improved public transport is implemented. Y ear 1 (2026-27) – Ongoing 2.5.4 Digital connectivity for knowledge-based industries (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Conduct digital connectivity audit across RCMB to determine needs; advocate to NBN Co and telecommunications providers for priority upgrades; investigate and consider co-investment for fibre to employment precincts. Y ear 1 (2026-27) – Y ear 2 (2027-28) 2.5.5 Ensure infrastructure investment is responsive to growth (L) Focus Area 3 – Enhancing Places and Spaces Establish annual infrastructure needs assessment linked to growth data; align capital works with Economic Development and Growth Strategy priorities; develop 10-year infrastructure investment pipeline. Y ear 1 (2026-27) – Ongoing --- PDF page 29 --- Key Move 6 – Large Scale Investment Attraction Economic Development and Growth Strategy 2026-2030 29 Plan Reference and Council role Strategic Plan Alignment Action Timeframe 2.6.1 Existing business expansion opportunities (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Investigate needs of large enterprises (growth requirements – enabling infrastructure and land) and promote opportunities for processing in Murray Bridge. Apply case management approach assigning dedicated officer as the key contact for each business. Y ear 1 (2026-27) 2.6.2 Develop an International Relations Strategy (key area of focus on investment / business attraction) (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Develop a standalone International Relations Strategy including key objectives and deliverables, policies and guidelines, formal engagement program (i.e participate in State Government led trade missions and reciprocal visits) and a reporting tool / mechanism. Leverage experience with Dezhou City (Shandong, China) international partnership under a signed MoU and use as a pilot / case study. Y ear 1 (2026-27) – Y ear 4 (2029-30) 2.6.3 Sector-specific investment attraction (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Create Investment Opportunities and sector-specific prospectuses (Agriculture/Protein, Renewables, Advanced Manufacturing (AgT ech)); attend national and international investment forums, establish Investment Facilitation function (launch Prospectus). Y ear 1 (2026-27) – Y ear 3 (2028-29) 2.6.4 Transformational opportunities and economic opportunities (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Undertake strategic advocacy work towards transformational industry investment. Y ear 2 (2027-28) – Y ear 4 (2029-30) 2.6.5 Federal & State Government Partnerships (C, A, L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Develop joint funding proposals for State and Federal governments, using the National Growth Areas Alliance network for catalytic infrastructure, coordinate advocacy with alliance members, report on leveraged investment outcomes annually. Y ear 1 (2026-27) – Y ear 4 (2029-30) 2.6.6 Investment Attraction Strategy (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Develop and implement an Investment Attraction Strategy that provides a coordinated approach to engaging major enterprises, identifying infrastructure and land requirements, facilitating investment opportunities, and strengthening advocacy and partnerships to secure funding for catalytic infrastructure and economic growth. Y ear 1 (2026-27) --- PDF page 30 --- 30 The Rural City of Murray Bridge --- PDF page 31 --- Focus Area 3 Sustainable Growth Key Move 7 – T ourism & Events Economic Development and Growth Strategy 2026-2030 31 Plan Reference and Council role Strategic Plan Alignment Action Timeframe 3.7 .1 Visitor Information Servicing (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Focus Area 2 – Connecting People and Places Implement a review of the Visitor Information Centre operations and service delivery. Explore digital/hybrid servicing options. Implement new model with Key Performance Indicators for visitor satisfaction and expenditure uplift. Y ear 1 (2026-27) – Y ear 2 (2027-28) 3.7 .2 T ourism Promotion (C) Focus Area 1 – Activating our Rural City and Attracting People & Industry Formalise partnership agreement with MRLCA to co-invest in regional destination marketing; contribute to Destination Management Plan update and implementation. Y ear 1 (2026-27) – Ongoing 3.7 .3 Event support and major event attraction (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Develop Events Attraction Strategy and sponsorship framework with clear ROI criteria; actively bid for 2-3 new signature events per year; grow existing program. Y ear 1 (2026-27) – Ongoing 3.7 .4 Deliver diverse program of major events (L) Focus Area 2 – Connecting