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Murray-Darling Basin Authority—Report for 2020-21
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MURRAY—DARLING BASIN AUTHORITY
ANNUAL REPORT 2020-21
© Commonwealth of Australia 2021
ISSN 2209-8720 (print)
ISBN 978-1-922396-55-6 (online)
ISBN 978-1-922396-56-3 (print)
MDBA publication number: 25/21
Unle
ss otherwise stated and with the exception of the
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graphics and trademarks, this publication is licensed under a
Creative Commons 4.0 International licence.
The MDBA’s preference is that you attribute this publication, and
any materials sourced from it, with the following wording:
Title: Murray-Darling Basin Authority Annual Report 2020-21
The MDBA provides this information in good faith, but to the
extent permitted by law, the MDBA and the Commonwealth
exclude all liability for adverse consequences arising directly or
indirectly from using any information or materials contained in
this publication.
The MDBA makes its documents and information available in
accessible formats. On some occasions, the highly technical nature
of the material means that we cannot make some sections fully
accessible. If you have problems accessing the document, please
contact us.
Cover image: European Space Agency Sentinel-2 satellite
imagesof floodplains near Mungindi and Boomi, as seen on
13March 2021 (bottom) and 02 April 2021 (top), showing
Short-wave Infrared (SWIR) which highlights moisture and
vegetation. MDBA uses this imagery in its Basin-wide remote
sensing monitoring program, MDBSat, which produces a fresh
image of the Basin every 5 days at a resolution of 10 m. The
system supports important ongoing MDBA work programs,
including environmental monitoring and evaluation.
This annual report is available online on the MDBA’s website:
https://www.mdba.gov.au/publications/mdba-reports/mdba-annual-report
Contact details
1800 630 114 (free call)
02 6279 0100
(Monday to Friday, 8:30 am to 5 pm AEST)
Email: engagement@mdba.gov.au
Postal address:
Murray-Darling Basin Authority GPO Box 1801,
Canberra City, ACT 2601
Acknowledgement of First Nations Australians
The Murray-Darling Basin Authority pays respect totheTraditional Owners and their Nations of the Murray-Darling Basin. We acknowledge their deep cultural,social, environmental, spiritual and economic connection to their lands and waters.
We greatly value the guidance and support we received fromFirst Nations throughout the Basin, especially the Murray Lower Darling Indigenous Nations and the NorthernBasin Aboriginal Nations and our many FirstNations friends and colleagues.
Aboriginal Nations of the Murray-Darling Basin
Barapa Barapa Jarowair Ngadjuri Wadi Wadi
Barkindji (Paakantyi) Kambuwal Ngambri Wailwan
Barunggam Kaurna Ngarabal Wakka Wakka
Bidjara Kunja Ngarigu Watjobaluk
Bigambul Kwiambul Ngarrindjeri Waywurru
Budjiti Latji Latji Ngemba Weki Weki
Dhudhuroa Maljangapa Ngintait Wemba Wemba
Dja Dja Wurrung Mandandanji Ngiyampaa Wergaia
Euahlayi Maraura Ngunnawal/Ngunawal Wiradjuri
Giabel Mardigan Nyeri Nyeri Wolgalu
Githabul Murrawarri Peramangk Yaitmathang
Gomeroi/Kamilaroi Mutthi Mutthi Tati Tati Yita Yita
Gunggari/Kungarri Nari Nari Taungurung Yorta Yorta
Gwamu (Kooma)
Contents
Letter to the Minister ................................................................................................................................................................................. 1
Part 1 Overview ....................................................................................................................................................3
Foreword by the Authority Chair........................................................................................................................................................... 4
Chief Executive’s review ........................................................................................................................................................................... 5
About the Murray-Darling Basin ........................................................................................................................................................... 9
About the Murray-Darling Basin Authority .................................................................................................................................... 13
Part 2 Performance ........................................................................................................................................... 21
Reporting approach ................................................................................................................................................................................. 23
Performance snapshot ............................................................................................................................................................................ 24
Goal 1—Drive the successful implementation of the Basin Plan .............................................................................................. 26
Goal 2—Strengthen the culture of compliance in the Murray-Darling Basin ....................................................................... 38
Goal 3—Efficiently and effectively operate the River Murray system for partner governments ................................ 46
Goal 4—Improve transparency and confidence in the Basin Plan ........................................................................................... 60
Goal 5—Apply the best available science and knowledge to the management of the Murray-Darling Basin ............. 66
Looking ahead to 2021-22 ................................................................................................................................................................... 73
Part 3 Management and accountability ...................................................................................................... 75
Governance ................................................................................................................................................................................................. 76
Organisational structure......................................................................................................................................................................... 83
Corporate accountability ........................................................................................................................................................................ 88
People and culture ................................................................................................................................................................................... 99
Part 4 CFO report and financial statements .............................................................................................107
Chief Finance Officer’s report .............................................................................................................................................................108
Financial statements ..............................................................................................................................................................................113
Appendices ........................................................................................................................................................141
Glossary .....................................................................................................................................................................................................142
Abbreviations ..........................................................................................................................................................................................145
Annual report requirements ...............................................................................................................................................................147
Details of accountable authority during the reporting period 2020-21 ............................................................................150
Index ...........................................................................................................................................................................................................154
Contents | MDBA ANNUAL REPORT 2020-21 | iii
iv | MDBA ANNUAL REPORT 2020-21 | Introduction
Introduction
About this annual report
The Murray-Darling Basin Authority Annual Report 2020-21 gives an overview of performance from 1 July 2020 to 30 June 2021. It reviews performance against the purpose and goals published in the Portfolio Budget Statements and the Murray-Darling Basin Authority Corporate Plan 2020-21.
Part 1 Includes a foreword by the Authority Chair, the Chief Executive’s review and an
overview of the Murray-Darling Basin and the Murray-Darling Basin Authority
Part 2 Presents the Murray-Darling Basin Authority’s performance during 2020-21
andpriorities for the next reporting period
Part 3 Has governance and accountability details including the organisational structure
andhow the business is run
Part 4 Contains the financial statements and the independent auditor’s report
Appendices Contain the glossary, abbreviations, table of annual report requirements,
details of accountable authority and index
Letter to the Minister
Office of the Chief Executive
Office locations Adelaide, Albury-Wodonga, Canberra, Goondiwindi, Griffith, Mildura, Murray-Bridge, Toowoomba
1800 230 067
mdba.gov.au
GPO Box 1801, Canberra ACT 2601
Page 1
Ref: EC21/000717
The Hon. Keith Pitt MP Minister for Resources, Water and Northern Australia PO Box 6022 Parliament House CANBERRA ACT 2600
Dear Minister
It is my pleasure to present the Murray-Darling Basin Authority (MDBA) annual report for the 2020 - 21 financial year.
During the year the MDBA has continued to:
⢠drive the implementation of the Murray-Darling Basin Plan in collaboration with communities, governments and industries of the Basin ⢠direct the sharing of water of the River Murray on behalf of Basin governments.
The report has been prepared in accordance with the Public Governance, Performance and Accountability Act 2013 (Cwlth) (s. 46) and the Water Act 2007 (Cwlth) (s. 214).
I certify that the MDBA has prepared fraud risk assessments, fraud control plans and practices, fraud prevention, detection, investigation, and reporting, and data collection in compliance with the Commonwealth Fraud Control Framework. I also certify that I have taken all reasonable measures to minimise the incidence of fraud in the MDBA.
I would like to acknowledge the commitment of MDBA staff and their contribution to achieving a healthy, productive Murray-Darling Basin.
Yours sincerely
Andrew Reynolds
7 October 2021
Letter to the Minister | MDBA ANNUAL REPORT 2020-21 | 1
01
Part 1
Overview
Foreword by the Authority Chair 4
Chief Executive’s review 5
About the Murray-Darling Basin 9
About the Murray-Darling Basin Authority 13
4 | MDBA ANNUAL REPORT 2020-21 | Foreword by the Authority Chair
Foreword by the Authority Chair
The Murray-Darling Basin is one of Australia’s most important water catchments, given we live on the driest inhabited continent on Earth. The Basin’s sustainability now and into the future is critical for the nation’s water security. Our top priority at the Murray-Darling Basin Authority is the wellbeing and resilience of the Basin’s river systems, its people and places.
In the past 12 months,
my first year as Chair
of the Murray-Darling
Basin Authority, I have
had the privilege of
visiting many of the
Basin’s communities
and walked along
many riverbanks and
waterways, COVID-19 restrictions permitting. I’ve
met with First Nations people and heard their deep
economic, spiritual and cultural connections to the
rivers. I’ve met with farmers who grow the food and
fibre that fuel local economies. I’ve engaged with
leaders of hundreds of local communities, with river
operators and with the people who focus their skill
on the needs of the natural environment.
Whether you’re in Cunnamulla, Goondiwindi, Dubbo,
Wagga Wagga, Canberra, Mildura, Shepparton,
Renmark, Murray Bridge or anywhere in between,
we have one defining connection that makes us
dependent on each another - the health of our
network of rivers, creeks and groundwater systems.
It is clear to me from these conversations that we
have a shared vision for a healthy river system, one
that can support successful businesses and resilient
communities. This gives me heart, because there are
significant challenges on the horizon, not least of
which is climate change.
As you will see in this annual report, our team of
river operators, scientists, engineers, modellers,
water managers and administrators has continued to
pursue the best possible outcomes. Our responsibility
is to take a Basin-wide view and advocate for the
entirety of this most important water catchment.
This means monitoring and regularly reporting to
governments and the community on the progress
and outcomes of the Murray-Darling Basin Plan.
Expert management of the River Murray on behalf
of the Basin governments has also ensured water
is delivered to towns, irrigators, wetlands and
floodplains - from times of drought to full dams.
One of the most significant steps in the past year has
been to welcome the appointment of the Authority’s
first Indigenous member. It is immensely reassuring
that through the leadership of Rene Woods, the First
Nations people of the Murray-Darling Basin are now
at the table where decisions are made.
With engaged communities and an impressive store
of strong local, regional and industry leaders, the
future of the Basin is in good hands. It is critical
that we all pull in same direction, constructively,
collaboratively and taking a whole-of-Basin approach
- the future of the Basin depends on it.
I commend to you this annual report.
Air Chief Marshal Sir Angus Houston AK, AFC (Ret’d)
Authority Chair
Chief Executive’s review
Chief Executive’s review | MDBA ANNUAL REPORT 2020-21 | 5
I am delighted to present the Murray-Darling Basin Authority (MDBA) annual report for 2020-21. The year has seen a substantial turnaround in seasonal conditions for many parts of the Basin, with more rain than previous years, although this has not been universal. Recovery from drought is neither a fast nor easy process, and it will take many years for renewal and restoration. For many, greater abundance of water has brought hope and positivity.
I have certainly
enjoyed seeing the
broader benefits that
more water in the
system has brought
to many areas, while
acknowledging there’s
still a long way to go
for some.
We also operated in a year of uncertainty of the
implications of COVID-19 for Basin communities and
our staff. We have continued to embed innovative
solutions to get on with our work, but we have
missed some of the planned opportunities to meet
face to face with stakeholders. COVID-19 has also
impacted the ability of our partner governments
to maintain momentum engaging communities and
delivering some projects.
I am pleased to report that progress was made on
all our priorities, even though some timeframes will
now extend into the new financial year.
Implementation of the Basin Plan
This year was key in working with Basin
governments to assess water resource plans (WRPs),
including the transition to implement sustainable
diversion limit (SDL) accounting. WRPs are a key part
of implementing the Basin Plan, as they set out the
rules on water management at a local or catchment
level. The assessment of WRPs for accreditation
was behind schedule, which in turn impacted the
water accounting and compliance activities. WRPs
are accredited and in operation in Queensland,
South Australia, Victoria and the Australian
CapitalTerritory.
In December 2020 The Basin Plan 2020 Evaluation
was published. It was a stocktake on the Basin Plan,
identifying what was working and where resets
are needed. It provided strong recommendations
to governments about the benefits of the reform to
date and the challenges ahead.
6 | MDBA ANNUAL REPORT 2020-21 | Chief Executive’s review
Operating the River Murray system for partner governments
We maintain and operate the River Murray system
on behalf of partner governments and in accordance
with the Murray-Darling Basin Agreement to achieve
a healthy working Basin through the integrated
management of water resources.
Our success is reviewed by the Independent River
Operations Review Group (IRORG), which looks
closely at our activities in managing this vital
resource. We met all 6 performance measures,
withmost asset activities delivered and progressed.
Our focus to maintain and improve the health of
the River Murray system (and the Basin where
relevant) in accordance with the Murray-Darling
Basin Agreement and associated agreements was
substantially met. The only issue was the target
for maintaining or improving the environmental
health of key icon sites through The Living Murray
program. The environmental health indicators
in this annual report are based on monitoring
results from the previous year (2019-20), which
was the third consecutive year of hot and dry
conditions across the southern Basin. These difficult
conditionsmeant less water for the environment
was available and contributed to several sites
declining in environmental health compared with
thepreviousyear.
Improving transparency and confidence in the Basin Plan
Our comprehensive regionalisation program to
substantially strengthen our presence and activities
in all regions of the Basin has paid dividends. By the
end of the year, we had one-third of our workforce
in regions. Our highly skilled and motivated staff are
in Adelaide, Albury-Wodonga, Goondiwindi, Griffith,
Mildura, Murray Bridge and Toowoomba, as well as
Canberra. This has enabled us to forge strong and
connected relationships at local levels that inform
and enhance our work on wider scales. I firmly
believe our regional presence will continue to build
greater transparency in our work and confidence in
the Basin Plan and river operations.
Our updated communication and engagement
strategy has also improved stakeholder awareness
and understanding, as identified in a broad-reaching
stakeholder survey.
Our regional operations have improved coordination
with and between partner agencies and enabled us
to engage more proactively across the Basin.
Strengthening the culture ofcompliance
The MDBA monitored and enforced compliance with
the Basin Plan and published results of compliance
and regulatory activities, a vitally important task
to achieve a healthy working Basin. Six measures
of success were assessed to inform compliance
performance. Three of these measures were met and
3 were partially met, but I am pleased to advise clear
progress was made against the identified activities.
We also assisted with the final stages of
transferringour Office of Compliance across to the
Inspector-General of Water Compliance, due for
completion in August 2021.
Applying best science and knowledge
Water management is complex and often means
managing competing demands. Therefore, equitable
and sustainable use of the Basin’s resources needs
tobe underpinned by collaboration and access to
the best information and science. We back our
decisions with solid data and information to build
trust and provide transparency about our water
management decisions.
We don’t do this alone - our advisory committees
such as the Basin Community Committee, the
Advisory Committee for Social, Economic and
Environmental Sciences and the Independent
Assurance Committee have been integral to our
success. Importantly, we also ensure engagement
with First Nations means their knowledge is
integrated into water management where possible.
As part of our focus on the future we have
developeda climate workplan to guide our work
from now until 2026 towards a sustainable,
productive and resilient Murray-Darling Basin
underchanging climateconditions.
Looking forward
While in the short term we expect above-average
rainfall, the longer-term outlook is for less water
in the Basin. We need improved knowledge to
understand and respond to changing conditions in
the Basin over time, which will require all Basin
governments, industries and communities to
collaborate, allowing us to plan more confidently.
In the year ahead, our priorities will be to drive
the successful implementation of the Basin Plan,
to operate the River Murray efficiently and
effectively for partner governments, and to improve
transparency of, and confidence in, our work.
We will continue to boost collaboration and
improve transparency about water management
to build stakeholder confidence through our new
communication and engagement initiatives. Key to
this is partnering with others as much as possible
to connect and help stakeholders navigate the
complexity of water management.
The COVID-19 pandemic will influence and shape
how all Australians connect, communicate and
engage, and the MDBA is no different. We will
continue to use innovative approaches to reach and
engage with communities and stakeholders, but when
we are able to, we look forward to opportunities for
face-to-face engagement so we can keep building
genuine and meaningful relationships with local and
regional Basin communities.
Progressing water reform by implementing the
Murray-Darling Basin Plan over the coming year will
continue to be central to our work. Our monitoring
and evaluation capabilities will also ramp up in
the coming year, to provide the evidence and
assurance that water management across the Basin
is improving and to identify where it isn’t. We’ll work
closely with local communities and state agencies
to get the greatest benefit from their efforts and to
make sure local insights are taken on board. This
work will continue through to 2025, when we will
undertake a stocktake to examine what’s working
and what’s not, considering input from the science
community and community representatives. In 2026,
we’ll conduct a formal review of the Basin Plan. In
the year ahead we’ll be working hard to develop an
approach, with stakeholder input, for the 2026 Basin
Plan Review.
On behalf of the Chief Executive, Phillip Glyde, and
the MDBA’s executive team, I thank all our staff
for their efforts this year in supporting the Basin
Plan and running the Murray River on behalf of
Basin governments. It’s undoubtedly in our national
interest to continue our mission to rebalance the
scales and create a sustainable long-term footing for
industries and communities.
Chief Executive’s review | MDBA ANNUAL REPORT 2020-21 | 7
Acting Chief Executive Andrew Reynolds
Figure 1: Map of the Murray-Darling Basin and key facts as at 24 December 2020
8 | MDBA ANNUAL REPORT 2020-21 | About the Murray-Darling Basin
About the Murray-Darling Basin
The Murray-Darling Basin is a large area of south-eastern Australia where water flows through a system of interconnected rivers and lakes. The Basin stretches from southern Queensland through NewSouth Wales, Victoria, the Australian Capital Territory and into South Australia. One of the flattest water catchments on earth, the Basin covers 14% of Australia’s land mass and has significant environmental, cultural and economic value.
More than 2.2 million people live in the Basin,
including people from more than 40 different
FirstNations. Water is central to the cultural, social
and spiritual identity of First Nations people, and
they are activity involved in the planning and
management of water in the Basin.
The network of rivers, floodplains and groundwater
reserves supports a diverse range of plants and
animals, many of them protected under Australian
legislation and international agreements. The Basin
has over 100 sites registered as nationally important,
some of which are also internationally important and
recognised under the Ramsar Convention. The Living
Murray program identifies and protects 6 ‘icon sites’
along the River Murray selected for their ecological
value and cultural significance.
The Basin has a thriving tourist industry, pre-COVID
worth over $8 billion per year. River-based tourism,
including fishing, boating and eco-tourism, has
flow-on effects such as job creation and support for
food and beverage businesses.
The Basin is one of Australia’s most productive
agricultural regions, containing over 40% of
Australia’s farms. Often termed ‘Australia’s food
bowl’, the Basin’s food and fibre industries are
worth $24 billion annually. Produce includes fruit
and vegetables, wool, cotton, sheep, cattle, dairy
products, rice and wine. The Basin supports around
9,200 agricultural businesses.
The Basin spans one million square kilometres
and includes diverse landscapes. This means it has
one of the most variable climates in the world,
characterised by severe droughts, summer floods
and extreme temperatures. Climatic conditions range
from sub-tropical in the far north to hot and dry in
the west, temperate in the south-east and cool in the
high alpine areas.
Over the years, the amount of water used in the
Basin has increased substantially. Droughts and the
impacts of climate change affected the quantity and
quality of the water, which has had flow-on effects
for both the humans and animals that rely on the
Basin’s water. The 2012 Basin Plan was a result of
the realisation that water in Basin needed to be
managed to protect it into the future.
About the Murray-Darling Basin | MDBA ANNUAL REPORT 2020-21 | 9
10 | MDBA ANNUAL REPORT 2020-21 | About the Murray-Darling Basin
The Basin Plan
The Basin Plan is a significant reform, both in
scope and intention. Building on the National Water
Initiative and the Murray-Darling Basin Agreement,
it was created to guide the management and sharing
of water in the Basin in a sustainable way. The
Basin Plan was legislated in the Water Act 2007
and agreed to in 2012 (see Figure 2). It is a shared
responsibility. The success of the Basin Plan relies
on cooperation from the 6 Basin governments -
the Australian Government and the governments
of NewSouth Wales, Victoria, Queensland, South
Australia and the Australian Capital Territory.
The Basin Plan sets out the amount of water that
can be taken from the Basin each year, while leaving
enough for the rivers, lakes and wetlands and the
plants and animals that depend on them. The Basin
Plan aims to restore the health of the Basin while
continuing to support agriculture and the other
industries for the ongoing benefit of the Australian
community. The context in which this will happen
has changed since implementation of the Plan started
in 2012. Climate change, changes in agricultural
production, environmental obligations and
socio-economic changes have all had an impact in
the Basin Plan’s implementation.
The Basin Plan is now more than halfway through
its implementation. The implementation of the Basin
Plan spans 2012 to 2026, with evaluations in 2017,
2020 and 2025. One the MDBA’s key roles is to drive
its implementation.
Operating context for 2020-21
During 2020-21, there was steady progress on
implementing the Basin Plan, including achieving
the major milestone of The Basin Plan 2020
Evaluation. Also, for the first time, the Basin annual
environmental watering priorities were developed
with input from First Nations. These achievements
were despite some challenging conditions.
The COVID-19 pandemic continued to affect travel
and gatherings, slowing consultation processes but
also resulting in some innovative solutions including
virtual gatherings.
Weather patterns continued to be unstable.
In 2020 the hot weather continued, with the
Bureau of Meteorology confirming that 2020 was
Australia’s fourth warmest year on record. Most
of the Murray-Darling Basin recorded hotter than
averagetemperatures.
Figure 2: History of water reform in the Murray-Darling Basin
Figure 3: Storage capacity across the Basin as at 23 June 2021
M u rr u m b id g e e R i v e r
Murray River
Lach l a n Ri v e r
Go u l bu r n R i v e r
Darli n g Ri v e r
Gw y dir R i v e r
Namoi River
C ondam in e R i v e r
Macquar i e River
M aci n ty r e R i v e r
Loddo n River
M i t t a M i t t a River
M u r r a y Ri v e r
Northern Basin
Lachla n C a t chm en t
S o u th e rn Ba si n
100% 51-99% 26-50% 11-25% 0-10% Not included in calculations* Size of symbol indicates dam capacity (relative to other dams)
This figure was last updated 23 June 2021
Storage level key:
Murray-Darling Basin water in government storages 23 June 2021
5 52 2% %
1 1, ,5 56 62 2 of 3,005 GL H Hu um me e D Da am m
6 65 5% %
2 2, ,5 51 11 1 of 3,856 GL D Da ar rt tm mo ou ut th h D Da am m
9 99 9% % L La ak ke e W Wi il ll li ia am m Hov ve el ll l 1 14 4 of 13.7 GL
5 59 9% %
1 14 4 of 23.5 GL L La ak ke e B Bu uff ff a al lo o
7 73 3% %
2 29 9 of 40 GL L La ak ke e N Ni il ll la ah hc co oo ot ti ie e
5 57 7% %
1 1, ,9 91 15 5 of 3,334 GL E Ei il ld do on n D Da am m
5 54 4% %
2 23 32 2 of 432 GL W Wa ar ra an ng ga a B Ba as si in n
3 35 5% %
1 10 08 8 of 305 GL L La ak ke e E Ep pp pa al lo oc ck k
3 38 8% %
5 56 6 of 147 GL C Ca ai ir rn n C Cu ur rr ra an n R Re es se er rv vo oi ir r
4 40 0% %
2 29 9 of 72 GL T Tu ul ll la ar ro oo op p R Re es se er rv vo oi ir r
9 94 4% % 1 1, ,5 52 29 9 of 1,631 GLBBlloowweerriinngg RReesseerrvvooiirr
8 84 4% % 8 86 63 3 of 1,028 GLBBuurrrriinnjjuucckk DDaamm
7 72 2% % 8 87 77 7 of 1,217 GLWWyyaannggaallaa DDaamm
3 33 3% %
1 12 2 of 35.8 GL C Ca ar rc co oa ar r D Da am m
5 56 6% %
1 17 74 4 of 312 GL P Pi in nd da ar ri i D Da am m
5 54 4% %
1 13 38 8 of 254 GL G Gl le en nl ly yo on n D Da am m
1 10 01 1% % 7 70 0 of 69.1 GL C Co oo ol lm mu un nd da a D Da am m
4 46 6% % 6 63 34 4 of 1,364 GLCCooppeettoonn DDaamm
7 75 5% %
3 32 21 1 of 426 GL K Ke ee ep pi it t D Da am m
7 74 4% %
7 75 5 of 101 GL C Ch ha aff ff e ey y D Da am m
3 31 1% %
1 12 23 3 of 397 GL S Sp pl li it t R Ro oc ck k D Da am m
6 62 2% % 7 73 33 3 of 1,190 GLBBuurrrreennddoonngg DDaamm
3 34 4% %
1 12 26 6 of 368 GL W Wi in nd da am me er re e D Da am m
8 89 9% % 7 73 3 of 81.7 GL B Be ea ar rd dm mo or re e D Da am m
6 68 8% %
7 7 of 10.1 GL J Ja ac ck k T Ta ay yl lo or r W We ei ir r
1 19 9% % 4 4 of 21.2 GL C Co oo ob by y C Cr re ee ek k R Re es se er rv vo oi ir r
2 29 9% % 3 31 1 of 106 GL L Le es sl li ie e D Da am m 8 83 3% % 8 8 of 9.8 GL C Ch hi in nc ch hi il ll la a W We ei ir r
5 54 4% %
3 36 69 9 of 677 GL L La ak ke e V Vi ic ct to or ri ia a
9 95 5% %
2 26 66 6 of 280 GL L La ak ke e A Al lb be er rt t* *
9 96 6% %
1 1, ,5 58 83 3 of 1,645 GL L La ak ke e A Al le ex xa an nd dr ri in na a* *
6 63 3% % 1 1, ,0 08 87 7 of 1,731 GL M Me en ni in nd de ee e L La ak ke es s
7 71 1% %
8 88 89 9 of 1253 GL L La ac ch hl la an n 5 53 3% % 2 2, ,5 51 17 7 of 4,710 GL N No or rt th he er rn n B Ba as si in n 6 63 3% % 1 10 0, ,3 31 16 6 of 16,296 GL S So ou ut th he er rn n B Ba as si in n 6 62 2% % 1 13 3, ,7 72 22 2 of 22,258 GL W Wh ho ol le e o of f B Ba as si in n
About the Murray-Darling Basin | MDBA ANNUAL REPORT 2020-21 | 11
12 | MDBA ANNUAL REPORT 2020-21 | About the Murray-Darling Basin
In the latter part of 2020, a La Niña cycle brought
above-average rainfall for much of the southern
Basin, although northern areas received less rain.
The above-average rainfall continued into the first
part of 2021 and extended into the northern Basin,
causing flooding in some areas. Record March
rainfall in Queensland and northern New South
Wales resulted in good flows in the Barwon-Darling
rivers, and water storage levels in the Menindee
Lakes reached their highest in 4 years. In mid-May
the MDBA announced that on behalf of the Basin
state governments small amounts of water would
be released from Menindee Lakes. It’s the first time
since 2016 that this has been possible.
As at 23 June 2021 storage levels were at 62%, up
from 38% at the end of 2019-20. The southern Basin
was at 63%; the northern Basin at 53%.
Operationally, the MDBA continued to establish a
stronger regional presence, with one-third of the
workforce based in regional areas across the Basin.
To support the implementation of the Basin Plan, the
Australian Government launched the Murray-Darling
Communities Investment Package in September 2020
aimed at boosting jobs and economic activity in
Basin communities.
The government also announced the creation of a
new statutory compliance role separate from the
MDBA, and in December 2020 the Hon Troy Grant
was appointed to the position of Interim Inspector-General of Water Compliance (IGWC). This will lead
to some changes in the next reporting period as this
position is merged with the MDBA’s compliance role.
During 2020-21 there were several reviews into
water management which have an impact on the
MDBA. The report of the Australian Competition and
Consumer Commission’s inquiry into tradeable water
rights in the Murray-Darling Basin was released on
26 March 2021. The report recommended reforms to
improve Basin water markets in keeping with their
size and complexity.
On 28 May 2021 the Productivity Commission
handed its report National Water Reform 2020 to
the Australian Government. The report meets the
Commission’s obligations under the Water Act to
undertake 3-yearly inquiries into Australia’s water
resources.
The government is considering its response to these
2 reports.
While the MDBA continued to be scrutinised during
2020-21, the publication of The Basin Plan 2020
Evaluation report made a major contribution to
setting out the facts. The need for 6 governments
and a range of stakeholders to have confidence
in the Basin Plan and be able to work together
continues to be among the most critical elements in
the operating environment.
Basin states are actively implementing the [Basin] Plan. [TheMDBA’s] job is to monitor, reportand advise on Basinhealth.
Over the first 8 years the BasinPlan has been tested - butwe know it’s working.
- Air Chief Marshal Sir Angus Houston AK, AFC (Ret’d), Chair,Murray-Darling Basin Authority in a speech at the Murray-Darling Association Conference 2021 on 19 May 2021
About the Murray-Darling Basin Authority
Figure 4: Purpose and work of the MDBA
RUN THE RIVER IMPLEMENT THE BASIN PLAN
IMPROVE TRANSPARENCY AND CONFIDENCE IN THE BASIN PLAN, THE RIVER MURRAY OPERATIONS AND THE MDBA
TO APPLY THE BEST AVAILABLE SCIENCE AND KNOWLEDGE TO THE MANAGEMENT OF THE MURRAY-DARLING BASIN
MDBA CAPABILITIES
DRIVE THE SUCCESSFUL IMPLEMENTATION OF THE BASIN PLAN
STRENGTHEN THE CULTURE OF COMPLIANCE IN THE MURRAY-DARLING BASIN
OPERATE THE RIVER MURRAY SYSTEM EFFICIENTLY FOR PARTNER GOVERNMENTS
SUPPORTING CAPABILITIES
CROSS PORTFOLIO CAPABILITIES
ENABLING SERVICES
ABORIGINAL PARTNERSHIPS BASIN PLAN REGULATION HYDROLOGICAL ANALYSIS
COMMUNICATIONS AND ENGAGEMENT EDUCATION ADAPTIVE WATER PLANNING AND POLICY
GIS REMOTE SENSING PROJECT MANAGEMENT AND GOVERNANCE DATA
GOVERNMENT RELATIONS REGIONAL OPERATIONS
LEGAL GOVERNANCE ICT OFFICE SERVICES
WATER DELIVERY WATER MANAGEMENT ASSETS MANAGEMENT APPLIED SCIENCE
HUMAN RESOURCE MANAGEMENT FINANCE
IMPROVE TRANSPARENCY AND CONFIDENCE IN THE BASIN PLAN, THE RIVER MURRAY OPERATIONS AND THE MDBA
IMPLEMENT THE BASIN PLAN RUN THE RIVER
DRIVE THE SUCCESSFUL IMPLEMENTATION OF THE BASIN PLAN
STRENGTHEN THE CULTURE OF COMPLIANCE IN THE MURRAY-DARLING BASIN
OPERATE THE RIVER MURRAY SYSTEM EFFICIENTLY FOR PARTNER GOVERNMENTS
MDBA CAPABILITIES
TO APPLY THE BEST AVAILABLE SCIENCE AND KNOWLEDGE TO THE MANAGEMENT OF THE MURRAY-DARLING BASIN
SUPPORTING CAPABILITIES
CROSS PORTFOLIO CAPABILITIES
ENABLING SERVICES
COMMUNICATIONS AND ENGAGEMENT ⢠EDUCATION ⢠ADAPTIVE WATER PLANNING AND POLICY
BASIN PLAN REGULATION ⢠ABORIGINAL PARTNERSHIPS ⢠HYDROLOGICAL ANALYSIS
WATER DELIVERY ⢠WATER MANAGEMENT ⢠ASSETS MANAGEMENT ⢠APPLIED SCIENCE
GIS REMOTE SENSING ⢠PROJECT MANAGEMENT AND GOVERNANCE ⢠DATA
REGIONAL OPERATIONS ⢠GOVERNMENT RELATIONS
LEGAL ⢠GOVERNANCE ⢠ICT ⢠OFFICE SERVICES ⢠HUMAN RESOURCE MANAGEMENT ⢠FINANCE
Purpose: To achieve a healthy working Basin through the integrated management
of water resources for the long-term benefit of theAustralian community.
About the Murray-Darling Basin Authority | MDBA ANNUAL REPORT 2020-21 | 13
14 | MDBA ANNUAL REPORT 2020-21 | About the Murray-Darling Basin Authority
Authority
The Murray-Darling Basin Authority (MDBA)
establishes and monitors the sustainable and
integrated management of the water resources of the
Murray-Darling Basin. This is done in collaboration
with stakeholders in a way that best meets the needs
of the Basin and its communities.
The MDBA operates under the authority of the
Commonwealth Water Act 2007 (the Water Act).
It delivers its functions under the Murray-Darling
Basin Agreement (Schedule 1 of the Water Act) in
conjunction with and on behalf of the contracting
governments: the Australian Government and
governments of New South Wales, Victoria,
Queensland, South Australia and the Australian
Capital Territory.
Most of the MDBA’s operations are governed by the
Water Act and the Basin Plan 2012, a legislative
instrument made under Part 2 of the Water Act.
The MDBA also performs functions under the
Intergovernmental Agreement on Implementing
Water Reform in the Murray-Darling Basin (the IGA).
Built on the 2008 Intergovernmental Agreement, the
IGA came into effect in 2013 and has been amended
5 times. The most recent amendment in August 2019
was to agree to measures to improve environmental
outcomes in the northern Basin.
Portfolio and ministers
The MDBA is in the Agriculture, Water and
Environment portfolio, reporting to the then
Ministerfor Resources, Water and Northern Australia,
the Hon Keith Pitt MP. On 2 July 2021 Mr Pitt
became the Minster for Resources and Water.
The MDBA works in collaboration with the policy
owner, the Department of Agriculture, Water and
the Environment (DAWE) and compliance owner the
IGWC to implement the Basin Planand the IGA.
Role
The MDBA’s key roles are to:
⢠drive the successful implementation of the
BasinPlan
⢠operate the River Murray on behalf of partner
governments.
Figure 5 shows roles and responsibilities for the
broader Murray-Darling Basin reform. As noted
above, the MDBA is no longer responsible for
enforcing compliance with the Basin Plan. This
responsibility has been transferred to the IGWC.
Water resource plans
Water resource plans set
local rules for water and outline how each region aims to achieve community, environmental, economic and cultural outcomes.
MDBA
assesses and recommends
for accreditation
Basin states
develop and implement
Compliance*
An effective and fair
compliance system will underpin the integrity of environmental water, water resource plans, water markets and waterentitlements.
MDBA
monitors and enforces
Basin-scale compliance
Basin states
implement and enforce
compliance locally
Water markets and trade
Water in the Murray-Darling
Basin can be bought or sold permanently or temporarily.
MDBA
provides information and
enforces compliance
Basin states
implement the rules,
including allocatingwater
Australian Competition and
Consumer Commission
provides advice on rules
andcomplaints
Recovering water
Under the Basin Plan, water
is recovered and retained in the system to keep rivers, lakes and wetlands healthy.
Basin states
implement some
efficiencyprograms
Department of Agriculture,
Water and the Environment
undertakes strategic
purchases and efficiency programs
Water for the environment
Water for the environment
isused to improve the healthof our rivers, wetlands and floodplains.
MDBA
plans, coordinates and
prioritises at a Basin scale
Basin states
plan and implement at a
local level
Commonwealth
Environmental WaterHolder
plans and implements
across the Basin
Monitoring and evaluation
Monitoring, evaluating
and reporting are critical toensuring the way water is managed works and is ontrack.
MDBA
evaluates and monitors
theBasin Plan
Basin states
report and monitor at
a local level
Department of Agriculture,
Water and the Environment
monitors water recovery
program
Commonwealth
Environmental Water Holder
monitors and reports results
of water for the environment
Sustainable diversion limit
adjustment mechanism
The sustainable diversion
limit adjustment mechanisminvolves a suiteof projects that are being developed to ensure water delivery systems are more effective and water losses are reduced.
MDBA
coordinates, assesses and
monitors projects
Basin states
propose, design and
implement projects
Department of Agriculture,
Water and the Environment
funds and implements
projects
River Murray operations
Infrastructure such as dams
and levees are developed, maintained and operated to store water and allow flows to occur.
MDBA
operates and manages
theRiver Murray
Basin states
undertake day-to-day
management of dams, locks, weirs and barrages
Figure 5: Roles and responsibilities for the broader Murray-Darling Basin reform
*See page 12 for information on the transfer of compliance to the IGWC.
About the Murray-Darling Basin Authority | MDBA ANNUAL REPORT 2020-21 | 15
16 | MDBA ANNUAL REPORT 2020-21 | About the Murray-Darling Basin Authority
Collaborations
All Basin governments, communities andchange makers must work together toimprove the health and productivity ofthe Murray-Darling Basin.
(The Basin Plan 2020 Evaluation, p xvii)
To carry out its work the MDBA collaborates with
governments, communities, First Nations, industry
and research organisations (Figure 6). The aim is to
build a shared purpose and commitment to a healthy
and productive Basin.
Examples of collaborations and interdependencies
include:
⢠Basin governments - the MDBA works with the
Australian Government and the governments of
New South Wales, Victoria, Queensland, South
Australia and the Australian Capital Territory
to coordinate work programs and oversee the
implementation of the Basin Plan
⢠First Nations - the MDBA engages with
FirstNations to ensure their perspectives are
considered in the implementation, monitoring
and evaluation of the Basin Plan. There are over
40 Aboriginal Nations in the Basin. The MDBA
provides support to the Northern Basin Aboriginal
Nations and the Murray Lower Darling Rivers
Indigenous Nations. These are the peak Traditional
Owner-based organisations in the Basin with a
focus on natural resource management
⢠Basin communities - the MDBA works with Basin
communities in managing the Basin in many
ways, including advisory groups and Regional
Engagement Officers
⢠Australian Government agencies - the MDBA
works with other agencies including the
Commonwealth Environmental Water Office
(CEWO), the Australian Competition and
Consumer Commission (ACCC) and the Bureau of
Meteorology (BoM), which also have roles under
the Water Act
⢠science and research communities - the MDBA
has research collaborations with universities
andresearch organisations. A key collaborator
isthe CSIRO
⢠industry and special interest groups - the MDBA
works with agriculture, environmental, tourist
and other industry groups that are stakeholders
in the Basin.
