Plans & Actions

Create a Dry Seasons Toolkit (hub) that captures the ways the region already manages seasonal and longer-term dry seasons. Link to resources that are relevant to

Increase agricultural financial and human resource management skills during dry seasons and drought. This could include managing farm debt-to-equity ratio in relation to drought resilience risk profiles with the objective of helping growers become more financially resilient to dry seasons and drought. Highlight the role of farm historical records to help manage the risk to the next generation of growers,

Identify the role of creating farm business incubators in the region that support the growth of future generation farmers who are knowledgeable about building drought resilient enterprises. Identify existing hubs and networks that may be able to offer or

Run natural capital accounting workshops in the subregion to increase knowledge and capability, and to keep growers abreast of the development of natural capital

Create a place-based profile of the North Midlands Resilient Farmer through programs, plans and/or education packages. Help current and next generation farmers to understand the relationships between business, paddock and health, and explore how to lead yourself and your farm through dry seasons and drought. Build skills in decision making in a dry year – expect that it will happen if you are farming in the North Midlands (e.g. farm for one good year in every three). Identify how to get the work/life/farm/red tape balance right to ensure wellbeing and personal resilience to the peaks and troughs, while building a dry season and drought resilient farming business (incorporating off farm and value add on farm income). Understand how to

Investigate and promote fodder storage systems to successfully store 2 – 2.5 years of fodder for mixed enterprise systems as a way to plan to protect fodder, stock,

Identify and showcase farm diversification case studies and run education on building a diverse farming enterprise – considering agritourism and post farm gate value add opportunities. Not all diversity needs to be off farm – how can the farm ‘work smarter’.

Build regional capacity across the agricultural community to develop pre-emptive farm specific drought resilient plans (encompassing climate variability). These plans can be seen as part of the overall risk management of a farm – linking dry season, drought resilience and environmental sustainability, and preparing for the role of ESG

Improve grain grower business resilience before, during and post drought. Identify

Build knowledge about the role of ESG in the farm supply chain and the potential impact in the future of accessing finance that is tied to farm/enterprise sustainability credentials (e.g. Green finance lending). Find opportunities to link into existing

Create whole of farm systems that are adaptable to and innovating for changing climatic conditions across both cropping and mixed enterprise systems in a proactive way to build long term agricultural sustainability, resilience and profitability into the region.

Build increased understanding about paddock design for increased water holding capacity – explore the move away from contour banks etc and what rehydration

Support further research into natural fertilisers (e.g. worm juice and manures) to offset use of synthetic and chemicals and increase soil microbial activity and water

Identify and understand the opportunities for cover crops and perennial pastures and light stock grazing using mobile e-fencing technology as an alternative to chemical

Understand grazing strategies suitable in the subregion to manage the ‘green drought’ (early rains, early pasture growth/germination and no follow-on rain) for quality feed.

Investigate, understand and research the different farming systems required between the Eastern and Western areas of the region to better understand soil management practices of fragile coastal soils and the role of livestock and pasture in this

Review current soil amelioration systems in the region and research/identify new tools and systems for increased crop resilience in dry seasons and drought - look at the link to water efficiency, water holding capacity and drought resilience.

Identify and support further development of regenerative farming practices on a broad acre scale and understand the potential for increased dry season and drought

Identify regenerative farming practices case studies across the North Midlands at both trial and at scale. Identify how regenerative practices can be applied to non-livestock enterprises.

Identify the potential and role of the Water Smart Farms and Water Smart Dams project to the North Midlands, including the use of bores for water supply, and extend the value of the project to the region. Connect and leverage other industry groups already undertaking Water Smart Farms and Water Smart Dams project activities.

Increase capacity to harvest/capture rainwater on-farm (e.g. tanks/gutters on farm shed) to be used for spraying to enhance water quality. Improve water use efficiency

Increase decision making skills in relation to weather patterns and seasonal outcomes to build capacity to remain profitable in a season. Identify the tools, resources and skills required to support decision making. Build into this scenario planning to accommodate adverse weather events (e.g. Heavy summer rains, extreme heat etc).

Support the expansion of available ground water mapping information to identify new ground water sources (e.g. bores) to increase quality and quantity of available water

Support investigation into the potential of summer rainfall opportunities – matching off-season opportunities and crops to markets or environmental regeneration

Develop better plans for non-productive cropping land. Investigate potential partners and opportunities to manage/support/grow non-productive land for alternative markets – link to ecosystems, environment, bush foods and landscape restoration and

Understand the impact of rising water tables in the subregion and the impact on soils, paddocks and landscapes. Identify concurrent projects in this space and share

Undertake a feasibility study to investigate tools for pivot and drip irrigation in the northern agriculture region. Develop a template-based input program for farmers and investors to accurately cost the enterprise using local costing variables. Identify startup grant funding for a design plan by a certified irrigation designer.

Understand the impact of vegetation on rainfall patterns and identify potential positive impacts from proactive landscape/environmental revegetation in the region.

Identify drought related programs across the North Midlands to capture shared lessons learned; look at extending programs across the region and make it easily

Investigate the establishment of a Farmer-to-Farmer communication platform to enable the sharing of North Midlands farmer led on-farm trials and support for writing these up by agronomist or project support officer. Identify ways to share this information to foster increased networking and mateship, local visits and mental

Develop farming business incubators or mentoring programs to support next generation farmers who may not yet have physically seen major droughts or dry season on farm to build and share intergenerational knowledge, networks and

Identify funding to support project/executive officer assets to be shared across smaller farming improvement groups in a coordinated way by linking existing smaller

Create a ‘Look Back to Look Forward’ resource linking Aboriginal knowledge of drought resilience with on farm drought strategies – including traditional fire systems to manage weeds, rehydration and reading landscapes. Identify Right People on Right Country and links to existing and emerging Aboriginal Ranger Programs and partners,

Create a funding program to continue the development drought and dry season work in the North Midlands. This could be via a centralised community crop (different to sporting/community groups) or the establishment of a region wide deductible gift recipient (Deductable Gift Recipient (DGR)) status Community Benefit Fund/Foundation that could receive donations of grain (and money) and provide tax deductible receipts as an alternative method that reduces the management of a

Create The 2050 North Midlands Farm – identifying the best fit North Midlands farm for the future (look at UWA Best Practice Farming Systems Project as a model).

Identify, investigate and support the role of the Healing Country program across the North Midlands to link both agricultural innovation, Aboriginal economic

Undertake a feasibility study exploring the options and opportunities of growing seasonal local produce for the North Midlands area and beyond at a

Review the impact across the North Midlands of the change to the export of sheep/livestock and the availability of meat processing facilities to identify the impact on mixed enterprise businesses and to consider longer term opportunities.

Review the work of the multiple ecosystems services experiment at the UWA Ridgefield (Pingelly) site and identify the lessons learned for the North Midlands.

Develop a deeper understanding of the role of building soil carbon as a drought resilience practice and farm business income methodology. Link to existing