People and Places Focus Area 4 – Supporting our Community Maintain and enhance annual major events calendar; measure economic impact annually; develop event infrastructure (power, amenities, staging) at key venues. Y ear 1 (2026-27) – Ongoing 3.7 .5 Seek co-investment for expanded event impact (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Apply to South Australian T ourism Commission Regional Events Fund and federal programs; partner with private sponsors; develop multi-year event partnership agreements. Y ear 1 (2026-27) – Y ear 3 (2028-29) 3.7 .6 Adelaide's 'playground' (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Position and promote RCMB as Adelaide’s playground. Develop cluster-based experience packaging (food, nature, adventure, culture); partner with operators on bookable experiences; deliver targeted marketing to Adelaide metropolitan area. Y ear 2 (2027-28) – Y ear 4 (2029-30) 3.7 .7 Grow tourism employment and business opportunities (S,A,F) Focus Area 1 – Activating our Rural City and Attracting People & Industry Support new tourism business establishment; advocate for accommodation investment; publish annual tourism economic snapshot. Y ear 1 (2026-27) – Ongoing --- PDF page 32 --- Key Move 8 – Business Support 32 The Rural City of Murray Bridge Plan Reference and Council role Strategic Plan Alignment Action Timeframe 3.8.1 Improve skilled workforce availability for key sectors (F,A,C) Focus Area 1 – Activating our Rural City and Attracting People & Industry Focus Area 4 – Supporting our Community Deliver industry-specific workforce development with TAFE SA and Registered Training Organisations; establish annual Business-Education Forum; facilitate work placements and apprenticeships. Y ear 1 (2026-27) – Ongoing 3.8.2 Leverage existing infrastructure to support new business establishment (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Focus Area 4 – Supporting our Community Promote the co-working space at Murraylands Skills Centre / Study Hub; deliver quarterly informal networking and capability-building events; provide 'starting a business' concierge service with an “Easy to do business with Council” motto / philosophy. Y ear 1 (2026-27) – Y ear 2 (2027-28) 3.8.3 Provide upskilling opportunities for workforce demand (F) Focus Area 4 – Supporting our Community Deliver annual workshop program (digital marketing, financial management, compliance); facilitate access to grants and advisory services; develop First Nations business support program as part of action item 1.1.2. Y ear 1 (2026-27) – Ongoing 3.8.4 Support business adaptation to AI and technology (F) Focus Area 1 – Activating our Rural City and Attracting People & Industry Focus Area 4 – Supporting our Community Facilitate the delivery of ' AI and Digital Futures' seminar series; partner with industry associations and telcos for technology demonstrations and investigate a ‘technology adoption’ resource hub for subject matter experts. Y ear 2 (2027-28) – Y ear 3 (2028-29) 3.8.5 Strengthen local procurement and community wealth building (L,S) Focus Area 4 – Supporting our Community Review Council procurement policy to maximise local purchasing; Support local supplier / regional business directories and scope a ‘buy local’ campaign; measure and report Council local procurement spend annually. Y ear 1 (2026-27) – Y ear 3 (2028-29) --- PDF page 33 --- Key Move 9 – Business Retention & Attraction Economic Development and Growth Strategy 2026-2030 33 Plan Reference and Council role Strategic Plan Alignment Action Timeframe 3.9.1 Facilitate contemporary co-working spaces (F) Focus Area 1 – Activating our Rural City and Attracting People & Industry Promote and build on Murraylands Skills Centre co- working/innovation space; partner with private operators for flexible workspaces; market and promote the spaces to remote and work from home workers, startups and professional service providers (micro businesses). Y ear 1 (2026-27) – Y ear 2 (2027-28) 3.9.2 Conduct strategic land reviews for enterprise locations (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Identify and support market-ready commercial and light industrial land opportunities and undertake marketing activities for priority employment precincts. Ensure employment-generating developments are attracted and actively guided through planning assessment. Y ear 1 (2026-27) – Y ear 2 (2027-28) 3.9.3 Support place-based education and training for business needs (F) Focus Area 4 – Supporting our Community Align training delivery with target attraction sectors; develop skills pipeline marketing for prospective investors; partner with local schools on vocational pathways. Y ear 1 (2026-27) – Y