Figure 6: MDBA collaborations
MDBA MDBA
ORGA NI SA
TI O N
S
ADVISORY
INDUSTRY
C O M
M U
N IT IE
S
G O V E
R N M E
N T
GROUPS
RE SE AR
CH
A G R ICU LTU RE, FORESTRY, TOURISM, ECO TOURISM
CEW O , STA TE G O V E R N M E N T S , G E O S C I E N C E , B O M , D A WE C S IR O
T O W N S
H I P E C
O N O M
IE S , C O
M M U N
ITY GR
OU PS ,
E N V I
R O N M
E N T A
L A N
D S P E C
IA L I N T
ER ES T G
RO UP S
UNIVE RSIT IES,
RE SEA RC
H C OU NC
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TRAD ITIONAL OWNERS AND OTHERS
Location
A strong regional presence and engagement with
local communities is essential to successfully
implementing the Basin Plan. In March 2019, the
then Minister for Agriculture and Water Resources,
the Hon David Littleproud, announced that the
MDBA would be increasing its regional presence to
a total of 103 positions by mid-2021. The MDBA
has opened regional offices and is liaising with a
network of Regional Engagement Officers (REOs) and
Basin Community Committee members (see Basin
Community Committee).
The MDBA operates from 8 offices in various parts
ofthe Murray-Darling Basin:
⢠Adelaide - South Australia
⢠Albury-Wodonga - New South Wales and Victoria
⢠Canberra - Australian Capital Territory
⢠Goondiwindi - Queensland
⢠Griffith - New South Wales
⢠Mildura - Victoria
⢠Murray Bridge - South Australia
⢠Toowoomba - Queensland.
As of 30 June 2021, there were 96 MDBA staff
located in regional offices, with the government’s
target of 103 positions in the Basin being met in
2021. As well as allowing the MDBA to engage more
effectively with stakeholders, the regional presence
has flow-on effects such as creating jobs and
boosting economic diversification. There are more
details of the numbers of MDBA staff in each state or
territory in Employee arrangements (see p 101).
In 2020-21 the Australian Government provided
funding for an extra part-time Regional Engagement
Officer at Goolwa in South Australia.
Figure 7: Map showing MDBA offices and locations of BCC members and Regional Engagement Officers
About the Murray-Darling Basin Authority | MDBA ANNUAL REPORT 2020-21 | 17
18 | MDBA ANNUAL REPORT 2020-21 | About the Murray-Darling Basin Authority
MDBA people and values
As at 30 June 2021 the MDBA had 266 ongoing
staffand 34 non-ongoing staff.
The MDBA’s work requires specialists working in
areas including engineering, hydrology, environment
science, social science, communications, project
management, law and policy. The regionalisation
of staff has better positioned the MDBA to meet
business needs into the future. It also helps to
strengthen engagement with stakeholders and
improve transparency about decision-making.
The MDBA is committed to investing in its people’s
capabilities. Through the People Strategy
2021-2026, the MDBA’s vision is to build a capable,
engaged and connected workforce with a diverse,
inclusive and agile culture. Aligned to the strategic
priorities, the MDBA’s People Strategy demonstrates
the commitment to support and develop MDBA
people so that the MDBA can become a more
capable, trusted and flexible organisation that can
adjust to changes in the external environment.
The MDBA will achieve its people vision through the
delivery of program and projects under the following
5 strategic pillars:
⢠strengthen capability
⢠build a diverse, inclusive and agile culture
⢠support health and wellbeing
⢠deliver the MDBA’s workforce strategy
⢠enable effective business delivery.
Across 2020-21 the MDBA has embarked on a
workforce planning process that has identified the
people capabilities needed to achieve the MDBA’s
strategic objectives. These capabilities have been
organised into 20 capability groups in which
workforce capability plans have been developed.
The capability planning process enables the MDBA to:
⢠define MDBA’s people capabilities and how to
best use them
⢠define the set of knowledge, skills and abilities
that sit beneath each core capability
⢠shape a pathway that supports maintaining and
building capability
⢠take a stocktake of the capability that currently
exists and understand gaps between the current
state and desired future state
⢠understand trends and innovations that influence
how capability might change over the next 3 years.
Through the People Strategy the MDBA will
continue to promote a dynamic, flexible and capable
workforce with a single organisational culture.
Priority workforce initiatives to support building
and maintaining these capabilities will be considered
across 2021-22.
Staff are guided by both the Australian Public
Servicevalues and the MDBA’s CREATE values to
ensure the MDBA continues to meet the expectations
of stakeholders and deliver on the commitment to
leadthe planning and management of the
Murray-Darling Basin.
Figure 8: MDBA staff values
Committed, Connected and Collaborative
Engaging and Encouraging
Respectful and Rewarding
Agile and Adaptable
Trusted
Experts
The MDBA uses the CREATE values to capture how staff approach their work:
About the Murray-Darling Basin Authority | MDBA ANNUAL REPORT 2020-21 | 19
02
Part 2
Performance
Intr oductory statement 22
Reporting approach 23
Performance snapshot 24
Goal 1 26
Goal 2 38
Goal 3 46
Goal 4 60
Goal 5 66
Looking ahead to 2021-22 73
22 | MDBA ANNUAL REPORT 2020-21 | Part 2—Performance
Part 2—Performance
Introductory statement
I, as the accountable authority of the Murray-Darling Basin Authority, present the 2020-21 annual
performance statement, as required under the Commonwealth Public Governance, Performance and
Accountability Act 2013 (PGPA Act) (paragraph 39(1)(a)).
In my opinion, this annual performance statement is based on properly maintained records, accurately reflects
the performance of the entity, and complies with the PGPA Act (subsection 39(2)).
Andrew Reynolds, Acting Chief Executive
7 October 2021
Reporting approach
The PGPA Act sets out how corporate Commonwealth entities, such as the Murray-Darling Basin Authority,
must report.
Figure 9 shows the links between the annual report and other aspects of the performance framework.
TheMDBA manages its performance against a single outcome. The key deliverables are measured against the
strategic goals listed in the corporate plan.
Source: MDBA Corporate Plan 2020-21
Entity-based reporting document that details how resources allocated to the MDBA were used and the results achieved
Annual Report
Annual performance statement
Portfolio-based proposed allocation of resources to government outcomes and programs
Entity-based planning document that sets out the purpose of the entity and performance criteria for activities to achieve the purpose
Annual Appropriation Acts
Corporate Plan
Portfolio Budget Statements (PBS)
Outcome 1:
Equitable and sustainable use of the Murray-Darling Basin by governments and the community including through development and implementation of a Basin Plan, operation of the River Murray system, shared natural resource management programs, research information andadvice
Purpose of the MDBA:
To achieve a healthy working Basin through the integrated
management of water resourcesfor the long-term benefit
of the Australiancommunity
Program 1.1:
Equitable and sustainable use of the Murray-Darling Basin
Performance criteria:
5 strategic goals and 8 key performanceindicators
The MDBA has one outcome and one program
Source: Portfolio Budget Statements (PBS) 2020-21
Figure 9: Performance framework
Reporting approach | MDBA ANNUAL REPORT 2020-21 | 23
24 | MDBA ANNUAL REPORT 2020-21 | Performance snapshot
Performance snapshot
This section includes a summary of overall performance. More detailed analysis of the results follows
undereach goal.
Table 1: Performance against KPIs
Strategic goal KPI Result Comment
Goal 1: Drive
the successful
implementation
ofthe Basin Plan
KPi 1: Collaborate with
Basin governments to
achieve accreditation of
water resource plans, and
transition to implement
sustainable diversion limit
accounting, whilemanaging
instances of
non-compliance
Partially met While the MDBA has a target for this measure,
the process involves many parties. At 30 June
the assessment of WRPs for accreditation was
behind schedule, which has an impact on the
water accounting and compliance activities.
KPi 2: Collaborate with
Basin governments to
achieve delivery of toolkit
measures
Substantially
met
Both measures in KPI 2 have been substantially
met. Collaboration with Basin governments is
critical to progressing the implementation of the
toolkit measures. The significant toolkit measure
milestones achieved during the 2020-21
financial year - particularly with respect to
the protection of environmental water and
environmental works infrastructure measures
- demonstrate the collective efforts of the
Australian, Queensland and NSW governments.
This is despite climatic challenges of drought
and floods and the impact of the COVID-19
pandemic.
Goal 2: Strengthen
the culture of
compliance in the
Murray-Darling
Basin
KPi 3: The MDBA monitors
and enforces compliance
with the Basin Plan and
publishes results of
compliance and regulatory
activities
Partially met Six measures of success were assessed to
inform performance against the KPI. Three of
these measures were met and 3 were partially
met, with clear progress against the identified
activities.
Strategic goal KPI Result Comment
Goal 3: Efficiently
and effectively
operate the River
Murray System
for partner
governments
KPi 4: Operate the
River Murray System in
accordance with the MDB
Agreement
Met The 6 performance measures were all met. The
majority of asset activities were delivered and
progressed, as endorsed by the River Murray
Operations Committee. The most recent report of
the Independent River Operations Review Group
concluded that all the general objectives for
river operations were achieved overall in
2019-20 and the MDBA responded
appropriately to challenging conditions.
KPi 5: Maintain and
improve the health of the
River Murray system (and
the Basin where relevant)
in accordance with Murray-
Darling Basin Agreement
and associated agreements
Substantially
met
Four of the 5 performance measures were met.
The target for maintaining or improvement the
environmental health of 7 key sites was not met,
because of the impact of a third consecutive
year of hot and dry conditions across the
southern Murray-Darling Basin. These climate
conditions placed stress on the key sites and
resulted in less water being available for the
environment.
Goal 4: Improve
transparency and
confidence in the
Basin Plan
KPi 6: Stakeholder
awareness and
understanding of the
Basin Plan, River Murray
operations and MDBA’s role*
Met The MDBA measures achievement of this KPI
through a stakeholder survey. A greater regional
presence and a new communication strategy
has improved stakeholder awareness and
understanding.
The MDBA is focused on national leadership and
influence, regional place-based engagement, and
communicating Basin facts and information. In
this first year of implementing the new strategy,
the MDBA has improved coordination with
partner agencies, published a number of public
webinars and used its greater regional presence
to engage proactively across theBasin.
Goal 5: Apply the
best available
science and
knowledge to the
management of the
Murray-Darling
Basin
KPi 7: Leverage the MDBA’s
deep understanding of
environmental, social,
cultural and economic
considerations to make
robust and defensible
decisions
Met Both measures in KPI 7 have met their
targets. Reports, reviews, partnerships and
collaborations provide plenty of evidence that
decision-making is well supported by data and
knowledge.
KPi 8: Collaborate and
cooperate with Basin
governments and other
external stakeholders to
share knowledge, collect
data and manage it
appropriately
Substantially
met
Collaboration and cooperation is the cornerstone
of successfully implementing the Basin Plan.
Evidence shows the MDBA collaborates widely
and uses the data and knowledge generated in
decision-making. During the year, an external
provider assessing the management of data
recommended some improvements. This,
combined with changes of priorities associated
with the COVID outbreak, means that one of the
2 measures for KPI 8 was substantially, rather
than completely, met.
*Note: changes have been made to Goal 4 from MDBA Corporate Plan 2019-20: KPI 6 and KPI 7 have been
merged into one KPI to consolidate and improve reporting under the goal.
Source: Murray-Darling Basin Authority Corporate Plan 2020-21
Performance snapshot | MDBA ANNUAL REPORT 2020-21 | 25
26 | MDBA ANNUAL REPORT 2020-21 | Goal 1
Goal 1 Drive the successful implementation of the Basin Plan
Role of the MDBA
Lead the implementation of the Basin
Plan incollaboration with Basin state and
territorygovernments and other Australian
Government agencies.
Desired outcomes
⢠Accreditation of water resource plans (WRPs) that
are consistent with the Basin Plan
⢠Ensuring WRPs can continue to evolve and be
adapted over time as new information becomes
available, including reaccreditation in the future
as plans are adjusted and improved
⢠Improved water accounting and reporting on
water resources in the Murray-Darling Basin
⢠Water use across the Basin is compliant with
sustainable diversion limits (SDLs)
⢠Environmental benefits are maximised through
the use of the northern Basin toolkit measures
⢠SDL Adjustment Mechanism projects are
substantially progressed
⢠Efficient delivery of environmental water
with minimum impact on the people, land
andinfrastructure
2020-21 key activities
⢠Assess WRPs for accreditation
⢠Set up processes to enable amendments to
accredited WRPs
⢠Complete the SDL accounts and any actions
arising
⢠Progress SDL accounting improvements
⢠Monitor the implementation of toolkit measures
in the northern Basin
⢠Support active management of northern
Basinflows
⢠Progress MDBA responsibilities in the Basin Plan
commitments package
⢠Complete the review of the Environmental Watering
Plan (Chapter 8 of the Basin Plan) and publish the
final review report by 30 December 2020
⢠Develop an implementation plan to action the
environmental watering priorities, reviewing
recommendations during the first quarter of 2021
Source: Murray-Darling Basin Authority Corporate Plan 2020-21
Performance and analysis
Goal 1 has 2 key performance indicators (KPIs):
KPi 1: Collaborate with Basin governments to achieve accreditation of water resource plans, and transition
toimplement sustainable diversion limit accounting, while managing instances of non-compliance
KPi 2: Collaborate with Basin governments to achieve delivery of toolkit measures
Performance on KPI 1
The aim of the Basin Plan is to achieve a sustainable, healthy system for the benefit of all stakeholders.
Having accredited WRPs, transitioning to sustainable diversion limits and accounting, and managing non-compliance are key to meeting this aim. Delays in the development, assessment and accreditation of WRPs,
the SDL Adjustment Mechanism projects and the Northern Basin toolkit projects mean that the full benefits
of the Basin Plan cannot yet be realised. Meeting the targets will require renewed commitment from Basin
governments and all stakeholders.
Table 2: Performance against targets for Goal 1, KPI 1
KPI Measure Target Result
KPi 1: Collaborate with Basin
governments to achieve accreditation of
water resource plans, and transition to
implement sustainable diversion limit
accounting, while managing instances of
non-compliance
1.1 Percentage of water resource plans
which have been assessed by the MDBA
for accreditation
100% 39%t
1.2 SDL reporting and compliance
framework is applied
SDL compliance
report published
Partially
met+
tAt 30 June 2021, 20 NSW plans remain to be assessed for accreditation. However, during 2020-21 the MDBA has provided preliminary advice to NSW on all 20. At 30 June NSW had withdrawn 12 for review and resubmission.
+2019-20 compliance report delayed due to analysis of ‘Reasonable Excuse’ claims.
Goal 1 | MDBA ANNUAL REPORT 2020-21 | 27
28 | MDBA ANNUAL REPORT 2020-21 | Goal 1
Water resource plans assessed for accreditation
Water resource plans are a key part of implementing
the Basin Plan, as they set out the rules on water
management at a local or catchment level. The
development, assessment and accreditation of
WRPs is a thorough process that involves close
collaboration at local, state and national level.
Figure10 shows the key elements taken into account
for each WRP.
WRPs are developed by Basin state governments.
TheMDBA’s role is to provide assistance in
developing WRPs and to assess them using a
documented framework consistent with the
requirements of chapter 10 of the Basin Plan.
The MDBA then makes a recommendation to the
Australian Government minister responsible for water
as to whether the WRP is suitable for accreditation.
The Basin Plan requires 33 WRPs to be developed:
⢠14 for surface water
⢠14 for groundwater
⢠5 covering both surface water and groundwater.
As at 30 June 2021, the WRPs are accredited and in
operation for Queensland, South Australia, Victoria
and the Australian Capital Territory. These account
for 13 of the total number of WRPs; the remaining
20 are all in New South Wales.
New South Wales submitted all its WRPs by
30 June 2020 but needs to make some amendments
before the WRPs can be submitted to the
Commonwealth water minister for accreditation.
COVID-19 restrictions have caused delays in meetings
with community groups and engagement with First
Nations living in the 20 WRP areas in New South Wales.
The MDBA is working with the Northern Basin
Aboriginal Nations (NBAN) and the Murray Lower
Darling Rivers Indigenous Nations (MLDRIN) in relation
to the ‘Indigenous values and uses’ part of each WRP.
Because these WRPs were not accredited by
1July 2020, the MDBA and the New South Wales
government signed a new bilateral agreement. This
agreement safeguards key Basin Plan commitments.
Figure 10: Key elements of water resource plans
Compliance with the sustainable diversion limit and water trade rules
Protection of water for the environment
Water quality and salinity objectives Aboriginal values and uses
Measuring and monitoring Arrangements for extreme weather
events
Water resource plan
WRP amendment process ensures relevance
Climate change, changes to state legislation, new
information and other changes mean that water
management will continue to evolve. This will
necessitate amendments to accredited WRPs. Getting
the plans right takes time and it is important that all
stakeholders have confidence in them.
The MDBA has developed WRP amendment
guidelines to help Basin states draft amendments
to their WRPs. The MDBA will undertake a tailored
approach to assessment that is suited to the scale
and complexity of an amendment when determining
consistency with the Basin Plan. Regulations are also
in place to enable the streamlined accreditation of
minor or non-substantive amendments to WRPs.
The MDBA publishes quarterly reports documenting
WRP progress. Read these and other information
about WRPs on the MDBA website at https://www.
mdba.gov.au/basin-plan-roll-out/water-resource-plans
SDL accounting improvements assist compliance
Since 2012-13, the MDBA and the Basin states
have been developing processes to report on and
manage compliance with the new SDL accounting
system. These trials have been published in a series
of transition period water take reports that can be
found on the MDBA website at https://www.mdba.
gov.au/publications/mdba-reports/transitional-sdl-water-take-reports
The sustainable diversion limits commenced from
1 July 2019, but need an accredited WRP before
they can be applied. As only one WRP had been
accredited by the start of the 2019-20 water year,
the compliance assessment was split:
⢠an assessment under the Basin Plan for those
SDL resource units where the WRP had been
accredited
⢠an assessment under a bilateral agreement
between the Basin state and MDBA where a WRP
had not yet been accredited.
The MDBA has been working with Basin states to
understand compliance against these limits for the
2019-20 water year. Accounting for the water taken
across the whole Basin is a complex undertaking. It’s
important to get water take accounts right to ensure
that there is accurate information and to provide
confidence that water is being taken within the rules.
A small number of SDL resource units have needed
considerable effort to finalise in this first year. In
turn, this has led to a delay in publishing the SDL
compliance outcomes, which was expected to occur
early in the 2020-21 water year.
Water Take Report 2019-20 will also be published
inthe 2021-22 water year. This will set out the
results of the Cap compliance assessment as well as
report on held environmental water and any trends
in water use.
The MDBA is committed to continuous improvement
in water measurement and accounting:
⢠The MDBA published the SDL Accounting
Framework Improvement Strategy 2020-2025
in May 2020 on the MDBA website. The strategy
outlines how the MDBA will continue to improve
the SDL accounting framework in conjunction
with the Basin states over the next 5 years.
It includes work to align water accounting
concepts with the Bureau of Meteorology and the
Australian Bureau of Statistics.
⢠The SDL Accounting Data Management Project
aims to improve the accounting and compliance
processes in a streamlined system. The system
is a key part of the SDL Accounting Framework
Improvement Strategy and includes data
acquisition, management, analysis and reporting.
Basin Plan 2020 Evaluation - Recommendation 2
There is still scope for Basin governments
to propose new and innovative approaches
to achieving the long-term sustainable
limits for water use in the Basin. As Basin
governments and communities engage on
completing the remaining elements of Basin
Plan implementation it will be vital to show
how these new approaches could contribute to
delivery of sustainable water use limits.
https://www.mdba.gov.au/basin-plan/
monitoring-evaluation/2020-basin-plan-evaluation/implementing-basin-plan
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30 | MDBA ANNUAL REPORT 2020-21 | Goal 1
Performance on KPI 2
Table 3: Performance against targets for Goal 1, KPI 2
KPI Measure Target Result
KPi 2: Collaborate with Basin
governments to achieve delivery of
toolkit measures
2.1 Milestones and actions in Schedule
3 to Inter-Governmental Agreement
(IGA) are being progressed for each of
the 6 toolkit measures
As set out in
Schedule 3 of
IGA
Substantially
met
2.2 MDBA, NSW, Qld and Department
of Agriculture have processes in
place to demonstrate the successful
implementation of toolkit measures
Quarterly
progress
report
published by
MDBA
Met
Implementation of toolkit measures a collaborative process
The toolkit measures complement the SDLs to
improve water management practices and achieve a
sustainable northern river system.
Implementation of the toolkit measures depends on
collaboration between the Australian, Queensland
and New South Wales governments and stakeholders
in the northern Basin.
The 6 toolkit measures are:
1. targeted recovery of water - aims to improve
environmental watering into Narran Lakes, Lower
Balonne and Culgoa floodplains and the Barwon-
Darling River while managing any adverse
socioeconomic impact
2. protection of environmental flows - aims to
strengthen environmental flows across the
northern Basin, particularly in the unregulated
river systems of the Condamine-Balonne and
Barwon-Darling
3. event-based environmental water mechanisms -
aims to support the development of contractual
and other mechanisms to complement
environmental water management; aims to
benefit the Narran Lakes, some areas of the
Lower Balonne, the Border Rivers and Namoi
regions, and Barwon-Darling
4. improved coordination and management of
environmental water - aims to maximise
environmental outcomes of water for the
environment moving from upper catchments to
downstream rivers such as the Barwon-Darling
and Lower Balonne
5. Gwydir constraints - aims to remove constraints
in the Gwydir catchment that are preventing
flows from reaching the Gwydir wetland
6. environmental works and measures - aims to
implement works that promote fish movement
and habitat and broader ecological outcomes in
the northern Basin.
Full details of the toolkit measures are available
on the MDBA website - https://www.mdba.gov.au/
basin-plan/northern-basin-projects/northern-basin-toolkit-measures - (which includes links to relevant
Australian Government websites).
Several toolkit measure milestones were due in the
2020-21 financial year. Timeframes for completing
other milestones are in future financial years (that is
after June 2021). Timeframes and progress against
these toolkit measures are provided in Table 4.
During 2020-21, there was solid progress on
delivering the toolkit measures. Significant
milestones were achieved for both the policy and
management measures and the environmental works
infrastructure measures, showing commitment by
Basin governments. Overall, the implementation is
at various stages, with some projects delivered and
others on track providing confidence to communities,
while other projects are delayed.
NSW’s start to implementing a measure known as
‘active management’ was a key milestone achieved
during 2020-21. This enduring solution to protect
water for the environment along the Barwon-Darling
and through the lower Gwydir and lower Macquarie
unregulated river systems was a key aspect of NSW
water reform. It replaced the interim arrangements
NSW used over recent years during northern flow
events. Challenges remain around timing of formal
accreditation of the NSW water sharing arrangements
through WRPs.
Progress on environmental works and measures
infrastructure projects - such as fishways and
the Gwydir constraints project - has been slower
than expected. A key milestone was achieved in
March 2021 when the Australian Government
minister responsible for water announced approval
of 10 toolkit projects in NSW and Queensland.
This announcement followed a Commonwealth
assessment of value for money and ability to deliver
maximum environmental outcomes in the northern
Basin, including consideration of recommendations of
an independent expert scientific panel.
A number of factors have contributed to the slower
than expected progress for the environmental works
infrastructure measures:
⢠Delays in developing feasibility proposals, partly
due to COVID-19 restrictions, meant that the
agreed IGA timeframe for submitting business
cases in the second half of 2020 was not met.
The consequence of delays is that it will be
challenging to deliver some of the larger, more
complex prioritised projects by 30 June 2024.
⢠Basin governments recognised that there are
likely to be more projects proposed seeking
funding than can be funded. Hence, initial efforts
focused on developing a rigorous and transparent
framework to prioritise a package of toolkit
projects based on maximising environmental
outcomes.
⢠Multi-jurisdiction and agency collaboration and
cooperation is critical for toolkit implementation
but processes seeking agreement take time and
require consultation.
⢠There were delays with the execution of
fundingagreements.
⢠Decision on which projects were selected to
proceed to the next phase took longer than
anticipated. This was necessary to ensure
Commonwealth due diligence process to ensure
value for money and ecological merit, including
seeking independent scientific advice.
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32 | MDBA ANNUAL REPORT 2020-21 | Goal 1
Table 4: Summary of toolkit measures, milestones and progress
Toolkit measure Milestones and timeframe Progress
1. Targeted
recovery
ofwater
⢠Monthly reports on
progresstowards water
recovery targets
⢠Report giving examples
of how the water
recovered is helping to
achieve environmental
outcomes
⢠The Australian Government, in consultation with NSW, Queensland
and the MDBA, will recover water for the environment by
modernising off-farm water delivery infrastructure. On 3 March
2021, Minister Pitt announced the new Off-farm Efficiency
Program including $1.33 billion in state-led efficiency projects and
$0.15 billion in direct grants. There is an additional $60 million
available for on-farm projects. Further details are available at Off-farm Efficiency Program - Department of Agriculture at: https://
www.agriculture.gov.au/water/mdb/programs/basin-wide/off-farm-efficiency-program
⢠The Australian Government regularly publishes information on
progress of Commonwealth environmental water recovery at:
https://www.agriculture.gov.au/water/mdb/progress-recovery/
progress-of-water-recovery
⢠As at 31 March 2021, there was 30.2 GL of water recovery
remaining in the northern Basin.
⢠Progress to achieving full recovery in the northern Basin has
stalled. Recovery needs to be fast-tracked to ensure compliance
with sustainable diversion limits and conclude the Bridging the
Gap program. A plan and timeframe for achieving the remaining
northern Basin water recovery is needed and should be
transparently communicated to provide confidence and certainty
to communities.
Toolkit measure Milestones and timeframe Progress
2. Protection of
environmental
flows
⢠Mechanisms to
protect environmental
flows included in
WRPs submitted
for accreditation by
31December 2019 and
in place and operating
by end2020
⢠Accounting method
supported by protocols
and procedures for Qld-to-NSW cross-border
held environmental
water in place and
operating by end2020
⢠Mechanisms to better manage and protect environmental water
and low flows have been included in all WRPs.
⢠In Qld, all WRPs are accredited and fully operational.
⢠Qld, in collaboration with NSW and the CEWO, has progressed
the development of an accounting method for cross-border held
environmental water. An interim arrangement was in place by the
end of 2020 (consistent with the agreed IGA timeframe), which
was trialled in early 2021. Qld plans to finalise the improved
cross-border water accounting arrangements, including formal
supporting procedures and protocols, by 30 June 2021.
⢠NSW has developed enduring arrangements for protection of water
for the environment to be implemented through water resource
plans. All 11 groundwater plans and 9 surface water plans have
been submitted to the MDBA for accreditation under the Basin
Plan. MDBA accreditation assessment is ongoing with a number
of draft WRPs being withdrawn for amendment before being
resubmitted.
⢠NSW commenced active management to protect water for the
environment on 1 December 2020 in the 3 unregulated water
sources (consistent with the agreed IGA timeframe). Three other
aspects of NSW reform came into effect from 1 July 2020 in
accordance with the amended Water Sharing Plan for the Barwon-
Darling unregulated water source:
— managing resumption of flows in the Barwon-Darling after an
extended dry period (first flush rule)
— daily extraction limits
— increases to some A Class access pumping thresholds near
Bourke to protect low flows.
⢠In January 2021, the new ‘resumption of flow’ rule was activated
for the first time since it was introduced by NSW in 2020. It
prohibited irrigation licence access until enough water was forecast
to flow through the system to provide system connectivity from
Bourke to Wilcannia. In total, 8,000 ML was protected using the
resumption of flows rule (see WaterNSW Resumption to Flows
event report at :https://www.waternsw.com.au/__data/assets/
pdf_file/0019/165034/Resumption-to-Flows-event-report-January-2021.pdf)
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34 | MDBA ANNUAL REPORT 2020-21 | Goal 1
Toolkit measure Milestones and timeframe Progress
3. Event-based
environmental
water
mechanisms
⢠A workplan for
developing asuitable
framework for event-based mechanisms
finalised by
31December 2019
⢠The Event-based mechanisms in the Lower Balonne: implementation
overview report was published on the Department of Agriculture,
Water and the Environment website in January 2020. It is
available at: http://environment.gov.au/water/cewo/publications/
event-based-mechanisms-lower-balonne-implementation-overview
⢠An independent review has been completed and published on the
CEWO website of the pilot grant scheme that was implemented
in early 2020. The pilot involved paying a water allocation
holder that was legally entitled to pump water from the Narran
River to not pump. The review was supportive of the design and
implementation of the event-based mechanism. It is available at:
http://www.environment.gov.au/water/cewo/publications/narran-lakes-event-based-mechanism-pilot-project-review-final-report
⢠The CEWO continues to explore opportunities to use event-based
mechanisms to enhance environmental outcomes in the northern
Basin if suitable flow conditions arise. In early 2021, the CEWO
sought interest from water allocation holders to participate in
another grant to allow additional water to pass into Narran Lakes.
However, on this occasion, no water allocation holders chose to
accept the voluntary grant offer.
⢠Qld has committed to review accounting and management
arrangements within the seasonal assignment framework. This
will facilitate the most comprehensive take-up of event-based
mechanisms to allow for flow event transfers between entitlement
holders and the CEWO.
4. Improved
coordination
and
management of
environmental
water
⢠Draft terms of reference
agreed to by the parties
byend 2019
⢠All projects that are
assessed and approved
for Commonwealth
funding must have
entered into operation
by June 2024
⢠The CEWO and NSW coordinated joint environmental releases to
achieve whole-of-north connected flows in 2018 (the Northern
Connectivity Event, http://www.environment.gov.au/water/
cewo/northern-rivers), 2019 (the Northern Fish Flow, http://
www.environment.gov.au/water/cewo/catchment/northern-fish-flow-2019) and 2020/21, (the Northern Waterhole Top-Up, https://
www.environment.gov.au/water/cewo/catchment/northern-waterhole-top-up)
⢠A Northern Basin Environmental Watering Group (NBEWG)
comprising officials from the MDBA, CEWO, NSW and Qld has been
established and has met on several occasions. The NBEWG will
provide an enduring and formalised way to coordinate planning
and delivery of water for the environment across the northern
Basin. Initial terms of reference for NBEWG were agreed in
November 2019 and revised terms of reference were agreed by
Basin governments in May 2021. These are consistent with the
findings of the MDBA’s joint governance review.
⢠A new Environmental Water Committee comprising senior
officials from all Basin governments was established in 2021 to
provide support and advice on responsibilities with regards to
joint government business and any relevant Basin Plan matters
related to environmental water. It will work with NBEWG to ensure
environmental water is being better coordinated across catchment
and state boundaries, including addressing environmental water
policy issues in the northern Basin.
Toolkit measure Milestones and timeframe Progress
5. Gwydir
constraints
⢠Revised Gwydir
constraints project
business case finalised
by the second half of
2020
⢠Any project that is
assessed and approved
for Commonwealth
funding must have
entered into operation
by June 2024
⢠In July 2020 NSW submitted feasibility proposals to the
Commonwealth to address constraints in the Gwydir catchment.
⢠The Australian Government minister responsible for water
determined in March 2021 that Commonwealth funding be made
available to develop business cases for 3 Gwydir constraints
projects:
— Gwydir - Gingham Watercourse
— Gwydir - Lower Gwydir Watercourse
— Gwydir - Lower Mehi River.
⢠The business case submission timeframe for environmental
works projects of December 2020 agreed by Basin governments
was not met. Business cases are expected to be submitted to the
Commonwealth in November 2021 for Commonwealth assessment.
⢠Decisions on the implementation of these projects will be
determined by the Australian Government minister responsible for
water following submission of the business cases.
⢠Gwydir constraints projects are large, technically complex
projects requiring extensive community and stakeholder support.
Implementation by the agreed June 2024 implementation
timeframe will be challenging and there is significant risk that it
will not being met. Further delays will increase implementation risk.
Goal 1 | MDBA ANNUAL REPORT 2020-21 | 35
36 | MDBA ANNUAL REPORT 2020-21 | Goal 1
Toolkit measure Milestones and timeframe Progress
6. Environmental
works and
measures
⢠All projects for this
measure that are
assessed and approved
for Commonwealth
funding must have:
— submitted
business cases
to the Australian
Government
department in the
second half 2020
— entered into
operation by
June 2024
⢠An ecological prioritisation framework hasbeen developed and
endorsed by the Basin Officials Committee to prioritise toolkit
projects to be implemented according to their ability to deliver
maximum environmental outcomes in thenorthernBasin.
⢠NSW and Qld submitted feasibility proposals in July 2020 for
Commonwealth assessment using the prioritisation framework.
⢠in March 2021 the Commonwealth Minister announced that 10
toolkit projects in NSW and Qld, including the 3 Gwydir constraints
projects, have been approved. Ninety million dollars has been
made available to NSW and Qld to support the accelerated
implementation of 4 of the projects and develop business cases
for the remaining 6 projects. Activities to develop projects are
expected to include community consultation.
⢠A summary of each of the 10 projects selected to proceed to the
next phase is provided on the MDBA website at https://www.mdba.
gov.au/basin-plan/northern-basin-projects/northern-basin-toolkit-measures
⢠There is further information on the DAWE website (https://www.
agriculture.gov.au/water/mdb/basin-plan/northern-basin-toolkit)
about the 4 projects fast-tracked for implementation. It is expected
on-ground delivery of these project will begin this year.
⢠The business case submission timeframe for environmental
works projects of December 2020 agreed by Basin governments
was not met. Business cases are expected to be submitted to the
Commonwealth in November 2021 for Commonwealth assessment.
⢠Decisions on implementation of these projects will be determined
by the Australian Government minister responsible for water
following submission of the business cases.
⢠While efforts to fast-track implementation of some projects
through an accelerated gateway model is welcome progress,
delivering the prioritised environmental works infrastructure
projects by the agreed June 2024 implementation timeframe will
be challenging. Good progress by June 2024 is still achievable,
including delivery of smaller scale and less complex projects. The
risk of not meeting implementation timeframes is greatest for
larger, technically complex projects and those requiring extensive
community and stakeholder engagement and support. Further
delays will increase implementation risk with the likelihood of
meeting implementation timeframes steadily decreasing over the
past 2 years. The accelerated delivery of some projects will assist
to reverse this trend but further action is likely to be required.
Processes to show progress on toolkit measure implementation
The MDBA and the Australian, NSW and Queensland
governments all have roles to play to implement
the toolkit measures. There are multiple processes
in place to show the successful implementation
of toolkit measures and many mechanisms are
used to provide publicly available information on
implementation progress.
The Northern Basin Project Committee (NBPC)
and Environmental Water Committee (EWC)
monitor progress, including the activities of each
agency. The NBPC meet approximately quarterly
and report on progress twice a year to the Basin
Officials Committee (BOC) and the Ministerial
Council. They are supported by the EWC, which
assists with monitoring progress and reporting on
implementation of the policy and management
toolkit measures.
Reviews and information relating to the
implementation of the toolkit measures are also
published on the website of the new Inspector-General of Water Compliance (IGWC) for the
Murray-Darling Basin at https://www.igwc.gov.au
The Hon Troy Grant was appointed in this role on
16 December 2020. The role is independent of
theMDBA.
Since 2018 the MDBA has published 6-monthly
report cards on the MDBA website, providing regular
and comprehensive assessment of progress. The
reports respond to feedback from Basin communities
for short, timely and accurate updates. The report
cards assess progress on the 6 key elements of the
Basin Plan implementation:
⢠water resource plans
⢠water recovery
⢠compliance
⢠northern Basin initiatives
⢠SDL adjustment mechanism
⢠environmental water delivery.
The MDBA released The Basin Plan 2020 Evaluation
in December 2020. This comprehensive evaluation
of Basin Plan implementation included a Plan
implementation evidence report that provides an
assessment of progress with implementing the
northern Basin toolkit. The Evaluation report is
available at: https://www.mdba.gov.au/2020-basin-plan-evaluation
In December 2020, the Murray-Darling Basin
Ministerial Council published a Commonwealth,
NSW and Queensland jointly agreed work plan for
toolkit implementation on the MDBA website. An
updated version was published in April 2021 to
reflect progress. In May 2021 the MDBA published
summaries of the 10 approved environmental works
infrastructure projects including information on each
project’s implementation status: https://www.mdba.
gov.au/basin-plan/northern-basin-projects/northern-basin-toolkit-measures
The MDBA will continue to publish regular updates
(minimum 6-monthly) of the work plan and status of
the 10 environmental works infrastructure projects.
The role and reporting by the NBPC, the 6-monthly
report cards, Basin Plan Evaluation, up-to-date
work plans and corporate plan annual reporting
demonstrate how the MDBA has processes to report
on the implementation of toolkit measures. In
total, the MDBA has published 4 separate progress
reports during 2020-21 financial year: the annual
report, Basin Plan Evaluation and two toolkit
implementation work plans.
While much of the reporting is 6-monthly, the many
intergovernmental committees that oversee the
process discuss projects quarterly, which meets the
target of quarterly reporting. It corresponds with
the expected rate of progress and is consistent with
timeframes of other established progress reporting
processes - for example, the MDBA report cards.
Goal 1 | MDBA ANNUAL REPORT 2020-21 | 37
38 | MDBA ANNUAL REPORT 2020-21 | Goal 2
Goal 2 Strengthen the culture of compliance in the Murray-Darling Basin
Role of the MDBA
Implement a strategic approach to compliance
and enforcement of the Basin Plan and Basin
governments’ water resource plans.