Investigate the opportunities of a Traditional Farming Partnerships program – matching Aboriginal Economic Opportunities with non-productive land on farms – partnering for ecological management and new bushfood/business opportunities. Resilient Agricultural Systems Partners The North Midlands includes the following existing partners who may be well placed to support and activate Resilient Agriculture projects: - Department of Primary Industries and Regional Development - Department of Water and Environmental Regulation - Mingenew Irwin Group - Morawa Farm Improvement Group - Three Springs Farm Innovation Network - Perenjori Farming Forward Group - West Midlands Group - North Midlands Agricultural Society - Co-operative Bulk Handling - Grains Research Development Corporation - Yarra Yarra Catchment Management Group - Northern Agricultural Catchment Council - Mid West Food Industries Alliance - Grower Group Alliance - South West Drought Hub - Morawa Agricultural College - Aboriginal Groups (Right People on Right Country) - Elders and Nutrien (and other livestock/agricultural groups) - Local and regional farm consultancy groups - Local and regional farm business groups - Local and regional farm business/equipment/water supplies companies. This list is formative and will continue to be developed as the Plan matures and projects are implemented. Resilient Community Community Conversations identified the importance of communities being able to prepare for dry seasons and drought, and at the same time being able to bounce back from these occurrences. One key term that came up during the Conversations was the importance of sharing ‘good news stories’, so that current and future community members understand the resilience that has been built up over the years and how this has helped the community. Like other community organisations such as the North Midlands Project, the Town Teams movement and the Community Development Action Plans (Rural Aid – Bank of IDEAS), Community Resource Centres and visitor centres, engagement identified the importance of activities that help to attract, grow and retain people, businesses and groups in the community. It is essentially the ‘working connections’ that offer the opportunity to withstand dry seasons and drought. “Ripple effects of dry years are significant. Some are nearly irreversible such as a steady stream of population decline.” Community Conversation participant Mental wellbeing during dry seasons, drought and natural hazards was discussed at many points, along with the importance of having health providers who were in tune with the unique aspects of supporting the community during these times. Housing, childcare, employment, infrastructure and business all contribute to a drought resilient community. Communities can be sustained only with people collectively working towards building towns and a region that retains populations and attracts new residents. Future Drought Fund Objective: Strengthen the social capital, wellbeing, and connectedness of rural, regional and remote agricultural communities. Areas of Focus Key areas of focus include: - Attracting and Retaining People, Business and Groups - Growing and Supporting People and Groups - Creating a Healthy and Resilient Community - Creating a Liveable Region (Growing Events, Sports, Nature and the Arts), and - Growing Places and Spaces. What’s Working - Considerations for Investment: Community The region is well known for an active community program, with many communities working towards diversification in their community offering. The RDRP for the North Midlands encourages the following during decision making regarding future investment: - Continue to support, bolster and strengthen community and not for profit groups that have an activation footprint in the North Midlands and who are already working across the themes of the Plan. - Link in with existing Community Action Plans (CAPs) developed through the Community Builders program with Rural Aid. Support and encourage all LGAs in the North Midlands to participate, where possible, in programs that develop action plans to foster ongoing community development. - Encourage sharing of plans, activities, projects and outcomes within the community groups space to build a stronger profile of what it is to be a resilient community both in the short and long term in the North Midlands. - Understand and consider the unique nature of the communities of the subregion– from coastal to inland – and their placed based needs and connections. - Invest in reviews that identify work already done in this theme to avoid duplication of work and expenditure of grants and funds.

Identify the benefit, function and fit for a central North Midlands online hub that can act as a one stop shop for the community and industry to create a stronger shared brand and create more opportunity for cross-regional communication. Consider how

Identify activities and projects that can help to support and advocate for the ongoing forums, projects and conversations regarding childcare offerings across the Shires to understand the issues, current plans and opportunities across the region through a

Identify activities and projects that can help to support and advocate for the ongoing forums, projects, reports and conversations to understand the housing issues and opportunities across the North Midlands and identify share actions and potential

Identify the barriers to new building and housing developments (e.g. power and water connection costs) and advocate with key stakeholders to subsidise costs in line with

Identify opportunities to create offerings of new land (e.g. like Bindoon/Chittering) to attract new families to the region. Identify how to create a small landholder

Work with regional partners and key stakeholders to create the North Midlands Five Families Project to attract five new families to each of the participating shires by 2035.

Undertake a review of all community groups in the region to identify barriers to their continued operations (e.g. Insurance costs, volunteer burnout, lack of paid staffing etc) with the aim of identifying shared workable solutions to strengthen their

Map and identify opportunity pathways for young people in the community including education, sporting, community involvement, training and employment. Link this to new and existing industries in the region.

Undertake a map and gap audit of the current mental health services and programs that operate across the North Midlands to identify needs and opportunities.

Create and distribute a North Midlands toolkit/information package for health professionals operating or visiting the region to better understand the unique communities in the region and how to provide health services that demonstrate an understanding of the members of the community and tipping points, especially during dry seasons and drought. Review the work of rural and remote health organisations to

Undertake a review of all health/medical services that are available in the region to map the regional services profile and then identify opportunities to attract new health services to the region or support existing services. Work with LGAs and key stakeholders to identify how this information can help to support advocacy activities

Investigate pathways and advocacy stakeholders to seek payment for ambulance volunteers to offset costs and to manage volunteer burnout and unavailability during

Investigate the provision of Mental Health First Aid training across the region to help reduce the stigma attached to accessing support during times of need and to build community capacity and knowledge in the provision of on the ground mental health

Conduct research into identifying vulnerable cohorts in the subregion who are most at risk during dry seasons and drought and identify and support activities that enable

Convene a dry seasons and drought risk forum for education leaders in the subregion to better understand the impact of dry seasons and drought from a community education lens, and incorporate this information into Plan projects and outcomes.

Create a pre-season North Midlands Mental Fitness program that can be incorporated into the North Midlands sporting clubs (and others) – match physical and mental health pre-season strategies to reduce stigma and increase uptake of matching your physical fitness to your mental fitness to build overall resilience – embed this into the

Grow a more life skills resilient community – identify the opportunity to offer community life skills sharing events to support young community members to grow

Create a healthy community that can manage the mental health challenges through dry seasons and drought conditions with increased mental fitness.

Map, communicate and showcase how the communities in the North Midlands subregion can work together to create a whole of region, liveable location and identify how the subregion’s connections help build dry season and drought resilience (e.g.

Review the Community Actions Plans in place by Rural Aid (Community Builders) and identify shared links of action to bolster, support and fund across the North Midlands.

Support the growth of Aboriginal and cultural events (e.g. Mid West NAIDOC event in Morawa) as signature events that attract people to the region. Incorporate on country activities and intergenerational activities. Work to empower the North Midlands Aboriginal community to identify their preferred ways to share culture and

Undertake an audit of the large community events across the subregion to identify their drought risk and identify how to make these dry season and drought resilient to

Develop a drought resilience risk toolkit/ management plan for community events to reduce cancellation and increase likelihood of success in a dry season or drought.

Create a detailed community events plan for the subregion to optimise shared elements, develop a unified events profile, and improve community involvement.

Create a regional ‘pop up community wellbeing’ plan that is activated during dry seasons and drought to proactively address community needs during vulnerable

Audit the sporting and recreational assets of the region to better understand how to market these to visitors to the region, and to create a fee for service offering to

Create opportunities to bring more events and activities to the North Midlands region. As part of this, undertake a review of all major events currently undertaken in the North Midlands subregion to identify their drought and dry season risk management plan and their links to one another, as a way of helping to create a more regional

Identify the opportunity of a community crop location that benefits a drought resilience fund in the region, as well as acting as a basis for trials and meeting place for the community to better engage both farming and non-farming community

Identify other regions in the world that have similar dry season and drought resilience environmental factors and understand how they build healthy and resilient communities, with the aim of identifying lessons that can be applied to the region.

Undertake an audit of local government greening programs across the region to identify shared opportunities for funding, capacity building, knowledge sharing and waterwise strategies; link these together as a greening spaces trail across the

Support the development of and strengthening of local community gardens as a way to foster social connection and good mental health, encourage local fresh produce, increased skills and education in growing food in a drought resilient way, encourage healthy eating, seed sharing and reducing food miles. As part of this, create a network of community gardens across the regions to foster opportunities for visits between

Identify local Aboriginal Economic Business opportunities across the region. Resilient Community Partners The North Midlands includes the following existing partners who may be well placed to support and activate Resilient Community projects: - Local Government Authorities - North Midlands Project - Rural Aid - North Midlands Agricultural Society - Town Team Movement - Australian Men’s Shed Association - Country Women’s Association - North Midlands Education Networks - Central Regional TAFE - North Midlands Sporting and Recreation Groups - Community Resource Centres in the region - Shire Community Development Officer Network - Community Gardens in the North Midlands - WA Country Health Services - WA Primary Health Network (WAPHA) - Desert Blue Connect (and other social enterprise organisations) - Foundation for Rural & Regional Renewal. This list is formative and will continue to be developed as the Plan matures and projects are implemented. Resilient Economy \ Community Conversations related to building economic resilience all identified the importance of growing existing businesses that can support both the agricultural and community needs of the region, while identifying potential new industries that could be developed or attracted to the region. It was noted that many businesses are impacted by seasonal trends and the resulting decisions that are made by farming businesses, and that it is difficult to attract new employees when there is also a housing and childcare shortage. Conversations noted the importance of building diversity into the business sector, and many felt that the tourism, resources, food, carbon and renewable energy sectors offered a pathway to increased economic and business diversity, to reduce the reliance on the agricultural sector and build economic resilience in the region. Additionally, value adding opportunities post ‘farm gate’ and building the visibility of the remote workforce in the region, were noted as opportunities to be explored and developed, along with building a strong profile of training and business development across the North Midlands. Future Drought Fund Objective: Grow the productivity and self-reliance of the agricultural sector; and strengthen the wellbeing and social capital of rural, regional and remote communities. Areas of Focus Key areas of focus include: - Identify and Capitalise on Business Growth Opportunities - Support Economic Diversification and Business Development - Identify and Develop New Industries - Identify and Reduce Business Development Constraints, and - Build Business Training, Networking, Support and Leadership Capacity. What’s Working - Considerations for Investment: Economy While the region has a large economic footprint derived via agriculture and resources, it is also a region growing in diversity of economic opportunities via both the natural and built assets in the North Midlands. The RDRP for the North Midlands encourages the following during decision making regarding future investment: - Clearly understand the current and future access to reliable telecommunication services (e.g. AARNet High Speed Fibre spurs to Mingenew, Three Springs, Coorow and Carnamah) and its potential to provide new industry opportunities and strengthen the diversity of existing businesses in the North Midlands. - Identify potential and pathways for the North Midlands to harness the growing renewables and energy sector in the region to link to building business diversity across the North Midlands. - Leverage both the natural and built assets in the region as part of building economic diversity in the region. - Support and champion projects that showcase diversity of business opportunity in the region.

