Maritime industry development plan
The maritime industry development plan (MIDP) provides a framework to grow the size, scope, capability and commercial sustainability of the Territory’s maritime sector. It maps out an effective path for maritime industry investment and sustainable growth, which will in turn support and grow the Territory’s economy.
The MIDP has been developed in consultation with industry to ensure that the Territory’s maritime sector achieves sustainable and achievable growth into the future.
Why we’re implementing the plan
The Territory Economic Reconstruction Commission’s final report in 2020 identified the need for a clear and coordinated strategic blueprint to develop the maritime industry and activate the Darwin Ship Lift Facility. The industry plays a crucial role in our logistics system, as an enabler for our traditional and emerging industries, and as a maintenance and sustainment provider for Australia’s national security and Defence.
Our vision
For the Northern Territory (NT) to be a leading hub for maritime service, supply and sustainment in the Indo-Pacific region.
Key focus areas and action items
The NT Government will work with all stakeholders to achieve its vision and implement actions under 4 key focus areas.
The maritime industry development plan has identified the following key actions under each focus area to achieve its vision in the short, medium and long-term.
These timeframes are defined as:
- short- term: 2024 to 2026
- medium-term: 2027 to 2029
- long-term: 2030 and beyond.
Developing strategic infrastructure
The NT Government and its partners are investing in maintenance, freight and related infrastructure to drive future industrial expansion.
| Item | Action | Timeframe | Lead agency | What success looks like |
|---|---|---|---|---|
| 1.1 | Manage delivery of the Darwin Ship Lift Facility | Short-term | DIPL | The Darwin Ship Lift Facility and enabling infrastructure commences operation in 2025-26 |
| 1.2 | Develop the master plan for the Marine Industry Park and communicate opportunities to local, interstate and international industry | Short-term | LDC | A concept master plan for the Marine Industry Park is established |
| 1.3 | Fund and manage delivery of the Mandorah Marine Facility | Short-term | DIPL | Mandorah Marine Facility is delivered in 2025 |
| 1.4 | Fund and manage delivery of the upgrades to infrastructure at Frances Bay Mooring | Completed | DIPL | Frances Bay upgrades address the needs of local industry and community stakeholders |
| 1.5 | Establish a Darwin Harbour Development Plan and separate dredging strategy to support future growth | Short-term | DIPL | Infrastructure focused to deliver greater capacity, efficiency and transparency for harbour development along with optimal environmental, social, cultural and community outcomes |
| 1.6 | Progress development of the Regional Logistics Hubs | Short-term | DIPL | Network of Regional Logistics Hubs established throughout the Territory |
| 1.7 | Deepen collaboration with Darwin Port, through port management committee meetings | Medium-term | DIPL | Areas of collaboration identified and increased |
| 1.8 | Continue investigation for expansion of ferry infrastructure across the Darwin region | Long-term | DIPL | Long term ferry infrastructure expansion plan developed |
| 1.9 | Develop a comprehensive transition plan for Frances Bay Mooring Basin | Long-term | DIPL | A management strategy with clearly identified funding mechanisms that ensures the sustainable transition to a mixed-use waterfront, continuity of investments in Frances Bay and respect for its historical fishing industry role |
Growing the Territory's maritime industry
Darwin is positioning itself as a key vessel service, supply and sustainment hub in Northern Australia and the broader Indo Pacific region, servicing the needs of Defence, Border Force, the energy industry, fishing fleet, tug fleet, workboats, superyacht vessels and other commercial operators.
Growth in these sectors will drive demand for service, supply and sustainment services in the Territory.
| Item | Action | Timeframe | Lead agency | What success looks like |
|---|---|---|---|---|
| 2.1 | Work with the Australian Government to support the Regional Maintenance Centre (RMC) North and ensure the Darwin Ship Lift Facility and Marine Industry Park meet the requirements of the Royal Australian Navy (RAN) and Australian Border Force (ABF) | Short-term | DCMC (Defence NT) - with support from across-government | Through RMC North, the RAN and ABF use the Darwin Ship Lift Facility and Marine Industry Park to enhance their maintenance and sustainment programs |
| 2.2 | Work with the Australian Government to develop the Middle Arm Sustainable Development Precinct's marine infrastructure | Short to medium-term | DIPL | Middle Arm Precinct is operational, meets the needs of industry, and complements existing marine infrastructure |
| 2.3 | Assess the opportunity for Territory companies to grow service and supply capability for the oil and gas industry, including support for decommissioning offshore oil and gas assets | Short to medium-term | DIPL | Decommissioning opportunity quantified and pathways for participation identified |
| 2.4 | Explore opportunities to develop local superyacht maintenance and provisioning capability to take advantage of the growing global superyacht industry | Medium-term | DITT (Facilitated Projects) - with support from DIPL | Dedicated superyacht berthing facilities are developed by 2030 to capitalise on Darwin’s location and increased demand for services in the lead up to the 2032 Brisbane Olympics |
| 2.5 | Undertake targeted tactical campaigns to promote the investment opportunity arising upon the delivery of MIDP actions | Short to medium-term | DCMC (Investment Territory) | Tactical campaigns generate interest interstate and internationally |
| 2.6 | Explore opportunities for autonomous surface vessel and autonomous underwater vessel industry development | Long-term | DCMC (Defence NT) | Industry potential for the Territory evaluated and, if positive, investment attraction commenced |
| 2.7 | Develop a NT Fisheries policy | Short to medium-term | DITT, land councils, NT Seafood Council, Amateur Fishermen’s Association of the NT | Clear statement on aquatic resource values and uses to guide management |
| 2.8 | Implement the NT recreational fishing development plan 2023-2033 | Short to long-term | DITT (Fisheries Division), Amateur Fishermen’s Association of the NT, NT Recreational Fishing Advisory Committee | Clear action plan for the recreational fishing industry implemented |
| 2.9 | Continue monitoring the water quality and ecosystem health of Darwin Harbour to support a resilient environment and sustainable economic decision making | Ongoing | DEPWS (Flora and Fauna Division) | Health of Darwin Harbour is maintained and regular water quality reports are released to the public, and a mangrove conservation strategy is developed and implemented |
| 2.10 | Develop new NT defence industry strategy | Short-term | DCMC (Defence NT) | Local industry capability and capacity aligns with Defence requirements to deliver current and future maritime sustainment projects/programs in the NT |
Developing local capability and capacity
The NT Government will work with stakeholders to ensure that Territory businesses are ready to take advantage of an expanding maritime industry.