The work towards this goal will transition to the
Inspector-General of Water Compliance in 2021-22,
with the Water Legislation Amendment (Inspector-General of Water Compliance and other measures)
Bill 2021 having passed the Parliament. Until the
Inspector-General was appointed on 5 August 2021,
the MDBA remained responsible for compliance
and enforcement under the Water Act 2007 and
isreporting on its delivery of compliance activities
for2020-21.
Desired outcomes
⢠The MDBA’s compliance and enforcement
information is available and transparent.
⢠The MDBA is identifying and responds to
non-compliance.
⢠The MDBA is conducting assurance of, and
identifying improvements in, Basin state
compliance and enforcement systems.
⢠There is increased coverage, quality and
transparency of water measurement in the
Murray-Darling Basin.
⢠Basin Plan compliant water markets are
advanced.
⢠The MDBA has developed systems and
processes to perform its Basin Plan
regulatoryresponsibilities, including
ensuringWRP compliance.
2020-21 key activities
⢠Monitor and report on Basin government progress
implementing the 2018 Murray-Darling Basin
compliance compact commitments
⢠Conduct and publish compliance audits and
reviews to provide assurance about Basin
statecompliance and enforcement systems
andactivities
⢠Assist Basin governments to improve metering,
monitoring and reporting of water take
⢠Monitor and assist with the implementation of
the Basin Plan water trading rules
⢠Manage allegations and instances of non-compliance in accordance with the MDBA’s
Compliance and Enforcement Policy 2018-21
⢠Coordinate the water compliance community of
practice, a forum for water compliance officers
across Australia to share best practice and
operational insights
⢠Strengthen the MDBA’s internal regulatory culture
and capability
⢠Progress the northern Basin remote sensing
capability and water information portal.
Source: Murray-Darling Basin Authority Corporate Plan 2020-21
Performance and analysis
Goal 2 has one key performance indicator (KPI):
KPi 3: The MDBA monitors and enforces compliance with the Basin Plan and publishes results of compliance
and regulatory activities
Performance on KPI 3
Compliance with the Basin Plan is paramount to achieving a healthy, working Basin. The MDBA takes a
Basin-wide approach to compliance, with a focus on providing assurance that Basin state compliance
arrangements and activities are effective.
The Compliance and Enforcement Policy 2018-21 and the SDL Reporting and Compliance Framework set out
key elements of the MDBA’s compliance program. They are among a number of compliance and enforcement
documents that are available on the MDBA website.
Six measures of success were assessed to inform performance against the KPI. Three of these measures were
met and 3 were partially met, with clear progress against the identified activities.
Table 5: Performance against targets for Goal 2, KPI 3
KPI Measure 2020-21 Target Result
KPi 3: The MDBA monitors and enforces
compliance with the Basin Plan and
publishes results of compliance and
regulatory activities
3.1 Percentage of MDBA’s annual
compliance priorities achieved
100% Partially met
3.2 Percentage of MDBA’s compliance
audit and review reports published
100% Met
3.3 Information regarding the MDBA’s
regulatory activities is published
quarterly
Information
published
quarterly
Partially met
3.4 The MDBA’s engagement with states
to support the improvement of the
metering and monitoring of water take
Qualitatively
assessed
Met
3.5 The MDBA’s engagement with
regulated entities to implement the
water trading rules
Qualitatively
assessed
Met
3.6 The MDBA’s biennial maturity
assessment on the Modern Regulator
Improvement Tool
70% ‘maturing’
or above
Partially met
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40 | MDBA ANNUAL REPORT 2020-21 | Goal 2
Annual compliance priorities partially met
Measure 3.1 is ‘Percentage of MDBA’s annual
compliance priorities achieved’. The 2020-21 target
was ‘100%’.
The 2020-21 result is assessed as ‘partially met’.
The MDBA prepares an annual statement of
compliance priorities based on risks to the Basin Plan
and Water Act compliance. The statement identifies
high-risk areas and activities that will be undertaken
by the MDBA to further understand, monitor or
respond to the identified risks.
In 2020-21 there were 5 priorities, with 12 activities
planned to address these. Four activities were
completed, 5 activities were commenced, and 3 were
deferred until 2021-22 due to resourcing constraints
and new priority activities.
A report on the compliance priorities for 2020-21
can be found on the MDBA website at www.
mdba.gov.au/basin-plan/compliance-enforcement/
compliance-priorities
Table 6: Annual compliance priority area activities undertaken in 2020-21
Activities Result
Water Resource Plan Compliance (one activity complete)
⢠Commence its WRP compliance
program to ensure WRPs are
complied with. This includes
a rolling program of WRP
compliance audits and setting
annual WRP compliance
reporting for the Basin states.
⢠Complete.
⢠The MDBA’s risk based approached was enhanced by the development and
implementation of an internal Compliance dashboard, to manage risk detail
content for risk assessments.
⢠The risk assessment process identified compliance priorities to inform and
support the introduction of the Inspector General for Water Compliance
formed by the amended Water Act.
⢠The first Matter 19 report (Schedule 12, Basin Plan 2012) was received
from Queensland for the Warrego-Paroo-Nebine Water Resource Plan. The
report provided a summary of the compliance and enforcement approach
and undertakings in relation to the rules and obligations contained within the
water resource plan. For more information see: https://www.mdba.gov.au/
basin-plan/basin-wide-compliance-enforcement
⢠The MDBA assessed water resource plans and SDL water accounting for the
2019-2020 water year. These regulatory functions act as key inputs into
shaping the compliance program.
Unauthorised water take (4 activities: one complete, one partially met, 2 deferred)
⢠Assurance review of the
implementation of revised Basin
state metering policies, with a
focus on compliance of large
meters in the northern Basin.
⢠Partially met
⢠A review of the NSW Metering Policy Implementation with a focus on surface
water pumps 500 mm and above, was commenced and will be finalised in the
2021-2022 year.
⢠To assist the implementation of metering reform, the MDBA has been
involved in the growth of the metering market. There are 15 meters, from 11
manufacturers on the Australian market which meet the requirements of the
Australian Standard for non-urban water meters (AS4747). Compliant meters
are available for pipes ranging from 25mm to 1800mm.
⢠To ensure coverage, accuracy and consistency of Basin states metering
implementation, the Metrological Assurance Framework 2 (MAF2) was
progressed building on earlier national metering reform work that started with
the National Water Initiative. MAF2 will make it easier to comply with the
Australian Standard for non-urban water metering.
Activities Result
⢠Audit and assurance activities
into meter coverage and
accuracy.
⢠Complete.
⢠The Compliance Compact Review May 2021 (https://www.mdba.gov.au/sites/
default/files/pubs/murray-darling-basin-compliance-compact-2021.pdf) was
jointly reviewed by Basin parties. The review highlighted improvements
across a range of compliance activities in all states, particularly in metering
and measurement. Recommendations from the review involve developing
and adopting water compliance standards, that can provide a consistent set of
benchmarking metrics for water compliance and performance assessment.
⢠The Murray-Darling Basin Compliance Compact Assurance Report 2020 (https://
www.mdba.gov.au/sites/default/files/pubs/murray-darling-basin-compliance-compact-assurance-report-2020.pdf) provided the MDBA’s annual independent
assessment of Basin governments’ progress against commitments which they
made in the Basin Compliance Compact 2018.
⢠Targeted compliance reporting
on compliance and enforcement
efforts around floodplain
harvesting take.
⢠Deferred
⢠Targeted compliance efforts around floodplain harvesting take have been
deferred due to delays in New South Wales regulation on floodplain
harvesting licensing.
⢠Targeted review of groundwater
compliance arrangements.
⢠Deferred
⢠The targeted review of groundwater compliance arrangements has been
deferred to the 2021-2022 water year.
Protection of environmental water and first flush flows (3 activities: 2 complete, one deferred)
⢠Audits and compliance reporting
on first flush flow protections
andprotection rules in the
northernBasin.
⢠Complete.
⢠An audit was commenced on the Warrego-Paroo-Nebine Water Resource Plan
(QLD) application of rules to protect first flush flows, during the significant
rain in the northern Basin in early 2020. Final report due to be published in
July. The audit confirmed that announced periods of water harvesting for the
flow event in the Warrego from February to April 2020 were determined in
accordance with the accredited rules set out in the Resource Operation Plan,
although it raised concerns regarding the compliance arrangements in place to
ensure accurate metering and measurement of take.
⢠A review examined how the Southern Spring Flow event (2019) complied
with Basin Plan environmental watering principles (No. 3, 4, 7 and 8)1. The
review, to be published in July, found adherence to the principles is evident
and improving, largely due to the coordination role of the Southern Connected
Basin Environmental Water Committee and their stakeholder involvement.
⢠Support for Basin state
compliance agencies to use
remote imagery to complement
their water compliance
monitoring and enforcement
activities.
⢠Complete
⢠The MDBA uses remote sensing to proactively monitor compliance with rules
around water flows and take across the Basin. The MDBA improved the access
and automation of live satellite imagery data, to support the on-ground role
of Basin state water compliance agencies, enabling timely and targeted water
compliance activities.
⢠Reporting and audits of the
implementation of prerequisite
policy measures.
⢠Deferred
⢠A review on the implementation of prerequisite policy measures (PPMs) has
been deferred.
1 As per Chapter 8, Part 4, Division 6 of the Basin Plan 2012
Goal 2 | MDBA ANNUAL REPORT 2020-21 | 41
42 | MDBA ANNUAL REPORT 2020-21 | Goal 2
Activities Result
Sustainable Diversion Limit accounting (one activity partially met)
⢠Commence a 6-year program
to ensure that the MDBA is
continuously improving how
annual water accounts are
compiled. This will incorporate
methods for addressing
growth in use, interstate trade
accounting arrangements
and updated climate change
research.
⢠Partially met
⢠The MDBA has published the Sustainable diversion limit (SDL) accounting
improvement strategy 2020 - 2025 (https://www.mdba.gov.au/publications/
policies-guidelines/sustainable-diversion-limit-sdl-accounting-improvement-strategy) The strategy outlines how the MDBA will continue to improve the
SDL accounting framework in conjunction with the Basin states over the next
5 years. It includes work to align water accounting concepts with the Bureau
of Meteorology and the Australian Bureau of Statistics.
⢠An SDL Accounting Data Management Project commenced to improve the
accounting and compliance processes in a streamlined system, including data
acquisition, management, analysis and reporting. The first phase is scheduled
to be in place for the collection and analysis of the 2020-21 water take data.
⢠The sustainable diversion limits commenced from 1 July 2019. The MDBA has
been working with Basin states to account for water taken in the 2019-20
water year and compliance against SDL limits. The publication of the SDL
compliance outcomes is expected to occur early in the 2020-21 water year.
Water trade (3 activities)
⢠Increase resourcing and expand
its water trade program.
⢠Partially met
⢠Existing resources were directed to the water trade program to undertake the
audits. Some additional resources were provided for specific short-term tasks.
⢠Dedicate resources to ensuring
compliance with the Basin Plan
by irrigation infrastructure
operators, and compliance with
market integrity rules such as
insider trading.
⢠Partially met
⢠A project commenced to investigate the options for a monitoring system to
proactively address insider trading in the Murray-Darling Basin.
⢠An audit was undertaken to assess Irrigation Infrastructure Operators’
compliance with basin plan requirements to disclose the reasons for any
restrictions on the trade, specifically delivery entitlements.
⢠Additionally, an audit was undertaken on the obligations by an Approving
authority to disclose interest to trade when approving trade of water
accessrights.
⢠Review the priorities by the end
of 2020 to include our response
to the findings of the ACCC
inquiry into water markets in the
Murray-Darling Basin.
⢠Partially met
⢠The MDBA supported the ACCC’s inquiry into water markets. The ACCC’s final
report was published in March 2021. The report identified issues requiring
policy reform and regulatory control.
⢠Review of strategic priorities for Basin Plan water trading rules has been
deferred and will be considered in conjunction with the establishment of
Inspector-General of Water Compliance.
The MDBA publishes information about auditactivities
Measure 3.2 is ‘Percentage of MDBA’s compliance
audit and review reports published’. The 2020-21
target was ‘100%’.
The 2020-21 result is assessed as ‘met’. One
completed review was published.
Section 13.20 of the Basin Plan requires that all
audits carried out under section 13.10 of the Basin
Plan be published. Measuring the percentage of
compliance audit and review reports that are
published demonstrates whether there is compliance
with the Basin Plan and also demonstrates the
MDBA’s commitment to increasing transparency
about water compliance.
Performance is assessed by measuring the number
of reports finalised during the water year against the
number of reports published.
The Audit Work Program for 2020-21 proposed
9audits and reviews addressing a range of
compliance priorities. The Audit Work Program can
be found on the MDBA website.
The MDBA publishes other information about regulatory activities
Measure 3.3 is: ‘Information regarding the MDBA’s
regulatory activities is published quarterly’.
The 2020-21 result is assessed as ‘partially met’.
Aside from its legal obligation to publish audits
under section 13.20 of the Basin Plan, the MDBA
is committed to increased public reporting about
its regulatory activities under the December
2018 Commonwealth-state Murray-Darling Basin
compliance compact.
The MDBA maintains a water compliance reporting
webpage where it publishes information about its
regulatory activities.
During 2020-21 the MDBA maintained a register
of allegations of non-compliance it had received. It
published updates in November 2020, March 2021
and June 2021 noting whether allegations had been
received, referred or closed.
Table 7: The MDBA’s Audit and Assurance Work Program for 2020-21
Audit Compliance priorities addressed Status
Condamine-Balonne WRP ⢠Metering
⢠SDL compliance
⢠Compliance enforcement
arrangements
In progress
ACT WRP ⢠Metering
⢠SDL compliance
⢠Compliance enforcement
arrangements
Deferred
NSW Stage 1 Non-urban Metering Framework Implementation ⢠Metering In progress
Southern Spring Flow event 2019 ⢠Environmental water In progress
NSW Prerequisite Policy Measures implementation (NSW, Vic, SA) ⢠Environmental water Deferred
Irrigation Infrastructure Operators compliance ⢠Water trade compliance In progress
Approval Authority - Disclosure of Interests ⢠Water trade compliance In progress
Basin Compliance compact Assurance ⢠Compliance improvement Completed
SDLAM Project Assurance ⢠Basin Plan implementation In progress
Note: From 2021-22 progress or deferral will be managed and reported by IGWC.
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44 | MDBA ANNUAL REPORT 2020-21 | Goal 2
The Independent Assurance Committee (IAC) provides
expert advice on the design, implementation and
adequacy of the MDBA’s Basin Plan compliance
program. The IAC consists of 4 independent experts
with knowledge across a range of relevant fields,
including water and natural resources policy and
management, and regulation and compliance.
The committee generally meets 4 times a year
and provides written reports about the MDBA’s
regulatory framework and activities to the Authority.
The committee met in September 2020. Copies of
published IAC reports can be found on the MDBA
website at www.mdba.gov.au/basin-plan-roll-out/
compliance-enforcement/compliance-independent-assurance-committee
Annual assurance of Basin state and Australian
Government progress in implementing their
Murray-Darling Basin Compliance Compact
commitments was also completed. The Murray-
Darling Basin Compliance Compact Annual Assurance
Report 2020 was published in June 2021 (see
Measure 1.1—Percentage of WRPs assessed by
MDBA for accreditation) and is available on the
MDBA website at www.mdba.gov.au/publications/
independent-reports/basin-compliance-compact
The MDBA supports improvement in metering and monitoring of water take
Measure 3.4 is ‘The MDBA’s engagement with
states to support the improvement of the metering
and monitoring of water take’. Performance is
qualitatively assessed.
The 2020-21 result is assessed as ‘met’. Progress
has been made towards a number of improvements
as reported in the Compliance Compact Annual
Report and with a revised Metrological Assurance
Framework agreed by all Australian states and
territories and published.
The MDBA engages with the states to support
the improvement of metering and monitoring of
water take. Accurate measurement and increased
transparency of water take is fundamental to
monitoring compliance with the Basin Plan. Water
metering is one of the 5 themes to be addressed
under the Compliance Compact. The MDBA
works with the states through interjurisdictional
workinggroups and active engagement in
collaborative projects.
In December 2019 the Basin governments agreed to
work together to make it easier to select compliant
meters and maintain a meter throughout its life.
On 4 June 2021 the MDBA released its annual
assessment of actions described in the Basin
Compliance Compact. Basin governments have made
good headway in the past year across many of the
agreed compliance initiatives; however, progress on
delivering water metering accuracy and coverage
is uneven. Accurate metering, measurement and
monitoring are fundamental to public confidence
about equitable and sustainable water use.
All states and territories have recently agreed
to updated rules and guidelines to support the
regulation of non-urban water meters. Changes
to the Metrological Assurance Framework include
easier and cheaper ways to maintain meters and
validate their accuracy. It is also now easier to
understand when existing meters may be retained
in service, with clear pathways for regulators and
water users to follow. In addition, work is underway
with a significant number of stakeholders, including
regulators, water users, meter manufacturers, meter
verification authorities and others, to revise the
Australian Standard for non-urban water meters.
This work will not change the technical requirements
for non-urban water meters, but it will adjust the
processes and methods to maintain meters for
accuracy and durability. The revision is expected to
take more than 12 months.
The MDBA is also working with industry to bring
more compliant meters to the market, improve
communication on maintenance requirements and
support the use of accurate meters.
Basin states require, or are moving to ensure, that
new and replacement non-urban water meters
comply with the Australian Standard for non-urban
water meters (AS4747). Each Basin state has its own
policy for non-urban water meters, and in time
most meters will be renewed and will meet the
Australian Standard.
The MDBA continues to work with the Queensland
and New South Wales governments towards
improving the monitoring and reporting of
floodplain harvesting.
The MDBA engages with regulated entities onwater trading rules
Measure 3.5 is ‘The MDBA’s engagement with
regulated entities to implement the water trading
rules.’ Performance is qualitatively assessed.
The 2020-21 result is assessed as ‘met’.
Engaging with regulated agencies is an essential
element of the MDBA’s compliance and enforcement
role. Regulated entities need to understand and know
their obligations in order to foster compliance.
The Basin Plan water trading rules contribute to
achieving the Basin water market and trading
objectives set out in Schedule 3 of the Water Act.
The rules apply to the Australian Government, the
Basin states, irrigation infrastructure operators and
individual market participants. The rules only apply
to water access rights that can be traded under
state water management law and are outlined in
the guidelines to the water trade rules on the MDBA
website at: www.mdba.gov.au/publications/policies-guidelines/guidelines-water-trading-rules
The MDBA prioritises its regulatory and compliance
activities in accordance with the Strategic Priorities
- Basin Plan water trading rules. The priorities are
published on the MDBA website at www.mdba.gov.
au/basin-plan/compliance-enforcement/compliance-priorities
During the year the MDBA continued its ongoing
engagement work. As well, the MDBA supported the
Australian Competition and Consumer Commission’s
inquiry into water markets. The ACCC’s final report
was published on 26 March 2021.
The MDBA assesses the Modern Regulator Improvement Tool
Measure 3.6 is ‘The MDBA’s biennial maturity
assessment on the Modern Regulator Improvement
Tool’, with a 2020-21 target ‘70% ‘maturing’ or above’.
The 2020-21 result is assessed as ‘partially met’.
The Modern Regulator Improvement Tool is a
best-practice tool developed by the Australasian
Environmental Law Enforcement and Regulators
neTwork (AELERT), an international group that aims
to share best-practice expertise and learnings in
environmental regulation. The tool sets out key
criteria for regulators to assess their agency maturity
and identify areas for improvement.
Assessments are undertaken biennially. The MDBA
completed the assessment in 2020-21, with a score
of 64% and 8 out 12 areas in mature attributes. This
was an improvement from 41% in 2018-19, with 5
out of the 7 areas still not in mature attributes.
The MDBA works continuously to improve its
maturity as a modern regulator and engages with
other regulators with a focus on capability building.
Under the Compliance Compact, the MDBA
committed to establishing the Water Compliance
Community of Practice to enable water compliance
officers across Australia to develop networks,
collaborate on water compliance policies and
frameworks and share information. The MDBA
coordinates the Water Compliance Community of
Practice through AELERT.
Goal 2 | MDBA ANNUAL REPORT 2020-21 | 45
46 | MDBA ANNUAL REPORT 2020-21 | Goal 3
Goal 3 Efficiently and effectively operate the River Murray system for partner governments
Role of the MDBA
In partnership with Basin governments, promote and
coordinate planning, management and sharing of
water and other natural resources of the Basin. The
water sharing and joint management arrangements
for this partnership are set out in the Murray-Darling
Basin Agreement 2008. The joint programs include
River Murray operations and natural resource
management programs.
The natural resource management programs have
evolved as a shared response to the need to manage
some of the environmental consequences of water
use in the Basin. A work plan is agreed between the
joint program parties and the MDBA specifying the
key activities to be undertaken.
Desired outcomes
⢠River Murray operations assets allow efficient,
effective and safe management and delivery of
water that is fit for purpose
⢠The waters of the River Murray system are:
— shared between the states of New South
Wales, Victoria and South Australia as per the
Murray-Darling Basin Agreement
— managed to meet multiple outcomes and
objectives set by partner governments
⢠Improved environmental outcomes in the
southern connected system, consistent with the
Basin Plan
⢠Delivery of all water for the environment in
the southern basin is coordinated, including the
jointly held water portfolio
⢠Water management, monitoring and First Nations
engagement at the River Murray icon sites
supports adaptive management
⢠Partner governments jointly manage salinity to
deliver the Basin Salinity Management 2030
Strategy (BSM2030), consistent with Schedule B
of the Murray-Darling Basin Agreement
⢠Water quality of the River Murray system is
monitored consistent with the Murray-Darling
Basin Agreement and informs improved
management
⢠Recovery and persistence of native fish
populations
⢠Communities are actively involved in native
fishrecovery
2020-21 key activities
⢠Implement asset management strategies and
oversee asset management activities
⢠Manage and deliver Basin government water
shares in accordance with the Murray-Darling
Basin Agreement
⢠Direct the operation of River Murray system
assets to meet multiple human and environmental
objectives
⢠Investigate the loss of capacity within the
Barmah Choke and potential options to by-pass
the choke and reduce shortfall risk
⢠Coordinate implementation of natural resource
management programs on behalf of partner
governments, including The Living Murray
initiative, water quality monitoring, the Basin
Salinity Management 2030 Strategy and the
Native Fish Management and Recovery Strategy
⢠Coordinate implementation of enabling programs
on behalf of partner governments including water
resources core modelling, interstate water trade
under Schedule D, secretariat, data management,
Basin science platform and environmental
monitoring and evaluation
Source: Murray-Darling Basin Authority Corporate Plan 2020-21
Performance and analysis
Goal 3 has two key performance indicators (KPIs):
KPi 4: Operate the River Murray system in accordance with the Murray-Darling Basin Agreement
KPi 5: Maintain and improve the health of the River Murray system (and the Basin, where relevant) in
accordance with the Murray-Darling Basin Agreement and associated agreements
Performance on KPI 4
Table 8: Performance against targets for Goal 3, KPI 4
KPI Measure 2020-21 Target Result
KPi 4: Operate the River Murray system
in accordance with the Murray-Darling
Basin Agreement
4.1 MDBA has coordinated and overseen
the asset activities as agreed and
approved by the Ministerial Council in
the Annual Work Plan
Qualitatively
assessed
Met
4.2 MDBA has fulfilled its obligations
under the objectives and outcomes as
independently assessed
Met Met
4.3 Number of adverse rulings from
jurisdictional dam safety regulators
Zero Met
4.4 Number of unscheduled major
outages of assets
Zero Met
4.5 Significant incidents managed
in accordance with River Murray
Operations Committee endorsed
procedures
All Met
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48 | MDBA ANNUAL REPORT 2020-21 | Goal 3
The MDBA operates the River Murray system
The MDBA maintains and operates the River Murray
system on behalf of partner governments and in
accordance with the Murray-Darling Basin Agreement
to achieve a healthy working Basin through the
integrated management of water resources.
The River Murray is Australia’s longest river, and
flows for 2,500 km through New South Wales,
Victoria and South Australia. The river sustains towns
and communities and agricultural production, and
provides habitat for many unique Australian plants
and animals.
Basin states have long-standing arrangements,
dating back more than 100 years, to jointly manage
the water and build the assets of the River Murray
system. The MDBA operates the River Murray system
on behalf of the New South Wales, Victorian and
South Australian governments. The Murray-Darling
Basin Agreement (the agreement) sets out the water
sharing rules across the states.
A detailed overview of the management of the River
Murray system can be found on the MDBA website.
Under the agreement, the MDBA and the Basin states
store, manage, deliver and share water; operate
salinity interception schemes; enable navigation;
and support recreation and tourism. Regular River
Murray updates about rainfall, inflows, salinity and
river operations are published on the MDBA website.
The Independent River Operations Review Group reviews river operations
The MDBA’s maintenance and operation of the River
Murray system is reviewed by the Independent
River Operations Review Group (IRORG). IRORG is an
advisory committee established under section 203 of
the Water Act.
The outcome for a number of the measures for
this KPI are verified through the review conducted
by IRORG. The review is based on data from the
previous year due to the lead time involved in
collecting and reporting the data, but IRORG also
assesses the practice and procedures of the river
operations team which are the basis of activity for
the current year.
The policies and processes for operating the river
system are well prescribed and do not change
from year to year other than to make incremental
improvements. In this regard, a positive assessment
from IRORG for the previous year can be taken as a
general satisfaction with the operating procedures
carried forward to the current water year.
The IRORG review considers the MDBA’s performance
in managing the river to meet the states’ consumptive
and environmental water demands and compliance
with the provisions of the Objectives and Outcomes
document agreed by the Basin Officials Committee
(Objectives and outcomes for river operations in the
River Murray System, various dates).
IRORG’s review process is based on:
⢠issues documented in the MDBA’s report River
Murray system summary of river operations
report 2019-20 water year (https://www.mdba.
gov.au/publications/independent-reports/river-murray-system-annual-summaries-reviews-river-operations)
⢠issues raised in interviews and in formal
submissions by jurisdictions
⢠any issues arising from IRORG’s own review of
available information.
The Interim Inspector-General of Murray-Darling
Basin Water Resources commented in his April 2020
report Impact of lower inflows on state shares under
the Murray-Darling Basin Agreement (www.igwc.gov.
au/reviews-reports) that the IRORG review process
was independent and effective.
Water year operating context
The 2020-21 MDBA water year brought welcome
relief with wetter conditions than previous
consecutive dry years for the River Murray system.
However, rainfall for the 2020-21 water year
was below average to very much below average
for the mid and lower Murray regions and into
SouthAustralia.
River Murray system inflows (not including releases
from Snowy Hydro, inter-valley trade deliveries,
managed environmental deliveries from tributaries
or inflows to the Menindee Lakes) during the
2020-21 water year were approximately 5,325 GL.
Total active storage for the River Murray System
started the water year at 2,960 GL, around
2,000 GL less than the long-term average for that
time of the year. The active storage peaked at
5,200 GL in early November 2020 before reducing
to a low of 3,720 GL by the end of April 2021. At
the end of May 2021, the MDBA active storage had
increased to4,525 GL.
Significant rainfall in the northern Basin commenced
in December 2020 and contributed to stream flows
that connected the upper Darling with the Menindee
Lakes system in January 2021. Further significant
rainfall and flooding across the catchments of
northern NSW and southern Queensland in March
2021 generated substantial inflow into the
Barwon-Darling with the event providing inflows to
the Menindee Lakes system. Storage in the Menindee
Lakes reached the 640 GL trigger (as set out in
the Murray-Darling Basin Agreement) to become
a part of shared River Murray system resource on
7 May 2021. This is the first time since December
2017 that Menindee Lakes has contributed to the
shared River Murray resource. Under the water
sharing arrangements, the MDBA can call on water
from the lakes on behalf of the states to meet
water orders downstream. Operating the Menindee
Lakes is challenging, and whenever the MDBA calls
on water on behalf of Basin states we consider
meeting community needs, enhancing environmental
outcomes as well as the needs of downstream water
users who order water.
Figure 11: River Murray System monthly inflows: 2020-21, 2019-20, 10-year average, long-term average
Source: River Murray System Summary of River Operations - 2020-21, September 2021, Figure 3.
200
400
600
800
1000
1200
1400
1600
1800
Gigalitres (GL)
June July August September October November December January February March April May
Long-term average
2020-21
10-year average
2019-20
Goal 3 | MDBA ANNUAL REPORT 2020-21 | 49
50 | MDBA ANNUAL REPORT 2020-21 | Goal 3
The MDBA oversees asset activities
Measure 4.1 is ‘MDBA has coordinated and overseen
the asset activities as agreed and approved by
the Ministerial Council in the Annual Work Plan’.
Performance is qualitatively assessed.
The 2020-21 result is assessed as ‘met’. The majority
of asset activities were delivered, and progressed as
endorsed by River Murray Operations Committee.
Each year the asset activities are agreed and
approved by the Ministerial Council and set out in
the Annual Work Plan. Assessment and reporting is
ongoing throughout the year so that any issues can
be dealt with.
Coordinating and overseeing the asset activities in
the Annual Work Plan demonstrates:
⢠work is delivered efficiently and integrated with
operational requirements
⢠work delivered meets the requirements of the
joint venture partners and the Basin Plan
⢠assets remain able to deliver their required level
of service
⢠the MDBA protects the interests of the partner
governments.
Despite the impacts of COVID-19, overall, the assets
program has delivered the majority of its planned
activities. There is no evidence of an asset and the
state constructing authorities not meeting a service
level requirement in delivering water allocations and
providing navigation and fish passage. The assets
are well maintained and are not deteriorating faster
thanexpected.
Of the agreed deliverables for 2020-21, 78% have
been completed or are on track (see Figure 12). Of
the remaining 22% of deliverables, the majority had
minor issues resulting in slight delays in delivery,
mostly as a result of the impact of COVID-19
restrictions and effects on supply chains.
To enhance the program, the MDBA led and
progressed the major revision of the River Murray
Operations (RMO) Asset Management Plan in
2020-21. This revision incorporates improved clarity
in line of sight from the corporate objectives to level
of service, risk-based prioritisation of work activities
and updated asset management strategies. This was
done with the involvement of the state constructing
authorities. Further work is required in 2021-22
tocomplete this project.
Figure 12: Performance against agreed 2020-21 Annual Work Plan deliverables for assets program
â On track â Minor issues â Major issues â Complete
0 2 4 6 10 8 12
Operation services - hydrometric network
Environmental works and measures - operate and maintain
Environmental works and measures - construction
Salt interception schemes
Asset management strategies
Water assets SA
Water assets VIC
Water assets NSW
The MDBA also led the preparation of the RMO
2021-22 budget and work plan, working closely with
the state constructing authorities to challenge the
prudency, efficiency and deliverability of the budget
activities. A risk-based prioritisation method was
used to justify the river management budget.
Two other measures relate to asset management.
Measure 4.3 is ‘Number of adverse rulings from
jurisdictional dam safety regulators’. The 2020-21
target was zero.
The MDBA oversees the RMO asset program, which
is required to manage dam safety in accordance with
state dam safety legislation or, if that does not exist,
the Australian National Committee on Large Dams
guidelines. Where dam safety is not managed in
accordance with appropriate dam safety legislation
and/or does not comply with best practice, an
adverse ruling will be issued from jurisdictional dam
safety regulators.
During 2020-21 no adverse rulings were received.
Measure 4.4 is ‘Number of unscheduled major
outages of assets’. The 2020-21 target was zero.
Unscheduled major outages of assets could impact
on the ability to deliver water as required under the
agreement and the Basin Plan. Unscheduled outages
are reported in the annual IRORG report. Any outage
with exceptional impacts is reported at the time
through the specified channels and is also reported
by IRORG.
In 2020-21 no major outages were reported.
The MDBA has obligations under the objectives and outcomes
Measure 4.2 is ‘MDBA has fulfilled its obligations
under the objectives and outcomes as independently
assessed’. Performance is qualitatively assessed.
The 2020-21 result is assessed as ‘met’. Due to the
complexities of pulling together information on any
particular water year, the performance assessments
outlined here are lagged measures and focus on the
2019-20 water year.
The review of 2019-20 river operations by the
IRORG concluded that the MDBA had generally
complied with the range of provisions in the
Objectives and Outcomes document, including:
⢠that all the general objectives for river
operations were achieved overall in 2019-20,
despite one specific outcome area receiving
a ‘qualified achievement rating’ in relation to
the management of hydrometric stations. The
MDBA contracts states to undertake hydrometric
monitoring and advised IRORG that it is moving
to ensure all states can provide formal assurance
of data quality and methods. These have yet
to be fully implemented hence the qualified
achievement.
⢠98% of the specific objectives and outcomes
were fully achieved. The one area of qualified
achievement related to minor breaches of flow
targets which had no material impact on river
operations, the environment or communities.
IRORG’s overall assessment was that the MDBA
performed well throughout 2019-20 and monitored
system performance closely and responded
appropriately with adjustments to operations in
the face of these challenging conditions. All partner
governments endorsed this assessment of the
MDBA’s performance.
The MDBA manages significant incidents
Measure 4.5 is ‘Significant incidents are managed in
accordance with River Murray Operations Committee
(RMOC) endorsed procedures’. The 2020-21 target
was that all significant incidents are managed as such.
If any significant incidents occurred and were not
managed in accordance with endorsed procedures
under the Objectives and Outcomes, the matter would
be addressed as part of the IRORG annual review.
For an event that triggers the River Murray system
emergency action plan (EAP), a post-event report
would be prepared as soon as practicable. This report
would include proposed changes to recommendations
for the EAP and/or flood operations procedures
arising from the learnings during an event. The
post-event report would also identify whether the
endorsed procedures were followed.
In 2020-21 no incidents were reported as not
being managed in accordance with the endorsed
procedures.
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52 | MDBA ANNUAL REPORT 2020-21 | Goal 3
Performance on KPI 5: Maintain and improve the health of the River Murray system
Table 9: Performance against targets for Goal 3, KPI 5
KPI Measure 2020-21 Target Result
KPi 5: Maintain and improve the health
of the River Murray system (and the
Basin, where relevant) in accordance
with the Murray-Darling Basin
Agreement and associated agreements
5.1 Percentage of report cards with
maintained or improved environmental
health for 7 key sites of the River
Murray system (taking account of
natural climate variability)
70% Not met
5.2 Evidence that key site report cards
were used in the annual planning for the
coordinated delivery of water for the
environment to maintain and improve
the health of the River Murray system
Qualitatively
assessed
Met
5.3 Percentage of BSM2030 salinity
target in Schedule B of the Murray-
Darling Basin Agreement achieved
100% Met
5.4 Percentage of BSM2030 biennial
audit findings that are progressed
100% Met
5.5 Monitor and report on water quality
in the River Murray system to aid in
decision-making
100% fortnightly
reports sent and
qualitatively
assessed
Met
Assessing the environmental health of TheLiving Murray icon sites
Measure 5.1 is ‘Percentage of report cards with
maintained or improved environmental health
for7key sites of the River Murray system
(takingaccount of natural climate variability)’.
The 2020-21 target was ‘70%’.
The 7 key sites referred to in measure 5.1 are
theicon sites of The Living Murray initiative.
The Living Murray initiative
The Living Murray initiative is a partnership
between the Australian Government and Basin state
and territory governments. It aims to improve the
environmental health of significant forests, wetlands
and lakes along the River Murray as part of helping to
deliver the Basin Plan objectives and outcomes. The
initiative is managed by the MDBA.
The icon sites are a collection of locations along
the River Murray, selected for their high ecological
value and cultural significance. Each site is regionally
and nationally significant to First Nations and other
communities and most are recognised internationally
under the Ramsar Convention, an intergovernmental
treaty that provides the framework for national action
and international cooperation for the conservation
and wise use of wetlands and their resources. The
Living Murray icon sites are therefore important
indicator sites that provide information about the
health of the River Murray system. More information
about the icon sites is available on the MDBA website
at www.mdba.gov.au/issues-murray-darling-basin/
water-for-environment/progress-outcomes
To demonstrate that the environmental health of
the River Murray system is being maintained and
improved in accordance with the Murray-Darling
Basin Agreement and associated agreements, The
Living Murray activities focus on:
⢠coordinating, planning and delivering water for
the environment
⢠undertaking complementary natural resource
management activities
⢠monitoring and tracking the environmental health
of key indicator/icon sites through time.
Working together with regional communities
is foundational to The Living Murray activities.
This includes over a decade of supporting First
Nations participation in water management and
planning through The Living Murray Indigenous
PartnershipsProgram.
In conjunction with other environmental water
holders, The Living Murray publishes an annual
booklet of case studies on the MDBA website -
https://www.mdba.gov.au/sites/default/files/pubs/
rivers-the-veins-of-our-country-2019-20.pdf - to
highlight the partnerships at work with First Nations
people to achieve shared environmental and
culturalbenefits.
The icon site report cards
Each year, the MDBA monitors and reports on the
health of the icon sites using a report card system.
Site report cards contain condition grades that
are derived from approximately 100 scientific
monitoring reports each year. This includes condition
monitoring to assess site health and intervention
monitoring to inform the real-time management of
water for the environment and measure ecological
responses to watering. The projects also monitor
emerging risks, such as the potential for poor
waterquality.
Progress is qualitatively assessed by using the
monitoring reports to determine whether each
site’s ecological objective has been met, not met
or partially met each year. There are between
8and 12 environmental objectives per site that
cover fish, birds, vegetation and other key fauna.
The percentage of objectives met is then used to
calculate an overall grade for the site.
Measure 5.1 concerns the percentage of report
cards with maintained or improved environmental
health for 7 key sites. The measure is calculated by
comparing the current year’s overall grade for a site
to the previous year’s grade. The health of the site
isconsidered:
⢠improved if it moves to a higher grade
⢠maintained if the grade does not change from
anA or B
⢠declining if the grade falls, or remains as a C or D.