Undertake an audit of all business and community trades/support services across the region to identify gaps and opportunities. Create a traffic light score card of critical trades and services across the region to monitor and prioritise growth opportunities (identify whether this is a point in time or ongoing scorecard that may be developed in the region). As part of this, identify how this scorecard will be future resourced, used

Identify the ‘hidden remote workforce’ in the region to map the skills of the region and to create networks and links to business growth opportunities in the region.

Work with key stakeholders to create a shared North Midlands tourism platform and brand that showcases all aspects of the offerings in the region across the year and includes wildflowers, history and heritage, Aboriginal culture, the natural environment, agriculture, industries, night sky etc to build a year-round tourism

Identify novel and new tourism activities (e.g. geocaching) that showcase the natural and built assets of the subregion to increase opportunities to bring people to the

Strengthen networks and opportunities and to work with Tourism WA, Coral Coast and Golden Outback to build capacity to achieve event and other funding activities.

Create a North Midlands Pool Hop & Seaside Splash summer trail that brings visitors to the region off season to increase summer season economic benefits to the region

Build a stronger profile of the North Midlands as an Astro tourism region to build upon the work already done with Mingenew, Three Springs, Perenjori, Coorow and Morawa

Create a North Midlands business hub that can showcase the business opportunities of the region. This could include jobs, training, accommodation availability etc.

Investigate and advocate for a ‘living in place’ program that encourages new industries (renewables, gas, mining, etc) to house their workforces in existing rural communities.

Investigate and showcase opportunities for value add or agribusiness diversification opportunities to existing agricultural products in the region to create new business outcomes (e.g. micro-brewery using malting barley grown in the region, free range eggs for pasture regeneration). Look at how successful diversification has taken place in other regions (value add, farm stay/camping, events, dark sky etc).

Identify the existing agrifood assets in the region (e.g. Morawa Ag and MEEDAC hot houses) that could support the development of an agrifood hub in the North Midlands subregion. Identify the capacity, constraints and opportunities of the existing assets

Investigate how major industries (mining, gas, renewables and others) in the North Midlands currently provide local supplier/procurement pathways to assist local businesses and service provides to benefit from major procurement tender and

Create a regional capacity map to identify the business, equipment and assets of the region that can be identified as local content businesses for resources and others

Work with major industries (mining, gas, renewables and others) to establish local supplier/procurement pathways to assist local businesses and service providers to quote and tender for supply and service contracts for major projects in the North

Identify all existing vacant buildings and investigate shared space business opportunities for existing and new businesses. Ensure that each LGA in the region has a micro-business hub that can accommodate multiple small businesses to mitigate

Review the current ways in which businesses are supported across the region and identify gaps and opportunities that enable businesses to become more drought and

Develop and adopt community benefit frameworks for major projects in the North Midlands, so that proponents align with and support community aspirations and resilience goals.

Investigate existing infrastructure across the region (what is already in place) that offers locally new business or growth opportunities (e.g. multiple commercial

Identify waste that is created across the region (e.g. food, feedlots etc) and investigate opportunities for value add or creation of new products and business (e.g. compost, beverages etc). As part of this, identify current projects in action with DPIRD and other agencies that could be incorporated or expanded in the

Identify the support needs of the region that are currently outsourced to non-local businesses to identify opportunities for local support businesses to be created (e.g.

Map the renewables and energy projects across the region, with the aim of understanding how to position the North Midlands as a significant region to support growth in these industries and capture positive economic impact and outcomes.

Create stronger networks with major non-agriculture industries in the region to deepen understanding of the current and proposed activity in the region and to

Identify and capture the opportunities to create new businesses or expanding existing businesses that can service new and emerging industries in the region (e.g. carbon

Identify the technology and business opportunities in the region that stem from the availability of reliable high speed internet services such as the AARNet system to develop potential new business incubator hubs and opportunities to position the

Support ways for the North Midlands region to participate in the supply of power for Geraldton/Perth and surrounding regions to build business diversification into the

Identify, map and build upon the existing space industry assets across the North Midlands and identify the opportunity for further growth in the space,

Advocate for more State and Federal investment in improving road infrastructure (State and Shire owned) to support and make fit for purpose for exploration and

Enable businesses in the North Midlands to become more resilient to the economic and social impacts of dry seasons and droughts through business innovation,

Position the North Midlands as a future business headquarters hub to encourage long term industry growth and development.

Undertake a survey of all small businesses in the region – understand the impacts of a dry season and what support they need to become more resilient to dry seasons and

Develop a drought resilience toolkit and plan for small businesses in the region to provide accessible information and tools to help small business plan and prepare to be

Identify the opportunity to match small business capital improvements and community streetscape development (e.g. shared capital improvement) to support

Create an asset register of storage incubators across the region to identify gaps or further needs to support current and new small trade businesses in the region.

Work with key stakeholders in the region to formulate short and long-term employment housing options. Look at options of multi-use accommodation options

Partner with LGAs to audit the regional childcare asset base (business, skills, capacity, demand etc) to identify new business opportunities and link to funding

Work with key stakeholders to assess the short and long-term connectivity security issues of the region from both a community, business and safety point of view.

Identify a North Midlands roadmap to ensure reliable telecommunications connectivity for growth, liveability and safety in the region.

Create a North Midlands Leadership, Business and Entrepreneurs network to facilitate individual and business networking, training and development, and growth

Create a Resources Ready training program for better engagement with the resources industry and create an online business hub where local content assets can be easily accessed by the major project industries, organisations and proponents in the region.

Leverage the capacity of the Community Resource Centres (CRC) to strengthen their role in providing business incubation support, business networks and partnerships,

Review and promote the apprenticeship and traineeship offerings of the region and support young people to remain in the region with confidence in further training and employment opportunities. Resilient Regional Economy Partners The North Midlands includes the following existing partners who may be well placed to support and activate Resilient Economy projects: - Local Government Agencies - Community Resource Centre Network - WA Local Government Association - Department of Jobs, Tourism, Science and Innovation - Department of Biodiversity, Conservation and Attractions - Mid West Development Commission - Mid West Chamber of Commerce & Industry - Mid West Food Industries Alliance - North Midlands Project - Western Power - Regional Development Australia Mid West & Gascoyne - Australia’s Academic And Research Network - Telecommunications Agencies - Agriculture and Resources Industry Bodies - Central Regional TAFE - Tourism Western Australia - Astrotourism Western Australia - Australia’s Coral Coast - Australia’s Golden Outback - Western Australian Indigenous Tourism Operators Council - Tourism Geraldton Mid West. This list is formative and will continue to be developed as the Plan matures and projects are implemented. Resilient Landscapes Community Conversations identified both the importance of and a desire to value, protect, manage and improve the environment and landscapes of the region. This is also reflected in each of the strategic plans of the participating Local Government Shires. The region is home to a few carbon-based projects which have different impacts on the surrounding community and, while there is a strong recognition of the importance of revegetation, there is also acknowledgment of the need for better natural capital accounting practices and guidelines to provide market drivers for revegetation that are integrated within a productive agricultural landscape. The natural assets of the region come to life during the wildflower season, and this is a key tourism and economic driver. Recognising that this environmental drawcard has the potential to be diminished by drought, the opportunity to strengthen and diversify tourism and small business opportunities to offset the impact of a drought is a priority for the region. The Conversations also identified the potential for greater collaboration with the traditional ecological knowledge of First Nations people and contemporary farming practices, extending to remnant, riparian, and reserve management. Linkages between traditional and western management practice to improve the condition and extent of natural capital and ecosystem services can enhance environment and agricultural resilience in the region. Future Drought Fund Objective: Improve the function of agricultural landscapes through effective management of the natural resource base. Areas of Focus Key areas of focus include: - Natural Capital Management - Reserve Connectivity and Management - Restoration and Revegetation - Future Farm Practices, and - Community Engagement, Education, and Landscape Group Support. What’s Working - Considerations for Investment: Landscape The region has a wonderful asset base of natural resources, which offer both environmental and financial benefits to the region and the communities within the North Midlands. The RDRP for the North Midlands encourages the following during decision making regarding future investment: - Use the existing natural resources management strategy vision for the Northern Agricultural Region (NARVis) as a guiding resource to link to when considering investment in the action ideas. This vision: ‘Sound natural resource management by a vibrant local community will support a healthy and well-functioning environment and a diversified regional economy’ can provide a sense of direction that is linked to a broader vision for the Northern Agriculture region, of which the North Midlands is located. - Encourage partnering between individuals, groups and agencies as a critical pathway for the development of long-term sustainability in the region by offering opportunities to activate and invest in projects that bring benefit to multiple groups in the North Midlands. - Build upon existing work done by Natural Resource Management Groups that provide underpinning research, information and guidance to the action ideas.