ear 3 (2028-29) 3.9.4 Strengthen retail and commercial Development (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Develop a commercial and retail future demand study, incorporating a retail leakage study, floorspace and activity Centre need analysis. Develop targeted attraction campaigns for under- represented sectors and target business; provide case management for priority retail/commercial prospects. Y ear 1 (2026-27) – Y ear 3 (2028-29) 3.9.5 Advanced food production and value- added manufacturing (L,F) Focus Area 1 – Activating our Rural City and Attracting People & Industry Encourage diversification in the agriculture sector and develop sector specific prospectus for value-added agriculture; engage with local businesses and anchor firms on supply chain opportunities; attract complementary processing businesses. Y ear 2 (2027-28) – Y ear 4 (2029-30) 3.9.6 T arget renewables and digital sector business attraction (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Develop renewable energy sector investment prospectus; market Murray Bridge as a regional digital services hub; connect renewable developers with local supply chains to assist industry become climate resilient and reduce reliance on fossil fuels. Y ear 2 (2027-28) – Y ear 4 (2029-30) --- PDF page 34 --- Key Move 10 – Marketing & Promotion 34 The Rural City of Murray Bridge Plan Reference and Council role Strategic Plan Alignment Action Timeframe 3.10.1 Content Creation (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Collate stories from community and business about what Murray Bridge means to them. T ell these stories in an authentic way. • Create series of short-form videos for marketing. • Update photography including drone footage for inclusion in marketing campaign. • Develop prospectuses for market segments (residential / investment) include subset for specific sectors: Renewables & Energy, Allied Health, Agriculture. Y ear 1 (2026-27) 3.10.2 Promotion (L) Focus Area 1 – Activating our Rural City and Attracting People & Industry Undertake a marketing campaign and partner with relevant agencies to expand reach • Residential – Why live in Murray Bridge? Showcase affordability, available development choices, future employment opportunities, lifestyle and accessibility. • Investment – Why invest or establish a business in Murray Bridge? An overarching prospectus that showcases emerging investment trends, supported by case studies, population growth forecasts, and current and planned public sector investment initiatives that will help stimulate future private sector development. The prospectus should clearly articulate the region’s competitive advantages, highlight strategic property, development opportunities and outline Council’s vision for key precincts and growth areas. By demonstrating strong alignment with the community’s long-term aspirations and Council’s commitment to supporting planned outcomes, the prospectus will provide greater certainty and confidence for investors. Y ear 1 (2026-27) – Ongoing --- PDF page 35 --- Appendices 1 Rural City Murray Bridge Economic Profile June 2025 2 Rural City Murray Bridge Economic Opportunities & Challenges Discussion Paper August 2025 Economic Development and Growth Strategy 2026-2030 35 --- PDF page 36 --- RURAL CITY OF MURRAY BRIDGE ECONOMIC DEVELOPMENT STRATEGY REVIEW 2024 – 2028 Stage Economic Profile An overview of Murray Bridge’s Economy June 2025 36 The Rural City of Murray Bridge --- PDF page 37 --- 2 Contents 1. Introduction ........................................................................................................................ 3 1. District Overview ................................................................................................................. 4 2. Population & Demographic .................................................................................................. 5 3. Economy ............................................................................................................................ 6 4.1 Gross Regional Product ..................................................................................................... 6 4.2 Industry Value-Add ............................................................................................................ 7 4.3 Output by Industry Sector .................................................................................................. 8 4.4 Exports ............................................................................................................................. 9 4.5 Expenditure by Sector ...................................................................................................... 