The 2020-21 target for measure 5.1 was that
70% of report cards show maintained or improved
environmental health for the 7 key sites.
The grades for the 2020-21 reports are based
on 2019-20 monitoring results, as it takes time
to assess and assemble the monitoring reports.
The target of 70% reflects an outcome of 5 out of
7reports cards maintaining or improving condition
and recognises that environmental water managers
are working within a highly variable natural system.
The annual report cards are published on the MDBA
website at https://www.mdba.gov.au/issues-murray-darling-basin/water-for-environment/progress-outcomes
The 2020-21 target for measure 5.1 was not met.
The 2019-20 results show that one site improved
condition, 2 sites maintained ‘good’ condition, whilst
the remaining 4 sites were classified as declining (see
Figure 13). Therefore, the target of 70% was not met.
This result reflects the impacts of a third consecutive
year of hot and dry conditions across the southern
Murray-Darling Basin. These climate conditions
placed stress on the icon sites and resulted in less
water for the environment being available to help
meet ecological objectives.
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Use of icon site report cards in planning
Measure 5.2 is ‘Evidence that key site report cards
were used in the annual planning for the coordinated
delivery of water for the environment to maintain
and improve the health of the River Murray system’.
Performance is qualitatively assessed.
The 2020-21 result is assessed as ‘met’. Icon site
report cards were used in the Southern Connected
Basin Environmental Watering Committee (SCBEWC)
planning.
This measure refers to evidence that icon site report
cards were used in the annual planning for the
coordinated delivery of water for the environment to
maintain and improve the health of the River Murray
system. To maintain and improve river health under
a highly variable natural system, it is important to
employ adaptive management. Monitoring allows the
MDBA and Basin states to learn and adapt but, to do
this, monitoring results have to connect in with the
annual planning cycle for water for the environment.
The SCBEWC is the group responsible for
coordinating the delivery of water for the
environment in the southern Basin to maximise
environmental outcomes and give effect to the
Basin Plan. The SCBEWC’s membership includes
environmental water holders, water managers,
river operators and representatives from the
MurrayLower Darling Rivers Indigenous Nations.
ADELAIDE
B
SOUTH AUSTRALIA
VICTORIA
Blanchetown
Goolwa
Mildura
Swan Hill Deniliquin
Echuca
Lower Lakes, Coorong & Murray Mouth
Chowilla Floodplains
Hattah Lakes
Gunbower Forest
Koondrook-Perricoota Forest
Barmah- Millewa Forest
Lindsay, Mulcra and Wallpolla Islands
C
B
B
MURRAY RIVER
D
NEW SOUTH WALES
C
A
B
Grades
A Excellent Most (75-100%) of ecological objectives have been met
B Good More than half (50-74%) of ecological objectives have been met
C Fair Fewer than half (25-49%) of ecological objectives have been met
D Needs attention Few (0-24%) of ecological objectives have been met
- Data not available -
⢠Condition grade is based on how well the sites are tracking against ecological objectives for birds, fish andvegetation at each site.
⢠Shape indicates how condition compares to the previous year. For example, a downward arrow means fewer objectives were met compared to the previous year, and a box shape means condition was maintained.
Figure 13: Icon site report card grades for 2019-20
At the River Murray system scale, monitoring
data from around 100 reports per year is used
to determine the annual performance against
objectives both for each site and ecological theme.
This then informs the prioritisation of water for
the environment demands across the River Murray
system for the coming year via the SCBEWC’s annual
planning process.
A summary report of 2019-20 monitoring results
and trends in condition was presented and discussed
at the SCBEWC annual planning forum in April 2021.
Key points included:
⢠Site condition over the longer term is showing a
trend of overall improvement as environmental
flows are delivered and environmental works
areused.
⢠Rapid improvement of health (condition scores)
can be seen after large natural floods, with
environmental water helping to maintain
condition during dry times.
Grades
A Excellent Most (75-100%) of ecological objectives have been met
B Good More than half (50-74%) of ecological objectives have been met
C Fair Fewer than half (25-49%) of ecological objectives have been met
D Needs attention Few (0-24%) of ecological objectives have been met
- Data not available -
⢠8-17 ecological objectives per site
⢠Bird, fish and vegetation objectives
⢠80-100 monitoring reports each year
⢠13 years of data
Barmah- Millewa Forest
Gunbower Forest
Koondrook- Perricoota Forest Hattah Lakes
Lindsay- Mulcra-Wallpolla Islands
Chowilla
Lower Lakes Coorong Murray Mouth
2019-20 B B D A B C C
2018-19 B A D B B B C
2017-18 A B D A B B C
2016-17 A B C A B B B
2015-16 B B D A B C C
2014-15 B B D A - C B
2013-14 C B D B C C B
2012-13 C B D C C C B
2011-12 C C D B B C B
2010-11 B B D C C B D
2009-10 C C D D D C D
2008-09 D C D D D C D
2007-08 D D D D D -
Environmental works/works used
Wet Moderate Dry Very wet
Figure 14: Icon site conditions over time
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⢠In 2019-20 there were mixed results for site
condition. Most sites are starting to show a
decline in their relative grade, meeting fewer
objectives in 2019-20 than in 2018-19. This is
likely to be in response to 3 consecutive years of
challenging hot, dry and low flow conditions.
⢠Downstream icon sites are typically in poorer
condition than upstream sites.
⢠Sites where environmental works are not able to
be operated are also in poor condition.
⢠Several years of consecutive watering will be
required to significantly improve the poor health
and highly stressed condition of the Koondrook-
Perricoota Forest.
Overall trends by ecological theme include a steady
improvement in vegetation condition over time and
increasing detection of juvenile native fish in recent
years, potentially due to the increased emphasis
on providing coordinated environmental flows. In
contrast, waterbird numbers continue to decline
to low levels. This could be due to lack of suitable
habitat conditions or triggers for breeding, as well
aslack of suitable conditions for juveniles to survive
to adults.
The SCBEWC Annual Report provides an overview
of the significant achievements made in delivering
water for the environment each water year. The
report is provided to the Ministerial Council for
noting by 30 December each year as well as
published on the MDBA website at: https://www.
mdba.gov.au/publications/mdba-reports/southern-connected-basin-environmental-watering-committee-annual-reports
The BSM2030 salinity target is achieved
Measure 5.3 is ‘Percentage of BSM2030 salinity target
in Schedule B of the Murray-Darling Basin Agreement
achieved’. The target for 2020-21 was ‘100%’.
The 2020-21 result is assessed as ‘met’, as reported
to Ministerial Council in March 2021.
Basin salinity management 2030 (BSM2030) is a
strategy for managing salinity in the Basin, agreed in
2015. Measure 5.3 is the percentage of the BSM2030
salinity targets described in Schedule B of the
Murray-Darling Basin Agreement that were achieved.
The requirement of the BSM2030 strategy is to
achieve the salinity targets on an annual basis.
The BSM2030 strategy’s focus is to continue to
ensure salinity levels in the shared water resources
are appropriate to protect economic, environmental,
cultural and social values. When the elements of
the strategy are implemented and Murray-Darling
Basin Agreement obligations are met, it contributes
significantly to maintaining and improving the health
of the River Murray system.
The impacts of any works and measures and
development activity undertaken by Basin
governments on river salinity are assessed using
computer models of the river system, recorded in a
register and published annually. In this process, the
achievement of the salinity target in Schedule B of
the Murray-Darling Basin Agreement is assessed,
reported annually and reviewed by the Independent
Audit Group for Salinity every 2 years.
The main Basin salinity target is to maintain the
average daily salinity at Morgan at a simulated level
of less than 800 electrical conductivity (EC) for at
least 95% of the time. This is modelled over the
benchmark period (1975-2000) under the current
land and water management regime. The benchmark
period provides a mechanism for consistently
assessing river salinity outcomes over a climatic
sequence that includes both wet and dry periods.
This is the tenth year in a row that the modelled
river salinity at Morgan has been below 800 EC for
95% of the time (see Figure 15). This is a result of
implementing consecutive salinity strategies by the
MDBA and Basin governments since 1988.
The operation of salt interception schemes
contributed to achieving the Morgan salinity target
by diverting approximately 452,431 tonnes of salt
away from the River Murray and nearby landscapes
in 2020-21.
Case study: salinity registers
The salinity registers are a critical aspect of
the BSM2030 Strategy and are an effective
environmental accountability framework
that considers economic impacts as well.
The registers provide the primary record of
jurisdictional accountability for actions that
affect river salinity.
The registers are an accounting tool that
records the debit and credit balance of
accountable actions that significantly
affect river salinity at Morgan in South
Australia. This accounting system provides
a transparent basis for making decisions
on Basin-wide trade-offs on salinity
management actions and investments in
jointworks and measures.
Actions that reduce river salinity are
recorded as credits, while actions likely to
increase river salinity are recorded as debits.
Actions such as constructing salt interception
schemes and improvements in irrigation
practices can generate a credit. Actions such
as irrigation development may generate a
debit because in some areas they may lead
to increased salt loads to the River Murray.
In addition, actions such as permanent water
transfers in or out of an irrigation area may
result in either a credit or a debit. State and
territory governments report annually to the
MDBA, providing new or updated information
on accountable actions.
It is the MDBA’s responsibility to collate and
analyse this information and update the
registers each year. This enables changes in
river salinity impacts to be tracked over time.
It also provides estimates of the economic
costs and benefits arising from these salinity
effects. The updated salinity registers are
reported to Ministerial Council and are
published biennially at: https://www.mdba.
gov.au/publications/mdba-reports/basin-salinity-management-2030
The MDBA reported to Ministerial Council
that the states of New South Wales, Victoria
and South Australia maintained a net credit
status in the salinity registers, as required
under the Schedule B of the Murray-Darling
Basin Agreement, for 2019-20.
Figure 15: Modelled 95 percentile salinity over the 1975-2000 benchmark period at Morgan in South Australia due to the implementation of salinity management programs from 1988 to 2020 (excluding the salinity benefits from the Basin Plan implementation and The Living Murray initiative)
CASE STUDY
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Progress on BSM2030 audit findings
Measure 5.4 is ‘Percentage of BSM2030 biennial
audit findings that are progressed’. The 2020-21
target was ‘100%’
The 2020-21 result is assessed as ‘met’, noting that
3 recommendations were superseded with new
recommendations.
The BSM2030 strategy implementation, including the
MDBA and contracting governments’ performance,
is biennially audited (in the years the BSM2030
comprehensive reporting is carried out) by the
Independent Audit Group for Salinity. Their report
is presented to the Authority and the Ministerial
Council. The contracting governments advise the
MDBA quarterly via the Basin Salinity Management
Advisory Panel and this guides the BSM2030
implementation.
The biennial audit tracks the progress of BSM2030
implementation. Through these audits any risks to
strategy implementation and possible implications
on river salinity management are identified. The
progress of recommendations of the biennial audits
ensures that the salinity risks are managed to
maintain or improve the health of the River Murray
system. The completion of all audit recommendations
over a 2-year period demonstrates continuous
improvement in salinity management.
Some audit recommendations are short term and
others are long term. For example, a recent audit
recommended that a range of knowledge gaps,
such as climate change impacts, be explored in
the lead-up to the BSM2030 strategic review in
2026. There is an expectation that this work will
be undertaken over the next 6 years and there is
no requirement to complete this work in the 2-year
period. Also, some of the recommendations only
apply to the states, whereas others require the
states to completesome work before the MDBA
can complete the recommendation. For example,
the 2019 auditincluded one recommendation
directed at NewSouth Wales and another directed
atQueensland.
The 2017-19 biennial audit report is at: https://www.
mdba.gov.au/publications/independent-reports/
reports-independent-audit-group-salinity Of the
9 recommendations in the report, 4 have been
completed, 3 have been progressed significantly
and the other 2 longer-term recommendations
(which would take multiple years to address) have
made satisfactory progress. The MDBA will present
progress on the audit recommendations to the
2019-21 audit to be held in November 2021.
The MDBA reports on water quality in the River Murray system
Measure 5.5 is ‘Monitor and report on water
quality in the River Murray system to aid in
decision-making’. The 2020-21 target was ‘100% of
fortnightly reports sent and qualitatively assessed’.
The 2020-21 result is assessed as ‘met’. 100%
of Basin Condition, Basin in Brief reports and
WaterQuality Threats Map updates were prepared
and published.
To demonstrate that the health of the River
Murray system is being maintained and improved
in accordance with the Murray-Darling Basin
Agreement and associated agreements, the joint
programs focus on measuring, monitoring and
assessing river health outcomes.
The water quality monitoring carried out under
the River Murray Water Quality (RMWQ) program
provides a measure of the status of water quality
of the River Murray system and assists the Water
Quality Advisory Panel (WQAP) and the MDBA
in their decision-making to maintain or improve
waterquality.
The legacy impacts from the 2019-20 Upper
Murray bushfires presented additional challenges
for sustaining water quality. In late February 2021,
significant water quality impacts occurred in Lake
Hume and immediately downstream as a result of
chemical and biological processes associated with
bushfire debris and sediment runoff into the lake.
This led to water with very low dissolved oxygen
levels being released from the lake, which impacted
aquatic species and the quality of potable water
being supplied to Albury City.
The MDBA responded with coordinated water quality
monitoring to better understand the processes
driving the water quality issues and adaptively
managed Lake Hume releases until the water quality
conditions improved and stabilised. Additional
water quality monitoring requirements were also
investigated to manage such situations in the future.
The fortnightly water quality reports have evolved
into monthly Basin Condition reporting and Basin in
Brief updates. The target of 100% was met with Basin
in Brief updates published on the MDBA website
every month during 2020-21. While each state
government also publishes water quality information
for their jurisdiction, this is the only whole-of-Basin
update that is available.
The MDBA also publishes a water quality threats
map, which is a qualitative risk matrix that is
reviewed regularly or updated as conditions change.
The map is a public communications tool providing
information about ongoing and emerging water
quality risks. The map and more information on
managing water quality is available on the MDBA
website at: https://www.mdba.gov.au/water-management/mdbas-river-operations/water-quality
These updates provide information about ongoing
and emerging water quality risks to the community,
operators and other agencies to aid their respective
decision-making and communication and enable
coordination across the Basin. For example, this
information has been used by environmental water
holders to work with river operators to target
environmental water delivery to meet multiple
outcomes. In addition, this information has also been
used to brief the MDBA and other relevant agencies
on specific incidents as part of the MDBA’s Basin
Condition Tracking and Emergency Response Group.
The River Murray Water Quality Monitoring Program
(RMWQMP) continued to collect data from state
contracting governments (South Australia, Victoria
and New South Wales) in the southern Basin. This
data directly informs decision-making by river
operators/managers. It is provided on request to
researchers, scientists and other relevant users.
Other water quality projects progressed or completed
under the RMWQ program in 2020-21 include:
⢠RMWQMP - water quality data trends analysis
2021 - La Trobe University
⢠Lake Hume blue-green algae monitoring and
forecasting - CSIRO
⢠flow and stratification based algal bloom
prediction model for the Murray River -
University of Technology Sydney
⢠regulation of Lake Victoria, developing strategies
to minimise water quality risks - SA Water
⢠assessment and mitigation options of blackwater
risk in the Murray River system - CSIRO
During the year, the Water Quality Advisory Panel
continued to meet quarterly, and when required
advice was provided to the River Murray Operations
Committee or Basin Officials Committee Alternates.
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Goal 4 Improve transparency and confidence in the Basin Plan
Role of the MDBA
The MDBA improves transparency and confidence
in the Basin Plan, River Murray operations and the
MDBA through:
⢠making information accessible, timely, relevant
and evidence-based
⢠being proactive and responsive to the interests
and needs of stakeholders
⢠improving partnerships and relationships with
Basin governments, industry, interest groups and
communities.
Desired outcomes
⢠Improved stakeholder awareness and
understanding of the Basin Plan and
River Murray operations
⢠Improved stakeholder awareness and
understanding of the MDBA’s role
⢠Accessible information on the Basin Plan, River
Murray operations and the MDBA
2020-21 key activities
⢠Develop, implement and manage stakeholder
engagement communications, education and
media support for key MDBA tasks and activities
⢠Maintain and expand regional presence and
engagement
⢠Support the Basin Community Committee
Source: Murray-Darling Basin Authority Corporate Plan 2020-21
Performance and analysis
Goal 4 has one key performance indicator (KPI):
KPi 6: Stakeholder awareness and understanding of the Basin Plan, River Murray operations and the MDBA’s role
Performance on KPI 6
Improved transparency and confidence in the Basin Plan, River Murray operations and the MDBA is critical to
securing the ongoing water reform that will deliver a healthy, working Basin for future generations.
The MDBA’s regional offices have increased the MDBA’s capacity to engage effectively with Basin communities.
An evaluation of the Regional Engagement Officers program during the year showed it has been highly
effective at providing two-way information sharing opportunities. The MDBA’s continuing support for the Basin
Community Committee ensures representation from communities across the Basin.
The MDBA’s greater regional footprint is enhancing its ability to engage face-to-face with Basin
communitiesand develop constructive relationships built on trust.
In 2020 the MDBA used this opportunity to implement a 3-tiered communications and engagement
approachthat guides all engagement, communications and media activities. This approach has been
informedby the market research conducted by ORIMA Research during the year. The research:
⢠added to understanding about stakeholder knowledge, attitudes, and perceptions
⢠provided a solid base of evidence on which to further refine and optimise the approach.
The broader, scientifically rigorous market research program conducted by ORIMA Research across water
licence holders and Basin communities has subsumed the MDBA’s stakeholder survey for 2020-21. This
approach was considered to be appropriate in the context of the ongoing COVID-19 pandemic. Since 2017, the
MDBA has committed to conducting a stakeholder survey every 3 years and comparing results to the baseline
established in 2018. As the breakdown of surveyed groups in the 2020-21 research did not align precisely to
the MDBA’s 2018 stakeholder survey, the 2021 results are more appropriately compared to the results of the
previous market research program undertaken by ORIMA Research in 2018.
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Table 10: Performance against targets for Goal 4, KPI 6
KPI Measure Target Result
KPi 6: Stakeholder awareness and
understanding of the Basin Plan,
River Murray operations and the
MDBA’s role
6.1 Awareness and understanding of the
Basin Plan and River Murray operations
based on the MDBA stakeholder survey
(every 3 years)
5% increase on
2018 results
Substantially met
Basin Plan
awareness: 67%
as compared to
56% in 2018
River Murray
operations
awareness: Direct
comparison data
not available
6.2 Awareness and understanding of
the MDBA’s role based on the MDBA
stakeholder survey (every 3 years)
5% increase on
2018 results
Met
73% as compared
to 57% in 2018
6.3 The MDBA delivers stakeholder
engagement activities that improve
stakeholder awareness and
understanding of the Basin Plan, River
Murray operations and MDBA’s role
Qualitatively
assessed
through case
study
Met as shown
by River
Management
Transparency
Plan case study
Stakeholders better understand the Basin Plan and River Murray operations
The 2020 ORIMA Research study observed that 67%
of Basin community members and nearly 100% of
water licence holders had heard of the Murray-Darling
Basin Plan - an increase from comparative 2018 data.
Compared to awareness of the Basin Plan,
awareness around River Murray operations and
water management was slightly lower. Only 66%
of surveyed Basin community members and 73%
of water licence holders were aware that water in
the Basin is managed in partnership between the
Australian, state and territory and local governments.
Research showed there was limited active
information-seeking from key stakeholder groups.
The MDBA is committed to leading a proactive and
coordinated approach with water management
agencies to reach and engage the diverse audiences
of the Basin.
This includes developing the River Management
Transparency Plan to increase trust, transparency,
awareness and understanding of water management
(see the Case study: River Murray transparency
improvements project).
Basin Plan 2020 Evaluation - Recommendation 6
Basin governments and the MDBA need
to work in partnership with industry, First
Nations and other water users to ensure
water information is more accessible,
understandable and timely, in order to create
a more transparent, effective, practical
operating environment for water users.
https://www.mdba.gov.au/basin-plan/
monitoring-evaluation/2020-basin-plan-evaluation/strengthening-social-economic-outcomes
Stakeholders better understand the MDBA’srole
In 2018, 57% of survey respondents reported being
aware of 4 key facts about the MDBA’s role and
involvement in the operation of the River Murray
system. While the 2020 market research took a
different approach and a comparable statistic is not
available, research participants were presented with
a list of organisations that deal with water in the
Murray-Darling Basin and asked which they were
aware of. The results - that 65% of Basin community
and 90% of water licence holders were aware of the
MDBA - were higher than any other organisation in
the list, and provide indirect evidence of improved
stakeholder understanding of the MDBA’s role in
operation of the River Murray system.
In a smaller survey of stakeholders from
representative bodies in the Basin, participants were
asked to consider the statement: To what extent do
you feel you understand the roles and responsibilities
of [the MDBA] in relation to water? They were
asked to provide a rating from 0 (not at all) to 10
(completely). The average rating across the group
was 8.3 out of 10.
An improved understanding of the roles and
responsibilities of government entities across
the Basin is a key information need stakeholders
identified. This is an important area to address
to build a shared understanding and improve
transparency.
Stakeholder awareness is improved through MDBA engagement activities
There is both quantitative and qualitative evidence
that the MDBA’s engagement activities have
improved stakeholder awareness during 2020-21.
The support for existing regional programs, as well
as new initiatives such as Authority Chair Sir Angus
Houston’s listening tours, has enhanced the regional
engagement that is key to building stakeholder
knowledge and awareness. During his 7 listening
and learning tours across the Basin, Sir Angus
has met with hundreds of landholders, irrigators,
First Nations people, representatives from partner
agencies and community groups, while complying
with COVID-safe requirements.
The MDBA has continued to build and maintain
relationships with First Nations and representative
bodies (MLDRIN and NBAN). This takes place through:
⢠liaising, educating and coordinating with business
areas to ensure that First Nations issues are
considered in all aspects of the MDBA’s work
⢠working with other government agencies to
provide advice and coordination activities
withFirst Nations organisations
⢠improving First Nations governance and
waterliteracy.
During the COVID-19 pandemic, the growing
sophistication of the MDBA’s virtual engagements
has attracted new audiences.
⢠The new river management webinar series gives
the community an opportunity to learn more
about water management in the Murray-Darling
and ask questions of the MDBA team. There have
been more than 600 attendees to the River Murray
Webinar Series, and 127,374 unique visitors to the
water management section of the MDBA website
(https://www.mdba.gov.au/water-management).
⢠Ongoing improvements to the website, with
publication of new pages including the Water
Management 101 resources, have resulted in
an increase in traffic over the 3-year rolling
averageof 25%.
+9.06% Change against the previous period
WEBSITE TRAFFIC UNIQUE PAGE VIEWS
1,098,449 3-year rolling average 2018-19 to 2020-21
THIS PERIOD
998,975 3-year rolling average 2017-18 to 2019-20
PREVIOUS PERIOD
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⢠The 6-month Southern Basin Panels pilot project
consisted of 9 virtual engagement activities for
each of 3 pilot groups (up to 20 members) in the
southern Basin. All activities were independently
facilitated by a third party, providing informative
and interactive discussions between the panel
participants and their chosen subject matter experts.
Similarly, the MDBA has been growing its social
media presence so that it now has:
⢠1,330 more LinkedIn followers (up 59% to 3,530)
⢠640 more Facebook followers (up 7.3% to 9,540)
⢠200 more Twitter followers (up 3.5% to 5,900).
Physical and virtual gatherings engage many
stakeholders who would otherwise be unable to
attend forums and conferences.
⢠The MDBA hosted the inaugural River Reflections
conference in Griffith, New South Wales on
9to 10 June 2021. It provided a forum for
the diverse communities and industries of the
Murray-Darling Basin to come together and share
innovations in water management, knowledge
and lessons learned.
⢠As part of the Capacity Policy Working Group
(including state counterparts from New South
Wales, Victoria, and South Australia) the MDBA
presented more than 35 online and face-to-face
sessions from February to April 2021. These
sessions provided updates to stakeholders in the
southern Basin about the investigations to date
and principles for the management of shortfall
risk. The sessions followed the publication
of the report Managing Delivery Risks in the
RiverMurray System.
⢠The MDBA hosted the Basin Climate Resilience
Summit, an opportunity for leaders across
31participating organisations to share their
climate adaptation knowledge and innovations.
⢠The MDBA holds online Peak Groups Briefings
3 times a year on behalf of all Commonwealth
water agencies. These briefings share updates,
seek information from and test ideas with
more than 30 peak groups representing Basin
stakeholders. The forums also provide an
opportunity for peak representatives to share
what is important to them and ask questions
about water management and reform.
There’s also been greater engagement with the
media. During 2020-21 the MDBA has provided
group and one-on-one briefings on water
management issues and comprehensive sessions on
key water management topics including the Basin
Plan 2020 evaluation, Menindee Lakes and the
sediment build-up in the Barmah Choke.
The MDBA also maintains key international
engagements that enhance the MDBA’s access to
the latest global research and practices, and shares
the MDBA’s knowledge with international water
agencies. During 2020-21 MDBA staff met with the
NewZealand High Commission and Sir Mark Solomon,
a former Maori tribal leader, to share knowledge on
water management and indigenous partnerships.
The MDBA also supported a range of international
partners online including in Germany and India.
With the 2020 market research results continuing to
emphasise the need for foundational knowledge as
a basis for further information, the MDBA has been
working with younger Australians. The MDBA:
⢠partnered with Petaurus Education Group to
deliver Basin-themed classroom workshops and
lessons to 421 students and 142 teachers, as well
as more than 50 hours of professional learning
activities to equip staff with better knowledge
and resources for teaching about the Basin
⢠initiated the pilot Basin Heroes education program
to schools in 5 regional office locations. This
program, which will be delivered across the 2021
calendar year, facilitates connections between
schools and their communities and empowers
students to develop research projects on local
Basin issues. These projects will be published as
lasting education resources for their school’s use
and will help to build understanding by students,
their families, and the wider communities.
Case study: River Murray transparency improvements project
As stakeholders across the Basin adapt to new
trends in water use and new policies, clear,
consistent and meaningful information about
river management in the Basin needs to be made
available. This will support the program of changes
aiming to modernise how the River Murray
system is operated. It is also part of the MDBA’s
response to the Australian public’s declining trust in
government, institutions and scientific processes.
The MDBA‘s River Management Transparency Plan
aims to:
⢠build trust in and support for ongoing
waterreform
⢠improve stakeholder understanding of water
management
⢠help water users access information to plan and
manage their business.
The MDBA is working with relevant Basin state
governments and Commonwealth agencies to
develop this plan. It involves coordinating and
amplifying consistent and effective messaging,
including a broad narrative on river management
and its history, along with targeted communication
and engagement on specific topics.
So far, the MDBA has:
⢠published 11 editions of the Flows in the River
Murray System update, issued monthly, and all
available on the MDBA website
⢠published the River Operations Weekly Report,
which has had 10,884 unique viewers during
2020-21
⢠expanded the Water Management 101 series
of resources with 2 extra topics - special
accountingand seasonal irrigation trends and
the Murray-Darling Basin Agreement
⢠hosted 5 successful public webinars with
deliverability and capacity issues explained.
These were attended by more than 600 people
and had 1,454 unique page views on the
relevant web page
⢠increased the transparency of the Independent
River Operations Review Group (IRORG)
through publishing the IRORG Review of River
Operations, annual report, and new website
content
⢠held more stakeholder briefings and engaged
extensively on capacity and deliverability issues
across the southern Basin
⢠developed and published 17 new pages of
web content on unregulated flows, flood
management, erosion of the Barmah Choke
and flow contributions from the Darling part
of an updated River Murray website section.
This section has had 111,886 unique visitors
between July 2020 and May 2021
⢠had a large increase in the number of phone
enquiries fielded by the River Operations team
since the plan’s launch.
These and future measures are designed to make
river management information accessible, timely,
relevant and evidence-based. By meeting their
needs and interests it aims to foster stronger
partnerships with key stakeholder groups across
the Basin.
CASE STUDY
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66 | MDBA ANNUAL REPORT 2020-21 | Goal 5
Goal 5 Apply the best available science and knowledge to the management of the Murray-Darling Basin
Role of the MDBA
The MDBA collects and collates the best available
data, knowledge and analysis to inform its
decisions, and uses this information to guide the
implementation, monitoring, evaluation and reporting
of the Basin Plan.
Desired outcomes
⢠Evidence-based policy and decision-making
founded upon robust and defensible data
⢠The MDBA has a deep understanding of the social,
economic, cultural, hydrological and ecological
conditions of the Murray -D arling Basin
⢠The MDBA collaborates and cooperates
with external partners to generate data and
knowledge, which is then managed appropriately
2020-21 key activities
⢠Complete the 2020 Basin Plan Evaluation Report
⢠Coordinate and fund research through the
Murray-Darling Water and Environment
ResearchProgram
⢠Liaise with stakeholders regarding MDBA
data and knowledge requirements, including
committees such as the Advisory Committee on
Social, Economic and Environmental Sciences
⢠Contribute to the Basin Science Platform
⢠Implement the Land and Ecosystem
AccountingProgram
⢠Undertake climate adaptation planning
⢠Publish report under the Water (Indigenous
Values and Uses) Direction 2018 under section
175 of the Water Act
⢠Ensure best available science is applied
to legislated reviews, evaluations and the
management of risks (for example, fish deaths
and drought)
⢠Share the right technical and scientific
information across the MDBA at the right time
toinput into key decisions
⢠Plan and develop enhanced data and information
communications technology systems, processes
and frameworks
⢠Provide more efficient data storage, access
andretrieval
Source: Murray-Darling Basin Authority Corporate Plan 2020-21
Performance and analysis
Goal 5 has 2 key performance indicators:
KPi 7: Leverage the MDBA’s deep understanding of environmental, social, cultural and economic
considerations to make robust and defensible decisions
KPi 8: Collaborate and cooperate with Basin governments and other external stakeholders to share
knowledge, collect data and manage it appropriately
Performance on KPI 7
The importance of science and knowledge as the basis for decision-making in the Basin has been
emphasisedin many reviews and assessments of the Basin Plan implementation. In the context of a
changingclimate and often conflicting demands, equitable and sustainable use of the Basin’s resources can
only be possible through collaboration and access to the best information. Substantiating decisions with solid
data builds trustwith Basin communities and improves transparency about water management decisions.
The MDBA draws on advice from advisory committees such as the Basin Community Committee and the
Advisory Committee for Social, Economic and Environmental Sciences (ACSEES). Better engagement with
FirstNations ensures their knowledge is integrated into water management, including through the co-design of
some science projects.
During 2020-21 the publication of The Basin Plan 2020 Evaluation provided an opportunity to report,
evaluate and re-set where needed.
Table 11: Performance against targets for Goal 5, KPI 7
KPI Measure Target Result
KPi 7: Leverage the MDBA’s deep
understanding of environmental, social,
cultural and economic considerations to
make robust and defensible decisions
7.1 Environmental, social, cultural
and economic impacts are factored
into Authority decisions
Qualitatively
assessed
Met
7.2 The MDBA reports on the
social,economic, cultural,
hydrological, water quality and
ecological conditions of the
Murray-Darling Basin
Basin Plan
evaluation report
and Basin Plan
annual report
published
Met
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68 | MDBA ANNUAL REPORT 2020-21 | Goal 5
Science and knowledge used to adapt to climate change
The MDBA has developed a climate workplan to
steer effort from 2021 to 2026 to work towards a
sustainable, productive, and resilient Murray-Darling
Basin under a changing climate.
The MDBA is using the Australian Government’s
Climate Compass (https://www.environment.gov.au/
system/files/resources/1f56cd3f-dd0f-4f4e-9f14-66ceca36125b/files/climate-compass-climate-risk-management-framework-commonwealth-agencies.
pdf) developed by the CSIRO to help government
agencies assess climate change risks. The CSIRO
has developed a number of river health metrics
and a range of scenarios representing future
climates. These metrics help to understand how
different climate scenarios will affect river health
and complements the science being done by Basin
stategovernments.
Basin state governments actively incorporate
climate change and adaption into on-ground water
management. They work collaboratively with the
MDBA, which has a Basin-wide role and considers
the long-term policy and water management settings.
The MDBA has started climate adaptation meetings
with Basin state partners, the CSIRO, ABARES and BoM.
Basin Plan 2020 Evaluation - Recommendation 11
Basin governments should prioritise higher
levels of continuing strategic investment in
science and monitoring. The new Australian
Government Murray-Darling Water and
Environment Research Program and the
Basin governments’ Science Platform provide
a much-needed foundation for an enduring
Basin science program. Any framework and
program of investment must be transparent
and embed continuous improvement. The
investment should also cement enduring
collaborative relationships between
researchers, communities and managers to
improve use of the best available science to
water management (https://www.mdba.gov.au/
basin-plan/monitoring-evaluation/2020-basin-plan-evaluation/advancing-science-monitoring)
River modelling used in decision-making
The 2020 Basin Plan Evaluation found that improving
science, monitoring and modelling is the key to
adaptive management of the Basin Plan. The further
development of the Source modelling platform
is needed to ensure that best-practice modelling
techniques are used. Source was built by the MDBA,
state governments and the eWater Cooperative
Research Centre and is now managed by eWater Ltd.
The Australian Government has made a commitment
for the MDBA to design an approach and potential
funding arrangements for a modelling uplift in
collaboration with Basin states. This is expected to
be the largest investment in Basin River modelling in
more than a decade.
The funding will be used to uplift all models into the
National Hydrological Modelling Platform (otherwise
known as ‘Source’) This will strengthen the Basin’s
river models to:
⢠assist with compliance, transparency and trust
⢠result in better water management decisions
⢠drive economic gains through an increase in
the availability of water information to Basin
communities and industries.
Basin Plan reports published
In December 2020, the MDBA published the
2020 Basin Plan Evaluation reports and all
scientific datasets used to inform the findings,
recommendations, and commitments. This material
is available on the MDBA website at: https://www.
mdba.gov.au/publications/mdba-reports/2020-basin-plan-evaluation-reports-data
The Basin Plan evaluation is an opportunity to assess
Basin Plan implementation and identify areas for
improvement. The 2020 Basin Plan Evaluation made
12 recommendations to facilitate improvements,
and the MDBA has committed to 6 priority areas
designed to increase collaboration. The Basin Plan
2020 Evaluation report drew from a wide range of
sources, including:
⢠the science community
⢠independent advisors
⢠the Australian Government
⢠Basin state and territory governments
⢠and various reviews, which included significant
community, First Nations and other stakeholder input.
In 2020, the MDBA published the Basin Plan 2020
Evaluation, which fulfilled the requirement to
produce the annual Basin Plan report. The annual
Basin Plan report sums up information from a variety
of other reports provided to the MDBA at the end
of the financial year to give a yearly update on the
progress of the Basin Plan. The MDBA has produced
a Basin Plan annual report each year since 2012 and
these reports are available on the MDBA website
at https://www.mdba.gov.au/basin-plan/basin-plan/
basin-plan-annual-report
First Nations participation in environmental watering report published
The Water (Indigenous Values and Uses) Direction
2018 requires the MDBA to annually publish a report
on how First Nations’ values and water uses are
considered in the planning and delivery of water for
the environment in the Basin.
In December 2020 the MDBA published First
Nations People participation in environmental water
2019-20 (https://www.mdba.gov.au/publications/
mdba-reports/first-nations-people-participation-environmental-watering).
The report covers the water year of 2019-20.
Information in the report came from the Northern
Basin Aboriginal Nations (NBAN), the Murray Lower
Darling Rivers Indigenous Nations (MLDRIN), the
CEWO and Basin state governments.
The report is part of the work of government
agencies to improve engagement and reporting on
First Nations’ involvement in managing water for
the environment in the Basin. It reflects that water
is an important part of First Nations’ culture and
livelihood. A companion document, Rivers, Veins of
our country, provides more detail through a series of
case studies.
First Nations’ environmental water guidance was
included in the Basin annual environmental watering
priorities for the first time in 2019-20. Basin-scale
outcomes were identified by First Nations groups
through the First Nations Environmental Water
Guidance project (FNEWG). The aim of this project
was to include First Nations’ objectives and priorities
into the Basin-scale environmental watering planning
on an annual basis. Funding enabled 32 Nations
from the northern and southern Basin to use their
cultural knowledge to identify important animals
and vegetation, as well as the timing and scale of
the flows needed across the Basin to support them.
The MDBA will work with First Nations groups to
develop an enduring mechanism to reflect these
outcomes through the next update of the Basin-wide
environmental watering strategy.
Fred Hooper, Chair of NBAN said:
‘The2020â’21 watering year will, for thefirst time in history, see FirstNations’ environmental watering objectives acknowledged and incorporated into environmental watermanagement at a federal level. This is asignificant step forward.’
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70 | MDBA ANNUAL REPORT 2020-21 | Goal 5
Performance on KPI 8
Table 12: Performance against targets for Goal 5, KPI 8
KPI Measure Target Result
KPi 8: Collaborate and cooperate with
Basin governments and other external
stakeholders to share knowledge, collect
data and manage it appropriately
8.1 Collaborate and cooperate with
research institutions and other external
entities to collect data and share
knowledge
Qualitatively
assessed
Met
8.2 MDBA has a data management
framework that is applied for business
needs
Qualitatively
assessed
Substantially
met
Murray-Darling Water and Environment Research Program enhances knowledge ofBasin
The MDBA collaborates with the Basin states,
research community and relevant government
agencies on a range of projects that contribute data
and knowledge.
For example, the Murray-Darling Water and
Environment Research Program (MD-WERP) is funded
through the Department of Agriculture, Water and the
Environment (DAWE) and administered by the MDBA
in collaboration with DAWE and the Commonwealth
Environmental Water Office. Due to be completed in
June 2025, it is designed to contribute to scientific
knowledge of the Basin. This will help inform water
and environment management decisions and improve
outcomes for the Basin and communities.
