Northern Australia has a unique environment that can support the production of many crops adapted to tropical environments. Novel food crops include established options and crops that could be developed from indigenous plants. Climate change requires a reduction in the use of fossil carbon and tropical plants can uniquely capture carbon more efficiently than temperate plants and represent a major option to replace fossil carbon for uses that require a source of renewable carbon. Recent advances in plant genetics offer options to develop new biomass cops for efficient conversion to fuels and chemicals. Application to crops such as rice, sorghum and sugarcane may allow competitive industries producing sustainable aviation fuel and bio-plastics to be established in northern Australia where the unique environment allows large scale efficient production of these crops. Norther Australia and South-East Asia are the natural centres of wild diversity of these species, making this a good place to expand their utilization in agriculture and industry.

Hope Vale Foundation is pioneering an Indigenous-led aquaculture enterprise that addresses three critical challenges: regional food security, the absence of intergenerational job pathways in remote communities, and the looming global shortage of sustainable protein.
Under the leadership of Rachelle McIvor, our dynamic General Manager and a proud Indigenous woman, this initiative is more than a business—it is a movement to change the trajectory of family stability and community resilience. Rachelle’s vision harnesses farming and aquaculture as enablers of personal growth, education, and economic empowerment, creating pathways for young people to thrive in industries of the future.
Hope Vale Foundation is leading Australia’s first commercial venture into Giant Freshwater Prawn aquaculture, a sector valued at over $5 billion globally. This bold step positions Cape York as a hub for sustainable protein production while embedding cultural knowledge at the heart of innovation. Our approach combines Traditional Ecological Knowledge (TEK) with cutting-edge agtech and collaborative research, ensuring that Indigenous wisdom drives development while modern technology amplifies impact.
Beyond production, this enterprise is designed as a wrap-around model—delivering education, skills training, and capacity-building programs that create enduring career pathways. By integrating aquaculture with community-led learning, we aim to transform futures, reduce dependency, and foster resilience across generations.
Supported by our Innovation and Commercialisation Manager, Tony Matchett, and guided by an all-Indigenous board, Hope Vale Foundation is setting a precedent for how Indigenous leadership can shape sustainable industries. This project is not just about prawns—it’s about hope, opportunity, and redefining what prosperity looks like for remote communities.
This new model is seeing Hope Vale Foundation establish new corporate business models that fosters partnership with impact investors where a shared vision for a meaningful future can be imagined. Northern Australia is abundant in opportunities that lend itself to Indigenous leadership. This is Hope Vale Foundations journey.

Across Northern Australia, health and social systems continue to operate in disconnected silos, addressing physical health, mental health, family support, culture and community wellbeing separately. Yet a major 2025 scoping review spanning Australia, Canada, Aotearoa New Zealand and the United States found no developed holistic evaluation models capable of capturing the interconnected nature of Indigenous health and wellbeing. Further analysis by the Lowitja Institute confirms that existing evaluation frameworks remain program‑focused rather than system‑focused, and rarely embed Indigenous governance or cultural authority as core structural components. This gap persists nationally, where evaluations measure services, but not the cultural, relational and community conditions that create long‑term resilience.
In Djarindjin, we have responded to this gap by placing Binimal Aambooriny, Strong People and Healthy Living Strategy at the heart of our community’s long‑term vision. Binimal Aambooriny is not an isolated initiative, it is the cornerstone of Djarindjin Aboriginal Corporation’s 20‑year strategy, grounded in the cultural truth that without strong, healthy, culturally connected people, there is no future direction, no prosperity, and no sustainable path forward. Resources on culturally safe evaluation emphasise the centrality of culture, lived experience, relationships and Indigenous governance in shaping meaningful outcomes, principles fully embedded in the Binimal Aambooriny model. The holistic ACCHO model further reinforces that health is inseparable from land, culture and community relationships, validating Djarindjin’s integrated approach.
As a community‑controlled organisation that is more than 90% self‑funded through diverse business initiatives, DAC has embedded Binimal Aambooriny as the foundational layer upon which governance, economic development, cultural revitalisation and community wellbeing depend. This presentation will share how a holistic, culturally‑led, community‑governed model can strengthen health, social resilience and long‑term strategic direction, offering a practical pathway for northern communities seeking futures defined by culture, capability and self‑determination.

Growing Central Australia: Solutions for Regional Development and Sustainability (Property Council of Australia – NT Division, December 2025) argues the Red Centre should be treated as a strategic hub for national resilience—linking energy, logistics and innovation—rather than a regional outpost. Covering around 40% of the Northern Territory (600,000+ km²) and home to about 41,000 people (including ~28,000 in Alice Springs), the region’s economy is anchored in tourism, mining and energy, pastoral production and government services.

The report identifies interconnected constraints—slow population growth, workforce shortages, limited and unsuitable housing supply, poor digital and transport connectivity, and rising climate risk—and sets out a practical roadmap built on five interdependent pillars:

Population and market growth through targeted migration, affordable housing and social infrastructure;

Regional connectivity via upgraded transport corridors, all-weather access and improved digital networks;

Workforce capability through education pathways, vocational training and stronger First Nations employment and enterprise participation;

Liveability and housing by delivering culturally appropriate, climate-resilient homes integrated with health, education and community infrastructure; and

Climate and sustainability by embedding renewable energy, nature-based solutions and Indigenous knowledge into planning and delivery.