11 4.6 Business Counts ............................................................................................................. 13 5. Leading Industries Analysis & Profiles .................................................................................... 15 5.1 Agriculture, Forestry & Fishing .......................................................................................... 15 5.2 Construction ................................................................................................................... 17 5.3 Health Care and Social Assistance ................................................................................... 17 5.4 Manufacturing ................................................................................................................. 18 5.5 Tourism .......................................................................................................................... 18 6. Workforce ......................................................................................................................... 23 6.1 Employment ................................................................................................................... 23 6.1.1 Changes in Employment ........................................................................................... 23 6.1.2 Jobs to Workers Ratio (Employment Capacity) ............................................................ 24 6.2 Occupation ..................................................................................................................... 26 6.2.1 Resident workers ...................................................................................................... 26 6.2.2 Skills & Qualifications ............................................................................................... 27 6.3 Income ........................................................................................................................... 28 6.4 Journey to Work ............................................................................................................... 29 7. Property ............................................................................................................................ 30 8. Advantages & Emerging Opportunities ................................................................................ 32 9. Measuring Success ........................................................................................................... 34 Economic Development and Growth Strategy 2026-2030 37 --- PDF page 38 --- 3 1. Introduction The Rural City of Murray Bridge (RCMB) is undertaking a review of its current Economic Development Strategy 2020 - 2032. In 2015, the Council developed its Economic Development Strategy 2015-2030 to be delivered across three stages, with a review at the end of each stage. The 2015 strategy identified the stages as: • Stage 1 2015-2020 Game changers • Stage 2 2020-2025 Developing opportunity • Stage 3 2025-2030 A vibrant future The Economic Development Strategy 2020-2032 comprised of the 2020 review and a reforecast, to realign the strategy with the Council’s Strategic Plan 2020-2024 and Community Plan 2020-2032. It was presented in three, reset four-year stages (noting Stage 1 2015-20 completion) including: • Stage 2 2020-2024 Developing opportunity • Stage 3 2024-2028 Consolidating the benefits • Stage 4 2028-2032 A creative and dynamic future This realignment resulted in an additional two years of objectives being included in the strategy and provides opportunities for a community consultation process to occur in parallel with the review of the Strategic Plan every four years. The 2020 – 2032 Economic Development Strategy supported the key theme of ‘Dynamic Economy’ contained in the RCMB Community Plan 2020-2032 and noted its contribution to the vision of ‘Thriving Communities’. As Council has adopted a new 2024 – 2028 Strategic Plan it is appropriate, good practice and good governance to plan for delivering the relevant strategic plan outcomes and consider the current economic status of the region, external environmental trends and consider how the economic development strategy will deliver on one of four community plan’s Thriving Communities theme ‘Dynamic Economy - Where people, business and industry are seizing opportunities to learn, earn and grow’. With Murray Bridge formally recognised as a growth zone and the Satellite City of Adelaide by the South Australian Government, its primary food production and food processing hub status, strategic employment land zones and ample space for residential growth supported by the necessary infrastructure this has never been more important. This economic profile outlines the key demographics, metrics and data that will inform appropriate strategic responses to bring the RCMB Structure Plan to life by understanding the opportunities and challenges associated with achieving the Community’s vision for a Dynamic Economy, as it recognises people thrive when they participate in it. Data presented in this economic profile is sourced from various providers and may vary slightly year to year due to timing of surveys and data collection. 