During the year, 2 consortia were selected through a
tender process to form the Murray-Darling Water and
Environment Research Consortium:
⢠a CSIRO-led group with collaborators from
Deakin University, eWater with inputs from BoM,
Alluvium Consulting, Aither, Monash University,
Newcastle University, University of Queensland,
University of Canberra, University of NSW.
⢠a La Trobe University-led group with collaborators
from Griffith University , NB AN , MLDRIN and the
Institute for Development of Environmental-
Economic Accounting (IDEEA) Group.
First Nations are at the centre of the MD-WERP.
Program administration has ensured that MLDRIN
and NBAN are research partners with both consortia,
positioning them to advise on research scope
and refer researchers to networks and project
opportunities that contribute to valid results. Better
inclusion of First Nations’ knowledge relating to
environmental outcomes and climate change, as
well as progressing socioeconomic benefits from
cultural flows, are key areas of interest. The MDBA
and its research partners are working within Nation
capacity to engage, with consideration to the impacts
of COVID-19, and many the competing demands on
MLDRIN and NBAN delegates’ time.
Research work in the strategic area, which applies
research across the 4 theme areas, will start early
inthe 2021-22 financial year. Also starting in
mid-2021 is a project examining the causes of
reduced flow in the northern Basin and a project
aiming to increase capacity to understand trends in
waterbird populations.
Collaborations build data and knowledge
In 2020-21 key collaborations were with:
⢠the CSIRO, in a partnership to deliver the
Ecosystem Functions Project. This 3-year
research project aims to improve knowledge on
the relationship between flow and ecosystem
functions such as longitudinal and lateral
connectivity, habitat, biological movement
andproductivity.
⢠the University of NSW Centre for Ecosystem
Science, to better understand waterbird
requirements in the Basin. The first project
involves identifying the characteristics
(vegetation, inundation and flow data) of
waterbird breeding sites in the Murray -Darling
Basin. The second project involves analysing
long-term survey data to support a review of the
expected outcomes for different climate scenarios,
and to identify Basin-significant waterbird sites
and their contribution to the expected outcomes
under different climate scenarios. Outcomes of
the research will inform the next Basin-wide
environmental watering strategy.
⢠the University of Adelaide, to undertake
monitoring and analysis of the native southern
pygmy perch. These analyses compared hatch
rate, age and life span to previous years to better
understand the relationship between southern
pygmy perch breeding and flow pulses in the
Lower Lakes.
⢠the ANU and University of Adelaide, to explore
the use of drone technology and Sentinel-2 to
assess riparian vegetation. This project pilots and
explores the application and use of unmanned
drone and Sentinel-2 (10 m) imagery to assess
the extent and condition of lignum and riparian
vegetation at a key Murray-Darling Basin site.
⢠streamology geomorphologists, to investigate and
understand sediment transport, movement and
origin through the Barmah Choke.
⢠Rivers and Wetlands principal, Dr Darren Baldwin,
to quantify risks and potential contaminant loads
to the Upper Murray and Lake Hume following
heavy rainfall in bushfire affected catchments.
This was generating runoff with high loads of
sediment and debris and continuing to cause
water quality issues in local streams and rivers,
Lake Hume and further downstream.
⢠SA Water, through ongoing engagement with
archaeological, natural, geological, ecological
and vegetation expertise to assist with land
management and cultural heritage conservation
at Lake Victoria.
⢠DAWE, on the Land and Ecosystem Accounting
Program, a study at Gunbower-Koondrook-
Pericoota (GKP) Forest icon site. By building
ecosystem accounts for 2010 and 2015 the study
improves understanding of the health of the
environment and the flow-on economic costs and
benefits to people.
The MDBA has also established stronger partnerships
with research and policy institutes such as:
⢠the Goyder Institute through their new research
hub. The research hub aims to increase resilience
and management of the Coorong, Lower Lakes,
Murray Mouth system including environmental,
economic, social, and cultural, working alongside
communities, First Nations, researchers, and
governments.
⢠the proposed One Basin Cooperative Research
Centre, which is a focused collaboration
developing policy, technical and financial
solutions to support and reduce exposure to
climate, water and environmental threats in
the Basin. The MDBA have agreed to be Tier 1
partners of One Basin if it is successful in the
cooperative research centre process.
⢠the recently established Watertrust Australia, an
independent policy centre focused on helping
improve the way decisions are made about water
and catchments across Australia.
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72 | MDBA ANNUAL REPORT 2020-21 | Goal 5
MDBA strengthens partnerships with BasinFirstNations
The MDBA engages with First Nations in the Basin
through both formal and informal arrangements.
Formal arrangements include attendance at MLDRIN
and NBAN meetings. Core funding is provided for
MLDRIN and NBAN, including funding for cultural
flow officers and other fee-for-service activities. The
MDBA also meets with representatives of individual
Nations to discuss on-country issues.
There are also regular meetings of the
Interdepartmental Committee on Aboriginal
Engagement, which consists of Australian
Government agencies as well as meetings with
Aboriginal engagement teams of the Basin states.
COVID-19 movement restrictions have affected all
engagement activities. Face-to-face engagement was
limited throughout 2020 but increased in 2021. The
focus is on relationship building and looking towards
the 2026 Basin Plan review.
The MDBA is developing a set of guidelines for the
use of administrative data (for example census,
Commonwealth-funded programs) relating to First
Nations. The framework refers to national and
international standards for First Nations’ knowledge
interests, to ensure that First Nations in the Basin
share control with the MDBA of the choice of
monitoring indicators, secondary data access and
uses of that data that relate to their interests.
MDBA’s data management framework meetsbusiness needs
The MDBA’s activities and collaborations with
external partners generate a significant amount of
data and knowledge. This information is used to
inform decision-making, so it is essential that it is
stored and managed in a way that enables timely
access and retrieval. The data management team
liaises with MDBA business areas and committees
tomake sure their data and knowledge requirements
are being met.
The MDBA uses an enterprise data management
framework to manage the data and knowledge. It
is based on the principles of the Data Management
Body of Knowledge (DMBoK) and adapted to best
fit the MDBA’s needs. The framework includes
analytical capabilities that support the MDBA’s
ability to deliver major projects including this year’s
Basin Plan Evaluation. It also enables the MDBA to
have access to information that allows it to develop
strategies to deal with changing situations, such as
climate conditions across the Basin.
In 2020-21 the framework was assessed by the
outsourced internal audit function as part of the
2020-21 Internal Audit Plan. The internal audit
provided an assessment of the effectiveness of the
framework in meeting the MDBA’s business needs
and associated risks. The maturity assessment
resulted in several recommendations that have
beenaccepted.
Agreed management actions resulting from the
auditinclude:
⢠improving the design and approach in applying
the data framework
⢠developing a change management plan to support
framework implementation
⢠assigning an executive group with oversight
responsibilities to support data management
initiatives.
The ICT, Data and Support Services group had also
planned to do a case study, based on informal
interviews, to assess how the Data Management
Framework had improved results for MDBA business
areas. This didn’t happen due to other priorities:
⢠2 significant programs of work - the SDL
Accounting Uplift and the Hydrometric Network
and Remote Sensing Program
⢠demands on resources related to remote
workingarrangements due to the continuing
COVID pandemic.
As part of the new governance structure, the
workpreviously done by the Information
Management and Technology Committee (IMTC) is
now part of the Program Board’s responsibilities.
This ensures the MDBA’s information and technology
needs are considered as an essential part of
organisational capability.
Looking ahead to 2021-22
Operating context
The challenges of the 2020-21 year, with climate
emergencies and the COVID-19 pandemic, affected
not only the Murray-Darling Basin but also the
way the MDBA carried out its work. Like other
organisations, it had to adapt to new ways of
working, while continuing to communicate effectively
with stakeholders all over the Basin. The MDBA’s
ongoing regionalisation policy and its investment
in high-level data and information technology
systems meant that it was well placed to meet these
challenges during the year and into the future.
While the Bureau of Meteorology predicts that
most of Australia will have above-average rainfall
between July and October 2021, longer-term trends
show that there will be less water in the Basin. CSIRO
data shows that over the last 20 years there’s been a
huge fall in inflows across the Murray-Darling Basin.
The 2020 Basin Plan Evaluation showed that
improved knowledge is needed to understand and
respond to changing conditions in the Basin over
time. Basin governments will need to collaborate and
invest more in science and monitoring. Improving
modelling is seen as a way to build confidence and
understanding and help with planning for the future.
Less water, changing conditions and often conflicting
interests mean that Basin communities can lose trust
in the Basin Plan. Some states have already indicated
the water-saving projects they committed to under the
Basin Plan won’t be finished by the 2024 deadline.
The Sefton report (https://www.mdba.gov.au/
publications/independent-reports/independent-assessment-social-economic-conditions-basin)
released in September 2020 found that in many
areas of the Basin communities no longer felt
confident about their future.
The MDBA is focusing on boosting collaboration
and transparency about water management to reset
stakeholder confidence. As a further way to increase
transparency in decision-making, the MDBA’s
compliance functions will shift to the new
Inspector-General of Water Compliance.
Priorities
The focus on communities is a clear priority for the
next year. The MDBA is committed to working with
communities to share information and incorporate
local knowledge into the Basin Plan implementation.
Improving the opportunities and involvement of
First Nations continues to be a priority. The biggest
barrier for First Nations engagement is access to and
availability of water. Funding for 4 Indigenous River
Ranger groups in the Murray-Darling Basin is one of
the initiatives to improve First Nations involvement.
An important area of work will be to work with
stakeholders to develop an approach for the 2026
Basin Plan Review.
The MDBA continues to undertake work associated
with the Keelty report’s (https://www.igwc.gov.au/
reviews-reports) recommendations, particularly on
increasing transparency and accessibility of water
management information.
The Basin Plan 2020 Evaluation (https://www.mdba.
gov.au/2020-basin-plan-evaluation) identified 6 future
focus areas for Basin governments and stakeholders:
⢠continuing to implement the Basin Plan with a
‘one Basin’ approach
⢠adapting to climate change and increasing
resilience
⢠establishing a clearer and committed pathway for
improved First Nations outcomes
⢠strengthening social and economic outcomes through
targeted support for communities in the Basin
⢠integrating water management with other
activities to achieve environmental restoration
⢠advancing science and monitoring.
While the MDBA retains responsibility for overseeing
implementation of the Basin Plan, the MDBA’s regulatory
and compliance responsibilities are now with the
Office of the Inspector-General of Water Compliance.
For further details about priorities, see the
MDBACorporate Plan 2021-22.
Looking ahead to 2021-22 | MDBA ANNUAL REPORT 2020-21 | 73
03
Part 3
Management and accountability
Governance 76
Organisational structure 83
Corporate accountability 88
People and culture 99
Governance
The Murray-Darling Basin Authority (the 7-member Authority) was established under the Water Act 2007 which sets out how the water resources of the Murray-Darling Basin are to be managed.
Water in the Basin is managed in a cooperative
arrangement between the Australian Government
and the governments of the Basin states - New South
Wales, Queensland, South Australia, Victoria and the
Australian Capital Territory. The Basin Plan provides
the overview to ensure that water is shared between
all users in a sustainable way.
The 7-member Authority is supported by the
Murray-Darling Basin Authority (the MDBA),
an independent Australian Government agency.
Figure16 shows governance arrangements.
Australian Government water minister
The Murray-Darling Basin Authority reports to the
Minister for Resources, Water and Northern Australia,
the Hon Keith Pitt. As the Australian Government
water minister, Mr Pitt also chairs the
Murray-Darling Ministerial Council and, under
the Water Act, can direct the Authority on how it
performs itsfunctions.
Figure 16: Governance arrangements
76 | MDBA ANNUAL REPORT 2020-21 | Governance
The Authority
The Murray-Darling Basin Authority (the Authority)
is made up of a part-time Chair, full-time Chief
Executive, and 5 part-time members, including
an Indigenous member. The passing of the Water
Amendment (Indigenous Authority Member) Bill
on 3October 2019 established the permanent
Indigenous Authority member position on the Board.
This increased the board from 6 to 7 members.
Members of the Authority are appointed for their
skills and experience in areas including water
resource management, governance, policy, the
environment, community and Indigenous matters. In
response to the outcomes of the Compliance Compact
2018 the Australian Government committed to
review the Authority appointments process to ensure
that a broad range of experience is considered as
part of the selection process to appoint Authority
members. In July 2019 the Ministerial Council
agreed to a new appointment process with an aim
to streamline the existing process and increase
transparency of the appointments.
Their performance is measured by the outcomes
of the Basin Plan, with the Audit Committee
and the Independent Assurance Committee (IAC)
providing additional assurance. The Authority has
3 formal advisory committees and takes advice
from the MDBA on Basin-wide strategy and policy
and planning. It collaborates with, and also takes
advice from, the Department of Agriculture, Water
and the Environment (DAWE), the Commonwealth
Environmental Water Holder (CEWH) and Basin
jurisdictions, as well as receiving advice from
Basin communities, industry, environmental groups
and other government organisations (including
the Bureau of Meteorology and the Australian
Competition and Consumer Commission) to secure
Basin water resources. Regular briefings from these
groups ensure the Authority’s decision making is
robust and well informed.
As at 30 June 2021 the members of the
Authoritywere:
⢠Air Chief Marshal Sir Angus Houston AK, AFC
(Ret’d) - Chair
⢠Professor Stuart Bunn - member
⢠Ms Joanna Hewitt AO - member
⢠Ms Susan Madden - member
⢠Mr Rene Woods - Indigenous member
⢠Mr Phillip Glyde - Chief Ex ecutive.
There is one vacancy.
Figure 17: Members of the Murray-Darling Basin Authority (L to R: Rene Woods, Joanna Hewitt (seated), Stuart Bunn, Susan Madden (seated), Sir Angus Houston, Phillip Glyde
Governance | MDBA ANNUAL REPORT 2020-21 | 77
78 | MDBA ANNUAL REPORT 2020-21 | Governance
Authority members
Air Chief Marshal Sir Angus
Houston AK, AFC (Ret’d) is
Chancellor of the University
of the Sunshine Coast
and chairs many boards
including the Authority. He
was awarded the Knight
of the Order of Australia
in 2015 for outstanding
service to Australia. Sir Angus served for 41 years in
the Australian Defence Force including holding the
positions of Chief of the Australian Defence Force
from 2005 to 2011 and Chief of the Air Force.
Professor Stuart Bunn is
Director of the Australian
Rivers Institute at Griffith
University, Chair of the
Science Committee for
Healthy Land and Water,
and a member of the
International Planning
Committee for the
Sustainable Water Future Programme. From 2008
to 2012 he was a National Water Commissioner. He
has served as Chair of the Scientific Advisory Panel
for the Lake Eyre Basin Ministerial Forum and the
MDBA’s ACSEES, on which he continues to play an
observer role.
Ms Joanna Hewitt AO chairs
the Scientific Advisory
Group of the Department
of Agriculture, Water and
Environment. She has
worked at senior levels in
the Australian Public Service
including Secretary of the
Department of Agriculture,
Fisheries and Forestry from 2004 to 2007 and
Deputy Secretary in the Department of Foreign
Affairs and Trade. She was Commission Chair of
ACIAR from 2011 to 2014 and has worked at the
OECD and consulted internationally.
Ms Susan Madden is
Principal Economist with
international consulting
firm GHD. She is Chair of
the Central West Local Land
Services and sits on the
Local Land Services Board
of Chairs. Ms Madden has
a background in family
farming and extensive experience working in
agricultural and natural resource management roles
in the public and private sectors. Her leadership
capabilities and contributions have been recognised
through a number of awards. She is a Fellow of the
Peter Cullen Trust.
Mr Rene Woods is a
NariNari man from Hay
in south-west NSW. He
has extensive experience
in the management of
Aboriginal culture, heritage
and natural resources. He
is a conservation officer
with Nature Conservancy
Australia and has previously been Chair of the
Murray Lower Darling Indigenous Nations and
Vice-Chair of the Nari Tribal Council.
Mr Phillip Glyde came
to the MDBA from the
Department of Agriculture,
where he was a deputy
secretary. He has been a
member of the Australian
Public Service since 1980,
working in natural resource
management, industry and
environmental policies for a number of departments.
Mr Glyde has also worked overseas with the OECD in
Paris and the Department of Environment, Food and
Rural Affairs in the United Kingdom.
Read more details about the Authority on the MDBA
website at: https://www.mdba.gov.au/about-us/
governance-water-management-murray-darling-basin/authority
Details of accountable authority during the reporting
period 2020-21 are in the Appendices.
Murray-Darling Basin MinisterialCouncil
The Murray-Darling Basin Authority is accountable to
the Ministerial Council for matters under the Murray-
Darling Basin Agreement. The council’s key functions
and powers are:
⢠considering and determining policy outcomes
andobjectives
⢠determining matters specified in the
Murray-Darling Basin Agreement
⢠approving the MDBA’s annual corporate plan,
budget and asset management plan
⢠agreeing to amendments to the Murray-Darling
Basin Agreement.
The Ministerial Council is made up of the Australian
Government minister responsible for water and the
ministers responsible for water from each Basin
jurisdiction. As at 30 June 2021, members were:
⢠Australian Government minister responsible
forwater - the Hon Keith Pitt (Chair)
⢠New South Wales water minister -
the Hon Melinda Pavey MP
⢠Victorian acting water minister -
the Hon Richard Wynne MP
⢠South Australian water minister -
the Hon David Speirs MP
⢠Queensland water minister -
the Hon Glenn Butcher MP
⢠Australian Capital Territory water minister -
MrShane Rattenbury MLA.
Read more about the Ministerial Council at:
https://www.mdba.gov.au/publications/mdba-reports/murray-darling-basin-ministerial-council
Basin Officials Committee
The Basin Officials Committee (BOC) is established
under Part IV of the Murray-Darling Basin
Agreement. It is the peak body of Basin government
officials providing advice to decision-makers on all
Murray-Daring Basin matters.
The key functions and powers of the BOC are:
⢠to advise the Authority on engaging the Basin
states in preparing the Basin Plan and proposed
amendments to the Basin Plan
⢠to advise the Ministerial Council in relation to
major policy issues of common interest in relation
to the management of water and other natural
resources of the Basin
⢠to exercise responsibility for high level decision-making regarding river operations, including
setting objectives and outcomes to be achieved
by the MDBA
⢠to facilitate cooperation and coordination
between the Commonwealth, the Authority
and the Basin states in managing Basin water
resources.
The BOC consists of a senior official from each Basin
jurisdiction. It is chaired by the Commonwealth
member. The Authority’s Chief Executive is an
advisor to the BOC and is able to attend and
participate in BOC meetings, but does not have a
vote in meeting decisions.
In 2019 the structure of the BOC was revised
to include 4 standing and 3 time-bound ‘tier 1’
committees (see Figure 18).
As at 30 June 2021 the 6 members were:
⢠Commonwealth - Ms Lynn O’Connell (Chair)
⢠New South Wales - Mr Jim Bentley
⢠Victoria - Ms Helen Vaughan
⢠South Australia - Mr Ben Bruce
⢠Queensland - Mr David Wiskar
⢠Australian Capital Territory - Mr Geoffrey Rutledge.
Read more about the BOC at: https://www.mdba.gov.
au/about-us/governance/basin-officials-committee
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Basin Community Committee
The Basin Community Committee (BCC) gives
a community perspective on water resource
environmental, cultural and socioeconomic matters
in the Basin. It provides advice to the Authority
and Ministerial Council and engages with the BOC,
DAWE and Authority advisory committees. Members
come from all over the Basin (see Figure 19) and are
selected for their expertise or interest in relevant
areas. The committee meets up to 5 times a year,
either face-to-face or virtually, and is strongly valued
as a forum to provide advice to the MDBA and Basin
governments on water management issues.
As at 30 June 2021 members and their
locationswere:
⢠Mr Phil Duncan (Chair) - Gwydir
⢠Mr Sam Coulton - Border Rivers
⢠Ms Amy Fay - Goulburn-Murr ay
⢠Mr Edward Fessey - Culgoa-Barwon-Darling
⢠Ms Rachel Kelly - mid-Murray and Murrumbidgee
⢠Ms Susan Madden (Authority member) - Dubbo
⢠Mr Neil Martinson - Riverland
⢠Mrs Samantha O’Toole - Lower Balonne
⢠Mrs Sandra Peckham - Bogan
⢠Mrs Sue Rudd - Sunraysia
⢠Mr David Thurley - upper Murray
⢠Mr Adrian Weston - Goulburn-Br oken.
Ms Emily Jenke (Lower Lakes) resigned from the BCC
in March 2021.
Read more about the BCC at:
https://www.mdba.gov.au/about-us/governance-water-management-murray-darling-basin/basin-community-committee
Figure 18: Structure of the Basin Officials Committee
Tier 1 - Standing committees Tier 1 - Time bound committees
Basin Officials Committee
Cth Chair (DAWE)
Murray-Darling Basin
Ministerial Council
BOC Alternates
Deputy BOC Chair
Joint Venture Budget and Perfomance
Cth Senior Exec Chair
River Murray Operations
Cth Senior Exec Chair
Environmental Water
MDBA Chair
Sustainable Diversion Limit Adjustment Mechanism Implementation
Committee
Independent Chair
Northern Basin Project Committee
Commonwealth Chair
Capacity Policy Working Group
MDBA Chair
Advisory committees
Several independent committees provide specialist
advice to assist the Authority in making robust and
defensible decisions for the sustainable management
of the Basin’s resources.
Advisory Committee on Social, Economic and Environmental Sciences
The Advisory Committee on Social, Economic and
Environmental Sciences (ACSEES) gives the Authority
independent, strategic advice to help ensure the
implementation of the Basin Plan is supported by
robust methodology, science and knowledge.
It was established under section 203 of the Water
Act and consists of 7 members with expertise in
areas including economics, hydrology, ecology, water
governance and law, sociology and sustainable
systems. An important part of the committee’s work
is communicating science-related matters within
academic, community and industry networks.
As at 30 June 2021 ACSEES members were:
⢠Professor Rob Vertessy (Chair) - consultant
(Victoria)
⢠Professor Michael Stewardson - University
ofMelbourne (Victoria)
⢠Professor Nick Bond - Latrobe University (Victoria)
Figure 19: Basin Community Committee members
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⢠Dr Rebecca Nelson - University of Melbourne
(Victoria)
⢠Professor Roger Stone - University of Southern
Queensland (Queensland)
⢠Professor Sue Jackson - Griffith University
(Queensland)
⢠Dr Neil Byron - consultant (Australian Capital
Territory)
⢠Professor Stuart Bunn - Authority member;
observer to ACSEES
⢠Steve Hatfield-Dodds - technical advisor
toACSEES.
Read more about ACSEES member and the ACSEES
Communiques at: https://www.mdba.gov.au/about-us/
governance-water-management-murray-darling-basin/advisory-committee-social-economic
Compliance Independent AssuranceCommittee
The MDBA established the Independent Assurance
Committee (IAC) as a statutory committee in 2018
under section 203 of the Water Act. The committee
consists of 4 independent experts who provide
advice on the design, implementation and adequacy
of the Murray-Darling Basin Authority’s Basin Plan
compliance program.
Among its other business the IAC provides advice
on the creation of a new compliance entity separate
from the MDBA, which was announced by the
Australian Government on 7 September 2020.
The new entity will combine the MDBA’s Office of
Compliance with the office of the Interim
Inspector-General of Water Compliance.
As at 30 June 2021 members of the IAC were:
⢠Mr Allan Holmes (Chair)
⢠Ms Lisa Corbyn
⢠Mr Garry Smith
⢠Mr Martin Dolan.
Read more about the committee’s areas of expertise
at: https://www.mdba.gov.au/basin-plan-roll-out/
compliance-enforcement/compliance-independent-assurance-committee
IAC’s reports are published on the MDBA’s website
at: https://www.mdba.gov.au/publications/mdba-reports/compliance-independent-assurance-commitee-reports
Organisational structure
The MDBA is structured to best allow it to achieve its purpose (see Figure 20). Chief Executive Phillip Glyde
leads an Executive Board comprised of the heads of the 4 work portfolios:
⢠Basin Strategy and Knowledge - which drives and facilitates science and decision support information that
guides river management and implementation of the Basin Plan
⢠Basin Plan Regulation - which is responsible for regulatory functions and includes the Office of Compliance
⢠River Management - which works with state and territory partners to coordinate the management of the
River Murray system under the Murray-Darling Basin Agreement
⢠Business Services - which runs the business of the MDBA by providing strategic and support services.
The Executive Board role is to:
⢠approve the MDBA’s strategic direction
⢠approve risk mitigation strategies for projects and programs for all investments.
The enterprise Portfolio Management Office (ePMO) is at branch level but reports directly to the Chief
Executive. The ePMO supports prioritisation, visibility and accountability of the MDBA’s work. It was
implemented as part of the MDBA’s new operating model to support regionalisation.
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Senior Executive
River Management Andrew Reynolds Executive Director
Assets
Angus Paton General Manager
SDLAM Implementation Andrew Kremor General Manager
Business Services Annette Blyton Executive Director
Basin Plan Regulation Tim Goodes Executive Director
Basin Strategy & Knowledge Vicki Woodburn Executive Director
Portfolio Management Office Brent Williams General Manager
Water Resource Plan, Policy and Assessment Phil Alcorn General Manager, A/g
SDL Accounting & Aboriginal Partnerships Tony McLeod General Manager
Communications, Engagement and Strategic Policy Megan Winter General Manager
Office of Compliance Daniel Blacker General Manager
Legal & Government Relations Kelly Casey General Manager
Monitoring and Evaluation Reporting Audrey Van Beusichem General Manager
Phillip Glyde
Chief Executive
Figure 20: MDBA organisational structure as at 30 June 2021
MDBA Executive Board
The Executive Directors of each of the
4 portfolios make up the MDBA Executive Board.
Phillip Glyde
Chief Executive
Phillip’s biographical details are included in
TheAuthority.
Vicki Woodburn
Executive Director, Basin Strategy and Knowledge
Vicki joined the MDBA
leadership team in 2016.
Shehas over 20 years of
practical experience in
policy and applied science,
focused on Australia’s natural
resources, agricultural
industries, biosecurity and
regional development.
Before joining the MDBA, Vicki held technical and
leadership roles in the Rural Industries Research and
Development Corporation, private sector consulting
businesses and the Australian Government agricultural
department. In these roles, she led cross-sectoral
research in areas including soils, climate change, rural
policy, agricultural extension, digital innovations,
the primary industry health and safety. She has also
delivered high-profile policy reviews and undertaken
extensive stakeholder engagement.
Vicki has a Bachelor of Applied Science from the
Australian National University.
Andrew Reynolds
Executive Director, River Management
Andrew joined the MDBA
leadership team in 2013.
He has more than 27 years
of experience in the water
industry, managing major
water supply infrastructure.
Before joining the MDBA,
Andrew held various roles
with Goulburn-Murray Water.
His work there included managing the headworks
business responsible for 16 large dams and
associated infrastructure, delivering several major
dam safety upgrades, and leading the business’s
engineering and scientific resources.
Andrew has a Bachelor of Engineering (Agricultural)
(Hons) from the University of Melbourne. He is
the current chairman of the Australian National
Committee on Large Dams.
Tim Goodes
Executive Director, Basin Plan Regulation
Tim joined the MDBA
leadership team on 15 June
2020. Before commencing
in this role, Tim was the
Deputy Chief Executive of
the Department of Primary
Industries and Regions in
South Australia. He was
responsible for agriculture,
food and wine, regional development, major program
delivery and corporate services.
From 2009 to 2017 Tim was the Deputy Chief
Executive of the Department of Environment, Water
and Natural Resources in South Australia. In that
role, he was responsible for the policy and strategy
development of the department, including serving as
the Basin Official for South Australia, overseeing the
implementation of the Basin Plan and other major
water projects.
Tim came to natural resources management after
12 years in the Justice portfolio, in Courts and the
Attorney-General’s Department. This included time
as the Sheriff of South Australia and 3 years as an
executive director in the Department of the Premier
and Cabinet.
Tim has a Bachelor of Social Administration and a
Master of Public Policy and Administration.
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Annette Blyton
Executive Director, Business Services
Annette joined the MDBA
leadership team in 2017. She
has worked in a broad range
of corporate areas since
starting her public service
career in 1986. These
areas include corporate
and business management,
farm surveys, data, social
research, finance, property and major projects and
procurements.
From 2002 to 2012, Annette was Corporate
Manager for the Australian Bureau of Agriculture
and Resource Economics and Sciences. She then
joined the Office of the Commonwealth Director of
Public Prosecutions where she worked as National
Manager, People from2012 to 2015. Annette
moved to the Department of Agriculture and Water
Resources in 2015, where she was responsible for
the department’s national property interests and a
range of other national business functions.
MDBA senior management boards and committees
The Executive Board is supported by boards and
committees that advise them on specific areas
(see Figure 21).
Program Board
The Program Board takes strategic direction from
the Executive Board. It oversees the planning and
implementation of approved MDBA programs and
projects. The Program Board has taken over the
work of the former Information Management and
Technology Committee.
The Board’s role is it to oversee the implementation
of approved portfolios, programs and projects. It
regularly takes advice about external issues from the
strategic policy group.
Capability Board
The Capability Board plans, develops and deploys
workforce capability. It informs the MDBA’s Portfolio
Management Office of strategic capability plans and
advises of gaps and resource requirements.
The Board’s role is to ensure the MDBA actively
develops, monitors and strengthens its capabilities so
that it can perform its functions.
Senior management committees
There are 4 senior management committees:
⢠Audit Committee
⢠Employee Consultative Committee
⢠Health and Safety Committee
⢠Strengthening Connections Committee.
There is one subcommittee - the Financial
Statements subcommittee.
The work of these committees is included in other
parts of this report and on the MDBA website.
Figure 21: MDBA governance structure
Leadership Connection Meeting (every 4 weeks)
Linkages and networking feedback from Executive Board
Membership:
CE, Executive Directors, General Managers (all) Senior Directors (all) Regional Managers (all)
Chief Executive Phillip Glyde
Executive Board
Membership: Phillip Glyde (Chair)
Andrew Reynolds Vicki Woodburn Annette Blyton Tim Goodes
Advisor: Brent Williams (PMO)
Capability Board Membership:
Vicki Woodburn (Chair)
Annette Blyton Brent Williams Andrew Kremor
Advisor: Cedelle Burroughs/ Corinne Fox
Meeting frequency Every 4-8 weeks
Program Board Membership:
Brent Williams (Chair)
General Managers: 9 x GM
Advisors: Rod Barlow, Harish Madan
Meeting frequency Every 4-8 weeks
Audit Committee (External Chair)
Financial Statements Subcommittee
Employee Consultative Committee
Work, Health & Safety Committee
Strengthening Connections Committee
Not a decision making forum
informal reporting
formal reporting
Meeting frequency Every 2 weeks
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Corporate accountability
Corporate governance practices
As a corporate Commonwealth entity, the MDBA
uses practices that enable it to meet objectives while
managing risk and using resources in an accountable
way. The MDBA’s planning, performance and
reporting framework is supported by policies and
guidelines and, where appropriate, external review.
The corporate plan is the key planning document,
setting out how the MDBA will achieve its purpose
through goals that have measurable targets. The
MDBA reports on its performance annually in the
annual report. A performance framework helps
individual staff and teams manage performance and
contribute to organisational goals.
The MDBA’s ability to achieve its goals and respond
to change relies on building organisational capability.
This is done through having strong values, good
leadership, a dynamic and flexible workforce, and
processes and systems that are regularly reviewed
and improved. Figure 22 shows the MDBA’s
capability strategy.
The MDBA has identified the need for a strong
regional presence and decentralised workforce as a
priority. Other strategies include:
⢠looking for ways to streamline governance
arrangements, such as using shared services
⢠building knowledge management and capability
through improving systems and practices
⢠enhancing financial and non-financial
performance measurement
⢠improving transparency through clear
communications, partnerships and engagement.
Figure 23 shows MDBA’s capability planning process.
Figure 22: MDBA capability strategy
Making it work
Applying our capabilities
The outcomes
Understanding and planning our capabilities
1. Capability 2. Workforce
4. Monitoring and improvement
3. Operations
Risk management
The MDBA’s approach to risk management is to foster
a positive risk culture and engage proactively with
risk at all levels of the organisation. This approach is
consistent with the Commonwealth Risk Management
Policy and the International Standard for Risk
Management (AS ISO 31000:2018) and is regarded as
best practice in practical management of risk.
Risk management framework
The MDBA reviews and updates the risk
managementframework and policy every 2 years
and continually monitors and reviews risks, risk
controls and treatments. Progress against the
implementation of treatments is reported as required
to the Ministerial Council, Basin Officials Committee
and Audit Committee.
Risk management is integrated into MDBA planning
and business systems. Each business unit in the
organisation conducts environmental scanning as
part of its forward planning. This information feeds
into the MDBA Enterprise Risk Management Plan.
The MDBA’s risk appetite and tolerance for each
major business function is established in the Risk
Management Framework and Policy. The MDBA is
more tolerant of risk where positive engagement
with risk presents opportunities for innovation,
improvement and building capability and capacity.
Ithas a low appetite for fraud, work health and
safety risks and compliance risk impact.
The MDBA has identified at the enterprise level
those risks that interact with its strategic objectives.
These risks are identified from an analysis of the
sources of risk for the MDBA and evaluated against
the MDBA’s risk categories. This ensures risks are
fully visible across the business of the agency and
are appropriately treated.
The MDBA has also articulated several activity-based
sub-risks for key enterprise risks. This sits with an
analysis of all the causes of risk, critical controls and
an assessment of the effectiveness of those controls.
The approach:
⢠allows the MDBA to make informed decisions for
the allocation of resources for the management of
risk and the achievement of objectives
⢠enables MDBA personnel to have a clear line
of sight between their day-to-day work and
managing risk and the achievement of the overall
objectives of the MDBA.
As part of managing risk, all new employees and
contractors receive risk management induction
and online training in ethics, fraud and conflicts of
interest. This also includes managing sensitive water
market information.
⢠Who we are
⢠Current state
⢠Where we want to be
⢠How to get there
⢠Group initiatives
⢠Core skills
⢠Technical skills
⢠Gaps and risks
⢠Workforce planning
⢠Learning and development
⢠Surge demand
⢠Prioritisation of initiatives
Summary and insights
Capability planning Implementation
Growing and maintaining capability
Figure 23: MDBA capability planning
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Comcover
Comcover provides the MDBA’s insurance cover.
Insurable risks are identified and assessed annually
through Comcover’s insurance renewal process. The
MDBA is separately insured by Comcover for workers
compensation for employees.
Comcover conducts a benchmarking survey
biennially and it was conducted in the reporting
period. The Risk Management Benchmarking Program
is a key part of Comcover’s risk management
services. It is designed so fund members can assess
their current and target level of risk management
maturity against 5 identified areas of focus, using a
risk maturity model.
The 5 areas of focus for the risk maturity model are:
⢠risk governance
⢠risk culture
⢠risk capability
⢠risk management framework and practices
⢠organisational resilience and agility.
The MDBA performed well against each of the areas
of focus. Its strongest capability is in:
⢠risk management framework and practices
⢠organisational resilience and agility.
Fraud
The MDBA’s fraud control arrangements align with
the Commonwealth Fraud Control Framework.
This framework establishes systems and processes
for preventing, detecting, monitoring, evaluating,
reporting and responding to fraud. The MDBA
regularly reviews its fraud prevention and control
measures, which include fraud risk assessment and
the fraud control plan.
In 2020-21, there were 3 reports of suspected fraud.
Preliminary inquiries showed no evidence of fraud to
warrant a formal investigation.
Business continuity and ICT disaster recoveryplans
The MDBA has 4 main documents that outline
arrangements for recovering from a business
disruption:
⢠MDBA Business Continuity Plan
⢠MDBA Business Impact Analysis
⢠River Murray system emergency action plan
⢠ICT Disaster Recovery Plan.
Each plan is updated as required and at a minimum
annually. The ICT disaster recovery arrangements are
tested at desktop level.
As with the previous year, in 2020-21 the major
business continuity event was the MDBA response
to COVID-19. The ongoing response to COVID-19
presented the MDBA with a number of opportunities
to stress test and continuously improve its response
to disruptions caused by critical incidents and
other business continuity events. This particularly
related to the MDBA’s operating environment and
infrastructure. The MDBA demonstrated it was ahead
of the curve in planning and preparedness for the
pandemic across Australian Government entities.
Internal audit
Internal audit services were provided by PwC
in 2020-21. Internal audits were developed in
consultation with senior management and their
teams, having regard to the MDBA Enterprise Risk
Management Plan and the MDBA Assurance Strategy.
The internal audit reports finalised during the
yearwere:
⢠Data Management and Improvement Plans
⢠Water Quality Monitoring - Lessons Learned
⢠Management Initiated Review on ICT Logging
andMonitoring.
The audit reports did not raise any serious
matters. The implementation of internal audit
report recommendations is monitored by the
AuditCommittee.
Compliance reporting
It is a requirement of the Public Governance,
Performance and Accountability Act 2013 (PGPA Act)
that the MDBA reports significant non-compliance
with finance law. Finance law includes:
⢠the PGPA Act
⢠the Public, Governance, Performance and
Accountability Rule 2014 (PGPA Rule)
⢠instruments made under the PGPA Act (including
Accountable Authority Instructions) and
Appropriation Acts.
The compliance reporting process helps to identify
and disclose instances of non-compliance with
the PGPA framework, as a basis for continuous
improvement.
There were no significant reportable breaches of the
PGPA Act, the PGPA Rule or Australian Government
policies in 2020-21.
