Murray Bridge — Read text

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

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

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

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

Economic Development and Growth Strategy 2026-2030 15

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

* 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

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

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

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