Collect and collate information on the region to establish a natural resources conditioning report card – work with local groups to undertake and support this program and link to the further development of the North Midlands DVA. As part of this, investigate the existing available environmental score cards for the region

Identify the existing carbon-based projects (e.g. tree) in the North Midlands to better understand the community and economic benefits (e.g. jobs creation) experienced, with a view to creating a framework that helps to better link and match future carbon

Ensure free and informed prior consent, develop a deeper understanding about traditional ecological knowledge for drought resilience and match this with contemporary farming practices and environment management to strengthen natural

Identify opportunities to increase the education and information sessions on natural capital accounting in the region for farmers, land holders and the community to bring

Develop strategies to enhance the visibility of the North Midlands subregion in the formulation of future Natural Capital farming programs and policies in the Mid West.

Review and document the impact of recent dry seasons and droughts on the natural environment in the region to establish a baseline of vulnerability and identify

Build capacity in farmers (land holders) to identify and prioritise the natural and environmental assets of their land to work with and support ongoing management and

Continue to support research, development and extension activities that promote natural capital accounting practices in the agricultural systems in the region.

Better understand and communicate the economic, social and community value of the natural resources and ecosystems of the North Midlands subregion.

Identify the ongoing damage from Cyclone Seroja in terms of remnant vegetation/habitat loss and identify ongoing work needed and funding sources to help

Audit the unique coastal elements of the North Midlands subregion that are impacted by dry seasons and drought. Work with LGAs and key stakeholders to identify and map activities that help to better manage the coastal region during times of impact.

Create a plan of nature reserves and green belts that connect larger nature reserves together to increase biodiversity in animal and plant ecosystems in the region.

Understand the environmental, farming and community impact on road verges to identify a resilience building action plan for the subregion. As part of this, look at current research in relation to the impact of the status of roadside vegetation on

Create a whole of region map/resource including lands under Native Title determination showing reserves, the health of these reserves, and the planned

Connect nature reserves and green belts to better support animal and plant communities. As part of this, investigate the potential adverse impacts on the profitability of agricultural systems. Look to local, national and global frameworks (e.g. Kunming-Montreal Global Biodiversity Framework) to provide guidance.

Provide support, education, and incentives to farmers and landholders to engage in activities that restore, protect, and revegetate vulnerable areas to ensure sustainable

Identify tools, programs and forums that can help farmers and landholders to more easily document their environmental assets and identify financial incentives to

Identify current restoration and revegetation projects in the region and communicate the outcomes to extend relevant projects more broadly across the North Midlands

Identify threats (e.g. weeds, feral animals etc) to restoration and revegetation activities to understand reduction actions required to reduce threats prior to site

Identify further work required in remnant vegetation assessment to understand the impact of dry seasons and drought on road verge trees and how to manage this in the

Collaborate with farmers, landholders, and stakeholders to restore ecosystems and biodiversity so the region can better endure dry seasons and drought.

Support farmers and landholders to adopt farming systems and practices that have beneficial outcomes for the land and ecosystems under their management, and which

Identify and promote case studies and farmers in action who are supporting the uptake of regenerative farming practices at scale that can apply to the North Midlands

Review how farming systems impact dust storms, temperature and water erosion in the region and identify future farming practices that lead to a reduction of impact.

Identify research into efficient machinery operations for straight runs (small areas) that provides opportunity to grow and replant in other areas using least productive land. As part of this, investigate a new land clearing formula that benefits both the

Assist farmers in identifying profitable uses for land that is unsuitable for crops or livestock, emphasising the economic and business diversity benefits, while

Continue to make the business case for revegetation and restoration of land for future farming endeavours in the region. Community Engagement, Education, and Landscape Group Support (Capacity Building)

Engage with regional schools to help young members of the community to understand traditional ecological knowledge and drought resilience and match this with contemporary farming practices and environmental management. Resilient Landscapes Partners The North Midlands includes the following existing partners who may be well placed to support and activate Resilient Landscape projects: - Yarra Yarra Catchment Management Group - Northern Agricultural Catchment Council - Aboriginal Groups (Right People on Right Country) - Department of Primary Industries and Regional Development - Department of Water and Environmental Regulation - Department of Fire and Emergency Services - Mingenew Irwin Group - Morawa Farm Improvement Group - Three Springs Farm Innovation Network - Perenjori Farming Forward Group - West Midlands Group - North Midlands Agricultural Society - Grower Group Alliance - South West Drought Hub - Morawa Agricultural College - MEEDAC. This list is formative and will continue to be developed as the Plan matures and projects are implemented. Resilient Water Systems Community Conversations across the North Midlands identified having appropriate water systems in place as an important part of building drought and dry season resilience across industry, agriculture and community. Access to secure and ongoing potable water sources is vital to dry season and drought resilience in the North Midlands subregion. In addition to community resilience, access to water is essential to realise goals for economic development and diversity and must be carefully planned against current and future needs. The Conversations also identified that there is an opportunity for the region to build a stronger community commitment across both farm and non-farm community members for a collective approach to capturing, storing and using water wisely including both potable and non-potable. Multiple examples were given during the Conversations about the economic, social and environmental impact of when water systems had failed. Individuals are keen to see activities that can reduce risks in the current systems and develop more robust systems for the future. These examples extended to the impact of natural hazards and other related events such as major regional power outages which then have a flow on effect to the availability and security of water for the community. Additionally, education and community awareness about the sources of water in the North Midlands and how to be a good community steward of the water that is available where identified as important. In addition to sustaining the current community and industry, water availability is critical to support new and emerging industries. Future Drought Fund Objective: Grow the self-reliance and performance (productivity and profitability) of the agricultural sector; improve the natural capital of agricultural landscapes for better environmental outcomes; and strengthen the wellbeing and social capital of rural, regional and remote communities. Areas of Focus Key areas of focus include: - Water Conservation, Harvesting and Efficiency - Water Supply, Sources and Security - Water Usage, Storage and Security - Water Quality, Innovation and Adoption, and - Water Literacy and Leadership. What’s Working - Considerations for Investment: Water The region has a shared vision to protect its water resources and assets and encourages a shared interest and ownership of the water that is available in the region. The RDRP for the North Midlands encourages the following during decision making regarding future investment: - Prioritise and advocate for long term potable water security for the subregion to ensure short- and long-term community and industry stability. - Work with regulatory bodies and key stakeholders to increase access to information that helps the region to understand its water sources, security and opportunities to protect water sources. - Encourage and support each LGA to plan for and maximise the use of non-potable water sources to undertake community greening programs. - Support LGAs to undertake a program to develop their own non potable Strategic Community Water Supplies Plan, with relevant government funding. - Support the existing work of groups who are promoting waterwise planting and community gardening programs. - Foster a sense of ‘shared water responsibility’ across community members in the North Midlands to encourage personal ownership of actions that help to protect, preserve and store available water.

Create a community factsheet about the water sources and systems of the North Midlands to encourage understanding of how to conserve water in the

Identify grants and funding to grow placed based water harvesting capacity (e.g. gutters, tanks, downpipes, tanks at stock water points etc) across the

Promote opportunities that enable community members to switch to low flow shower heads and other water conservation methods (e.g. kitchen, laundry, grey water and gardens) to mitigate poor water quality during drought and dry seasons (e.g. high

Identify incentives and pathways for using drought resilient/water wise plants in community and local planting. As part of this, identify the potential for Aboriginal economic opportunities to provide locally grown drought resilient seedlings.