Audit committee
The MDBA’s governance framework includes the
Audit Committee, which provides independent advice
and assurance. In keeping with s17(2) of the Public
Governance, Performance and Accountability Rule
2014 the Audit Committee reviews and gives advice
on the MDBA’s:
⢠financial reporting
⢠performance reporting
⢠system of risk oversight and management
⢠system of internal control.
Read the Audit Committee Charter on the MDBA’s
website at https://www.mdba.gov.au/sites/
default/files/attachments/Audit%20Committee%20
Charter%20-%20February%202020.pdf
Table 13 shows membership of the audit committee
and other required details.
Table 13: Audit Committee
Member name Qualifications, knowledge, skills or experience (include formal and informal as relevant)
Number of meetings attended/ total number of meetings
Total annual remuneration (GST inc.)
Additional information
Mrs Jenny Morison
FCA (Chair)
Independent
member
Jenny has 38 years of experience in the
accounting, commerce and government.
She was a National Board Member of the
Chartered Accountants of Australia and New
Zealand for 4 years.Jenny was the CFO of a
public company and has held senior positions
in the major international accounting firms.
She founded Morison Consulting Pty Limited
in 1996. Jenny originally specialised in
implementation of Commonwealth financial
reforms and then project managed significant
process reform projects in the Department
of Defence.She was awarded a Centenary
medal in 2000 for services to accounting.
For the last 15 years, Mrs Morison has become
one of the most experienced independent
member and Chair of Commonwealth audit
and risk committees. Her current portfolio of
agencies covers 45% of the total spend of the
Australian Government.
6/6 $23,100.00 N/A
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Member name Qualifications, knowledge, skills or experience (include formal and informal as relevant)
Number of meetings attended/ total number of meetings
Total annual remuneration (GST inc.)
Additional information
Ms Karen Hogan
(Deputy Chair)
Independent
member
Over the past 10 years, Karen has
contributed as a member of several
audit committees in various Australian
Government agencies, including chairing
the audit committee in one agency. Karen
has extensive leadership experience in
accounting, finance, corporate governance,
risk, procurement, information technology
and human resources. This experience
encompasses both the public and private
sectors and has been gained in such diverse
areas as the cultural institutions, regulation,
manufacturing, energy, farming, tourism and
fast-moving consumer products. Areas of
interest are improving financial literacy, the
exploitation of technology and improving
corporate governance in an efficient and
effective manner.
6/6 $7,201.02 N/A
Mr Andrew Cox
Independent
member
Andrew is a corporate governance professional
with extensive experience in governance,
audit and risk management. He works for
the Institute of Internal Auditors-Australia as
internal audit subject matter expert.
He has managed internal audit functions
over his career including senior executive
roles as National Manager of Internal Audit at
Centrelink and Director of Risk Management
Services for the Northern Territory
Government, a whole-of-government internal
audit bureau service. He previously worked
with the federal government of the United
Arab Emirates where he was Chief Operating
Officer and Project Director for a major
capacity building project at the federal
auditoffice.
Mr Cox has worked in Australia, Afghanistan,
Bahrain, Bangladesh, Brunei, Fiji, France,
Ghana, Indonesia, Iraq, Kuwait, Malaysia,
the Netherlands, New Zealand, Papua New
Guinea, Qatar, Saudi Arabia, Uganda, the UAE,
the UK and the USA.
He has made presentations on governance
and assurance in Australia and
internationally, and has taught internal
auditing in Australia and other countries. He
has authored numerous publications, white
papers and fact sheets for the IIA-Australia.
He is an independent chair and member of a
number of audit committees.
3/3 $5,148.00 Appointed
December
2020
Member name Qualifications, knowledge, skills or experience (include formal and informal as relevant)
Number of meetings attended/ total number of meetings
Total annual remuneration (GST inc.)
Additional information
Mr Michael
Parkinson
Independent
member
Michael Parkinson has more than 40
years experience in internal auditing
and risk management. His experience is
predominantly in government and covers
all 3 levels. He has also provided technical
advice and support in other countries within
the Asia-Pacific region.
Mr Parkinson has served at international
level in professional bodies developing
the profession and professional standards
and guidance for internal auditors and
information systems auditors. He is also
recognised for his professional expertise in
these fields.
Michael served for 8 years on the Standards
Australia/ Standards New Zealand joint
technical committee on risk management
standards. He was chair of this committee
for 4 years and during that time was
head of the Australian delegation to the
corresponding ISO committee. He also
served on the committee that developed
the international standard on Compliance
Management Systems.
Michael continues to serve on a number of
audit committees and, additionally, provides
quality reviews and advice to internal audit
and to risk management functions.
3/3 $5,016.00 Appointed
December
2020
Mr Stephen
Sheehan
Independent
member
Stephen has 40 years of financial
management experience. He has a Bachelor
of Commerce degree, was previously an
Australian Public Service senior executive
and held the positions of Chief Financial
Officer at the Commonwealth Department
of Immigration and Citizenship and the
Department of Health and Ageing.
3/3 $7,170.00 Appointed
December
2020.
Mr Sheehan
also chairs
the Financial
Statements
Sub-Committee
of the
MDBA Audit
Committee
Mr Andrew
Reynolds
Advisory member+
for MDBA Joint
Venture
Executive Director, River Management
Division
(see Andrew’s biographical details at
page 85)
5/6 $0 N/A
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Member name Qualifications, knowledge, skills or experience (include formal and informal as relevant)
Number of meetings attended/ total number of meetings
Total annual remuneration (GST inc.)
Additional information
Dr Tony McLeod
Advisory member+
General Manager, SDL Accounting and
Aboriginal Partnerships
Tony has extensive experience in a
scientifically-based working environment
related to water policy development,
implementation and working with states
and territories. He has long-term SES
experience in the Australian Public Service
including a key role in the development
and implementation of the Water Act,
amendments to the Act in 2008 and the
2012 Murray-Darling Basin Plan. He has a
PhD in Environmental Engineering.
4/6 $0 N/A
Tim Goodes
Advisory member+
Executive Director, Basin Plan Regulation
(see Tim’s biographical details at page 85)
5/6 $0 N/A
+ Advisory members are not appointed under the PGPA Act
External scrutiny
The reporting requirements for corporate
Commonwealth entities require the MDBA to report
on significant developments in external scrutiny that
occurred during the reporting period. This includes
judicial decisions or decisions by administrative
tribunals that may have had an effect on the
MDBA’soperations.
Judicial or administrative tribunal decisions
There were no judicial decisions or decisions of
administrative tribunals relating to the MDBA made
during 2020-21.
Auditor-General reports
The MDBA’s financial statements are audited by the
Auditor-General.
The Australian National Audit Office made no formal
reports relating to the MDBA during 2020-21.
Parliamentary committee reports
No parliamentary committee reports relevant to the
MDBA were tabled during 2020-21.
Commonwealth Ombudsman reports
The Commonwealth Ombudsman made no formal
reports relating to the MDBA during 2020-21.
Office of the Australian Information Commissioner reports
There were no findings or reviews made by the Office
of the Australian Information Commissioner relating
to MDBA freedom of information or privacy matters
during 2020-21.
Capability reviews
No capability reviews in relation to the MDBA were
released during 2020-21.
Freedom of information
Under the Freedom of Information Act 1982 (Cth)
(FOI Act), individuals have the right to access copies
of documents held by Australian Government
ministers and agencies. There are some exceptions.
During 2020-21, the MDBA received 7 freedom of
information requests. Six requests were processed in
accordance with the statutory timeframes and one
request was withdrawn.
The MDBA maintains a disclosure log and complies
with the obligation to publish a range of information
on its website as part of the Information Publication
Scheme.
This information includes:
⢠the organisational structure
⢠what the MDBA does and how it does it
⢠statutory appointments
⢠annual reports
⢠consultation arrangements and other information
held
⢠details of how to obtain information released
after freedom of information requests
⢠information routinely provided to parliament.
The MDBA’s approach is outlined in the
Murray-Darling Basin Authority Information
Publication Scheme Agency Plan at: https://www.
mdba.gov.au/publications/policies-guidelines/
information-publication-scheme-agency-plan
Ministerial directions and governmentpolicy orders
Under the PGPA Rule, the MDBA is required to report
on any ministerial directions which are given under
an Act or instrument. The MDBA did not receive
any new ministerial directions during 2020-21 and
continues to comply with the Water (Indigenous
Values and Uses) Direction 2018 (Cth).
Under the PGPA Act the MDBA must report on any
government policy orders that applied to it during
the reporting period. The MDBA was not subject to
any government policy orders during 2020-21.
Advertising and market research
Under s 17AH of the PGPA Rule, the MDBA is
required to report on any advertising and market
research undertaken during the financial year above
the threshold set out in s 311A of theCommonwealth
Electoral Act 1918.
There was no advertising, polling or direct mail
expenses that met the threshold of more than
$14,300.
In 2020-21 the MDBA undertook stakeholder
research and market research (see Table 14). During
these activities the MDBA considered the effects of
COVID-19 and subsequent changes to society and the
economy did not negatively impact the participants
or the research results.
Table 14: Stakeholder and market research
Activity Provider Cost
Stakeholder
research
ORIMA
research*
$104,786
Market research ORIMA research $309,992
Note: See Goal 4, p 61.
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Ecological sustainability and environmental performance
Ecological sustainability is at the core of the MDBA’s
activities and reflected in the Water Act. Asper
the Environmental Protection and Biodiversity
Conservation Act 1999 the MDBA is required to
report on its environmental performance. This
includes how the MDBA is considering the principles
of ecologically sustainable development (ESD) in its
business activities.
There are 5 principles of ecological sustainable
development:
⢠the integration principle - decision-making
processes should effectively integrate both
long-term and short-term economic,
environmental, social and equitable
considerations.
⢠the precautionary principle - if there are threats
of serious or irreversible environmental damage,
lack of full scientific certainty should not be used
as a reason for postponing measures to prevent
environmental degradation.
⢠the intergenerational principle - the present
generation should ensure that the health,
diversity and productivity of the environment
ismaintained or enhanced for the benefit of
future generations.
⢠the biodiversity principle - the conservation
of biological diversity and ecological integrity
should be a fundamental consideration in
decision-making.
⢠the valuation principle - improved valuation,
pricing and incentive mechanisms should be
promoted.
Table 15 shows some examples of how the MDBA is
meeting and advancing these principles in its work.
Table 15: MDBA performance in ecological sustainable development
MDBA activity How activity meets and furthers ESD principles
Developing and implementing the
Basin Plan
⢠Meets the integration principle by incorporating long- and short-term
considerations of economic, environmental, social and equitable aspects
⢠Meets the biodiversity principle by including biodiversity considerations in
decision-making
⢠Meets the intergenerational principle by ensuring the health of the Basin is
preserved for future generations
Facilitating the development and
implementation of environmental
watering plans, including plans in the
northern Basin toolkit measures
⢠Meets the integration principle by incorporating long- and short-term
considerations of economic, environmental, social and equitable aspects
⢠Meets the precautionary principle by acting to prevent potential
environmental damage
⢠Meets the biodiversity principle by including biodiversity considerations in
decision-making
⢠Meets the intergenerational principle by ensuring the health of the Basin is
preserved for future generations
Reporting on the social, economic,
cultural, hydrological, water quality
and ecological conditions of the
Murray-Darling Basin
⢠Meets the integration principle by incorporating long- and short-term
considerations of economic, environmental, social and equitable aspects
⢠Meets the precautionary principle by acting to prevent potential
environmental damage
⢠Meets the biodiversity principle by including biodiversity considerations in
decision-making
⢠Meets the intergenerational principle by ensuring the health of the Basin is
preserved for future generations
MDBA activity How activity meets and furthers ESD principles
Using satellite imagery to watch
over the 1million square kilometre
Murray-Darling and better manage
water
⢠Meets the integration principle by incorporating long- and short-term
considerations of economic, environmental, social and equitable aspect
⢠Meets the biodiversity principle by including biodiversity considerations in
decision-making
⢠Meets the intergenerational principle by ensuring the health of the Basin is
preserved for future generations
Directing river operations in the
River Murray in accordance with the
objectives and outcomes set by the
Basin Officials Committee
⢠Meets the integration principle by incorporating long- and short-term
considerations of economic, environmental, social and equitable aspects
⢠Meets the biodiversity principle by including biodiversity considerations in
decision-making
⢠Meets the intergenerational principle by ensuring the health of the Basin is
preserved for future generations
Environmental performance
The MDBA takes a proactive approach to managing its activities in way that minimises the effect on the
environment. This approach is shown in Table 16.
Table 16: MDBA’s environmental performance
Theme MDBA measures
Energy efficiency ⢠Factoring in whitegoods and ICT equipment with the highest energy-saving when saving
when determining procurement best value
⢠Installing LED lighting with movement sensors throughout MDBA offices and turning lights
off in areas not in use
⢠Using power-efficient centralised multi-function devices instead of desktop printers
⢠Directly heating all hot water in kitchens through zip heater systems
⢠Achieving a 6-star NABERS Energy Tenancy rating for the MDBA Canberra office space.
Similar performances have been achieved in applicable regional offices such as a 5.5 star
energy rating for Goondiwindi, and a 5 star energy rating for Mildura
⢠Asking staff to:
— turn off lights to rooms when not in use
— turn off computer monitors overnight
Waste ⢠Minimising paper and toner usage by defaulting printer settings to print paper double-sided
and use black and white ink
⢠Minimising paper usage by enabling ‘swipe-to-print’, allowing staff to only print the
documents they need
⢠Publishing only in electronic format, unless print copies are required
⢠Basin-wide recycling initiatives are in place across MDBA offices including, but not limited to,
soft plastic, battery, organic plastic bottle tops, coffee pods and organic waste recycling. An
example of this performance is the total of 75,420 litres of waste in the Canberra office
⢠6 star NABERS Waste Management ratings achieved at Griffith, Goondiwindi, Mildura and
Murray Bridge regional offices
⢠Using toilet tissue supplies from a company that uses 100% renewable resources and donates
50% of profits to help build ablution blocks for those communities in need
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Theme MDBA measures
Water ⢠Working with building management in applicable MDBA office locations on water-saving
initiatives including installing:
— water-efficient toilets
— low-flow shower heads
— sensor-operated taps in bathrooms
— low flow taps in all kitchen areas
Travel ⢠Encouraging staff to minimise non-essential travel and providing all staff with access to
video conferencing software to facilitate electronic meetings. This performance can be
measured by a reduction in air travel of 63.74% and an overall travel reduction of 57.13%
⢠Supporting staff who cycle to work by providing a secured bike storage area, and end-of-trip
facilities consisting of lockers, toilets and showers in the Canberra office
People and culture
The MDBA’s people are its most important asset. The important work of implementing the Basin Plan requires skills in a range of areas. MDBA people have skills in a variety of areas including engineering, environmental science, hydrology, social science, economics, communications, policy, technology and project management. One-third of MDBA staff are located in regional parts of the Basin, allowing them to work more closely with localcommunities.
Case study: Focus on reconciliation
The MDBA is committed to supporting the national reconciliation movement. The Diversity and Inclusion
Strategy and Cultural Protocols and First Nations Engagement Guide provide advice and direction. The
MDBA’s second Reconciliation Action Plan (RAP) has been in place since November 2019.
This ‘Innovate’ RAP has a work program that will
be implemented over 2 years to contribute to
connecting with First Nations cultures through
relationships, respect and opportunities.
The Strengthening Connections Committee
(SCC), formed in 2015, is responsible for the
implementation the MDBA’s RAP. It’s made up of
volunteers from throughout the MDBA who want
to contribute towards reconciliation.
Each year the SCC go above and beyond to
providegreat opportunities for staff to celebrate
the rich history and culture of Australia’s First
Nations people:
⢠NAIDOC week 2020 - Always Was Always
Will Be - featured Associate Professor Bradley
Moggridge as the keynote speaker; a cooking
class with celebrity chef, Aunty Dale Chapman;
and a presentation on the Gayini Nimmie Caira
project by Authority member Rene Woods;
films, poetry and art; and a performance by
Sharron Mirri Bell.
⢠National Reconciliation Week 2021 (27 May to
3 June) - More than a word - had Dr Virginia
Marshall as the keynote speaker; on-Country
events led by First Nations people for Adelaide/
Murray Bridge and the Canberra offices (the
Mildura event was deferred due to COVID);
book club, film and bush tucker events.
Staff can also use the Garrandarang Library,
which gives MDBA staff and their families access
to a range of First Nations books and resources.
Broadening knowledge and appreciation of
Aboriginal and Torres Strait Islander history and
culture supports MDBA staff and families on
their own reconciliation journey. In the Wiradjuri
language, the word Garrandarang means book.
CASE STUDY
People and culture | MDBA ANNUAL REPORT 2020-21 | 99
Ethical standards
The MDBA is committed to good and transparent
governance. The MDBA’s ability to deliver its
activities and functions relies on public confidence
in the integrity of the agency. The MDBA promotes
a single organisational culture built on the CREATE
values. As a Commonwealth agency, these values are
underpinned by the Australian Public Service (APS)
values: committed to service, ethical, respectful,
accountable and impartial.
Standards and behaviours are set out in the APS
Code of Conduct in section 13 of the Public Service
Act 1999. The MDBA supplements this with policies
that support ethical standards including:
⢠Procedures for determining APS Code of
Conductbreaches
⢠MDBA Conflict of Interest Policy 2019-2021
⢠Fraud control policy
⢠Conflict of interest Policy 2019-2021.
These policies are published on the MDBA’s
website at: https://www.mdba.gov.au/about-us/
accountability-reporting
Work health and safety
Initiatives delivered in 2020-21 included:
⢠regular workplace inspections and risk
assessments monitored by the Health and
Safety Committee
⢠promotion of R U OK? Day
⢠early intervention services to prevent and
mitigate chronic injuries or illnesses developing
⢠annual flu vaccinations
⢠workstation assessments (including home-based)
by qualified occupational therapists
⢠rehabilitation support
⢠confidential support services for employees and
eligible family members through the Employee
Assistance Program
⢠an annual health and wellbeing allowance
⢠activities for the annual health and
wellbeingweek.
There was one reported incident. No active
compensation claims nor new claims were approved
(see Table 17).
Table 17: Health and safety statistics over a 7-year period
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Internal reports on
workplace hazards
and incidents
44 16 7 23 12 7 1
Lost time caused by
incidents and injuries
not reported to
Comcare (staff days)
4.5 1.5 58 14.5 2.5 0 0
Lost time caused by
incidents and injuries
reported to Comcare
(staff days)
10 0 0 3 0 0 0
Incidents reported to
Comcare
1 0 0 1 0 0 0
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A comparison of Comcare claims over a 7-year period shows that there have been no new claims for the past
3 years (see Table 18).
Table 18: Comparison of Comcare claims and premiums over a 7-year period
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Number of new claims 1 0 0 1 0 0 0
Total cost of new claims ($) 11,625 0 0 2,552 0 0 0
Average cost of new claims ($) 11,625 0 0 2,552 0 0 0
Comcare premium ($) 1,080,859 1,062,746 1,040,669 1,026,752 357,142 116,181 87,435
Health and Safety Committee
The MDBA’s Health and Safety Committee assists the
MDBA’s Executive to ensure health and safety for
MDBA employees at work. This includes assisting with
developing policies and procedures and coordinating
activities for special events including the annual
health and wellbeing week.
The committee meets 4 times each year.
Membershipcomprises:
⢠Chair - Senior Director, River Operations and
Modernisation
⢠Deputy Chair - Chief Operating Officer
⢠Director, People and Culture
⢠Management representative
⢠Chief Emergency Warden
⢠Health and safety representatives - Canberra
⢠Health and safety representative - regional office.
Employee arrangements
As at 30 June 2021, the MDBA had 300 staff:
266ongoing and 34 non-ongoing (see Table 19 and
Table 20). The MDBA did not have any staff in the
Northern Territory, Tasmania, the external territories
or overseas.
Staff are employed under the Murray-Darling
Authority Enterprise Agreement, which came into
effect on 10 July 2017. The terms of this agreement
will continue to apply until 10 July 2023 or until
replaced by a new enterprise agreement under the
provisions of the Fair Work Act 2009.
In May 2020 MDBA staff agreed to a Determination
under s 24(1) of the Public Service Act to increase
salaries and allowances. The Determination allowed
for 3 pay rises of 2% in July 2020, July 2021 and
July 2022. The first pay rise was on 11 January 2021
following a decision by the Australian Government
to defer public service salary increases for 6 months
due to COVID-19.
Employee Consultative Committee
The Employee Consultative Committee provides
advice to the Chief Executive on matters relating to
the enterprise agreement. It also acts as a forum for
involving staff in the decision-making process for
changes to existing policies, guidelines or procedures,
and the development of new ones.
It is established under clause 11 of the
Murray-Darling Basin Authority Enterprise
Agreement2017-2020.
Membership comprises:
⢠Chief Executive (Chair)
⢠representatives from management
⢠an elected employee from each portfolio
orregional office
⢠an employee representative from the
relevantunions.
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Table 19: Ongoing employees current reporting period (as at 30 June 2021)
Male Female Indeterminate Total
Full
time
Part
time
Total
Male
Full
time
Part
time
Total
Female
Full
time
Part
time
Total
Indeterminate
NSW 6 2 8 9 0 9 0 0 0 17
QLD 3 0 3 5 0 5 0 0 0 8
SA 12 0 12 5 2 7 0 0 0 19
VIC 11 0 11 14 1 15 1 0 1 27
WA 0 0 0 0 1 1 0 0 0 1
ACT 93 3 96 78 20 98 0 0 0 194
Total 125 5 130 111 24 135 1 0 1 266
Table 20: Non-ongoing employees current reporting period (as at 30 June 2021)
Male Female Indeterminate Total
Full
time
Part
time
Total
Male
Full
time
Part
time
Total
Female
Full
time
Part
time
Total
Indeterminate
NSW 1 0 1 2 0 2 0 0 0 3
QLD 1 0 1 1 0 1 0 0 0 2
SA 4 2 6 4 0 4 0 0 0 10
VIC 2 0 2 3 1 4 0 0 0 6
WA 0 0 0 0 0 0 0 0 0 0
ACT 8 1 9 4 0 4 0 0 0 13
Total 16 3 19 14 1 15 0 0 0 34
Tables 21 and 22 show ongoing and non-ongoing employee numbers for the previous reporting period.
Table 21: Ongoing employees previous reporting period (2019-20)
Full-time male
Part-time male Total male Full-time female
Part-time female
Total female
Total
NSW 4 1 5 3 - 3 8
Qld 3 - 3 2 - 2 5
SA 12 - 12 6 - 6 18
Vic 4 - 4 5 1 6 10
WA -- - - - 1 1 1
ACT 94 7 101 94 27 121 222
Total 117 8 125 110 29 139 264
Table 22: Non-ongoing employees previous reporting period (2019-20)
Full-time male
Part-time male Total male Full-time female
Part-time female
Total female
Total
NSW 1 - 1 2 - 2 3
Qld 1 - 1 2 - 2 3
SA 2 1 3 2 - 2 5
Vic 1 - 1 2 - 2 3
ACT 7 1 8 2 1 3 11
Total 12 2 14 10 1 11 25
Note: In 2019-20 the MDBA did not have any employees who identified as indeterminate.
Executive remuneration
The Remuneration Tribunal is the independent
statutory body that determines the remuneration of
Commonwealth Office Holders. The MDBA Authority
members are Commonwealth Office Holders and
are, at 30 June 2021, the Chair, Chief Executive and
3part-time members. The Authority members’ total
remuneration is in accordance with the Remuneration
Tribunal 2021 Full-time and Part-time Office Holder
determinations.
The Chief Executive determines the remuneration for
the MDBA’s Senior Executive Service (SES) officers
under section 24 (1) of the Public Service Act 1999
(Cth), with regard to the Workplace Bargaining Policy
2018, which came into effect on 6 February 2018.
The MDBA’s remuneration policy allows variations
in remuneration between individual jobs, based on
market and work-value considerations. This is vital
to the MDBA’s ability to compete effectively for the
best people in the employment market.
Non-salary benefits provided to SES employees are
part of the SES remuneration package which includes
conditions such as superannuation and payment for
car parking (where applicable).
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Table 23: Remuneration for key management personnel
Short-term benefits Post-
employment benefits
Other long-term benefits
Termination benefits
Total
remuneration
Name Position title
Base salary
1
$
Bonuses $
Other benefits and allowances $
Superannuation contributions $
Long service leave $ $ $
Air Chief
Marshal Sir.
Angus Houston
AK AFC (Ret'd)
Authority Chair 107,476 - - 10,206 - - 117,682
Prof. Stuart
Bunn
Authority Member (Acting
Chair 1/7/2020-6/8/2020)
88,370 - - 8,395 - - 96,765
Joanna Hewitt AO Authority Member 71,556 - - 6,798 - - 78,354
Susan Madden Authority Member 56,477 - - 5,496 - - 61,972
Rene Woods Authority Member 38,382 - - 3,789 - - 42,171
Phillip Glyde Chief Executive 392,833 - 5,049 65,085 -7,215 - 455,752
William Goodes Executive Director 313,740 - - 45,141 65,488 - 424,369
Annette Blyton Executive Director 280,643 - 5,049 49,534 2,646 - 337,871
Andrew Reynolds Executive Director 285,502 - 5,049 42,168 1,204 - 333,923
Vicki Woodburn Executive Director 261,981 5,049 49,533 2,366 - 318,929 1 Base salary includes the current reporting period’s annual leave accrual and excludes the leave paid in the current reporting period.
Table 24: Remuneration for senior executives
Short-term benefits Post-
employment benefits
Other long-term benefits Termination benefits
Total
remuneration
Total remuneration bands Number of senior executive staff
Average base salary
1
$
Average other benefits and allowances $
Average
superannuation contributions $
Average long service leave $
Average termination benefits $
Average total remuneration $
$220,000 or less 2 124,954 2,524 27,439 -3,077 151,840
$220,001-$245,000 1 217,862 - 23,636 2,439 - 243,936
$245,001-$270,000 5 217,895 2,306 30,672 5,092 - 255,964
$270,001-$295,000 1 201,614 - 32,162 48,678 - 282,454
$295,001-$320,000 1 246,494 5,325 40,849 10,829 - 303,497
$320,001-$345,000 1 229,517 - 33,428 75,592 - 338,537
Table 25: Remuneration for other highly paid staff
Short-term benefits Post-
employment benefits
Other long-term benefits Termination benefits
Total
remuneration
Total remuneration bands Number of other highly paid staff
Average base salary
1
$
Average other benefits and allowances $
Average
superannuation contributions $
Average long service leave $
Average termination benefits $
Average total remuneration $
$230,001 - $245,000 2 187,397 7,424 32,993 7,096 - 234,910
1 Base salary includes the current reporting period’s annual leave accrual and excludes the leave paid in the current reporting period.
People and culture | MDBA ANNUAL REPORT 2020-21 | 105
04
Part 4
CFO report and financial statements
Chief Finance Officer’s report 108
Financial st atements 113
108 | MDBA ANNUAL REPORT 2020-21 | Chief Finance Officer’s report
Chief Finance Officer’s report
Financial performance
For 2020-21 the MDBA reported a total
comprehensive income attributable to the Australian
Government of $9.2 million (2019-20: $10.3 million).
This was a result of:
⢠Revenue received during the year for new
projects, where the funds were not spent in
2020-21. These projects included Hydrometric
network and remote sensing (HN&RS); Water
and Environmental Research Program (WERP);
and Cameras to monitor Barwon-Darling flows
received and recognised funding of $57.2 million
and spent and recognised expenses of
$19.2 million.
⢠Lower spending than anticipated on the
Murray-Darling Basin Agreement functions.
Asignificant portion of this will be carried over
into the 2021-22 financial year to complete the
projects in progress.
⢠Expenditure for Murray-Darling Basin Agreement
functions were lower than budgeted due to an
underspend by the State Construction Authorities
(SCA) against budget. Underspends by SCAs are
mostly delays in the completion of construction
and maintenance projects and will require a
carryover of the unspent budget. In addition
to this, a number of underspends in the joint
programs were due to the COVID-19 related
restrictions in place, which again prevented
timely procurement of resources or conducting
workshops across jurisdictions. This included
delays in the receipt of vehicles, plant and
equipment from overseas and the flow-on impacts
on the activities dependent upon these items.
Revenue
During 2020-21, the MDBA revenue comprised:
⢠Revenue from the Australian Government
totalling $62.0 million (2019-20: $75.2 million).
This was lower in 2020-21 primarily due
to the reduction in funding received for the
SouthAustralian Riverland Floodplains Integrated
Infrastructure Program to $11.2 million
(2019-20: $25.0 million).
⢠Contributions from jurisdictions of $83.2 million
(2019-20: $86.4 million). This was lower in
2020-21 due to some jurisdictions exercising
the offset option available against prior year
contribution unspent.
⢠Other revenue (excluding interest received)
of $34.4 million (2019-20: $29.5) primarily
comprised of funding for a range of new projects
commissioned by the Australian Government and
royalty from hydropower generation. Revenue
for new projects from the Australian Government
relate to Memorandums of Understanding (MOUs)
signed with the Department of Agriculture, Water
and the Environment (DAWE). This year’s other
revenue increase is due to receiving the proceeds
from the disposal of River Murray Operations
(RMO) surplus assets of $5.2 million.
Chief Finance Officer’s report | MDBA ANNUAL REPORT 2020-21 | 109
10
20
30
40
60
90
80
70
50
100
$ million
â Contributions from jurisdictions â Revenue from the Australian Government â Funding for SA Riverland Floodplains Integrated Infrastructure Program
â Other own-source revenue - Hydropower generation, land and cottage rents, salinity program â Memorandums of Understanding with the Australian Government
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Figure 24: MDBA revenue trends (2014-15 to 2020-21)
110 | MDBA ANNUAL REPORT 2020-21 | Chief Finance Officer’s report
Expenditure
The MDBA total expenditure for 2020-21 was
$171.1 million (2019-20: $182.3 million). The
decrease from the prior year is primarily due
to adecrease in expenditure on the South
AustralianRiverland Floodplains Integrated
Infrastructure Program.
Figure 25 shows revenue received, expenditure
incurred and the available funds. On transition
from the Murray-Darling Basin Commission to
the MDBA during 2008, the available funds were
$441.5million. A significant component of these
funds have been applied for RMO key construction
projects, including the Environmental Works and
Measures Program; and the MDBA share in the
acquisition of water entitlements for The Living
Murray program, which resulted in declining cash
reserves. These reserves have now started to
increase again due to the recent surpluses in the
joint program activities from lower than anticipated
expenditure on capital infrastructure projects. The
balance held in the special account primarily relates
to accumulated underspends of the joint program
and payments received from the Department of
Agriculture, Water and the Environment (DAWE) for
the HN&RS; WERP; and Cameras to monitor
Barwon-Darling flows projects (MOUs) with the
Australian Government.
The MDBA operating bank account is a special
account under section 209 of the Water Act 2007
(the Water Act). The account is not a Special
Account for the purposes of the Public Governance,
Performance and Accountability Act 2013 (the
PGPA Act). The Water Act specifies that all amounts
received by the MDBA in connection with the
performance of its functions under the Water Act
must be credited to this special account. The bank
account opening balance at 1 July 2020 was
$147.0 million. This increased to $154.1 million at
the end of the year after receipts of $190.8 million
and payments of $183.7 million.
50
100
150
200
250
$ million
â Revenue â Expenditure Available funds
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Figure 25: MDBA revenue, expenditure and special account (2014-15 to 2020-21)
Managing our assets
Assets and asset management
The MDBA financial statements include total assets at
the end of 2020-21 of $182.4 million (2019-2020:
$176.3 million). When the Murray-Darling Basin
Commission transitioned to the Murray-Darling Basin
Authority in December 2008, a significant amount
of the assets were transferred to the River Murray
Operations (RMO) and Living Murray Initiative (LMI)
joint ventures.
Managed assets: Joint ventures
The two joint ventures were established through
separate agreements: Asset Agreement for River
Murray Operations Assets (RMO Assets); and Further
Agreement on Addressing Water Overallocation and
Achieving Environmental Objectives in the Murray-
Darling Basin-Control and Management of Living
Murray Assets (LMI Assets).
Under the agreements the MDBA has responsibility
for managing the following classes of assets:
⢠infrastructure, plant, land, and easements, which
are recorded in the RMO joint venture; and
⢠water entitlements, which are recorded in the
LMIjoint venture.
At 30 June 2021, the RMO joint venture held net
assets of $2.7 billion, including the Hume Dam, the
Dartmouth Dam and the locks and weirs on the
River Murray. The RMO infrastructure asset base
remained relatively constant during 2020-21. As a
result of annual movements such as asset additions,
depreciation, disposals and revaluations, the total
value of assets recorded in the RMO joint venture
increased by $10.6 million in 2020-21.
Assets acquired under the asset agreement comprise:
⢠plant and equipment purchases of $1.6 million
⢠assets constructed and held in work in progress
of $3.8 million.
In 2020-21 MDBA undertook an internal asset
valuations process of the RMO assets as independent
valuations were unable to occur due to COVID-19
restrictions. Independent valuation advice was
sought for the appropriateness of the internal
valuation methodology adopted.
The LMI joint venture held net assets of
$667.6million, comprising gross investment in
water recovery measures of $695.9 million and
accumulated impairment losses of $28.3 million.
Thechange in the LMI asset values during
2020-21was the impairment on water
entitlementsof $5.3million.
Consistent with the prior year, a whole-of-government approach was adopted when
undertaking the active market assessment and
valuation of water entitlements. This ensured that
the valuation methodology and processes were
consistent for the entitlements held within the LMI
portfolio and the Department of Agriculture, Water
and the Environment.
Financial management
Special purpose reporting
One of the key functions of the MDBA is to act
as an asset manager (on behalf of the assets
controlling governments) for key infrastructure
assets throughout the Basin. Infrastructure assets
primarily comprise RMO assets, such as the Hume
Dam, Dartmouth Dam and the locks and weirs on
the River Murray, and water entitlements as part
of the LMI joint venture. These water entitlement
assets were either purchased from willing sellers or
acquired as a result of infrastructure improvement-based savings projects to achieve the objectives of
The Living Murray Initiatives. RMO and LMI assets
do not form part of the MDBA general purpose
financial statements. They are reported separately in
the RMO joint venture and LMI joint venture special
purpose financial statements. These special purpose
financial statements do not form part of this annual
report but are independently audited on an annual
basis. As part of the preparation of RMO financial
statements, the infrastructure assets are revalued
byan independent external valuer on a 3-year cycle.
An independent external valuation was undertaken
on 30 June 2018. In the intervening financial
years, including 2020-21, the MDBA conducts an
internal revaluation by adjusting the value of its
infrastructure assets using the Building Price Index
and using a calibration factor of 74% to reflect the
appropriate valuation for the unique nature of the
RMO asset base.
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112 | MDBA ANNUAL REPORT 2020-21 | Chief Finance Officer’s report
As part of the preparation of the LMI financial
statements, an impairment assessment is undertaken
based on an independent valuation report. Water
entitlements trading prices are recorded in the
state registers. The state registries’ water trading
data is refined to reliably undertake an impairment
assessment that is recorded in the LMI joint venture
special purpose financial statements in accordance
with Australian Accounting Standards.
Both the RMO and LMI special purpose financial
statements are subject to an independent audit each
year. The audit for the 2020-21 financial year was
completed and the financial statements distributed to
all stakeholders in accordance with the requirements
of the relevant asset agreements. The audits resulted
in unmodified audit reports.
Internal controls
The MDBA has appropriate financial controls in
place and these operated effectively and reliably
during the year. Similarly, no major issues have
been identified by the MDBA internal audit process.
There is a sound internal control framework in place,
including effective identification and management of
business risks, and a reliable financial management
reporting system. As part of the MDBA’scorporate
accountability and compliance, MDBA APS staff
members are required to complete a financial
management compliance survey which assists in
identifying if any staff have reported
non-compliance with the finance law .
GPO Box 707, Canberra ACT 2601 38 Sydney Avenue, Forrest ACT 2603 Phone (02) 6203 7300
INDEPENDENT AUDITOR’S REPORT
To the Minister for Resources and Water
Opinion
In my opinion, the financial statements of the Murray-Darling Basin Authority (the Entity) for the year ended 30 June 2021:
(a) comply with Australian Accounting Standards - Reduced Disclosure Requirements and the Public Governance, Performance and Accountability (Financial Reporting) Rule 2015; and
(b) present fairly the financial position of the Entity as at 30 June 2021 and its financial performance and cash flows for the year then ended.
The financial statements of the Entity, which I have audited, comprise the following as at 30 June 2021 and for the year then ended:
⢠Statement by the Accountable Authority and Chief Finance Officer; ⢠Statement of Comprehensive Income; ⢠Statement of Financial Position; ⢠Statement of Changes in Equity; ⢠Cash Flow Statement; and ⢠Notes to the financial statements, comprising a summary of significant accounting policies and other
explanatory information.
Basis for opinion
I conducted my audit in accordance with the Australian National Audit Office Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of my report. I am independent of the Entity in accordance with the relevant ethical requirements for financial statement audits conducted by the Auditor-General and his delegates. These include the relevant independence requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-General Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
Accountable Authority’s responsibility for the financial statements
As the Accountable Authority of the Entity, the Chief Executive is responsible under the Public Governance, Performance and Accountability Act 2013 (the Act) for the preparation and fair presentation of annual financial statements that comply with Australian Accounting Standards - Reduced Disclosure Requirements and the rules made under the Act. The Chief Executive is also responsible for such internal control as the Chief Executive determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the Chief Executive is responsible for assessing the ability of the Entity to continue as a going concern, taking into account whether the Entity’s operations will cease as a result of an administrative restructure or for any other reason. The Chief Executive is also responsible for disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the assessment indicates that it is not appropriate.