| Item | Action | Timeframe | Lead agency | What success looks like |
|---|---|---|---|---|
| 3.1 | Undertake a business capability gap analysis and development strategy | Short-term | DITT (Industry Strategy) | Strategy completed and incorporated in DITT business plan |
| 3.2 | Develop a comprehensive workforce strategy | Short-term | DITT (Industry Strategy) | Current and future industry workforce demands identified and forecasted, with a clear strategy established to address skills shortages and demands |
| 3.3 | Work with the Australian Government to enhance competitive access for local companies to Department of Defence procurement, including maritime | Medium-term | DCMC (Defence NT) | An increase in Territory related businesses conducting work on Royal Australian Navy, Australian Border Force vessels and visiting allied vessels, including through the Regional Maintenance Centre North |
| 3.4 | Support industry advocacy and collaboration of the Maritime Industry Council within the NT Chamber of Commerce | Short-term | DITT (Business and Workforce) | Maritime Industry Council established as a self-sustaining and leading voice for the Territory maritime industry |
| 3.5 | Continue to engage with training providers and other stakeholders on opportunities to deliver in-demand maritime qualifications and micro-credentials | Ongoing | DITT (Business and Workforce) | Priorities identified and acted upon to deliver in-demand training |
| 3.6 | Increase capacity and capability of the NT to plan for and respond to marine oil spills | Short-term | DEPWS | The Territory’s oil spill response framework, capability and tools are significantly enhanced |
Stimulating growth in the regions
Many of the Territory’s regional and remote communities rely on the maritime industry for transportation, supply and sale of goods and services.
Developing regional industry and support infrastructure will unlock new opportunities for regional communities.
| Item | Action | Timeframe | Lead agency | What success looks like |
|---|---|---|---|---|
| 4.1 | Support Aboriginal Territorians to maximise the social and economic benefits from sea rights and interests | Ongoing | DCMC | All marine related actions in the Aboriginal land and sea action plan are implemented and Aboriginal-led marine development is supported |
| 4.2 | Advance a Gove Port development plan (master plan), including identifying opportunities to repurpose existing maritime infrastructure, to support the region’s transition as Rio Tinto ceases its bauxite mining operations | Short-term | DIPL | Master plan developed which responds to emerging and diversified industry opportunities for East Arnhem |
| 4.3 | Following completion of the Gove Port development plan, facilitate $10 million NT Government investment and secure co-investment for marine and land side capital upgrades to commercial port facilities | Short to medium-term | DIPL and DCMC | Industry diversification through enhanced common user infrastructure and increase local jobs and business growth |
| 4.4 | Deliver the upgraded Gove Port Tourism Precinct in partnership with the Australian Government, Developing East Arnhem Limited and Traditional Owners | Short-term | DIPL and DCMC | Increased cruise vessels, additional visits from private yachts and more opportunities for fishing and tourism charters. Project completion as per East Arnhem destination management plan action 10 |
| 4.5 | Complete safety works on existing Gove Port old public wharf | Short-term | DIPL | Safety works on old public wharf completed in commercial precinct |
| 4.6 | Work with the Australian Government’s Department of Agriculture, Water and Environment to reinstate biosecurity first point of entry status for Melville Bay and Milner Bay for recreational and passenger vessels | Medium-term | Developing East Arnhem Limited in partnership with DCMC | First point of entry status for Melville Bay and Milner Bay restored, facilitating increased marine traffic |
| 4.7 | Investigate feasibility of barge landing and goods handling infrastructure in the communities of Milingimbi, Ramingining and Galiwin’ku to enable marine tourism | Ongoing | DIPL | Opportunity investigated and next steps identified |
| 4.8 | Upgrade Wadeye’s barge landing and hardstand | Short-term | DIPL | All weather access improved, supporting accessibility, growth and community safety |
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