Murray Bridge — Read text

RCMB Economic Opportuni-es & Challenges Discussion Paper 26 4.4 COUNCIL’S ROLE IN ECONOMIC GROWTH Recognising Rural City of Murray Bridge’s significant works plan, growth and finite resources, it is important to priori6se efforts in areas that will have the biggest impact and produce the best return on investment for the community and economic return. Council’s sphere of influence and its ability to ‘move the dial’ depends on the role it plays. Figure 10. Spectrum of Role of Local Government. Economic Development and Growth Strategy 2026-2030 101

RCMB Economic Opportuni-es & Challenges Discussion Paper 27 4.4.1 COUNCIL DEFINED GROWTH ASPIRATIONS The Economic Development & Growth Strategy aims to 6e together projects and ac6vi6es currently underway, and iden6fy gaps based on the RCMB’s economic profile and external environmental trends to create a clear framework for implementa6on. Rural City of Murray Bridge defined the following 10 priority Growth Aspira6ons in December 2024: 1. Freight 2. Public Transport Inter and Intra-City 3. Structure Plan and Code Amendments 4. Industry Investment & Ahrac6on 5. Growth Infrastructure/Investment Plan 6. Open Space, Sport 7. Public Housing Up-Lio and Worker Affordable Housing Op6ons 8. Health & Wellbeing 9. Educa6on and Training Op6ons 10. Managing Climate & Environment Examples of relevant work underway and planned ac6vi6es to minimise poten6al threats and risks that could nega6vely impact Council’s growth aspira6ons are now highlighted under 3 Key Focus Areas as 9 ‘key moves’. 102 The Rural City of Murray Bridge

RCMB Economic Opportuni-es & Challenges Discussion Paper 28 5. FOCUS AREAS – KEY MOVES A draft refreshed economic development framework identifies three interconnected focus areas to best support the Council’s Growth Aspirations. Focus Area 1‘Sustainable Wellbeing’ brings together efforts in housing, health, education, and climate resilience and puts the wellbeing economy lens front and centre of the framework. Focus Area 2 ‘Investment and Infrastructure’ includes the foundational activities associated with land use planning, targeted investment attraction, and major upgrades to strategic infrastructure. Focus Area 3 ‘Inclusive Growth’ overlays Focus Area 2 and supports the expansion of tourism and events, local business development, and the ongoing attraction of new investment and innovative enterprises, to further underpin ‘Sustainable Wellbeing’ of the Rural City of Murray Bridge community. Figure 11. DraX Areas of Focus (numbers indicate relevant priority of Growth AspiraFon). Focus Area 1 SUSTAINABLE WELLBEING Health & Housing (4,6,7,8) Education & Skills (9) Climate Resilience (4,6,10) Focus Area 2 INVESTMENT & INFRASTRUCTURE Residential & Employment Lands (3,5) Strategic Infrastructure (1,2,3,10) Investment Attraction (4) Focus Area 3 INCLUSIVE GROWTH Tourism & Events (6) Business Support (3,9) Business Attraction (4) Economic Development and Growth Strategy 2026-2030 103

RCMB Economic Opportuni-es & Challenges Discussion Paper 29 5.1 SUSTAINABLE WELLBEING – FOCUS AREA 1 Council has emphasised the importance of community wellbeing outcomes from a revised economic development strategy and the fact that a healthy economy supports improved community living standards and health. Focus Area 1 groups relevant ac6vi6es to ensure alignment with more tradi6onal economic drivers as outlined in focus areas 2 and 3. 5.1.1 HEALTH & HOUSING In alignment with strategic objec6ves in the current Economic Development Strategy, par6cularly objec6ve 7.7, the Rural City of Murray Bridge is advancing a range of ini6a6ves under the ‘Health and Housing’ key move. Ongoing ac6vi6es include the implementa6on of the Reconcilia6on Ac6on Plan to strengthen rela6onships with the Ngarrindjeri community, and the Community Infrastructure Model, which supports the provision of essen6al services and ameni6es. The Strategic Land Review ensures thoughpul planning for future growth, while the Future City program is shaping urban development to meet the needs of a modern and inclusive community. 5.1.2 EDUCATION & TRAINING Doubling down support and efforts in Educa6on and training in the new Strategy will build on the following relevant current economic development strategy objec6ves including 5.1, 7.6, 7.9, 9.1 to 9.7, and 11.6. The aim is to build a robust and adaptable workforce. Current efforts focus on improving the availability of skilled workers for key industry sectors through targeted local training and development pathways. Exis6ng infrastructure is being leveraged to help the community establish new businesses and to upskill individuals in response to evolving workforce demands. Looking forward: Several proposed ac6vi6es will further enhance wellbeing across the region. These include the development of a Regional Public Health Plan and a comprehensive Community Wellbeing Plan, both aimed at improving the health and quality of life for all residents. An Ac6ve Aging Strategy is also proposed, alongside the development of a Disability Access and Inclusion Plan (DAIP), to ensure accessibility and par6cipa6on for all members of the community. Progressing the Residen6al Areas code amendment and the enabling of the Gifford Hill precinct will contribute to mee6ng future housing and lifestyle needs. This work will be informed by an Open Space Strategy to ensure future community needs are met. 104 The Rural City of Murray Bridge