The presentation brings these pillars to life through Central Australian success stories that show what works when investment and partnerships align, including the Utopia Homelands Project (40+ homes upgraded with a predominantly Aboriginal workforce), the Bushlight Program (150+ standalone renewable systems across 130 remote communities), the proposed Desert Bloom Hydrogen Project (a $15b green hydrogen opportunity), and governance and enterprise strengthening with Pmara Jutunta Aboriginal Corporation.

Delegates will leave with a clear “blueprint for regional transformation”: actions for government, industry and communities to coordinate place-based investment, back First Nations-led initiatives, build skills hubs and accelerate climate-smart infrastructure to unlock inclusive growth. report can be found here: https://www.propertycouncil.com.au/submissions/growing-central-australia-solutions-for-regional-development-and-sustainability

In remote and regional contexts, workforce capability is often the difference between services that hold steady and services that burn out. When teams are operating with high demand, workforce scarcity, geographic isolation, and exposure to complex situations, confidence and consistency matter. This interactive workshop shares practical, field-tested tools that help teams stay calm, communicate clearly, and make good decisions under pressure.

Participants will work through a simple “confidence and resilience” toolkit that can be applied across councils, community services, frontline operations, and stakeholder-facing roles. We will focus on three capability areas that directly influence retention and performance: (1) self-management under stress, (2) de-escalation and respectful boundary-setting, and (3) clear communication that reduces conflict, rework, and risk.

The session is designed to be hands-on. Attendees will practise short techniques that can be used in real time, including quick regulation strategies, language that lowers defensiveness, and a repeatable approach for responding to challenging behaviour or emotionally charged situations. Real-world examples from regional service settings will be used to keep it practical and relevant.

This workshop is for leaders, supervisors, and anyone responsible for building a workforce that is safer, more confident, and more stable. Attendees will leave with tools they can apply immediately, plus a simple way to embed the approach into onboarding, team rhythms, and everyday supervision.

This presentation showcases the Northern Territory Government’s coordinated approach to aligning major infrastructure planning with water resource planning in the Adelaide River catchment. It will outline the Darwin Region Water Supply Program and the assessment process that identified the Adelaide River Off‑stream Water Storage (AROWS) as the preferred future water supply option.
We will describe how support from the National Water Grid Authority has enabled a genuinely integrated planning and funding approach, allowing the Adelaide River Water Allocation Plan to be developed in parallel with the AROWS infrastructure program. This alignment is helping ensure that long‑term water security, environmental considerations and community expectations are embedded early and consistently across both processes.
The presentation will share lessons learned from engaging with shared stakeholders, navigating the different scales and requirements of the project‑specific environmental impact assessment and the broader water allocation plan, and deepening our understanding of the catchment’s hydrology, cultural values and development pressures. These insights are strengthening both the plan and the project, ensuring they remain transparent, resilient and responsive to emerging information.
A key focus will be how two of Government's critical roles are being delivered in the Catchment. Securing Darwin’s future water supply through the AROWS project, led by Department of Logistics and Infrastructure. At the same time, ensuring our natural assets are managed sustainably and that community trade‑offs are understood and balanced led by Department of Lands Planning and Environment. Working side by side strengthens both processes and delivers a more transparent, resilient and future‑focused approach to water security for the region.

Abstract
Background: Standard linear regression methods sometimes miss complex spatial patterns in economic data, leading to inaccurate judgments about the geographic implications of resource prices. This study addresses this methodological issue by analysing regional and temporal trends in water pricing using panel data from 16 Queensland water supply schemes over 11 years (2015-2025). We tested whether prices showed temporal trends, regional differences, or north-south gradients.
Methods: We employed three complementary analytical methods. First, cross-sectional linear regression examined discrete spatial and sectoral effects. Second, fixed effects panel models identified temporal trends and structural breaks. Third, Generalised Additive Models (GAMs) investigated sophisticated spatial linkages and non-linear patterns.
Results: Cross-sectional analysis identified substantial regional variation (R² = 0.553), with prices in cotton-producing areas 258% higher, horticulture areas 81.1% higher, and Burdekin (sugarcane) region 63% lower than baseline. Fixed effects panel data revealed a structural break in 2019, with prices rising 129-238% above 2015 baseline through 2025. GAMs revealed highly significant non-linear spatial patterns explaining 48.8% of price variation through multi-modal geographic structures requiring approximately eight directional changes. Water pricing follows a complex non-linear temporal trajectory with approximately four directional changes. High edf-to-ref.df ratios for spatial (95.2%) and temporal (81.0%) components confirm these patterns require sophisticated non-linear modeling, revealing total price differentials of 3,000 units (160% variation) across the region.
Conclusions: GAM models are three times more effective than linear specifications, demonstrating that conventional methods systematically miss complex spatial patterns. Four distinct geographic pricing zones require zone-specific policy approaches, challenging uniform pricing frameworks.
Policy Implications: The 160% spatial variation and sustained post-2019 elevation indicate irrigation profitability has increased over time but varies markedly between regions. No north-south gradient exists; instead, complex variations are driven by regional differences, particularly crop types.
Keywords: Water pricing, spatial analysis, generalised additive models, agricultural water markets, Queensland

