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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

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

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

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

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)

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)

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)

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

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)

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