38 The Rural City of Murray Bridge --- PDF page 39 --- 4 1. District Overview Figure 1. Rural City of Murray Bridge Local Government Area. Source: Rural City of Murray Bridge Strategic Plan 2024-2028. Spanning a substantial land area of 183,176 hectares, the Rural City of Murray Bridge has a low population density of 0.118 persons per hectare, indicative of its predominantly rural character. Economic Development and Growth Strategy 2026-2030 39 --- PDF page 40 --- 5 2. Population & Demographic The Rural City of Murray Bridge is home to an estimated 22,901 residents (2023 ABS data), reflecting moderate population growth from the 22,089 recorded in the 2019 Census. The population is forecast to grow to 39,416 by 2041.The median age of Council’s resident population is 43 years with more younger workers (15 to 44 years) than older workers (45 year and over) working in all industries. Figure 2. 10 Year Estimated Resident Population Rural City of Murray Bridge. Source: Australian Bureau of Statistics, Regional Population Growth, Australia (3218.0). Compiled and presented in economy.id by .id (informed decisions) Between 2016 and 2021, 53.1% of people aged 5 and over Australia-wide did not change address, while 35.3% moved within Australia, and 5.4% moved from overseas. In the RDA Murraylands and Riverland area, population movement was more stable with a higher rate of people not changing address (58.6%), while a lower rate moved from elsewhere in Australia (30.3%) and from overseas (2.0%). A total of 11,810 people, or 57.6% of those who moved within Australia, moved within the RDA Murraylands and Riverland area. The Gross Regional Product (GRP) totals $1.38 Billion, translating to $8,415 in economic output per hectare and $71,221 per capita, both signalling strong productivity relative to population and impressively, the GRP per worker stands at $161,145, highlighting economic efficiency and strong output generated by the workforce. 13% of residents were born overseas with the top 5 of these places being United Kingdom, Philippines, China, New Zealand and Vietnam. 5.6% of the community identify as first nations. Source: Murray Bridge | Region summary | Data by region | Australian Bureau of Statistics, 2021 Murray Bridge, Census All persons QuickStats | Australian Bureau of Statistics, Rural City of Murray Bridge Strategic Plan 2024 – 2028. 40 The Rural City of Murray Bridge --- PDF page 41 --- 6 3. Economy 4.1 Gross Regional Product In the year ending June 2023, Rural City of Murray Bridge’s Gross Regional Product was $1.38 Billion, growing 2.6% on the previous year (refer Figure 3). Local Industry GRP has increased in the last five years except for a slight dip in 2020, likely to the COVID-19 pandemic. Figure 3. Gross Regional Product Rural City of Murray Bridge 2029 to 2023. Source: Gross Regional Product | RDA Murraylands and Riverland | economy.id 1,221 1,157 1,276 1,345 1,379 924 909 955 1,002 1,065 500 750 1,000 1,250 1,500 2019 2020 2021 2022 2023 GRP ($M) 5 Year Trend Line - Rural City of Murray Bridge Gross Regional Product Headline Local Industry Headline Gross Regional Product (GRP) is a measure of size or net wealth generated by the local economy. Changes in this figure over time can represent changes in employment, productivity or the types of industries in the area. Local Industry GRP shows the value of the local economy, generated by the local workers within the area regardless of where they live, after taxes and dividends leave the area. It is the GRP produced by local industries. Economic Development and Growth Strategy 2026-2030 41 --- PDF page 42 --- 7 4.2 Industry Value-Add Generating $229 Million in 2022/23, Agriculture, Forestry and Fishing continues as the most productive industry within RCMB. Apart from Construction, the top five industries have historically remained consistent (refer Figure 4). Figure 4. Industry Value Add 2018/19 to 2022/2023 Rural City of Murray Bridge Source: Value added by industry | RDA Murraylands and Riverland | economy.id Change in Industry Value Add (IVA) Since RCMB adopted its current Economic Development Strategy 2020-32, the largest change in IVA has been within