Background: Agricultural development in tropical Northern Australia has been constrained by limited systematic comparison of crop performance under different production systems. This study synthesises four decades (1984-2024) of field trial data across eight major crops to identify economically viable cropping systems for the Douglas Daly and Katherine regions of the Northern Territory.
Methods: We analysed yield performance, economic returns, and production risk for rice, maize, sorghum, soybean, mungbean, cotton, peanuts, and aromatic rice using data from 15 rice cultivars, 4-year irrigated maize trials, and 11-year dryland rotations. Economic viability was assessed through gross margin analysis with risk quantification using coefficient of variation and probability analysis.
Results: Only three systems achieved economic viability (>$2,000/ha): mungbean-maize rotations ($3,557/ha), irrigated winter maize ($2,503/ha), and high-yielding cotton ($2,000-3,000/ha). Rice dry season production, despite lowest yield variability (CV 14.7%), proved unviable at current prices ($360/t), generating only $802/ha—requiring ≥$500/t for viability. No-tillage systems demonstrated exceptional drought resilience, with advantages amplifying four-fold under stress (from 31-33% to 110-159%). Water productivity analysis revealed maize ($452-518/ML) was 3-4× more efficient than cotton ($111-175/ML).
Conclusions: Mungbean-maize rotations represent optimal systems, combining superior economics, risk diversification, and proven performance. No-tillage practices are essential for climate adaptation. Rice viability depends on premium pricing and top-quartile yields.
Policy Implications: Findings inform allocation of 41,541 ha suitable cropland and $100M+ investment. Water policies should prioritize high-productivity crops (maize 3-4× cotton efficiency). No-tillage adoption warrants policy support given demonstrated drought resilience. Rice subsidies require reassessment unless premium markets secured. Urgent research needs include rice water use quantification and cotton economic validation for evidence-based water allocation.
Keywords: Tropical agriculture, cropping systems, economic analysis, risk assessment, water productivity, policy implications

Yugul Mangi Development Aboriginal Corporation (YMDAC) was established in 2008 to support the wellbeing of our Yugul Mangi clan groups, families and Country.

Our fourteen nominated Directors speak for and represent the seven Clan Groups Groups of South-East Arnhem Land region, carrying the voices, responsibilities and cultural authority passed down through generations.

Across these traditional lands lie many strong opportunities. Some of these include land and sea management, cultural tourism, commercial fishing, delivery of community services and social programs, civil and construction work. YMDAC is focused on helping our people build skills, create livelihoods and grow clan-based enterprises that keep wealth and leadership on Country.

As the local decision-making partner with government, YMDAC is building its capacity to take on more of the work delivered on our own Country including the delivery of three significant community-priority infrastructure projects for Ngukurr community with $15 million of funding secured as well as an additional $57 million of future infrastructure being scoped including:
• Ngukurr Oval Community and Sports Precinct (Precinct);
• Ngukurr Boat Ramp Upgrade;
• Ngukurr Multipurpose Centre Administration Hub; and
• Ngukurr Precinct Activation Project (future project in scoping stages that will see the creation of 250 new, local jobs within locally owned and operated enterprises and industry).

The Precinct is a $25 million, three-stage community-led and controlled project with $11.2 million of funding secured from six different funding sources for Stages 1 & 2.

This project has developed over 10-15 years and through the commitment and determination of community leaders is now in the final stages of the design process, following an extensive, community paced, controlled and led consultation process.

This presentation focuses on the immense challenges and varying obstacles faced by very remote Aboriginal communities to deliver community-driven capital projects and the invisible burdens carried by community leaders.

The Alice Springs sits in the heart of Australia. The climate is hot and arid, with low annual rainfall, very high evapotranspiration and strong year to year variability. With no permanent rivers or surface water sources, groundwater is the only reliable supply for the town — and the public water supply is by far the largest user. The vitality of Alice Springs is critical, not just for residents but as the key service hub for Central Australia.

The Department of Lands, Planning and Environment has developed a new 10 year water allocation plan for 2026–2036. This is the third plan for Alice Springs and was declared by the Minister for Water Resources earlier in 2026. The presentation provides an overview of the new plan and shares learnings from public consultation held in February and March 2026.

Water management in Central Australia continues to evolve as we respond to the challenges of relying on ancient groundwater. It outlines the characteristics of the local water resources and the unique pressures of managing deep, slow recharging groundwater in an arid environment.
A major action for the next decade is improving our understanding of current and future contamination risks to the aquifers that supply the town. The $1.5 million Alice Springs Groundwater Protection Study, co-funded by the NT Government and the National Water Grid Fund, is a key step. This work will help identify where development can occur with minimal risk and what types of development are suitable for the Red Centre.