Independent auditor’s report | MDBA ANNUAL REPORT 2020-21 | 113
Auditor’s responsibilities for the audit of the financial statements
My objective is to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian National Audit Office Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.
As part of an audit in accordance with the Australian National Audit Office Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:
⢠identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control; ⢠obtain an understanding of internal control relevant to the audit in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity’s internal control; ⢠evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Accountable Authority; ⢠conclude on the appropriateness of the Accountable Authority’s use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the Entity to cease to continue as a going concern; and ⢠evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
I communicate with the Accountable Authority regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
Australian National Audit Office
Bola Oyetunji
Group Executive Director
Delegate of the Auditor-General
Canberra
24 September 2021
114 | MDBA ANNUAL REPORT 2020-21 | Independent auditor’s report
Murray-Darling Basin Authority Statement by the Accountable Authority and Chief Finance Officer
Statement by the accountable authority and Chief Finance Officer | MDBA ANNUAL REPORT 2020-21 | 115
116 | MDBA ANNUAL REPORT 2020-21 | Financial statements
Statement of Comprehensive Income for the year ended 30 June 2021
Original
2021 2020 Budget
Notes $'000 $'000 $'000
NET COST OF SERVICES Expenses Employee benefits 1.1A 38,895 38,420 40,533
Suppliers 1.1B 101,778 102,902 130,823
Grants 1.1C 25,184 36,536 16,578
Depreciation and amortisation 2.2 4,765 4,117 4,353
Write-down and impairment of assets 1.1D 167 - -
Finance costs 1.1E 300 344 316
Total expenses 171,089 182,319 192,603
Own-source revenue Contributions from jurisdictions 1.2A 83,152 86,380 92,001
Interest 162 1,502 1,502
Other revenue 1.2B 34,435 29,466 29,015
Total own-source revenue 117,749 117,348 122,518
Gains/(Losses) Other (Losses)/Gains 1.2C (14) 61 78
Reversal of write-downs and impairment 1.2D 185 - -
Total Gains 171 61 78
Total own-source income 117,920 117,409 122,596
Net cost of services (53,169) (64,910) (70,007)
Revenue from Government 1.2E 62,007 75,244 62,007
Surplus/(Deficit) attributable to the Australian Government 8,838 10,334 (8,000)
OTHER COMPREHENSIVE INCOME Changes in asset revaluation reserve 409 - -
Total comprehensive income 9,247 10,334 (8,000)
Total comprehensive income attributable to the Australian Government 9,247 10,334 (8,000)
The original budget comprises the Departmental budget as disclosed in the Portfolio Budget Statements (PBS) 2020-21.
The above statement should be read in conjunction with the accompanying notes.
Budget Variances Commentary
Budget variance explanations are outlined in Note 5. The Original Budget amounts have been adjusted so as to be consistent with the financial statements classification.
Statement of Financial Position as at 30 June 2021
Original
2021 2020 Budget
Notes $’000 $’000 $'000
ASSETS Financial assets Cash and cash equivalents 2.1A 154,063 147,005 136,651
Trade and other receivables 2.1B 4,833 3,637 3,652
Total financial assets 158,896 150,642 140,303
Non-financial assets 1
Buildings 2.2 18,214 21,745 19,116
Property, plant and equipment 2.2 2,477 1,727 1,671
Intangibles 2.2 2,308 1,380 5,852
Prepayments 468 842 842
Total non-financial assets 23,467 25,694 27,481
Total assets 182,363 176,336 167,784
LIABILITIES Payables Suppliers 2.3A 17,844 21,176 21,557
Other payables 2.3B 1,507 1,909 1,513
Total payables 19,351 23,085 23,070
Interest bearing liabilities Lease liabilities 2.4 14,228 16,693 13,786
Total interest bearing liabilities 14,228 16,693 13,786
Provisions Employee provisions 3.1 12,120 10,921 11,332
Other provisions 2.5 1,063 1,205 1,237
Total provisions 13,183 12,126 12,569
Total liabilities 46,762 51,904 49,425
Net assets 135,601 124,432 118,359
EQUITY Contributed equity (1,852) (3,774) (1,852)
Reserves 411 2 2
Retained surplus 137,042 128,204 120,209
Total equity 135,601 124,432 118,359
The above statement should be read in conjunction with the accompanying notes.
Budget Variances Commentary
Budget variance explanations are outlined in Note 5. The Original Budget amounts have been adjusted so as to be consistent with the financial statements classification.
1 Right-of-use assets are included in the line items: Buildings and Property, plant and equipment.
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118 | MDBA ANNUAL REPORT 2020-21 | Financial statements
Statement of Changes in Equity
Original
2021 2020 Budget
$’000 $'000 $'000
Opening balance Balance carried forward from previous year1 (3,774) (11,199) (3,774)
Equity injection2 1,922 7,425 1,922
Closing balance (1,852) (3,774) (1,852)
Opening balance Balance carried forward from previous year 128,204 113,934 128,209
Adjustment for changes in accounting policies - 3,936 -
Adjusted opening balance 128,204 117,870 128,209
Comprehensive income Surplus/(Deficit) for the year 8,838 10,334 (8,000)
Other comprehensive income - - -
Total comprehensive income 8,838 10,334 (8,000)
Closing balance 137,042 128,204 120,209
Balance carried forward from previous year 2 2 2
Comprehensive income Other comprehensive income 409 - -
Total comprehensive income 409 - -
Closing balance 411 2 2
TOTAL EQUITY
Opening balance Balance carried forward from previous year 124,432 102,737 124,437
Adjustment for changes in accounting policies - 3,936 -
Adjusted opening balance 124,432 106,673 124,437
Comprehensive income Surplus/(Deficit) for the year 8,838 10,334 (8,000)
Other comprehensive income 409 - -
Total comprehensive income 9,247 10,334 (8,000)
Contributions by owners Equity injection 1,922 7,425 1,922
Total transactions with owners 1,922 7,425 1,922
Closing balance 135,601 124,432 118,359
Liabilities of $19.180 million and assets of $7.981 million were transferred to the Authority during the 2008-09 financial year. The excess of liabilities over assets of $11.199 million has subsequently been reduced by equity injections in 2019-20 and 2020-21 and the remaining amount of $1.852 million continues to be reported in the Financial Statements of the Authority as negative contributed equity.
for the year ended 30 June 2021
CONTRIBUTED EQUITY/CAPITAL
RETAINED EARNINGS 3
ASSET REVALUATION RESERVE
The above statement should be read in conjunction with the accompanying notes.
1
The negative contributed equity is a historical legacy relating to the transition of the Murray-Darling Basin Commission (MDBC) to the Murray-Darling Basin Authority (Authority) on 15 December 2008. As part of the transition arrangement, all cash held by the MDBC totalling $441.488 million was paid to the Official Public Account (OPA) before being appropriated to the Authority. Once appropriated to the Authority these funds were recorded as revenue in the financial statements of the Authority.
2 Equity injection received to fund capital purchases required to support the relocation of resources to regional areas as part of the regionalisation initiative. 3
The retained earnings is inclusive of unspent funds the Authority has received in relation to the joint program. The Ministerial Council approves the use of these funds as part of the joint program work plan approval process.
Statement of Changes in Equity (continued)
Equity Injections Amounts appropriated which are designated as ‘equity injections’ for a year (less any formal reductions) and Departmental Capital Budgets (DCBs) are recognised directly in contributed equity in that year.
Accounting Policy
Budget Variances Commentary
Budget variance explanations are outlined in Note 5. The Original Budget amounts have been adjusted so as to be consistent with the financial statements classification.
for the year ended 30 June 2021
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120 | MDBA ANNUAL REPORT 2020-21 | Financial statements
for the year ended 30 June 2021
Original
2021 2020 Budget
Notes $’000 $’000 $'000
OPERATING ACTIVITIES Cash received Receipts from Government 62,007 75,244 62,007
Contributions from jurisdictions 83,095 86,412 92,001
Interest 380 1,953 1,502
Net GST received 9,959 11,415 14,734
Other 33,403 30,235 29,015
Total cash received 188,844 205,259 199,259
Cash used Employees 38,007 37,762 40,533
Suppliers 113,939 110,425 143,858
Grants 26,356 37,596 18,235
Interest payments on lease liabilities 289 332 284
Other - 150 -
Total cash used 178,591 186,265 202,910
Net cash from/(used by) operating activities 10,253 18,994 (3,651)
INVESTING ACTIVITIES Cash received Proceeds from sales - - -
Total cash received - - -
Cash used Purchase of property, plant and equipment 1,314 2,519 1,656
Purchase of intangible assets 1,307 1,060 4,482
Total cash used 2,621 3,579 6,138
Net cash (used by) investing activities (2,621) (3,579) (6,138)
FINANCING ACTIVITIES Cash received Contributed equity 1,922 7,425 1,922
Total cash received 1,922 7,425 1,922
Cash used Principal payments of lease liabilities 2,496 2,076 2,487
Total cash used 2,496 2,076 2,487
Net cash (used by)/from financing activities (574) 5,349 (565)
Net Increase/(decrease) in cash held 7,058 20,764 (10,354)
Cash and cash equivalents at the beginning of the reporting period 147,005 126,241 147,005
Cash and cash equivalents at the end of the reporting period 2.1A 154,063 147,005 136,651
The above statement should be read in conjunction with the accompanying notes.
Cash Flow Statement
Budget Variances Commentary
Budget variance explanations are outlined in Note 5. The Original Budget amounts have been adjusted so as to be consistent with the financial statements classification.
Overview
Objectives of the Murray-Darling Basin Authority
The Murray-Darling Basin Authority (the Authority) is an Australian Government controlled corporate Commonwealth entity established by the Water Act 2007 . It is a not-for-profit entity. The principal objective of the Authority is to manage the Murray-Darling Basin’s water resources in the national interest so that there may be an equitable and sustainable use of the Basin’s resources.
The continued existence of the Authority in its present form and with its present programs is dependent on: ⢠Funding from Basin jurisdictions towards meeting the cost of Murray-Darling Basin Agreement functions; and ⢠Government policy and on continuing funding by Commonwealth Government for the Authority’s administration and programs relating to the Basin Plan and Murray-Darling Basin Agreement functions.
The Authority’s activities are classified as departmental. Departmental activities involve the use of assets, liabilities, income and expenses controlled or incurred by the Authority in its own right.
From 1 July 2013, the Authority became responsible for the South Australian Riverland Floodplains Integrated Infrastructure Program (SARFIIP). SARFIIP aims to enhance the effectiveness of improved environmental flows to South Australia, in particular at the Pike and Katarapko - Eckert’s Creek (Katfish Reach) Floodplains and was initially expected to extend over 7 years, with an estimated cost of $155 million. While these activities are not controlled by the Authority it exercises effective project oversight and funding on behalf of the Commonwealth. SARFIIP funding is recorded as revenue from government and expenses are recorded as a grant expense in the Authority’s Statement of Comprehensive Income. Prior to 2014-15, the project was reported as an Administered item.
In the 2020-21 Budget, additional funding of $37.6 million over 2 years was approved, bringing the Government's total funding in the program to $192.6 million. New projects have been included in the existing SARFIIP program as a result of the additional funding.
Basis of Preparation of the Financial Statements
The financial statements are general-purpose financial statements and are required by section 42 of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
The financial statements have been prepared in accordance with:
a) Public Governance, Performance and Accountability (Financial Reporting) Rule 2015 (FRR); and b) Australian Accounting Standards and Interpretations - Reduced Disclosure Requirements issued by the Australian Accounting Standards Board (AASB) that apply for the reporting period.
The financial statements have been prepared on an accrual basis and in accordance with the historical cost convention except for certain assets and liabilities reported at fair value. Except where stated, no allowance is made for the effect of changing prices on the results or the financial position.
The financial statements are presented in Australian dollars and values are rounded to the nearest thousand dollars unless otherwise specified.
Unless alternative treatment is specifically required by an accounting standard, income and expenses are recognised in the Statement of Comprehensive Income, when and only when the flow, consumption or loss of economic benefits has occurred and can be reliably measured.
New Accounting Standards All new, revised or amended standards and interpretations that were issued prior to the sign-off date and are applicable to the current reporting date did not have a material effect on the Authority's financial statements.
Taxation The Authority is exempt from all forms of taxation except for Fringe Benefits Tax (FBT) and the Goods and Services Tax (GST).
Revenues, expenses and assets are recognised net of GST except: ⢠where the amount of GST incurred is not recoverable from the Australian Taxation Office; and ⢠for receivables and payables which are recognised inclusive of GST.
Comparative Figures Comparative figures are adjusted so that those amounts conform with changes in the presentation of the financial statements where required.
Events After the Reporting Period On 24 June 2021, the Water Legislation Amendment (Inspector-General of Water Compliance and Other Measures) Bill 2021 was passed by the Commonwealth Parliament. This Bill amends the Water Act 2007 to establish the role of an independent Inspector-General of Water Compliance to monitor, and provide independent oversight of, water compliance. The Office of the Inspector-General of Water compliance assumes the water compliance function from the Murray-Darling Basin Authority effective 5 August 2021. This requires a transfer of the water compliance function from the Authority to the Office of the Inspector-General of Water compliance, which includes budgeted appropriations and full-time equivalent staff. We estimate the impact of this transfer to be $5.5 million of budgeted appropriation and 18 full-time equivalent staff.
No other matters or circumstances have arisen since the end of the financial year which significantly affected or may affect the operations of the Authority, the results of these operations or state of affairs of the Authority in subsequent years.
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122 | MDBA ANNUAL REPORT 2020-21 | Financial statements
Financial Performance
Note 1.1: Expenses
2021 2020
$’000 $’000
Note 1.1A: Employee Benefits Wages and salaries 28,512 27,459
Superannuation:
Defined contribution plans 3,627 3,300
Defined benefit plans 1,680 1,873
Leave and other entitlements 4,773 5,232
Separation and redundancies 303 556
Total employee benefits 38,895 38,420
Accounting policy
Note 1.1B: Suppliers Goods and services supplied or rendered Expenditure by State Constructing Authorities 57,906 67,754
Water licence fee 4,260 3,562
Consultants and contractors 32,852 23,477
Communication & IT services 3,218 2,703
Other employment related expenses 1,206 1,076
Committee expenses 293 536
Travel 603 1,312
Other 1,216 1,698
Goods and services supplied or rendered 101,554 102,118
Goods and services are made up of:
Provision of goods 434 483
Rendering of services 101,120 101,635
Total goods and services supplied or rendered 101,554 102,118
Other suppliers Short-term leases 116 644
Workers compensation expenses - Commonwealth government entity 108 140
Total other suppliers 224 784
Total suppliers 101,778 102,902
This section analyses the financial performance of the Authority for the year ended 30 June 2021.
Accounting policies for employee related expenses are outlined in Note 3.1.
The Authority has no short-term lease commitments as at 30 June 2021.
The above lease disclosures should be read in conjunction with the accompanying notes 1.1E, 2.2 and 2.4.
Note 1.1: Expenses - continued
Accounting policy
2021 2020
$’000 $’000
Note 1.1C: Grants State and Territory Governments 11,576 9,890
South Australian Riverland Floodplains Integrated Infrastructure Program 11,223 24,500
Private sector: Commercial entities 100 20
Non-profit institutions 1,853 1,679
Other 432 447
Total grants 25,184 36,536
Note 1.1D: Write-Down and Impairment of Assets Impairment on intangible assets 167 -
Total write-down and impairment of assets 167 -
Note 1.1E: Finance Costs Unwinding of discount on make good provision 20 12
Interest on lease liabilities 280 332
Total finance costs 300 344
Short-term leases and leases of low-value assets The Authority has elected not to recognise right-of-use assets and lease liabilities for short-term leases of assets that have a lease term of 12 months or less and leases of low-value assets (less than $10,000). The entity recognises the lease payments associated with these leases as an expense on a straight-line basis over the lease term.
The above lease disclosures should be read in conjunction with the accompanying notes 1.1B, 2.2 and 2.4.
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Note 1.2: Own-Source Income
2021 2020
Own-Source Revenue $’000 $’000
Note 1.2A: Contributions from Jurisdictions Australian Government 12,560 12,165
New South Wales 28,639 29,660
Victoria 21,800 21,800
South Australia 19,715 22,325
Queensland 110 108
Australian Capital Territory 328 322
Total contributions from jurisdictions 83,152 86,380
Accounting policy
Note 1.2B: Other Revenue Hydropower generation 722 3,517
Funding from other MOUs1 25,298 23,425
Contributions by States - Salinity program 1,198 1,055
Revenue from use of Land and Cottage 331 325
Proceeds from disposal of RMO assets 2 5,172 -
Other 3 1,714 1,144
Total other revenue 34,435 29,466
Accounting policy
The Authority receives contributions from jurisdictions based on an agreed contributions model (the model). The model is based on a number of different requirements including specific provisions under the Murray-Darling Basin Agreement. These contributions are recognised as revenue when received or when the Authority has control over the underlying assets.
Hydropower generation Hydroelectricity revenue is generated when the release of water from Hume and Dartmouth Dams is routed through electricity generating plants. Revenue is recognised over time based on recovery of a set percentage of the hydroelectricity revenue earned during the period.
Funding from other MOUs Revenue is recognised over time based on milestones achieved.
Contributions by States - Salinity program Revenue is recognised over time on a cost recovery basis.
1 Amounts relate to revenue received in relation to Memorandums of Understanding (MOUs) signed with the Department of Agriculture, Water and the Environment (DAWE) for the Murray-Darling Basin Water and Environment Research Program, Independent Assessment of Social and Economic Conditions, Ecosystem Functions Research Program, Hydrometric Network and Remote Sensing Funding Program, Northern Basin Cameras Project, Office of Compliance Machinery of Government Transfer, and Enhanced Environmental Water Delivery project.
Revenue from use of Land and cottage Revenue is recognised at a point in time as it is earned.
Other revenue Other revenue comprises of miscellaneous revenue that is recognised both at a point in time and over time depending on the nature of the transaction.
3 Other revenue includes an amount of $85,000 (2020: $78,000) for audit services provided free of charge by the Australian National Audit Office.
2 Proceeds received from disposal of River Murray Operations (RMO) surplus assets. The Authority is responsible for managing the RMO assets on behalf of the asset controlling governments. The proceeds were paid to the Authority to offset future contributions from jurisdictions under section 82 (2) of the Water Act 2007 (Cth).
Note 1.2: Own-Source Income - continued
2021 2020
$’000 $’000
Gains/(Losses)
Note 1.2C: Other (Losses)/Gains Gain/(loss) on movement in provisions - 61
(Loss) on disposal/write-off of assets (14) -
Total other (losses)/gains (14) 61
Note 1.2D: Reversal of write-downs and impairment Reversal of impairment losses 185 -
Total reversals of previous asset write-downs and impairments 185 -
Revenue from Government
Note 1.2E: Revenue from Government Corporate Commonwealth entity payment item:
Department of Agriculture - 44,615
Department of Agriculture, Water and the Environment 62,007 30,629
Total revenue from Government 62,007 75,244
Accounting Policy Funding received or receivable from non-corporate Commonwealth entities (appropriated to the Department of Agriculture, Water and the Environment as a corporate Commonwealth entity payment item for payment to the Authority) is recognised as Revenue from Government by the Authority unless the funding is in the nature of an equity injection or a loan.
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Financial Position
Note 2.1: Financial Assets
2021 2020
$’000 $’000
Note 2.1A: Cash and Cash Equivalents Cash on hand 154,063 147,005
Total cash and cash equivalents 154,063 147,005
Accounting policy
Note 2.1B: Trade and Other Receivables Goods and services receivables Trade Receivables 1,292 57
Net GST receivable from the Australian Taxation Office 2,915 2,768
Other Receivables 626 812
Total goods and services receivable (gross) 4,833 3,637
Total trade and other receivables (net) 4,833 3,637
Accounting policy
Cash is recognised at its nominal amount. Cash and cash equivalents include cash on hand and any deposits in bank accounts with an original maturity of 3 months or less that are readily convertible to known amounts of cash and subject to insignificant risk of changes in value.
This section analyses the Authority's assets used to conduct its operations and the operating liabilities incurred as a result. Employee related information is disclosed in the People and Relationships section.
Credit terms for goods and services were within 30 days (2020: 30 days).
Trade receivables and other receivables that are held for the purpose of collecting the contractual cash flows where the cash flows are solely payments of principal and interest, that are not provided at below-market interest rates, are subsequently measured at amortised cost using the effective interest method adjusted for any loss allowance.
Note 2.2: Non-Financial Assets
Note 2.2: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment and Intangibles
Reconciliation of the opening and closing balances for 2021
Buildings Property, plant & equipment Computer
software1 Data sets Total
$’000 $’000 $’000 $’000 $’000
As at 1 July 2020 Gross book value 25,601 3,115 6,982 1,908 37,606
Accumulated depreciation, amortisation and impairment (3,856) (1,388) (6,601) (909) (12,754)
Total as at 1 July 2020 21,745 1,727 381 999 24,852
Additions Purchased - 1,314 587 720 2,621
Revaluation increment recognised in other comprehensive income 202 54 - - 256
Impairment recognised in net cost of services - - - (167) (167)
Reversal of impairments recognised in net cost of services - 185 - - 185
Depreciation and amortisation (993) (648) (144) (68) (1,853)
Depreciation on right-of-use assets (2,769) (143) - - (2,912)
Other movements Intangible assets - - 250 (250) -
Other movements of right-of-use assets 29 2 - - 31
Disposals (Net Book Value) - (14) - - (14)
Total as at 30 June 2021 18,214 2,477 1,074 1,234 22,999
Total as at 30 June 2021 represented by Gross book value 23,692 2,900 7,819 1,847 36,258
Accumulated depreciation, amortisation and impairment (5,478) (423) (6,745) (613) (13,259)
Total as at 30 June 2021 18,214 2,477 1,074 1,234 22,999
Total intangible assets
Carrying amount of right-of-use assets included in the above total 13,344 106 - - 13,450
Accounting policy Acquisition of Assets
Asset Recognition Threshold
Lease Right-of-use (ROU) Assets
Assets are recorded at cost on acquisition except as stated below. The cost of acquisition includes the fair value of assets transferred in exchange and liabilities undertaken. Financial assets are initially measured at their fair value plus transaction costs where appropriate.
Leased ROU assets are capitalised at the commencement date of the lease and comprise of the initial lease liability amount, initial direct costs incurred when entering into the lease less any lease incentives received. These assets are accounted for as separate asset classes to corresponding assets owned outright, but included in the same column as where the corresponding underlying assets would be presented if they were owned.
The initial cost of an ROU asset also includes an estimate of the cost of dismantling and removing the item and restoring the site on which it is located. This is particularly relevant to ‘make good’ provisions in property leases taken up by the Authority where there exists an obligation to restore the property to its original condition. These costs are included in the value of the Authority's ROU assets and leasehold improvements (recognised prior to the adoption of AASB 16) with a corresponding provision for the ‘make good’ recognised.
Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and income at their fair value at the date of acquisition, unless acquired as a consequence of restructuring of administrative arrangements. In the latter case, assets are initially recognised as contributions by owners at the amounts at which they were recognised in the transferor’s accounts immediately prior to the restructuring.
Purchases of property, plant and equipment are recognised initially at cost in the statement of financial position, except for purchases costing less than $2,000, which are expensed in the year of acquisition (other than where these items form part of a group of similar items which are significant in total).
There is no commitment or expectation to dispose or sell any leasehold improvement, property, plant and equipment or intangible assets within the next 12 months.
There is a capital commitment value of $35,000 expected within the next 12 months (2020: $226,000).
1 The carrying amount of computer software in-use includes purchased and internally developed software.
2,308
Intangible assets
Revaluation of non-financial assets All revaluations were conducted in accordance with the revaluation policy stated at Note 2.2. On 31 March 2021, an independent valuer, Deloitte Touche and Tohmatsu, conducted the fair value assessment of the carrying values of all leasehold improvements and property, plant and equipment assets, excluding right of use assets.
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Accounting policy (continued) Revaluation
Depreciation
Asset Class 2021 2020
Computers and IT equipment 3-7 years 3-7 years
Office equipment 6-9 years 6-9 years
Leasehold improvements Lease term Lease term
Data sets 3-20 years 3-20 years
Software applications 2-4 years 2-4 years
Software licences Length of licence Length of licence
Impairment
Derecognition
Intangibles
All assets were assessed for indications of impairment at 30 June 2021. Where indications of impairment exist, each asset’s recoverable amount is estimated and an impairment adjustment made if the asset’s recoverable amount is less than its carrying amount. The recoverable amount of an asset is the higher of its fair value less costs of disposal and its value in use. Value in use is the present value of the future cash flows expected to be derived from the asset. Where the future economic benefit of an asset is not primarily dependent on the asset’s ability to generate future cash flows, and the asset would be replaced if the Authority were deprived of the asset, its value in use is taken to be its depreciated replacement cost.
An item of property, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from its use or disposal.
All leasehold improvements and property, plant and equipment assets were reviewed and assessed for fair value in March 2021 by an independent valuer, Deloitte Touche and Tohmatsu.
The Authority’s intangibles comprise internally developed software, acquired data-sets for internal use and software licences. These assets are carried at cost less accumulated amortisation and accumulated impairment losses.
The depreciation rates for ROU assets are based on the commencement date to the earlier of the end of the useful life of the ROU asset or the end of the lease term.
Depreciation rates (useful lives), residual values and methods are reviewed at each reporting date and necessary adjustments are recognised in the current, or current and future reporting periods, as appropriate.
Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amount of the asset and the asset restated to the revalued amount.
All intangible assets in use are amortised on a straight-line basis over its anticipated useful life. All intangible assets were assessed by the Authority for indications of impairment as at 30 June 2021.
Depreciation and/or amortisation rates applying to each class of asset are based on the following useful lives:
Following initial recognition at cost, property, plant and equipment (excluding ROU assets) is carried at fair value less subsequent accumulated depreciation and accumulated impairment losses. Valuations are conducted with sufficient frequency to ensure the carrying amounts of assets do not differ materially from the assets’ fair values as at the reporting date. The regularity of independent valuations depends upon the volatility of movements in market values for the relevant assets.
Depreciable property, plant and equipment assets are written-off to their estimated residual values over their estimated useful lives using the straight-line method of depreciation.
Revaluation adjustments are made on a class basis. Any revaluation increment is credited to equity under the heading of asset revaluation reserve except to the extent that it reverses a previous revaluation decrement of the same asset class that was previously recognised in the surplus/deficit. Revaluation decrements for a class of assets are recognised directly in the surplus/deficit except to the extent that these amounts reverse a previous revaluation increment for that class.
Note 2.3: Payables
2021 2020
$’000 $’000
Note 2.3A: Suppliers Trade creditors and accruals 17,844 21,176
Total suppliers 17,844 21,176
Note 2.3B: Other Payables Wages and salaries 856 1,193
Superannuation 103 77
Prepayments received/unearned income 548 639
Total other payables 1,507 1,909
Accounting policy
The Authority's financial liabilities consist of trade creditors and expense accruals. These liabilities are recognised at their nominal amounts, being the amounts at which the Authority expects the liabilities will be settled. Liabilities are recognised to the extent the goods or services have been received (and irrespective of having been invoiced).
Unearned income represents assets received from another party in advance of the Authority fulfilling its contracted obligations. The Authority releases unearned income to revenue when the services required to be performed have been performed.
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Note 2.4: Leases
2021 2020
$’000 $’000
Note 2.4: Leases Lease liabilities 14,228 16,693
Total leases 14,228 16,693
Total cash outflow for leases for the year ended 30 June 2021 was $2,784,538 (2020: $2,407,776).
Maturity analysis - contractual undiscounted cash flows Within 1 year 2,754 2,785
Between 1 to 5 years 10,339 10,613
More than 5 years 1,912 4,393
Total leases 15,005 17,790
Accounting Policy
The above lease disclosures should be read in conjunction with the accompanying notes 1.1B, 1.1E and 2.2.
For all new contracts entered into, the Authority considers whether the contract is, or contains a lease. A lease is defined as ‘a contract, or part of a contract, that conveys the right to use an asset (the underlying asset) for a period of time in exchange for consideration’.
Once it has been determined that a contract is, or contains a lease, the lease liability is initially measured at the present value of the lease payments unpaid at the commencement date, discounted using the interest rate implicit in the lease, if that rate is readily determinable, or the Authority’s incremental borrowing rate.
Subsequent to initial measurement, the liability will be reduced for payments made and increased for interest unwound. It is remeasured to reflect any reassessment or modification to the lease. When the lease liability is remeasured, the corresponding adjustment is reflected in the right-of-use asset or profit and loss depending on the nature of the reassessment or modification.
The Authority in its capacity as lessee has leases for office accommodation in Griffith, Mildura, Murray Bridge, and at 33 Allara Street in Canberra. The leases at 33 Allara Street Canberra include office accommodation and carparking.
Lease payments are subject to annual increases of 3% in the Griffith, Mildura and Murray Bridge Offices, and a fixed annual rate increase of 3.75% in the Canberra premises located at 33 Allara Street. These lease agreements are non-cancellable in the normal course of business.
Note 2.5: Other Provisions
2021 2020
$’000 $’000
Note 2.5: Other Provisions Provision for make good 1,063 1,205
Total other provisions 1,063 1,205
Provision for make good Total
$’000 $’000
Carrying amount 1 July 2020 1,205 1,205
Unwinding of discount or change in discount rate 20 20
Changes in provision (162) (162)
Closing balance 30 June 2021 1,063 1,063
The Authority currently has 2 (2020: 2) agreements for the leasing of premises which have provisions requiring the Authority to make good the premises at the conclusion of the lease. The Authority has made a provision to reflect the present value of these obligations.
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People and Relationships
Note 3.1: Employee Provisions
2021 2020
$’000 $’000
Note 3.1: Employee Provisions Leave and other entitlements 12,120 10,921
Total employee provisions 12,120 10,921
Accounting policy
Leave
Superannuation
This section describes a range of employment and post employment benefits provided to our people and our relationships with other key people.
Liabilities for ‘short-term employee benefits’ (as defined in AASB 119 Employee Benefits ) and termination benefits due within twelve months of the end of reporting period are measured at their nominal amounts.
The nominal amount is calculated with regard to the rates expected to be paid on settlement of the liability.
Other long-term employee benefits are measured at the present value of the defined benefit obligation at the end of the reporting period.
The liability for employee benefits includes provision for annual leave and long service leave. No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future years by employees of the Authority is estimated to be less than the annual entitlement for sick leave.
The leave liabilities are calculated on the basis of employees’ remuneration at the estimated salary rates that will be applied at the time the leave is taken, including the Authority’s employer superannuation contribution rates to the extent the leave is likely to be taken during service rather than paid out on termination.
The liability for long service leave has been determined using the Shorthand Method as per the Public Governance, Performance and Accountability (Financial Reporting) Rule (FRR) and Commonwealth Entity Financial Statements Guide. The estimate of the present value of the liability takes into account attrition rates and pay increases through promotion and inflation.
The Authority's staff are members of the Commonwealth Superannuation Scheme (CSS), the Public Sector Superannuation Scheme (PSS), the PSS accumulation plan (PSSap) or other employee nominated superannuation funds.
The CSS and PSS are defined benefit schemes for the Australian Government. The remaining funds are defined contribution schemes.
The liability for defined benefits is recognised in the financial statements of the Australian Government and is settled by the Australian Government in due course. This liability is reported in the Department of Finance’s administered schedules and notes.
The Authority makes employer contributions to the employees' superannuation schemes at rates determined by an actuary to be sufficient to meet the current cost to the Government. The Authority accounts for the contributions as if they were contributions to defined contribution plans.
The liability for superannuation recognised as at 30 June represents outstanding contributions at the end of the reporting period. This amount is disclosed in Note 2.3B.
The Authority also contributes to a number of complying funds to discharge the Authority’s liability in regard to individual employees and the Superannuation Guarantee (Administration) Act 1992 as well as to facilitate the salary sacrifice options of employees.
Note 3.2: Key Management Personnel Remuneration
2021 2020
$’000 $’000
Short-term employee benefits 1,917 2,086
Other long-term employee benefits 65 105
Post-employment benefits 286 302
Total key management personnel remuneration expenses1 2,268 2,493
Note 3.3: Related Party Disclosures
Related party relationships:
Transactions with related parties:
Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, including any director (whether executive or otherwise) of that entity. The Authority has determined the key management personnel to include the Minister for Resources and Water, Authority members, the Chief Executive and Portfolio Leads within the Authority and any staff member who has acted in one of the portfolio lead roles for longer than three months. Key management personnel remuneration is reported in the table below:
1. The above key management personnel remuneration excludes the remuneration and other benefits of the Portfolio Minister. The Portfolio Minister's remuneration and other benefits are set by the Remuneration Tribunal and are not paid by the entity.
The Authority is an Australian Government controlled entity. Related parties to this entity are Key Management Personnel (as detailed in Note 3.2), Minister for Agriculture and Northern Australia, Minister for the Environment, Cabinet Ministers, Members of the Ministerial Council, the Living Murray Initiatives & River Management Operations joint ventures and other Australian Government entities.
Given the breadth of Government activities, related parties may transact with the government sector in the same capacity as ordinary citizens. Such transactions include the payment or refund of taxes, receipt of a Medicare rebate or higher education loans. These transactions have not been separately disclosed in this disclosure note. The Authority does not pay any member of the Ministerial Council for the services they provide to the Authority under the Murray-Darling Basin Agreement.
There were no transactions with related parties during the 2021 financial year (2020: Nil).
The total number of key management personnel included in the above table is 10 (2020: 10).
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Managing uncertainties
Note 4.1: Contingent Assets and Liabilities
There are no contingent assets or liabilities in the current or prior financial year.
Quantifiable Contingencies
Unquantifiable Contingencies
Accounting policy
This section analyses how the Authority manages financial risks within its operating environment.
There were no estimated contingent liabilities as at 30 June 2021.
Under Section 239F of the Water Act 2007, the liabilities of the Murray-Darling Basin Commission (the Commission) became liabilities of the Authority. These liabilities pertain to the former Commission and include any liability, duty or obligation, whether contingent or prospective; but does not include a liability, duty or obligation imposed by:
There is one unquantifiable contingent liability that relates to a claim asserting negligence in relation to the Authority and Authority delegates' performance of function under the Water Act 2007 (Cth). Damages are unquantifiable. The Authority's insurer Comcover has been notified of this claim.
⢠an Act; or ⢠regulations or other subordinate legislation made under an Act; or ⢠the Murray-Darling Basin Act 1992 of New South Wales; or ⢠the Murray-Darling Basin Act 1993 of Victoria; or
Contingent liabilities and contingent assets are not recognised in the statement of financial position but are reported in the disclosure notes. These may arise from uncertainty as to the existence of a liability or asset or represent an asset or liability in respect of which the amount cannot be reliably measured. Contingent assets are disclosed when settlement is probable but not virtually certain and contingent liabilities are disclosed when settlement is greater than remote.
⢠the Murray-Darling Basin Act 1996 of Queensland; or ⢠the Murray-Darling Basin Act 1993 of South Australia; or ⢠the former Murray-Darling Basin Agreement.
There were no such unquantifiable contingencies during the 2021 financial year (2020: Nil).
Note 4.2: Financial Instruments
2021 2020
$'000 $'000
Note 4.2: Categories of Financial Instruments Financial assets measured at amortised cost Cash and cash equivalents 154,063 147,005
Trade and other receivables 1,918 869
Total financial assets at amortised cost 155,981 147,874
Total financial assets 155,981 147,874
Financial Liabilities Financial liabilities measured at amortised cost Trade creditors and accruals 17,844 21,176
Total financial liabilities measured at amortised cost 17,844 21,176
Total financial liabilities 17,844 21,176
Accounting policy Financial Assets The entity classifies its financial assets in the following categories: a) financial assets at fair value through profit or loss; b) financial assets at fair value through other comprehensive income; and c) financial assets measured at amortised cost. The classification depends on both the entity's business model for managing the financial assets and contractual cash flow characteristics at the time of initial recognition. Financial assets are recognised when the entity becomes a party to the contract and, as a consequence, has a legal right to receive or a legal obligation to pay cash and derecognised when the contractual rights to the cash flows from the financial asset expire or are transferred upon trade date.
Financial Assets at Amortised Cost Financial assets included in this category need to meet two criteria: 1. the financial asset is held in order to collect the contractual cash flows; and 2. the cash flows are solely payments of principal and interest (SPPI) on the principal outstanding amount. Amortised cost is determined using the effective interest method.
Impairment of Financial Assets Financial assets are assessed for impairment at the end of each reporting period based on Expected Credit Losses, using the general approach which measures the loss allowance based on an amount equal to lifetime expected credit losses where risk has significantly increased, or an amount equal to 12-month expected credit losses if risk has not increased. The simplified approach for trade and other receivables is used. This approach always measures the loss allowance as the amount equal to the lifetime expected credit losses. A write-off constitutes a derecognition event where the write-off directly reduces the gross carrying amount of the financial asset.
Effective Interest Method Income is recognised on an effective interest rate basis for financial assets that are recognised at amortised cost.
Financial Liabilities Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities.
Financial Liabilities at Amortised Cost Financial liabilities are recognised and derecognised upon ‘trade date’. Financial liabilities, including borrowings, are initially measured at fair value, net of transaction costs. These liabilities are subsequently measured at amortised cost using the effective interest method, with interest expense recognised on an effective interest basis. Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent that the goods or services have been received (and irrespective of having been invoiced).
The Authority only holds financial instruments carried at amortised cost.