the Agriculture, Forestry and Fishing industry with an $83.7M increase in the agriculture sector alone. Between 2019/20 and 2022/23, the total value added by industry in the RCMB increased by $200M. The largest changes were for Agriculture, Forestry and Fishing (+$86M), Construction (+$56M), Health Care and Social Assistance (+$36M) and Manufacturing (+$20M) (refer Figure 5). Value added by industry is an indicator of business productivity. It shows how productive each industry sector is at increasing the value of its inputs. It is a more refined measure of the productivity of an industry sector than output (total gross revenue), as some industries have high levels of output but require large amounts of input expenditure to achieve. 42 The Rural City of Murray Bridge --- PDF page 43 --- 8 Figure 5. Change in value-added by industry sector 2029/20 to 2022/23. 4.3 Output by Industry Sector Construction had the largest change in output for RCMB’s economy, generating $571M (21.8%) in 2022/23. This was followed by Agriculture, Forestry and Fishing ($424M or 16.2%) and Manufacturing ($391M or 14.9%) making up 52.9% of the total output. In comparison, the same three industries in South Australia accounted for 32% of the State’s total output. The total industry output in the RCMB increased by $423M between 2019/20 and 2022/23. Figure 6 highlights the largest changes in the output by industries during this time were for Construction (+$182M), Agriculture, Forestry and Fishing (+$129M), Manufacturing (+$72M), and Health Care and Social Assistance (+$53M). Source: Output by industry | RDA Murraylands and Riverland | economy.id Output by industry is a gross measure of the total sales of each industry sector in the Rural City of Murray Bridge. It does not measure how productive each industry sector is at producing this output (measured by value added). Economic Development and Growth Strategy 2026-2030 43 --- PDF page 44 --- 9 Figure 6. Change in Output by Industry Sector. Source: National Institute of Economic and Industry Research (NIEIR). Compiled and presented in economy.id. 4.4 Exports The Agriculture, Forestry and Fishing, Manufacturing and Health Care and Social Assistance industries accounted for 72.6%, or $602.7M of RCMB’s total exports in 2022/23. The Agriculture and Manufacturing industries experienced significant increases in total exports in the past two years with Manufacturing increasing by $79.4M to $262.4M in 2022/23, and Agriculture exports increasing by a combined $65.1M over two years to $273.4M in 2022/23 (refer Figure 7). Exports by industry are sales of goods and services to non-resident households, businesses and other organisations, outside the Rural City of Murray Bridge boundaries. Exports (domestic) include all exports from the area to other parts of Australia. Exports (international) includes all exports from the Region to countries outside Australia. 44 The Rural City of Murray Bridge --- PDF page 45 --- 10 Figure 7. Top Domestic Export Industries. Source: Exports by industry | RDA Murraylands and Riverland | economy.id Figure 8. Top International Exports. Source: Exports by industry | RDA Murraylands and Riverland | economy.id Economic Development and Growth Strategy 2026-2030 45 --- PDF page 46 --- 11 4.5 Expenditure by Sector The analysis shows the value of expenditure by each industry sector within RCMB on goods and services which are purchased from within the region, imported from the rest of Australia and imported from overseas, respectively. The total expenditure by industry sectors in RCMB on goods and services as inputs into production is estimated at $1,718.627 million. This includes $814.588 million of regional (local) expenditure, $720.544 million of expenditure on goods and services from the rest of Australia, and $183.495 million from overseas. Figure 9. Expenditure Breakdown RCMB. Source: Remplan 2024 release 1. 46 The Rural City of Murray Bridge --- PDF page 47 --- 12 Regional Expenditure Domestic Imports Overseas Imports Total Industry Sector $M % $M % $M % $M % Manufacturing $172.689 10.0% $232.923 13.6% $159.443 9.3% $565.055 32.9% Construction $181.515 10.6% $101.590 5.9% $0.719 0.0% $283.823 16.5% Agriculture, Forestry & Fishing $95.269 5.5% $95.758 5.6% $9.513 0.6% $200.539 11.7% Health Care & Social Assistance $42.798 2.5% $32.368 1.9% $0.060 0.0% $75.226 4.4% Public Administration & Safety $39.632 2.3% $34.497 2.0% $0.111 0.0% $74.240 4.3% Electricity, Gas, Water & Waste Services $44.904 2.6% $26.674 1.6% $0.000 0.0% $71.578 4.2% Rental, Hiring & Real Estate Services $36.479 2.1% $24.651 1.4% $1.487 0.1% $62.617 3.6% Retail Trade $32.836 1.9% $29.356 1.7% $0.000 0.0% $62.192 