Support partnerships between community, local government and major region businesses (e.g. agriculture and resources) to activate water harvesting and water

Investigate and promote surface water management/rehydration systems that enable the slowing down of water at the paddock by capturing and dispersing flood waters.

Investigate and share PhD/research work being done on water conservation and security in dry season regions and provide access to the North Midlands region for

Undertake an audit of all community spaces water solutions (e.g. dam, bore etc) that facilitate greening activities to identify a risk management plan to ensure continuity

Identify the opportunities to harvest stormwater and wastewater (water re-use) to use on community greening programs. Include feasibility and infrastructure costs – and an audit of what is currently done and what could be done in the future. Work with

Undertake an audit of catchment/harvesting systems across the region – do we know

Understand the impact of dry seasons and drought on community sewerage systems. Low rainfall potentially impacts the available water from dam/tank sources to treat sewerage ponds, which requires topping up by scheme water (grey water then used to

All people of the North Midlands region have at least three days of water in storage at any one time to manage through a natural hazard or drought where normal water supply sources are compromised.

Create a map of community bores and dams – link to existing plans that identify

Identify the grid and back-up power sources for community scheme programs to ensure continuity of water supply during power outages. Consider how this may link to

Undertake research into the groundwater water security, quality and duration of water supply. Work with key partners, DWER and Water Corporation, to create a shared

Identify the requirement for new or upgraded infrastructure to manage long term water security for shared community spaces to enable investment and maintenance

Identify how industry uses high quality ground water in their operations and work with industry and key stakeholders to transition these systems to desalination.

Seek funding to improve water access and security, promote regional economic growth and sustainability, or build resilience to drought and climate change (e.g. DWER Community Water Supplies Partnership Program, National Water

Investigate and promote cost effective water quality treatment options like desalination to improve water quality on farm and use of available ground water – link

Summarise desalination plants across the region, both on and off farm, to understand how they meet water demands and determine how desalination could be incorporated

Review all agricultural irrigation activities in the region to understand how irrigation is used in the North Midlands and consider a feasibility study to inform further opportunities for the agriculture sector (link to action ideas that speak to opportunities to strengthen the subregion as a food bowl region to address food

Identify potential new industries (e.g. horticulture, aquaculture, high value hay/lucerne production) that could be established with better ground water and use of desalination plants. Look at existing trials, early adoptions, and lessons learned (e.g. Barramundi, almond, lucerne and mixed enterprise). Look at other diversification programs using ground water (fresh and desalinated) and match to market demand.

Investigate the research into livestock tree fodder crops for Australian Carbon Credit Unit Scheme (ACCUs) and the benefits to the environment and agricultural industry (eg. negates rising water tables, supplies feed during dry seasons/droughts and

Investigate drought tolerant grains, pastures, fodder crops and livestock – consider new breeds for the region to enhance mixed enterprise and markets, including links to the ACCUs. Seek to understand the impact on water table quality and quantity.

Develop a method, tools and plans to reduce scheme water leaks on farm over distance. Create a farmer friendly set of tools and incentives that enable uptake in identifying, fixing and reducing loss of scheme water from long distance farm

Investigate the use of innovative or novel water storage equipment such as industrial water pillows/bladders as a form of farm and community water storage that reduces evaporation, increases safety and reduces contamination.

Support and fund LGAs to review, update and communicate their emergency water plans, maps and points to the community and local emergency groups to enhance the

Create a waterwise literacy education program with regional schools enhance understanding of water sources of the subregion and how they can help to conserve and protect water. Consider an annual education activity that showcases what schools are doing and celebrates the results of the children’s activities. Tie into the STEM part of the curriculum. Identify a funding ambassador for the program.

Encourage greater community awareness and ownership of the shared role of water stewardship in the North Midlands across community, groups and industry via

Encourage drought resilient home and community gardens and gardening programs – establish an ‘open garden’ tour in the North Midlands to coincide with the wildflower season and to encourage local food production, drought resilient gardening, and

Review the book 'Aboriginal Journey Ways' (How Ancient Trails Shaped our Roads by Dr Noel Nannup and Dr Francesca Robertson with Main Roads) to identify the drought aspects of this resource and identify how a similar resource for the North Midlands with a focus on dry season, drought and water resilience could be created. As part of this, deepen and strengthen the understanding of traditional water management