RCMB Economic Opportuni-es & Challenges Discussion Paper 30 5.1.3 CLIMATE RESILIENCE Through the development of the Council Strategic Plan 2024-34 and Growth Aspira6ons document the community emphasised managing the climate and environment, including the fragile riverbank from collapse and erosion, protec6ng and increasing tree canopy cover and sustainable heat, power and water management are important for long term sustainability. This is equally important for sustainable economic growth. As the largest contributor to the local economy, the agriculture sector is suscep6ble to nega6ve impacts resul6ng from climate variability therefore, it has been included in the economic development framework as a key move. Currently the Council is proac6vely addressing environmental challenges through ini6a6ves such as a Climate Emergency Ac6on Plan and the establishment of a Climate Change Risk Working Group, both designed to build local capacity to respond to climate-related risks. Council’s Engineering Design Guidelines and intent to develop an Open Space Strategy demonstrate its commitment to climate ready housing and residen6al development, providing guidelines for developers regarding water sensi6ve urban design, water reuse and tree canopy considera6ons. Further efforts include ongoing greening ac6vi6es to enhance natural environments, flood management measures, ini6a6ves for sustainable river water use, and improvements in energy efficiency through ac6ons such as LED ligh6ng upgrades. Looking forward: The council proposes to con6nue facilita6ng place-based programs that enhance local skill capabili6es, ensuring opportuni6es remain accessible and relevant. The Murray River Study Hub and Murraylands Skills Centre will play a pivotal role in broadening educa6onal and voca6onal offerings. Upskilling the workforce in the use of ai will be an important part of future programs. The ongoing provision of contemporary co-working facili6es will support entrepreneurship and small business growth, while the development of a concierge service framework for businesses is planned to help guide emerging enterprises through the various stages of setup and growth. Looking forward: Council is proposing the development of a Climate Audit Ac6on Plan, which, once funded, will enable a more comprehensive assessment of local vulnerabili6es and inform targeted climate adapta6on strategies to bolster regional sustainability and long-term economic security. The Open Space Strategy will consider environmental benefits of open space and the role they play in climate resilience. Targeted climate related business ahrac6on such as renewable energy and related technology sectors will works towards posi6oning the region as a leader in the green economy. Economic Development and Growth Strategy 2026-2030 105

RCMB Economic Opportuni-es & Challenges Discussion Paper 31 5.2 INVESTMENT & INFRASTRUCTURE – FOCUS AREA 2 Appropriate land use, enabling infrastructure and external investment are the founda6on of a strong economy. 5.2.1 RESIDENTIAL & EMPLOYMENT LANDS The Rural City of Murray Bridge is ac6vely managing its residen6al and employment land zoning to ensure the region is well posi6oned for sustainable growth and investment. Ongoing ac6vi6es include conduc6ng a Strategic Land Review to assess and op6mise land use, maintaining membership in the Na6onal Growth Council Alliance to align local priori6es with broader regional and na6onal development agendas, and advancing the Future City Program to support urban renewal and development. 5.2.2 STRATEGIC INFRASTRUCTURE Strategic infrastructure development is closely aligned with the Rural City of Murray Bridge’s broader strategic objec6ves and will deliver on the 2020 – 2032 Economic Development Strategy objec6ves 1.3, 4.1, 4.2, 6.5, 6.7, 7.8, 8.3, and 12.1. The Council is ac6vely progressing this agenda through the ongoing implementa6on of its Community Infrastructure Model (CIM1and CIM2), which plans for vital services and facili6es for residents and businesses, and through the Future City Program, which drives innova6on in urban planning and development. Working in partnership with the State Government, Council is inves6ga6ng a framework for securing developer contribu6ons toward essen6al infrastructure. Council will con6nue to work with the Government and private sector to ensure that investment is made into future infrastructure needs in accordance with the PDI Act. Regular strategic land reviews play a key role in ensuring infrastructure projects are responsive to the evolving needs of the growing region. Looking forward: Based on the work undertaken to prepare the district for further growth, Council proposes to create a dedicated Investment Ahrac6on Strategy, which will help bring targeted development to key precincts, strengthen the local economy, and secure ongoing prosperity for the community. The Strategy will highlight Council’s commitment to planning for sustainable growth as demonstrated in the Future City Program. 106 The Rural City of Murray Bridge