3.6% Transport, Postal & Warehousing $30.636 1.8% $25.396 1.5% $0.172 0.0% $56.204 3.3% Other Services $20.254 1.2% $14.817 0.9% $0.049 0.0% $35.120 2.0% Accommodation & Food Services $18.976 1.1% $10.870 0.6% $2.046 0.1% $31.891 1.9% Administrative & Support Services $15.494 0.9% $12.381 0.7% $2.013 0.1% $29.888 1.7% Wholesale Trade $16.117 0.9% $13.651 0.8% $0.084 0.0% $29.851 1.7% Professional, Scientific & Technical Services $12.667 0.7% $12.728 0.7% $2.835 0.2% $28.230 1.6% Education & Training $14.490 0.8% $13.197 0.8% $0.142 0.0% $27.829 1.6% Mining $12.403 0.7% $9.749 0.6% $2.636 0.2% $24.788 1.4% Financial & Insurance Services $8.726 0.5% $12.697 0.7% $0.797 0.0% $22.220 1.3% Arts & Recreation Services $10.753 0.6% $10.456 0.6% $0.575 0.0% $21.785 1.3% Information Media & Telecommunications $7.950 0.5% $6.787 0.4% $0.813 0.0% $15.550 0.9% Total $814.588 47.4% $720.544 41.9% $183.495 10.7% $1,718.627 100.0% Figure 10. All industry sectors RCMB ranked by Expenditure. Source: Remplan 2024 release 1. Economic Development and Growth Strategy 2026-2030 47 --- PDF page 48 --- 13 4.6 Business Counts RCMB had 1,429 registered businesses in 2024. The Agriculture, Forestry and Fishing industry had the largest number of total registered businesses, comprising 265, or 18.5%, compared to 9.9% in South Australia. Construction closely follows with 236 businesses (16.5%), while Rental, Hiring and Real Estate Services is the third largest industry with 154 businesses (10.8%). Comparing 2020 and 2024, the most significant changes were recorded in the sectors of Rental, Hiring & Real Estate, and Other Services, which includes repair & maintenance and personal and other services (Refer Figure 11). Figure 11. Rural City Murray Bridge registered businesses by industry 2024 v 2020. Source: Businesses by industry | RDA Murraylands and Riverland | economy.id 48 The Rural City of Murray Bridge --- PDF page 49 --- 14 Figure 12. Rural City of Murray Bridge Business & Employee Count at 30 June 2020-2024. Source: Australian Bureau of Statistics The data in figure 12 reveals stability and small growth in the number of businesses across all size categories, with notable variation in growth rates depending on business size. The non – employing category consistently represents the largest share of businesses and experienced moderate but stable growth over the past 4-year period, increasing from 795 in 2020 to 866 in 2024. This trend suggests a continued rise in sole proprietorships, freelancers, and self-employment, potentially driven by digital work opportunities and lifestyle preferences. While all categories experienced some growth, the most significant expansion occurred in the smallest business sizes, particularly non-employing and micro-employing firms (1–4 employees). This trend aligns with broader national and regional patterns highlighting entrepreneurship, flexible work, and small business resilience as key contributors to local economic dynamics. Economic Development and Growth Strategy 2026-2030 49 --- PDF page 50 --- 15 5. Leading Industries Analysis & Profiles In 2022/23, the Rural City of Murray Bridge contributed 1.2% of South Australia’s employment and 1.0% of its value add (refer Figure 13). Figure 13. Industry Contribution to South Australian Economy. Source: Industry sector analysis | RDA Murraylands and Riverland | economy.id. National Institute of Economic and Industry Research (NIEIR). 5.1 Agriculture, Forestry & Fishing The Agriculture, Forestry and Fishing sector is attributed to the sub sectors of Agriculture, and to a lesser extent, Support Services. RCMB’s Agriculture sector contributed 4.9% of South Australia’s employment and 3.3% of its value added in 2022/23 (refer Figure 14). Further to this, Support Services contributed 2.3% IVA, and 2.4% of the State’s employment. Industry sector profiles show how each industry contributes to the economy in the Rural City of Murray Bridge using ten economic measures generated by NIEIR economic modelling. 