Encourage all businesses in the subregion to review their water usage and identify opportunities for increased water management. Resilient Water Systems Partners The North Midlands includes the following existing partners who may be well placed to support and activate Resilient Water projects: - Local Government Authorities - Yarra Yarra Catchment Management Group - Northern Agricultural Catchment Council - Water Corporation - Co-operative Bulk Handling - Department of Primary Industries and Regional Development - Department of Water and Environmental Regulation - Department of Fire and Emergency Services - Mingenew Irwin Group - Morawa Farm Improvement Group - Three Springs Farm Innovation Network - Perenjori Farming Forward Group - West Midlands Group - Aboriginal Groups (Right People on Right Country) - North Midlands Agricultural Society - Grower Group Alliance - South West Drought Hub - Morawa Agricultural College - North Midlands Schools Network - Community Resource Centre Network. This list is formative and will continue to be developed as the Plan matures and projects are implemented. Monitoring, Evaluation and Learning Overview The Mid West (North Midlands) RDRP has been developed to identify and guide priorities and actions to build the region’s resilience to future droughts. To ensure its effectiveness and for ongoing adaptive management of the Plan, a strong monitoring, evaluation and learning (MEL) cycle is needed. The FDF approach to MEL has been adopted in this instance and is represented in Figure 22. As part of the implementation of the Plan and associated projects, a Theory of Change approach will underpin MEL planning. MEL incorporates three key elements, specifically: - Monitoring: The systematic and routine collection of data on program activities and outputs to track progress against planned targets and timelines. It serves as an ongoing process to provide stakeholders with regular insights into implementation. - Evaluation: A systematic and objective assessment of a program's design, implementation, and results to determine its relevance, effectiveness, efficiency, impact, and sustainability. It provides evidence-based judgments to inform decision- making and accountability. - Learning: The process of analysing, monitoring and evaluating findings, identifying lessons learned, and using this knowledge to inform adjustments and improvements to the program's strategies, implementation, and future iterations. It fosters continuous improvement and adaptation. Theory of Change explains how the activities undertaken by an intervention (such as a project or program) can lead to change, delivering towards the desired outcomes of this Plan (pages 39). Figure 22: Adapted from Future Drought Fund (FDF) Scope of Enquiry for MEL under the Funding Plan Figure 23: MEL framework that formed part of Community Conversations Evaluation Key Evaluation Questions The Key Evaluation Questions for the RDRP are: 1. To what extent has the Plan been implemented and has impacted on the regional stakeholders’ capacity and resources to better plan, manage and recover from climate challenges? 2. What changes/support are/is needed to ensure that the Plan best provides an effective framework for action and stakeholders can effectively work together towards implementing those actions? Assumptions underpinning the implementation of the Plan The FDF MEL plan identified the following assumptions for the RDRP to be effectively implemented. Assumptions are the underlying beliefs or conditions that are presumed to be true or hold constant for the program to be successful in achieving its intended outcomes. They are the links in the causal chain that are not directly controlled by the program but are necessary for the planned activities to lead to the desired results. Key assumptions affecting outputs to 1–2-year outcomes: - Regional stakeholders have the capacity and capability to participate in strategic planning. - Regional stakeholders are willing to cooperate with each other on regional planning. - Program design is sufficient to give regional stakeholders opportunities to identify and communicate regional drought resilience needs. - Relevant planning at other scales can be aligned. - Regional communities are motivated to take ownership of completed plans and actively seek to implement them. - Communities are willing to share learnings with other regions. - There are sufficient learnings to inform future program design. Key assumptions affecting outcomes from 3-4 years: - Supporting consortia of local governments/stakeholders representing a region will result in changes in practice through those regions. - There are sufficient opportunities for regions to implement elements of plans. - Plans contain implementable activities to build drought resilience across Australia. - Regions continue to review, update and implement their plans. These assumptions will need to be monitored during the implementation phase to provide feedback and highlight areas that require further intervention. Monitoring MEL Data Collection Methods As part of the implementation of the RDRP, data will be collected at established points. Collection and collation of data will be integrated as part of collaborative planning, ongoing analysis and review of existing data, along with methods such as surveys, interviews, focus groups, and case studies. In designing the data collection process, consideration will be given to balancing qualitative and quantitative data to provide deep and rich data capture. Dependent on resourcing, potential methods for data collection include: Tracking participation and engagement: - Attendance registers: Maintain simple sign-in sheets for workshops, training sessions, and community meetings related to the drought resilience plan. - Number of participants: Regularly count the number of individuals, enterprises, or community groups participating in different program activities. - Community group meetings: Track the frequency and attendance of any established community working groups or committees involved in the Plan's implementation. - Website/social media engagement: Monitor website visits, social media likes, shares, and comments related to the drought resilience initiatives. Tracking Resource Distribution and Utilisation: - Distribution logs: Keep records of any resources distributed, including who received them and when. - Usage records (where feasible): For shared resources, track usage patterns if possible (e.g., through simple logbooks). Tracking Implementation Progress: - Activity completion checklists: Regularly monitor progress status of initiatives within the plan. - Timeline monitoring: Compare the actual progress of activities against the planned timeline outlined in the drought resilience plan. Note any delays or accelerations. - Number of infrastructure projects completed: For projects involving infrastructure, track the number of completed projects. Gathering Feedback: - Informal check-ins: Encourage project staff or local facilitators to have informal conversations with participants to gather their initial reactions and feedback on activities. - Simple feedback forms (short and easy to complete): After key events (e.g. workshops), distribute very short forms with 1-2 open-ended questions or simple rating scales (e.g., "How useful did you find this session?"). - Verbal feedback collection: Train staff or volunteers to note down key feedback received during interactions with stakeholders. - Focus groups: Facilitated discussions with small groups to gather in-depth feedback on experiences and perceptions related to the drought resilience plan, providing rich qualitative insights. - Case studies: In-depth look at specific examples or situations to understand how the drought resilience plan works in practice and to identify key lessons and contributing factors. Transition to the North Midlands Resilience Network As part of the ongoing governance of the RDRP, the Project Advisory Group (PAG) will seek to transition to the North Midlands Resilience Network (NMRN). This network, in partnership with the Mid West Development Commission (MWDC), will oversee the implementation, monitoring, and evaluation of the Plan, and help to share and showcase the projects from the Plan to extend the adaptive learning and capacity building across the subregion. The NMRN will serve as a regional coordination body. Further details, including membership, governance structure, and reporting mechanisms, will be developed as part of the transition process. Investment Framework The Investment Framework for the North Midlands RDRP is designed to guide investment decisions and ensure that the RDRP builds on existing activities and priorities. To avoid duplication, a stop/go assessment is incorporated to ensure proposals consider existing work or deliver on an identified need. The Framework, shown on page 80, provides a consistent process to guide decision making and categorises investment, with a focus on place based and collaborative approaches. Investments that build knowledge are also incorporated. Using an adaptive approach, adjustments will be made in future to respond to ongoing monitoring of funded projects, stakeholder feedback, and changing contextual conditions. Projects considered for investment should also align with the 10 Standing Principles for the subregion, as shown on pages 3-4. Figure 24: Vision and Outcomes. Figure 25: Investment Framework. Next Steps This plan establishes a foundational framework for the North Midlands region to identify and communicate its drought resilience priorities. Achieving the outcomes will require ongoing, coordinated action among stakeholders. It is also acknowledged that many of the actions will require investment. To track progress, a MEL framework will support implementation, ensuring transparency and accountability. This framework will measure the effectiveness of drought resilience actions and allow for continuous improvement. The investment framework also ensures that funding is prioritised against a range of criteria and aligns with the priorities of stakeholders and the community in the North Midlands subregion. The framework ensures that investments build on existing work or deliver against an evidenced need, and prioritise place based (community led) and collaborative investment. Moving forward, this Plan serves as a living document – one that will evolve with changing conditions, emerging research and ongoing stakeholder input. By embedding drought resilience into regional planning, we can build on the strengths of the North Midlands region to prepare for and respond to dry conditions and drought. As strategic documents are revised and updated the priorities articulated in