RCMB Economic Opportuni-es & Challenges Discussion Paper 32 5.2.3 INVESTMENT ATTRACTION Ahrac6ng Investment is required to deliver the Rural City of Murray Bridge’s growth agenda, aligning with the current economic development strategy objec6ves 1.3, 4.1, 4.2, 6.5, 6.7, 7.8, 8.3, and 12.1. The Council is currently advancing this priority by ensuring the environment is investment ready through several key ini6a6ves such as appropriate land use and code amendments, Community Infrastructure (services and ameni6es) is appropriately planned, a Future City Program that drives progressive urban development, and ongoing strategic land reviews ensuring the region remains accessible to new business and popula6on needs. Looking forward: The Council proposes to further strengthen this founda6on by implemen6ng the next phase of social and infrastructure planning and delivery through the CIM2 ini6a6ve, suppor6ng both economic development and community wellbeing into the future. Looking forward: A dedicated Investment Ahrac6on Strategy will be developed to further enhance the region’s ability to showcase the benefits and target and secure new investment, s6mulate economic ac6vity, and support long-term prosperity. Given the scale of opportuni6es an interna6onal perspec6ve needs to be considered and leverage new rela6onships established. Economic Development and Growth Strategy 2026-2030 107

RCMB Economic Opportuni-es & Challenges Discussion Paper 33 5.3 INCLUSIVE GROWTH – FOCUS AREA 3 A strong rela6onship exists between tourism, small business and economic growth as not only do visitors spend in regions, but a visit to a new place may also raise awareness of the lifestyle offering and be the catalyst to drive future residen6al growth, if employment is available. Increased visita6on ahracts opportunis6c businesses who are generally small to medium enterprises (SMEs). The Tourism sector is made up of the Retail and Accommoda6on Services industry sectors. 5.3.1 TOURISM & EVENTS All levels of Government play a role in tourism. At the Federal level, Tourism Australia competes interna6onally to ahract visitors to Australia and ensures the policy sexngs are op6mis ed to achieve this. State Government, through the South Australian Tourism Commission (SATC) proac6vely promotes South Australia as a des6na6on in na6onal and interna6onal markets. SATC plays a key role in dispersal to regions to ensure addi6onal bed nights are maximised. SATC coordinates the State-wide regional visitor strategy with priori6es iden6fied. The Murray River Lakes Coorong Alliance (MRLCA) is the region’s Registered Tourism Organisa6on (RTO) and promotes the broader region of 5 local government areas, undertaking ac6vi6es such as Des6na6on Management Plan development and regional branding ac6vi6es. Local Government can play a key role at the local level to maximise the value of visita6on to the local economy due to its rela6onships with operators, local knowledge, granular marke6ng (i.e. clustering experiences) and planning / regulatory controls. In addi6on, the RCMB operates a cer6fied Visitor Informa6on Centre (VIC). When working effec6vely VICs can maximise visitor expenditure by providing accurate informa6on. Tourism and events play a significant role in driving inclusive growth in the Rural City of Murray Bridge, aligning with the Council’s 2020-2032 Economic Development Strategy objec6ves, including 2.1, 2.2, 2.3, 2.4, 6.1, 6.2, 6.4, 10.1, 10.2, and 10.3. Current ini6a6ves include a review of visitor informa6on servicing to improve the experiences of both residents and visitors, and ongoing partnering with the MRLCA to strengthen regional tourism promo6on and collabora6on. The Council is ac6vely involved in providing sponsorship to ahract events, delivering a diverse program of major events for the region, and seeking co-investment opportuni6es to expand the scale and impact of these ac6vi6es. Looking forward: Priori6es include implemen6ng recommenda6ons from the Visitor Informa6on Centre review and expanding to focus on visitor informa6on servicing in general, and working collec6vely to promote local ahrac6ons, showcasing the region’s unique offerings. Build on compe66ve advantages such as the dark sky reserve and support businesses leveraging and further product development. Addi6onally, the Council will advocate for new events to be brought to the region, further diversifying tourism products and experiences, and ensuring the con6nued vibrancy and inclusivity of the local economy. 108 The Rural City of Murray Bridge