50 The Rural City of Murray Bridge --- PDF page 51 --- 16 Figure 14. RCMB Industry sector analysis – Agriculture 2022/23 compared to 2019/20. Source: Agricultural industry statistics | RDA Murraylands and Riverland | economy.id Value of Agricultural Commodities RCMB’s total value of agricultural output in 2020/21 was $252M with the largest proportion attributed to Livestock Slaughterings ($61.1M). Other significant contributors are displayed in Figure 14, while industries that contributed less than $2.5M were Citrus fruit, Other broadacre crops, Grapes, Other fruit, Nuts and Eggs. Data from the 2020/21 Agricultural Census shows the gross value of agricultural commodities in broad categories. Figure 15. Value of Rural City of Murray Bridge agriculture production 2020/21. Economic Development and Growth Strategy 2026-2030 51 --- PDF page 52 --- 17 5.2 Construction Construction includes Building, Heavy and Civil Engineering, and Support Services. In 2022/23, RCMB’s Construction industry contributed 1.0% of South Australia’s employment and 1.6% of its value added (refer Figure 16). Figure 16. RCMB Industry sector analysis – Construction 2022/23 compared to 2019/20 5.3 Health Care and Social Assistance The Rural City of Murray Bridge Health Care and Social Assistance sector contributed 1.2% to South Australia’s employment and 1.2% of its value add (refer Figure 17). Figure 17. RCMB Industry sector analysis – Health Care and Social Assistance 2022/23 compared to 2019/20. 52 The Rural City of Murray Bridge --- PDF page 53 --- 18 5.4 Manufacturing The Rural City of Murray Bridges’s manufacturing sector contributed 1.6% to South Australia’s employment and 1.3% of its value added in 2022/23 (refer Figure 18). Figure 18. RCMB Industry sector analysis – Manufacturing 2022/23 compared to 2019/20. 5.5 Tourism Tourism is predominantly made up of the Accommodation & Food Services and Retail Trade sectors. Although not listed as a top 5 industry in RCMB it is an enabling activity to economic growth as visiting a region and experiencing its lifestyle and attractions is often part of the decision-making process of economic growth drivers such as establishing a business, investment decisions and choosing a place to live. Therefore, it is a useful and important metric to understand and follow over time, especially given local government investment, including the RCMB, in tourism related activities. Figure 19. Value of Tourism RCMB and South Australia 2023/2 Source: National Institute of Economic and Industry Research (NIEIR) ©2025. Economic Development and Growth Strategy 2026-2030 53 --- PDF page 54 --- 19 Figure 20. Breakdown of Tourism Value. Source: National Institute of Economic and Industry Research (NIEIR) ©2025. Direct employment in the Tourism Sector in Rural City of Murray Bridge increased from 305 people in 2021 to 556 in 2024, representing a strong recovery from the covid pandemic period in 2020 and surpassing the 2019 figure of 486. The increases in indirect employment, the flow on benefit from tourism, is important to note to understand the benefit and importance of tourism into Rural City of Murray Bridge. Indirect employment increased from 207 people in 2021 to 378 in 2024, and surpassing the 2019 figure of 331. Figure 21. Tourism Employment 2000-2024 Source: National Institute of Economic and Industry Research (NIEIR). Compiled and presented in economy.id by .id (informed decisions). 54 The Rural City of Murray Bridge --- PDF page 55 --- 20 Regional Tourism The South Australia Tourism Commission (SATC) defines regions across the state as per the Regional Visitor Strategy and the RCMB district is one of six Local Government Areas that make up the Murray River, Lakes & Coorong Region (refer Figure 22). At the end of December 2024, the Murray River, Lakes & Coorong Region visitor expenditure totalled $223M, already exceeding the SATC Regional Visitor Strategy December 2025 target of $196M. Figure 22. State context Figure 23. The Murray River Lakes & Coorong region (green shaded area). Source: Murray River, Lakes & Coorong Visitor Guide. Economic Development and Growth Strategy 2026-2030 55 --- PDF page 56 --- 21 Figure 24. Murray River, Lakes & Coorong data for the year end December 2024.Source: South Australian Tourism Commission. 56 The Rural City of Murray Bridge --- PDF page 57 --- 22 Tourism Subsector – Retail Trade Encouragingly retail trade sector analysis indicates RCMB’s worker productivity has increased over the past decade to be greater than the South Australian average (figure 25), not the case in 2012/13. Figures 25 & 26 $ values are expressed in 2022/23 base year dollar terms and data figures are inflation adjusted each year to allow direct comparison, and annual data releases adjust previous years’ figures to a new base year. Figure 25. Rural City of Murray Bridge and South Australia Retail Trade industry overview & 10-year comparison. Source: Economy.id (2025) Tourism Subsector – Accommodation & Food Services Accommodation and Food Services sector analysis indicates RCMB worker productivity has increased over the past decade and is now on par with the South Australian average, previously more than 10% less. Figure 26. Rural City of Murray Bridge and South Australia Accommodation & Food Services industry overview & 10-year comparison. 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