this Plan should be embedded. All local governments in the subregion should consider how the RDRP and accompanying DVA can support strategic planning for the future that actively embeds dry season and drought resilience. In addition, the range of organisations identified in the literature review, and within each theme, should look to embed the RDRP priorities into their work. As part of the ongoing governance of the RDRP, the PAG will transition to the North Midlands Resilience Network (NMRN). This network, in partnership with the MWDC, will oversee the implementation, monitoring, evaluation and adaptive learning of the plan. References ABCB, (2019). Climate zone map WA, Commonwealth of Australia, Australian Building Codes Board. Retrieved from: https://www.abcb.gov.au/sites/default/files/resources/2022/Climate- zone-map-wa.pdf ABS, (2022). Data by Region (for each Local Government Area). Australian Bureau of Statistics. Retrieved from: https://dbr.abs.gov.au/index.html ANU, (2023). Australia’s Environment Explorer: 2023. ANU and TERN. Retrieved from: https://ausenv.tern.org.au/ Aqueduct, (2023). Water Risk Atlas: Groundwater Table Decline. Retrieved from: https://www.wri.org/applications/aqueduct/water-risk-atlas/ Australian Government, (2024). Drought Resilience Funding Plan 2024-2028. Retrieved from: https://www.prod.legislation.gov.au/F2024L00150/latest/text Australian Government, (2024a). Australian Disasters. Retrieved from: https://www.disasterassist.gov.au/find-a-disaster/australian-disasters BOM, (2022). State of the Climate 2022. Retrieved from: http://www.bom.gov.au/state-of-the- climate/2022/documents/2022-state-of-the-climate-web.pdf BoM, (2023). Climate Classification Maps, Product Code IDCJCM0000. Bureau of Meteorology. Retrieved from: http://www.bom.gov.au/jsp/ncc/climate_averages/climate- classifications/index.jsp?maptype=tmp_zones#maps Bureau of Meteorology (2023a). Australian climate variability and change – trend: Rainfall Total Annual Season. Retrieved from: http://www.bom.gov.au/cgi- bin/climate/change/trendmaps.cgi?map=rain&area=wa&season=0112&period=1970 BoM, (2024). Drought Knowledge Centre: Previous Droughts. Bureau of Meteorology. Retrieved from: (http://www.bom.gov.au/climate/drought/knowledge-centre/previous-droughts.shtml BoM, (2024a). 124 Years of Rainfall. Bureau of Meteorology. Retrieved from: http://www.bom.gov.au/climate/history/rainfall/ CBH, (2025). Record finish as CBH calls end to 2024/25 harvest. CBH Group. News: 03/02/2025. Retrieved from: https://www.cbh.com.au/media-releases/2025/02/record-finish-as-cbh- calls-end-to-harvest CBH, (2025). Email from CBH Geraldton Port Zone General Manager re 2024/2025 receivals across the subregion (07 May 2025). Coelli, R., (2021). Natural Resource Management and Drought Resilience: Survey of Farm Practices. ABARES, Research Report 21.12, Canberra. Retrieved from: https://daff.ent.sirsidynix.net.au/client/en_AU/search/asset/1032761/0 CSIRO, (2024). Climate Change in Australia: Projections - SSW Flatlands. Retrieved from: https://www.climatechangeinaustralia.gov.au/en/projections-tools/regional-climate-change- explorer/clusters/?current=SSWS&tooltip=true&popup=true DAFF (2023). Catchment scale land use of Australia – December 2023 v2. Australian Government: Department of Agriculture, Fisheries and Forestry. Retrieved from: https://www.agriculture.gov.au/sites/default/files/images/CLUM_map_December2023_ALUM _simplified_v2.png DAFF, (2023a). Future Drought Fund. Australian Government: Department of Agriculture, Fisheries and Forestry. Retrieved from: https://www.agriculture.gov.au/agriculture-land/farm- food-drought/drought/future-drought- fund#:~:text=Thepercent20Droughtpercent20Resiliencepercent20Fundingpercent20Plan,incl udingpercent20thepercent20Nationalpercent20Droughtpercent20Agreement DAFF, (2023a). Future Drought Fund. Australian Government: Department of Agriculture, Fisheries and Forestry. Retrieved from: https://www.agriculture.gov.au/agriculture-land/farm- food-drought/drought/future-drought-fund/regional-drought-resilience-planning DAFF, (2023b). Australian Agricultural Census 2020-21 – LGA, Australian Government: Department of Agriculture, Forestry and Fisheries (ABARES), Retrieved from: https://www.agriculture.gov.au/abares/aclump/land-use/agriculture-census-dashboards-lga DAFF, (2023c). My Climate View – Coorow, Mingenew, Irwin, Three Springs, Morawa, Carnamah, Perenjori (no commodity selected). Retrieved from: https://myclimateview.com.au/climate- summary DBCA, (2023). Threated Ecological Communities, updated 23 Nov 2023. Retrieved from: https://www.dbca.wa.gov.au/wildlife-and-ecosystems/threatened-ecological- communities/list-threatened-ecological-communities DAFF, (2008). North East Agricultural Region Strategy, in Department of Primary Industries and Regional Development, (2022). Drought Vulnerability Assessment, Mid West WA. Department of Agriculture and Food DPIRD, (2022). Drought Vulnerability Assessment, Mid West Western Australia. Department of Primary Industries and Regional Development Department of Water, (2015). Mid West regional water supply strategy. Government of Western Australia. Retrieved from: https://www.wa.gov.au/government/publications/mid-west- regional-water-supply-strategy Government of WA, (2015). Mid West Planning and Infrastructure Framework. Retrieved from: www.wa.gov.au/system/files/2021- 07/MWT_Regional_Planning_and_Infrastructure_Framework_PartA_Feb2015.pdf Government of WA, (2023). Climate Adaptation Strategy. Retrieved from: www.wa.gov.au Hajkowicz, S., and Eady, S., (2015). Rural Industry Futures: Megatrends Impacting Australian Agriculture Over the Coming Twenty Years. Rural Industries Research and Development Corporation. Retrieved from: https://www.agrifutures.com.au/wp- content/uploads/publications/15-065.pdf IPCC, (2021). IPCC AR6: Regional Fact Sheet Australasia. Retrieved from: https://www.ipcc.ch/report/ar6/wg1/downloads/factsheets/IPCC_AR6_WGI_Regional_Fact_Sh eet_Australasia.pdf May, J E.and McKenzie, N L., (2002). Regional biodiversity summary: Avon Wheatbelt. Department of Biodiversity, Conservation and Attractions. Retrieved from: chrome- extension://efaidnbmnnnibpcajpcglclefindmkaj/https://library.dbca.wa.gov.au/FullTextFiles/0 21926/021926-001.pdf May, J E.; McKenzie, N L., (2002a). Regional biodiversity summary: Geraldton sandplains. Department of Biodiversity, Conservation and Attractions. Retrieved from: https://library.dbca.wa.gov.au/#record/81388 MWDC, (2022). Regional Drought Resilience Plan for the Mid West region. Mid West Development Commission. Retrieved from: https://www.mwdc.wa.gov.au/rdrp.aspx MWDC, (2022a). Drought Impacts on Water Resources of the Mid West: Opportunities to Build Resilience. Mid West Development Commission. Retrieved from: www.mwdc.wa.gov.au/f.ashx/RegionalDroughtResiliencePlan/Appendix8_MWWaterImpactsOf Drought_MidWestDevelopmentCommission.pdf NACC, (2023). Shire Profiles: Traditional Owners, Northern Agricultural Catchment Council, Narvis. Retrieved from: https://narvis.com.au/shire-profiles/ NACC, (2024). Correspondence with Northern Agricultural Catchment Council. Peel, Murray & Finlayson, Brian & McMahon, Thomas, (2007). Updated World Map of the Koppen- Geiger Climate Classification. Hydrology and Earth System Sciences Discussions. 4. 10.5194/hess-11-1633-2007. Retrieved from: www.hydrol-earth-syst-sci.net/11/1633/2007/ Remplan, (2023). Mid West: Mid West Development Commission. Compelling Economics Pty Ltd. Retrieved from: https://app.remplan.com.au/midwestregion/economy/summary Tanton, R., Dare, L., Miranti, R., Vidyattama, Y., Yule, A. and McCabe, M., (2021). Dropping Off the Edge 2021: Persistent and multilayered disadvantage in Australia, Jesuit Social Services: Melbourne. Retrieved from: https://www.dote.org.au/s/WA_final.xlsx UN, (2023). SDG Report 2023, page 4. United Nations. Retrieved from: https://unstats.un.org/sdgs/report/2023/The-Sustainable-Development-Goals-Report- 2023.pdf see also: LI Junhua Under-Secretary-General for Economic and Social Affairs, page 3. Retrieved from: https://unstats.un.org/sdgs/report/2023/The-Sustainable-Development- Goals-Report-2023.pdf WA Government, (2020). Yamatji Nation Indigenous Land Use Agreement (Area Agreement), Map 1. Produced on 16/01/2020. Retrieved from: https://www.wa.gov.au/system/files/2021-05/PRJ- Yamatji-Nation-Agreement-Webpage-Native-Title-Map-DPLH-GIS.pdf WA Government, (2022). Mid West groundwater-dependent ecosystem vulnerability groundwater investigation. Retrieved from: https://www.wa.gov.au/service/natural- resources/water-resources/mid-west-groundwater-dependent-ecosystem-vulnerability- groundwater-investigation WA Government, (2023). South West Settlement Agreements with Regional Development Commission and Local Government Boundaries, produced 25/07/2023. Retrieved from: https://www.wa.gov.au/system/files/2023-11/mapofswsettlementagreements.pdf WAEC, (2023). Reports: Local Government Elections Reports. Western Australian Electoral Commission. Retrieved from: https://www.elections.wa.gov.au/elections/local-government- elections/reports WAPOL, (2023). Time Series: Mid West Gascoyne 2022-23, Retrieved from: https://www.police.wa.gov.au/crime/crimestatistics#/ and compared to manually calculated crime statistics for key localities and locality population. Water Corporation, (2023). Climate and the Mid West. Retrieved from: https://www.watercorporation.com.au/Our-water/Climate-change-and-WA/Climate-and-the- Mid- West#:~:text=Thepercent20Midpercent20Westpercent20ispercent20entirely,socialpercent2C percent20culturalpercent20andpercent20ecologicalpercent20significance WEF, (2020). Nature Risk Rising: Why the Crisis Engulfing Nature Matters for Business and the Economy. World Economic Forum. Retrieved from: https://www3.weforum.org/docs/WEF_New_Nature_Economy_Report_2020.pdf (calculated by BlueSalt Consulting based on local output current FY) Table of Figures Figure 1: Mid West North Midlands and Mid West Pilot Region ....................................... 9 Figure 2: Women of the Hinterlands ............................................................................ 12 Figure 3: Big Tractor Launch, October 2024. ............................................................... 12 Figure 4: Koobabbie Precinct ..................................................................................... 14 Figure 5 : Sourced from Shire of Dandaragan .............................................................. 14 Figure 6: Shire of Irwin Foreshore. .............................................................................. 16 Figure 7: Shire of Irwin Medical Centre. ....................................................................... 