RCMB Economic Opportuni-es & Challenges Discussion Paper 34 5.3.2 BUSINESS SUPPORT Business support is a core focus for the Rural City of Murray Bridge, with ac6vi6es closely aligned to the 2020-2032 Economic Development Strategy objec6ves, including 5.1, 7.6, 7.9, 9.1 through 9.7, and 11.6. Current ini6a6ves are concentrated on improving the availability of a skilled workforce for key industry sectors, achieved through a range of local training and development pathways. The council also aims to make the most of exis6ng infrastructure by suppor6ng the community to establish new businesses and providing upskilling opportuni6es to meet growing workforce demand. 5.3.3 BUSINESS ATTRACTION Having a wide range of goods and services for the community improves lifestyle experience and standard of living. It also alleviates the need to leave the region and reduces retail leakage. Along with ahrac6ng investment, a focus on business ahrac6on should be a strategic priority, aligning with key objec6ves from the 2020-2032 Economic Development Strategy items 1.1, 1.2, 6.3, and 10.4. Current efforts are centred on crea6ng an environment conducive to business growth, such as facilita6ng contemporary co-working spaces that support collabora6on and innova6on, implemen6ng the Community Infrastructure Model to ensure essen6al services are available, and conduc6ng regular strategic land reviews to iden6fy and prepare loca6ons suitable for new enterprises. The council is ac6vely suppor6ng place-based educa6on and training programs to cul6vate a skilled local workforce and meet the needs of current and prospec6ve businesses. Looking forward: Building on the current ac6vi6es, planning and resourcing targeted ac6ons will further strengthen the region’s business ecosystem. Plans include the con6nued facilita6on of place-based programs designed to boost local skill capability, further development of the Murray River Study Hub and Murraylands Skills Centre as central resources for voca6onal training and educa6on, and the ongoing provision of contemporary co-working facili6es to nurture entrepreneurship and innova6on. Given the impact ai is having on all business models and industry sectors, it is deemed cri6cal to remain compe66ve that an awareness of ai capabili6es is needed. Relevant training / upskilling modules will be a key component of future training delivered. The introduc6on of a concierge service framework will help guide both embryonic, new and established businesses through the process of accessing support, naviga6ng regulatory requirements, and achieving sustainable growth. Economic Development and Growth Strategy 2026-2030 109

RCMB Economic Opportuni-es & Challenges Discussion Paper 35 6. STAKEHOLDER INPUT External and internal stakeholder feedback has been sought, and will be documented, to assist in shaping sec6on 5 ‘looking forward’ sec6ons of this paper and evolve to be the new 2026-30 Economic Development & Growth Strategy. Government Regional Development Australia Department of Environment and Water Department of State Development - Small and Family Business Landscape Board Primary Industries and Regions SA Renewal SA PLUS South Australia Tourism Commission SA Health Educa6on Department Industry Representa5ve Organisa5ons Ag Innova6on Research Business MB South Australian Business Chamber Grain Producers SA Tourism Industry Council of SA Murray River Lakes Coorong Tourism Alliance Community Organisa5ons Associa6ons Spor6ng Clubs Ngarrindjeri Regional Authority Ngarrindjeri Aboriginal Corpora6on Key Businesses Looking forward: The development of a dedicated investment ahrac6on strategy including targeted businesses, will further reinforce the region's appeal and capacity to welcome new businesses, drive economic diversifica6on, and foster sustainable growth. Progressing a concierge style case management approach will make it easy for business and ensure processes are streamlined to be effec6ve and 6mely. 110 The Rural City of Murray Bridge