16 Figure 8: Mingenew Irwin Group .................................................................................. 18 Figure 9: Mingenew Childcare Centre Upgrade. ........................................................... 18 Figure 10: Mingenew Springs concept. ........................................................................ 18 Figure 11: Image credit - morawafarmers.wixsite.com ................................................ 20 Figure 12: Perenjori Community Garden (Image credit: Tessomewhere) ..................... 22 Figure 13: Conceptual Framework of Drought............................................................. 25 Figure 14: Areas of high disadvantage by SA2..............................................................27 Figure 15: Areas of low disadvantage by SA2 .............................................................. 28 Figure 16: Drought Vulnerability Scores (Pilot Program Index) ..................................... 29 Figure 17: Drought Vulnerability Composite Map .......................................................... 31 Figure 18: Incremental, Transitional and Transformational Change Types (Drought Resilience Funding Plan 2024 to 2028) ....................................................................... 34 Figure 19: Project Advisory Group (PAG) members for the North Midlands RDRP subregion ................................................................................................................................. 36 Figure 20: Snapshot of some Community Conservations across the region .................37 Figure 21: Vision and outcomes of the North Midlands (Mid West) RDRP ...................... 39 Figure 22: Adapted from Future Drought Fund (FDF) Scope of Enquiry for MEL under the Funding Plan ............................................................................................................. 74 Figure 23: MEL framework that formed part of Community Conversations ..................75 Figure 24: Vision and Outcomes. ................................................................................78 Figure 25: Investment Framework. .............................................................................79 Appendix A: Key Policy Context Policy and strategic documents included in the Mid West (North Midlands) Drought Background & Context Report. National • Drought Response, Resilience and Preparedness Plan 2019 Australian Government • National Climate Resilience and Adaptation Strategy 2021-25 Australian Government • State of the Climate 2022 Bureau of Meteorology State • Climate Adaptation Strategy 2023 (DWER) • Climate Health WA Inquiry Final Report 2020 (WA Health) • Foundations for a Stronger Tomorrow: State Infrastructure Strategy 2022 (DPLH) • Regional Planning and Infrastructure Frameworks 2015 (DPLH) • State Infrastructure Strategy (Infrastructure WA) • State Planning Strategy 2050 (DPLH) • WA Climate Change Policy 2020 (DWER) • WA Natural Resource Management Framework 2018 (DPIRD) • WA Primary Industries Plan 2020-24 (DPIRD) • WA Regional Development Framework 2023 (DPIRD) Regional • Drought Impacts on Water Resources of the Mid West 2022 (MWDC) • Mid West Development Commission Strategic Plan 2023-26 (MWDC) • Mid West Investment Plan 2011-21 (MWDC) • Mid West Regional Blueprint 2015 (MWDC/RDA) • Mid West Regional Planning and Investment Framework 2015 (DPLH) • Mid West Regional Water Supply Strategy 2015 (DWER) • Northern Agricultural Region’s Natural Resource Management Strategy 2021-2030 (NACC NRM) • Regional Drought Resilience Plan for the Mid West Region 2023 (MWDC/DPIRD) Sub-Regional • North Midlands Community Wellness Plan 2020-2023 • Regional Drought Resilience Plan for the Mid West Region 2023 (MWDC/DPIRD) • Shire of Carnamah Strategic Community Plan and Corporate Business Plan 2021-2031 (combined) • Shire of Coorow Corporate Business Plan 2018-2024 • Shire of Irwin Strategic Community Plan 2021-2031 • Shire of Mingenew Strategic Community Plan 2019-2029 • Shire of Morawa Strategic Community Plan 2018-2028 • Shire of Perenjori Strategic Community Plan 2017-2027 • Shire of Three Springs Strategic Community Plan 2018-2028 Appendix B: Scoring for Drought Vulnerability Assessment The following scores have been calculated against the measures and sliding scale as presented in the Pilot Program Regional Drought Resilience Plan for the Mid West region. Table 1: Indicators for drought exposure, sensitivity and adaptive capacity. Index Component Indicator Score Projected change in temperature and growing season Exposure 4 rainfall Change in timing of autumn break 3 Change in drought frequency 5 Sensitivity Production risk (crop and livestock) 3 Trend in NDVI (lowest 10%) 4 Percent employment in agriculture (SA2 combined) 3 Adaptive Capacity Percent unemployment 3 Physical capital / access to infrastructure 3 Groundwater quality 4 Soil capability 3 Average Total score = 35 3.5 Due to high variability across the region, most scores had to be averaged. Table 2: Raw Scores for indicators Indicator Measure and Scale Raw Score (Source) Sliding scale 1-5 1. No increase in number of hot days, no change or an increase in rainfall 12-15 more hot days 2. Moderate increase in number of hot days annually compared to Projected change in (<2.5), moderate decrease in rainfall 1994-2023 = 5 temperature and (<15%) growing season 3. High increase in number of hot days (<2.5 April to October rainfall rainfall more hot days), moderate decrease in decline 5% compared to rainfall (<15%) 1994-2023 =2-3 4. Moderate increase in number of hot days (<2.5), large decrease in rainfall (≥15%) Indicator Measure and Scale Raw Score (Source) 5. High increase in number of hot days (≥2.5 more hot days), large decrease in rainfall (≥15%) Sliding scale 1-5 1. Percentage decrease in timing of the 3-6% averaged (but autumn break – break occurs earlier Change in timing of over 6% in the 2. Autumn break occurs later (0-2%) autumn break northeastern part of the 3. Autumn break occurs later (3-5%) region) – see DVA 4. Autumn break occurs later (6-8%) 5. Autumn break occurs later (≥9%) Sliding scale 1-5 1. Three or four fewer droughts 3 to 4 more (isolated Change in drought 2. One or two fewer drought pockets experiencing 1 frequency 3. Equal number of droughts or 2 more) – see DVA 4. One or two more droughts 5. Three or four more droughts Sliding scale 1-5 1. Very low risk – good production, good Averaged as moderate soils and high average NDVI (ranging from very low Production risk (crop 2. Low risk to very high, with and livestock) 3. Moderate risk generalised increasing 4. High risk risk inland) – see DVA 5. Very high risk – marginal production, poor soils and low average NDVI Averaged as 121-140 Sliding scale 1-5 (majority of the eastern 1. NDVI 181-200 region and parts of the Trend in NDVI (lowest 2. NDVI 161-180 west and south 121-140 10%) 3. NDVI 141-160 with higher scores 140- 4. NDVI 121-140 160 in the north-west to 5. NDVI 100-120 central area) – see DVA Sliding scale 1-5 1. Very few people employed in agriculture (<10%) 2. Few people employed in agriculture (10- 11.8% Irwin SA2 & 35.9% Percent employment 20%) Morawa SA2 in agriculture (SA2 3. Some people employed in agriculture (averaged as SA2 combined) (20-30%) similar size) = 23.85% 4. Many people employed in agriculture (30- 40%) 5. Very many people employed in agriculture (>40%) Sliding scale 1-5 1. Very low unemployment (0-2%) Average moderate Percent 2. Low unemployment (2-3%) (ranges from 0-5% unemployment 3. Moderate unemployment (3-4%) categories across 4. High unemployment (4-5%) region) - see DVA 5. Very high unemployment (>5%) Sliding scale 1-5 Averaged 25-50km 1. Critical road and/or water infrastructure (moderate) Physical capital / within 10km Ranged from very low to access to 2. Critical road and/or water infrastructure moderate, some high infrastructure 10-25km away and very high in pastoral 3. Critical road and water infrastructure area. See DVA 25-50km away Indicator Measure and Scale Raw Score (Source) 4. Critical road and water infrastructure 50- 100km away 5. Critical road and water infrastructure more than 100m away Sliding scale 1-5 Average 3000-6999 1. ≤500mg/L Total Dissolved Solids (500-3,000 in west and 2. 500-999mg/L Total Dissolved Solids up to 7,000 along coast, Groundwater quality 3. 1000-2999mg/L Total Dissolved Solids and over 7,000 in the 4. 3000-6999mg/L Total Dissolved Solids east with 3,000-7,000 in 5. ≥7000mg/L Total Dissolved Solids far east. Sliding scale 1-5 1. High to very high capability 50-70% Averaged as moderate 2. Moderate to very high capability >70% to very high (very high Soil capability 3. Moderate to very high capability 50-70% localised variability – 4. Low to very low capability 50-70% see DVA) 5. Low to very low capability >70% Sliding scale 1-5: 1.Low vulnerability Total score (mean) 3.5 (mean) 3.Moderate vulnerability 4.High vulnerability Appendix C: Vulnerability Mapping Using the same methodology as used in the Pilot Program Mid West Regional Drought Resilience Plan (MWDC, 2022) impact combines exposure and sensitivity. As per the Pilot region, data used in the composite map to demonstrate exposure is: - Change in growing season rainfall (historical, projected) - Change in maturing season temperature (historical, projected) - Rainfall intensity (events > 10mm, events > 25mm) - Change in root zone soil moisture - Change in timing of the autumn break - Change in drought frequency - Change in potential wheat yield - Distance from the coast. Data used in the composite map to demonstrate sensitivity is: - Production o Average potential wheat yield o Crop production (t/ha; wheat, canola, barley) o Livestock production (numbers; sheep, cattle) o High quality agricultural land o NDVI at the end of the growing season (20yr average) - Other o Water quality o NDVI at the end of the growing season (lowest 10percent) o Average household income o Farm profit o Percentage employment in agriculture o Average farm size o Presence of bores and dams o Farm diversity o Accessibility and remoteness index o Population trends o Areas declared water deficient. Future use of NDVI as a measure could investigate splitting cropping production and non-cleared estate NDVI, with the non-cleared estate contributing to sensitivity in the ‘other’ category (NACC, 2024). Human capital was measured in the Pilot region against: - population over 65 years - percentage of unemployment. Natural capital was measured in the Pilot region as: - Water o important water resources o groundwater resources o groundwater quality o proclaimed water protection areas - Other o soil capability o plant available soil moisture o native vegetation extent o trend in NDVI o surface salinity Mid West (North Midlands) RDRP | 2024 | Page 1 of 98