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Note 4.3: Fair Value Measurements
Accounting policy
Note 4.3: Fair Value Measurements
2021 2020
$'000 $'000
ASSETS Assets measured at fair value on a recurring basis Buildings 18,214 21,745
Other property, plant and equipment 2,477 1,727
Total assets measured at fair value 20,691 23,472
Assets measured at other than fair value, but approximate fair value1 Cash and cash equivalents 154,063 147,005
Trade and other receivables 4,833 3,637
Total assets measured at other than fair value, but approximate fair value 158,896 150,642
Assets measured at cost
Intangibles 2,308 1,380
Other non-financial assets 468 842
Total assets measured at cost 2,776 2,222
Total assets stated in the Statement of Financial Position 182,363 176,336
LIABILITIES Liabilities measured at fair value Provision for make good 1,063 1,205
Total liabilities measured at fair value 1,063 1,205
Liabilities measured at other than fair value, but approximate fair value 1
Suppliers 17,844 21,176
Other payables 1,507 1,909
Total liabilities measured at other than fair value, but approximate fair value 19,351 23,085
Liabilities measured at cost
Lease liabilities 14,228 16,693
Employee provisions 12,120 10,921
Total liabilities measured at cost 26,348 27,614
Total liabilities stated in the Statement of Financial Position 46,762 51,904
The Authority's assets are held for operational purposes and not held for the purposes of deriving a profit. The current use of all non-financial assets is considered their highest and best use.
The Authority's policy is to recognise transfers into and transfers out of fair value hierarchy levels as at the end of the reporting period. There have been no transfers between level 1 and level 2 of the hierarchy during the year.
1. These items' carrying amounts equate to their fair values.
Fair value measurements
Other information
2021 2020
$'000 $'000
Note 4.4: Current/non-current distinction for assets and liabilities Assets expected to be recovered in:
No more than 12 months Cash and cash equivalents 154,063 147,005
Trade and other receivables 4,833 3,637
Prepayments 465 798
Total no more than 12 months 159,361 151,440
More than 12 months Buildings 18,214 21,745
Property, plant and equipment 2,477 1,727
Intangibles 2,308 1,380
Prepayments 3 44
Total more than 12 months 23,002 24,896
Total assets 182,363 176,336
Liabilities expected to be settled in:
No more than 12 months Suppliers 17,844 21,176
Other payables 1,507 1,909
Employee provisions 4,422 3,933
Lease liabilities 2,510 2,483
Total no more than 12 months 26,283 29,501
More than 12 months Other provisions 1,063 1,205
Employee provisions 7,698 6,987
Lease liabilities 11,718 14,211
Total more than 12 months 20,479 22,403
Total liabilities 46,762 51,904
Note 4.4: Current/non-current distinction for assets and liabilities
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Budget Variances
Note 5: Explanations of Major Budget Variances
The budget is not audited.
Variances are considered to be ‘major’ if these amounts are core to the Authority's activities and based on the following criteria: ⢠the variance between budget and actual is greater than +/- 10% of the Original Budget for a line item; and ⢠the variance between budget and actual is greater than $1,000,000; or ⢠an item is below this threshold but is considered important for the reader’s understanding or is relevant to an assessment of the discharge of accountability and to an analysis of the Authority's performance.
For 2020-21 the Authority was allocated decentralisation capital funding for ICT and Data projects. The primary focus of this allocation was to complete the projects commenced under the ICT strategy in 2019-20, and to finalise a data strategy so that data projects can be commenced. Most of the ICT projects to support the Authority’s regionalisation initiative were completed in 2020-21 with residual projects to be completed in 2021-22. Due to Data strategy not being finalised until December 2020, commencement of some of the data investments were delayed and not delivered in 2020-21 resulting in actual expenditure being lower than budgeted.
Statement of Comprehensive Income: - Supplier
Statement of Financial Position: - Cash and cash equivalents - Intangibles
Cash Flow Statement: - Purchase of intangible assets
Budget Variance Explanation Affected statements and line
items
The Authority experienced significant fluctuations in its spending in comparison to the Original Budget due to the complex nature of the joint programs. This complexity reflects a high level of inherent risk associated with capital construction and environmental projects.
The joint program variance to the budget was primarily due to the underspends relating to the State Constructing Authorities (SCA). These are uncontrollable items for the Authority and are heavily reliant on the capacity of each SCA to deliver routine maintenance and key construction and planned maintenance projects which can be impacted by procurement issues, environmental conditions, access to construction sites and technical resource availability. Underspends by SCA’s are mostly delays in the completion of construction and maintenance projects and will require a carryover of the unspent budget appropriation funding. In addition, underspends in the joint programs were also due to the COVID-19 related restrictions in place which:
- prevented timely procurement of resources, or conducting workshops across Jurisdictions - delayed delivery of vehicles, plant and equipment from overseas and its flow on impact on the activities dependent upon these items - limited availability of key building material such as steel and timber - limited access to appropriate resources to undertake a number of construction activities across various sites particularly where cross state border travel was required.
During 2020-21, there were delays in the completion of major construction projects as described below: - challenges associated with the change in scope of Hume irrigation outlet Bell mouth & penstock repair work resulted in slowing down the Hume emergency closure gates and penstock work - The Hume gate painting due to Work Health and Safety issues related to transporting the gate.
Lower water allocations resulted in less usage for The Living Murray program with an associated reduction in water usage fees.
The underspend on the above projects is offset by additional expenditure on: - investigations on the replacement on the Hume concrete trash rack - completion of the Goolwa swing bridge upgrade - increased planned maintenance on the South Australian salt interception schemes - completion of the SA Berri Office upgrade - undertake the approved environmental watering event on the Chowilla floodplain - dredging at the Murray mouth.
In preparation of the Budget, estimates were made for the allocation of expenses between suppliers and grants. Actual expenditure between these two categories were slightly different to the budget allocation.
Employee benefits are lower than budget due to higher Voluntary redundancy (VR) payments than actual payments made. A new capability based operating model was implemented and as a result the number of VRs offered was reduced.
Due to continued COVID restrictions, employee provisions are higher than budgeted as employees did not use as much leave entitlements as previous years.
Revenue from contributions from jurisdictions is lower than budgeted due to some jurisdictions utilising prior year underspends.
Statement of Comprehensive Income: - Suppliers - Grants - Contribution from Jurisdictions - Employee Benefits
Statement of Financial Position: - Cash and cash equivalents - Suppliers - Other payables - Employee provisions
Cash Flow Statement: - Net GST received - Suppliers - Grants
The Authority received funding from arrangements with Department of Agriculture, Water, and the Environment (DAWE) during the year which were not in the 2020-21 Budget. These include: - Enhance Environmental Water Delivery - Northern Basin Camera Project
The Authority received proceeds from sale of land for the Joint Venture that was not in the original budget Overall cash balance is higher than the budgeted amount due to lower than expected joint program expenditure and lower planned capital expenditure, and funding received under a number of Memorandum of Understanding (MOU) in 2020-21 to be spent in forward years.
Despite the increase in bank balances, interest revenue significantly decreased during the year as a result of zero interest on funds held at Reserve Bank of Australia from November 2020.
Note 5: Explanations of Major Budget Variances - continued
Statement of Comprehensive Income: - Other revenue - Interest
Statement of Financial Position: - Cash and cash equivalents - Trade and other receivables
Cash Flow Statement: - Other cash received
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Appendices
Glossary 142
Abbreviations 145
Annual report requirements 147
Details of accountable authority
during the r eporting period 2020-21 150
Inde x 154
Glossary
Australian National Committee on Large Dams
An incorporated voluntary association of
organisations and individual professionals with an
interest in dams in Australia.
Barmah Choke
A narrow section of the River Murray that constrains
the volume of water that can pass during major
floods. During floods, large volumes of water are
temporarily banked up behind the Barmah Choke,
flooding the Barmah-Millewa Forest wetland system.
Barrages
Five low and wide weirs built at the Murray Mouth
in South Australia to reduce the amount of sea
water flowing in and out of the mouth due to tidal
movement, and to help control water levels in
the Lower Lakes and River Murray below Lock 1
(Blanchetown, South Australia).
Baseline
Conditions regarded as a reference point for the
purpose of comparison.
Baseline diversion limit
The baseline limit of take from a sustainable
diversion limit resource unit.
Basin governments
The Australian Government and the governments
of New South Wales, Victoria, Queensland, South
Australia and the Australian Capital Territory.
Basin states
New South Wales, Victoria, Queensland, South
Australia and the Australian Capital Territory.
Basin water resources
Water resources within or beneath the
Murray-Darling Basin, except for resources that
areprescribed by the regulations and groundwater
that forms part of the Great Artesian Basin.
Cap (the Cap on Diversions)
A limit, implemented in 1997, on the volume of
surface water that can be diverted from rivers for
consumptive use. Under the Basin Plan, the Cap is
replaced by long-term average sustainable diversion
limits.
Connectivity
Connections between natural habitats, such as
between a river channel and adjacent wetland areas.
Connectivity is a measure or indicator of whether
a water body (river, wetland, floodplain) has water
connections or flow connections to another body.
Constraints
Anything that affects the delivery of water for the
environment. Constraints can be physical, such as
low-lying bridges and river channel capacity; or
operational, such as river rules or operating practices
that affect when and how much water can be
delivered.
Conveyance water
The water needed to physically run the river system.
Extra water must then be supplied on top of the
conveyance water in order to meet deliveries along
the river system. The conveyance reserve is water
set aside for the next year to minimise the risk of not
having enough conveyance water. Water is set aside
water for conveyance and critical human needs to
safeguard fundamental water requirements during a
drought more severe than the Millennium drought.
Critical human water needs
Under the Water Act 2007 (the Water Act), the
minimum amount of water required to meet core
requirements of communities dependent on Basin
water resources. The definition also includes
non-human requirements that, if not met, would
cause prohibitively high social, economic or national
security costs.
142 | MDBA ANNUAL REPORT 2020-21 | Glossary
Cultural flows (or cultural water flows)
Water entitlements legally and beneficially owned
by the Aboriginal Nations of the Murray-Darling
Basin. They are of sufficient and adequate quantity
and quality to improve the spiritual, cultural,
environmental, social and economic conditions of
Aboriginal people.
Electrical conductivity (EC)
A unit of measurement for electrical conductivity
(1 EC = 1 μS/cm) measured at 25 degrees Celsius. It
is commonly used as an indicator of water and soil
salinity (salt concentration). Water and soil salinity
levels are measured by passing an electrical current
between the two electrodes of a salinity meter. EC is
influenced by the concentration and composition of
dissolved salts. Salts increase the ability of a solution
to conduct an electric current, so a high EC indicates
a high salinity level. Fresh water above 800 EC
becomes marginal for drinking; above 1,600 EC it is
brackish; and above 4,800 EC it is saline.
Entitlement (or water entitlement)
The volume of water authorised to be taken and
used by an irrigator or water authority. It includes
bulk entitlements, environmental entitlements,
water rights, sales water and surface water and
groundwater licences.
Environmental flow
Any river flow pattern provided with the intention of
maintaining or improving river health.
Environmental water
Water used to achieve environmental outcomes,
including benefits to ecosystem functions,
biodiversity, water quality and water resource
health.
Environmental water requirement
The amount of water needed to meet an ecological
orenvironmental objective.
Fishway
A structure that provides fish with passage past an
obstruction in a stream.
Flow
The movement of water — the rate of water
discharged from a source, given in volume with
respect to time.
Flow event
A single occurrence of water flow in a river,
sometimes required to achieve environmental
targets. A series of flow events comprises a flow
history.
Groundwater
Water occurring naturally below ground level (in an
aquifer or otherwise).
Held environmental water
Water that is available under a water access right,
a water delivery right or an irrigation right for the
purpose of achieving environmental outcomes.
Inflow
The source of the water that flows into a specific
body of water. For a lake, the inflow could be a
stream or river; for a stream or river, the inflow
could be rain.
Irrigator
An irrigator is a primary producer who uses river
water to irrigate crops or water livestock.
Irrigation infrastructure operator
An irrigation infrastructure operator owns or
operates water service infrastructure for delivering
water for the primary purpose of irrigation.
Modelling
Application of a mathematical process or simulation
framework (e.g. a mathematical or econometric
model) to describe various phenomena and analyse
the effects of changes in some characteristics on
others.
Murray Lower Darling Rivers Indigenous Nations
(MLDRIN)
Confederation formed in 1998 of Indigenous Nations
from the southern part of the Basin. It comprises
representatives of the Barapa Barapa, Dhudhuroa,
Dja Dja Wurrung, Latji Latji, Maraura, Mutti Mutti,
Nari Nari, Ngarrindjeri, Ngaywang, Ngintait,
Ngunawal, Nyeri Nyeri, Tatti Tatti, Taungurung,
Wadi Wadi, Wamba Wamba, Waywurru, Wegi
Wegi, Wergaia, Wiradjuri, Wolgalu, Wotjabaluk,
Yaitmathang and Yita Yita.
Glossary | MDBA ANNUAL REPORT 2020-21 | 143
144 | MDBA ANNUAL REPORT 2020-21 | Glossary
Northern Basin Aboriginal Nations (NBAN)
Confederation formed in April 2010 that comprises
Aboriginal Nation representatives from the northern
part of the Basin. It comprises Traditional Owner
nominated representatives from the Barunggam,
Bidjara, Bigambul, Budjiti, Euahlayi, Githabul,
Gomeroi, Gunggari, Gwamu (Kooma), Jarowair,
Kambuwal, Kunja, Kwiambul, Mandandanji, Mardigan,
Murrawarri, Ngemba, Ngiyampaa, Wailwan and
Wakka Wakka Nations.
Ramsar Convention
The Convention on Wetlands of International
Importance, an intergovernmental treaty that
provides the framework for national action and
international cooperation for the conservation and
wise use of wetlands and their resources.
Regulated
A water system in which water is stored and/or flow
levels are controlled through the use of structures
such as dams and weirs.
Salt interception schemes (SIS)
Large-scale groundwater pumping and drainage
projects that intercept saline groundwater flowing
into rivers, and dispose of the saline waters by
evaporation and aquifer storage at more distant
locations.
Surface water
Includes water in a watercourse, lake or wetland,
and any water flowing over or lying on the land
after having precipitated naturally or risen to the
surface naturally from underground (see s 4 of
the Water Act). The maximum long-term annual
average quantities of water that can be taken, on a
sustainable basis, from the Basin water resources
as a whole, and the water resources, or particular
parts of the water resources, of each water resource
planarea.
Sustainable diversion limit (SDL)
The maximum long-term annual average quantity of
water that can be taken, on a sustainable basis, from
the Basin water resources as a whole, and the water
resources, or particular parts of the water resources,
of each water resource plan area.
Sustainable diversion limit adjustment mechanism
(SDLAM)
Basin Plan provision that allows for adjustment
of the sustainable diversion limit under certain
circumstances.
Take [water]
Removal of water from, or reduction in flow of water
into, a water resource.
Water accounting
A systematic process of identifying, recognising,
quantifying, reporting and assuring information
about water, the rights or other claims to water, and
the obligations against water.
Water access licence
Water access licences entitle licence holders:
⢠to specified shares in the available water within
a particular water management area or water
source (the share component)
⢠to take water at specified times, rates or
circumstances from specified areas or locations
(the extraction component).
Water allocation
The water to which the holder of a water access
licence is entitled from time to time under licence,
as recorded in the water allocation account for
thelicence.
Abbreviations
ABARES Australian Bureau of Agricultural and Resource Economics and Sciences
ACCC Australian Competition and Consumer Commission
ACIAR Australian Centre for International Agricultural Research
ACSEES Advisory Committee on Social, Economic and Environmental Sciences
AELERT Australasian Environmental Law Enforcement and Regulators neTwork
APS Australian Public Service
BCC Basin Community Committee
BOC Basin Officials Committee
BoM Bureau of Meteorology
BSM2030 Basin Salinity Management 2030
BPIC Basin Plan Implementation Committee
CEWH Commonwealth Environmental Water Holder
CEWO Commonwealth Environmental Water Office
CSIRO Commonwealth Scientific and industrial Research Organisation
DAWE (Australian Government) Department of Agriculture, Water and the Environment
EAP emergency action plan
EWC Environmental Water Committee
FNEWG First Nations Environmental Water Guidance project
GL gigalitre (one billion litres)
GW groundwater
HEW held environmental water
IAC (Compliance) Independent Assurance Committee
IGA Intergovernmental Agreement on Implementing Water Reform in the Murray Darling Basin
IGWC Inspector-General of Water Compliance
IRORG Independent River Operations Review Group
KPI key performance indicator
MDBA/ the Authority Murray-Darling Basin Authority - the agency/the 7-member Authority
Abbreviations | MDBA ANNUAL REPORT 2020-21 | 145
146 | MDBA ANNUAL REPORT 2020-21 | Abbreviations
MD-WERP Murray-Darling Water and Environment Research Program
Ministerial Council Murray-Darling Basin Ministerial Council
ML megalitre (one million litres)
MLDRIN Murray Lower Darling Rivers Indigenous Nations
NBAN Northern Basin Aboriginal Nations
NBEWG Northern Basin Environmental Watering Group
NBPC Northern Basin Project Committee
OECD Organisation for Economic Co-operation and Development
PGPA Act Public Governance, Performance and Accountability Act 2013 (Cth)
PwC PricewaterhouseCoopers
RAP Reconciliation Action Plan
REO Regional Engagement Officer
RMO River Murray Operations
RMOC River Murray Operations Committee
RMWQMP River Murray Water Quality Monitoring Program
SCBEWC Southern Connected Basin Environmental Watering Committee
SCC Strengthening Connections Committee
SDL sustainable diversion limit
SDLAM SDL adjustment mechanism
SW surface water
WQAP Water Quality Advisory Panel
WRP water resource plan
Annual report requirements
PGPA Rule reference
Part of report Description Requirement
17BE Contents of the annual report
17BE(a) 14 Details of the legislation establishing the body Mandatory
17BE(b)(i) 14 A summary of the objects and functions of the entity as
set out in legislation
Mandatory
17BE(b)(ii) 13, 23 The purposes of the entity as included in the entity’s
corporate plan for the reporting period
Mandatory
17BE(c) 14, 76 The names of the persons holding the position of
responsible Minister or responsible Ministers during
the reporting period, and the titles of those responsible
Ministers
Mandatory
17BE(d) 95 Directions given to the entity by the Minister under an
Act or instrument during the reporting period
If applicable,
mandatory
17BE(e) 95 Any government policy order that applied in relation to
the entity during the reporting period under section 22
of the Act
If applicable,
mandatory
17BE(f) 95 Particulars of non-compliance with:
a. a direction given to the entity by the Minister under
an Act or instrument during the reporting period
or
b. a government policy order that applied in relation to
the entity during the reporting period under section
22 of the Act
If applicable,
mandatory
17BE(g) 22-72 Annual performance statements in accordance with
paragraph 39(1)(b) of the Act and section 16F of the
rule
Mandatory
17BE(h),
17BE(i)
91 A statement of significant issues reported to the
Minister under paragraph 19(1)(e) of the Act that
relates to non-compliance with finance law and action
taken to remedy non-compliance
If applicable,
mandatory
17BE(j) 77-78
150-153
Information on the accountable authority, or each
member of the accountable authority, of the entity
during the reporting period
Mandatory
17BE(k) 83-87 Outline of the organisational structure of the entity
(including any subsidiaries of the entity)
Mandatory
Annual report requirements | MDBA ANNUAL REPORT 2020-21 | 147
148 | MDBA ANNUAL REPORT 2020-21 | Annual report requirements
PGPA Rule reference
Part of report Description Requirement
17BE(ka) 17
102-103
Statistics on the entity’s employees on an ongoing and
non-ongoing basis, including the following:
a. statistics on full-time employees
b. statistics on part-time employees
c. statistics on gender
d. statistics on staff location.
Mandatory
17BE(l) 17 Outline of the location (whether or not in Australia) of
major activities or facilities of the entity
Mandatory
17BE(m) 87-103 Information relating to the major corporate governance
practices used by the entity during the reporting period
Mandatory
17BE(n), BE(o) N/A For transactions with a related Commonwealth entity
or related company where the value of the transaction,
or if there is more than one transaction, the aggregate
of those transactions, is more than $10,000 (inclusive
of GST)
a. the decision-making process undertaken by the
accountable authority to approve the entity paying
for a good or service from, or providing a grant
to, the related Commonwealth entity or related
company; and
b. the value of the transaction, or if there is more than
one transaction, the number of transactions and the
aggregate of value of the transactions
If applicable,
mandatory
17BE(p) 4-7 Any significant activities and changes that affected
theoperation or structure of the entity during the
reporting period
If applicable,
mandatory
17BE(q) 94 Particulars of judicial decisions or decisions of
administrative tribunals that may have a significant
effect on the operations of the entity
If applicable,
mandatory
17BE(r) 94 Particulars of any reports on the entity given by:
a. the Auditor-General (other than a report under
section 43 of the Act); or
b. a Parliamentary Committee; or
c. the Commonwealth Ombudsman; or
d. the Office of the Australian Information
Commissioner
If applicable,
mandatory
17BE(s) N/A An explanation of information not obtained from a
subsidiary of the entity and the effect of not having the
information on the annual report
If applicable,
mandatory
PGPA Rule reference
Part of report Description Requirement
17BE(t) N/A Details of any indemnity that applied during the
reporting period to the accountable authority, or any
member of the accountable authority or officer of the
entity against a liability (including premiums paid, or
agreed to be paid, for insurance against the authority
member or officer’s liability for legal costs)
If applicable,
mandatory
17BE(taa) 91-94 The following information about the audit committee
for the entity:
a. a direct electronic address of the charter
determining the functions of the audit committee;
b. the name of each member of the audit committee;
c. the qualifications, knowledge, skills or experience of
each member of the audit committee;
d. information about each member’s attendance at
meetings of the audit committee;
e. the remuneration of each member of the audit
committee
Mandatory
17BE(ta) 103-105 Information about executive remuneration Mandatory
17BF Disclosure requirements for government business enterprises
17BF(1)(a)(i) N/A An assessment of significant changes in the entity’s
overall financial structure and financial conditions
If applicable,
mandatory
17BF(1)(a)(ii) N/A An assessment of any events or risks that could
cause financial information that is reported not to be
indicative of future operations or financial conditions
If applicable,
mandatory
17BF(1)(b) N/A Information on dividends paid or recommended If applicable,
mandatory
17BF(1)(c) N/A Details of any community service obligations the
government business enterprise has including:
a. an outline of actions taken to fulfil those obligations;
and
b. an assessment of the cost of fulfilling those
obligations
If applicable,
mandatory
17BF(2) N/A A statement regarding the exclusion of information
on the grounds that the information is commercially
sensitive and would be likely to result in unreasonable
commercial prejudice to the government business
enterprise
If applicable,
mandatory
Annual report requirements | MDBA ANNUAL REPORT 2020-21 | 149
Details of accountable authority during the reporting period 2020-21
Name Qualifications
of the accountable authority
Experience of the accountable authority Position title/
Position held
Executive/ Non-Executive
Period as the accountable authority or member within the reporting period
Date of commence-ment
Date of cessation
Number of meetings of accountable authority attended
Air Chief
Marshal
Sir Angus
Houston
hief Marshal
Sir Angus
Houston
Honorary
doctorates
from
University
of NSW,
Australian
National
University,
University of
SA, Griffith
University
Sir Angus is Chancellor
for the University of
the Sunshine Coast and
chairs many boards
including the Authority.
He was awarded the
Knight of the Order of
Australia in 2015 for
outstanding service
to Australia. Sir Angus
served for 41 years in
the Australian Defence
Force including holding
the positions of Chief
of the Australian
Defence Force from
2005 to 2011 and
Chief of the Air Force.
Chairman/
Non-Executive
8 August
2020
6 August
2024
13
150 | MDBA ANNUAL REPORT 2020-21 | Details of accountable authority during the reporting period 2020-21
Name Qualifications
of the accountable authority
Experience of the accountable authority Position title/
Position held
Executive/ Non-Executive
Period as the accountable authority or member within the reporting period
Date of commence-ment
Date of cessation
Number of meetings of accountable authority attended
Professor
Stuart Bunn
PhD Professor Bunn
is Director of the
Australian Rivers
Institute at Griffith
University, Chair of
the Science Committee
for Healthy Land and
Water, and a member
of the International
Planning Committee for
the Sustainable Water
Future Programme.
From 2008 to 2012 he
was a National Water
Commissioner. He has
served as Chair of the
Scientific Advisory
Panel for the Lake
Eyre Basin Ministerial
Forum and the MDBA’s
ACSEES, on which he
continues to play an
observer role.
Member/
Non-Executive
29 May
2018
28 May
2022
15
Ms Joanna
Hewitt AO
BE (Hons),
MS, Honorary
doctorate
from
University of
WA
Ms Hewitt chairs
the Scientific
Advisory Group of
the Department of
Agriculture, Water
and Environment. She
has worked at senior
levels in the Australian
Public Service
including Secretary
of the Department of
Agriculture, Fisheries
and Forestry from
2004 to 2007 and
Deputy Secretary in the
Department of Foreign
Affairs and Trade.
She was Commission
Chair of ACIAR from
2011 to 2014 and
has worked at the
OECD and consulted
internationally.
Member/
Non-Executive
29 May
2018
28 May
2022
15
Details of accountable authority during the reporting period 2020-21 | MDBA ANNUAL REPORT 2020-21 | 151
152 | MDBA ANNUAL REPORT 2020-21 | Details of accountable authority during the reporting period 2020-21
Name Qualifications
of the accountable authority
Experience of the accountable authority Position title/
Position held
Executive/ Non-Executive
Period as the accountable authority or member within the reporting period
Date of commence-ment
Date of cessation
Number of meetings of accountable authority attended
Ms Susan
Madden
BA (Hons) Ms Madden is Principal
Economist with
international consulting
firm GHD. She is Chair
of the Central West
Local Land Services
and sits of the Local
Land Services Board of
Chairs. Ms Madden has
a background in family
farming and extensive
experience working in
agricultural and natural
resource management
roles in the public and
private sectors. Her
leadership capabilities
and contributions
have been recognised
through a number of
awards. She is a Fellow
of the Peter Cullen
Trust.
Member/
Non-Executive
10 March
2016
(re-appointed
26
November
2020)
26
November
2024
9
Mr Rene
Woods
Young Rural
Leaders
Course 2001,
Canberra;
Indigenous
Governance
Program,
Australian
Institute of
Company
Directors
2012,
Melbourne;
Healthy
Country
Planning
Coaches
Course 2019
Mr Woods is a Nari Nari
man from Hay in south-west NSW. He has
extensive experience
in the management
of Aboriginal culture,
heritage and natural
resources. He is
a conservation
officer with Nature
Conservancy Australia
and has previously
been Chair of the
Murray Lower Darling
Indigenous Nations and
Vice-Chair of the Nari
Tribal Council.
Indigenous
Member/
Non-Executive
18
December
2020
18
December
2024
6
Name Qualifications
of the accountable authority
Experience of the accountable authority Position title/
Position held
Executive/ Non-Executive
Period as the accountable authority or member within the reporting period
Date of commence-ment
Date of cessation
Number of meetings of accountable authority attended
Mr Phillip
Glyde
BA (Hons), BE Mr Glyde came to
the MDBA from
the Department of
Agriculture, where he
was a deputy secretary.
He has been a member
of the Australian
Public Service since
1980, working in
natural resource
management, industry
and environmental
policies for a number
of departments. Mr
Glyde has also worked
overseas with the
OECD in Paris and
the Department of
Environment, Food
and Rural Affairs in the
United Kingdom.
Chief
Executive/
Executive
4 January
2016
3 January
2024
13
Details of accountable authority during the reporting period 2020-21 | MDBA ANNUAL REPORT 2020-21 | 153
154 | MDBA ANNUAL REPORT 2020-21 | Index
Index
Numbers 2019-20 river operations review, 51
2020-21 summary, 5-7, 10-12
2021-22 priorities, 73
A abbreviations, 145-146
Aboriginal people, see First Nations engagement.
advertising and market research, 95
Advisory Committee on Social, Economic and Environmental Sciences (ACSEES), 6, 67, 81-82
advisory committees, 81-82
agriculture industry in the Basin, 8
annual report requirements, 147-149
asset management
activities coordinated and overseen by MDBA, 50-51
performance, 47
significant incidents, 51
Audit Committee
members, 91-94
role, 77, 86-87, 89, 90, 91
auditing (MDBA internal), 90
Australian Capital Territory (ACT)
MDBA office, 17
MDBA staff, 102-103
minister responsible for water, 79
water resource plans, 5, 28
Australian Competition and Consumer Commission (ACCC), 12, 15, 16
Australian Government
collaborating agencies, 16
minister responsible for water, 76, 79
role in Basin plan, 10, 12, 14, 16, 26
Australian National University (ANU), 71
B Barwon-Darling river system
inflows, 12, 49
and toolkit measures, 30, 31, 33
Basin Climate Resilience Summit, 64
Basin communities, 16, 37, 61, 67
Basin Community Committee (BCC), 6, 67, 76
members, 17, 80-81
role, 80
Basin Officials Committee (BOC), 37, 76, 79-80, 89
Basin Plan 2012, 10-12, 14, 40-41
Basin Plan evaluation (2020), see The Basin Plan 2020 Evaluation.
Basin Salinity Management 2030 (BSM2030), 46, 57, 58
performance, 52, 56
Basin states, 10, 12, 76, see also under each state.
collaborations and interdependencies, 16
MDBA offices and map, 17
ministers responsible for water, 79
roles and responsibilities, 15
Blyton, Annette, 84, 86, 104
Bunn, Stuart, 77, 78
details, 151
remuneration, 104
Bureau of Meteorology (BOM), 16, 29, 42, 77
business continuity, 90
C Capability Board (MDBA), 86, 87
capability strategy, 88, 89
Capacity Policy Working Group, 64, 80
case studies
focus on reconciliation, 99
River Murray transparency improvements project, 65
salinity registers, 57
Chief Executive review, 5-7
climate change, 10, 68, 73
collaborations and interdependencies (MDBA), 15, 16-17, see also under Basin communities; Basin states; First Nations engagement; research projects.
Comcare claims (MDBA staff), 100, 101
Comcover, 90
Commonwealth Environmental Water Holder (CEWH), 15, 77
Commonwealth Environmental Water Office (CEWO), 16, 33, 34
Commonwealth Scientific and Industrial Research Organisation (CSIRO), 16, 68
research projects with, 59, 70, 71
Compliance and Enforcement Policy 2018-2021, 38, 39
Compliance Independent Assurance Committee, 82
compliance with the Basin Plan, see Murray-Darling Basin Plan compliance (strategic goal 2).
Corporate Plan 2020-21, iv, 23, 79, 88
MDBA role and key activities, 26, 38, 46, 60, 66
COVID-19 impact, 73
accreditation, 28
asset activities, 50
business continuity, 90
engagement with stakeholders, 5, 7, 10, 63
and First Nations engagement, 72
toolkit measures implementation, 31
Cox, Andrew, 92
CREATE valves, 19
D dams, 11
dam safety, 47, 51
Department of Agriculture, Water and the Environment (DAWE), 15
research collaboration, 71
role, 14, 70, 77, 80
drought, 6, 9
E ecological sustainability (MDBA), 96-97
Employee Consultative Committee, 101
employees, see staff (MDBA).
energy efficiency (MDBA), 97
environmental health of the Basin, see icon sites (The Living Murray Initiative).
environmental performance (MDBA), 97-98
Environmental Protection and Biodiversity Conservation Act 1999, 96
environmental water, 15, 26, 29, see also Northern Basin toolkit measures.
compliance activities, 41, 43, 48
First Nations participation, 10, 69
reporting and publishing, 53, 54, 56, 58-59
Environmental Water Committee (EWC), 34, 37
Executive Board (MDBA), 83, 85-86
F Fair Work Act 2009 (Cth), 101
Finance Officer’s report, 108-112
financial compliance reporting, 91
financial statements, 107-139
assets, 111
auditor’s report, 113-114
budget variances, 138-139
controls, 112
expenditure, 110
financial position, 126-131
managing uncertainties, 134-136
people and relationships, 132-133
performance, 108, 122-125
revenue, 109
First Nations engagement, i, 8, 16
2021-22 priorities, 73
MDBA membership, 4
Murray Lower Darling Rivers Indigenous Nations (MLDRIN), 28
Northern Basin Aboriginal Nations (NBAN), 28
participation in environmental water, 69
participation in water management, 53
partnerships, 72
Reconciliation Action Plan, 99
Traditional Owners, i
Water (Indigenous Values and Uses) Direction 2018 (Cth), 66, 69, 95
First Nations Environmental Water Guidance (FNEWG) project, 69
fish, 8, 30, 31, 46, 53, 56
2021-22 trends, 56
floods, 9, 12
fraud control, 90
freedom of information, 95
G glossary, 142-144
Glyde, Phillip (Chief Executive), 77, 78
details, 153
remuneration, 104
role, 83, 84, 85, 87
goals, see strategic goals.
Goodes, Tim, 84, 85, 87, 94, 104
governance (MDBA), 76-87, see also management and accountability (MDBA).
Advisory Committee on Social, Economic and Environmental Sciences, 6, 67, 81-82
Authority members, 77-78, 150-153
Basin Community Committee (BCC), 76, 80-81
Basin Officials Committee (BOC), 76, 79, 80
Compliance Independent Assurance Committee, 82
core functions, 76
Executive Board, 83, 85-86
Minister for Resources, Water and Northern Australia, 1, 76
Ministerial Council, 76, 79, 80
organisational structure, 83-84
senior management boards, 86
structure of governance, 87
Goyder Institute, 71
Grant, Troy, 12, 37
H health and safety (MDBA staff), 100-101
Health and Safety Committee, 101
Hewitt, Joanna, 77, 78
details, 151
remuneration, 104
Hogan, Karen, 92
Houston, Sir Angus (Chair), 12, 77, 78
details, 150
foreword, 4
regional engagement tours, 63
remuneration, 104
Index | MDBA ANNUAL REPORT 2020-21 | 155
156 | MDBA ANNUAL REPORT 2020-21 | Index
i icon sites (The Living Murray Initiative)
defined, 52
environmental health, 6, 53-56
The Living Murray Initiative, 9, 10, 52-53
report cards, 53-54
use in planning, 54-56
ICT disaster recovery planning, 90
Inaugural River Reflections conference, 64
Independent Assurance Committee (IAC), 44, 77, 82
Independent River Operations Review Group (IRORG), 6, 48, 51, 65
Indigenous people, see First Nations engagement.
industry collaborations, 16
Inspector-General of Water Compliance (IGWC), 42, 48
appointment of, 12
transfer from the Office of Compliance, 6, 38, 73, 82
Intergovernmental Agreement on Implementing Water Reform (IGA), 14, 30, 31
international engagement, 64
K key performance indicators (KPIs), 24-25, see also under each strategic goal.
L Lake Hume water quality, 58-59, 71
M Madden, Susan, 77, 78, 80, 81
details, 152
remuneration, 104
management and accountability (MDBA), 75-105, 91-94
advertising and market research, 95
Audit Committee, 86, 87, 89, 90, 91-94
capability strategy, 88, 89
ecological sustainability, 96-97
environmental performance, 97-98
freedom of information, 95
governance, 76-87, see also under governance (MDBA)
ministerial directions and government policy, 95
people and culture, 99-105, see also under staff (MDBA)
risk management, 89-94, see also under risk management (MDBA)
scrutiny, external, 94
maps
Basin Community Committee member locations, 81
MDBA offices and regional officers, 17
Murray-Darling Basin snapshot, 8
Murray-Darling Basin water storage capacity, 11
River Murray icon sites’ environmental health, 54
market research, 95
McLeod, Tony, 84, 94
media engagement, 60, 64
Menindee Lakes, 11, 12, 49
Minister for Resources, Water and Northern Australia, 1, 76
Ministerial Council, see Murray-Darling Basin Ministerial Council.
ministerial directions, 95
modelling (Source platform), 68
Modern Regulator Improvement Tool, 39, 45
Morison, Jenny, 91
Murray-Darling Basin, 9
maps, 8, 11
Murray-Darling Basin Agreement, 6, 10
Murray-Darling Basin Authority (MDBA), 13-19
Authority members, 77-78, 150-153
Corporate Plan 2020-21, iv, 23, 79, 88
governance, see governance (MDBA)
organisational structure and divisions, 83-84
purpose, 13, 23
regional presence and engagement, 16-17
roles and responsibilities, 4, 14-15, 26, 38, 46, 60, 66
staff, 17-19, see also staff (MDBA)
Murray-Darling Basin Ministerial Council, 37, 80, 89
members, 79
role, 50, 76, 79
Murray-Darling Basin Plan compliance (strategic goal 2), 6, 15, 24, 38-45
2020-21 key activities, 38
compliance activities, 40-42
key performance indicator measures and results, 24, 39
Modern Regulator Improvement Tool, 39, 45
outcomes desired, 38
publishing of activities, 39, 43-44
sustainable diversion limit accounting activities, 42
water resource plan compliance activities, 40
water take, metering and monitoring, 39, 40, 44
water trade, compliance activities, 39, 42, 43, 45
Murray-Darling Basin Plan implementation (strategic goal1), 5, 24, 26-37
2020-21 key activities, 26
key performance indicator measures and results, 24, 27, 30
outcomes desired, 26
role (MDBA), 26
sustainable diversion limit (SDL) accounting, 29
toolkit measures implementation, 30-37
water resource plan (WRP) accreditation, 28-29
Murray-Darling Basin Plan transparency and confidence (strategic goal 4), 6, 25, 60-65
2020-21 key activities, 60
engagement activities, 63-64
key performance indicator measures and results, 25, 62
outcomes desired, 60
River Murray transparency improvement project (case study), 65
role (MDBA), 60
stakeholder awareness and understanding, 61-63
website and social media engagement, 63-64
Murray-Darling Basin science and knowledge (strategic goal5), 6, 25, 66-72
2020-21 key activities, 66
climate change, adapting to, 68
data management framework, 72
First Nations engagement, 69, 72, see also under First Nations engagement
key performance indicator measures and results, 25, 67, 70
modelling (Source platform), 68
outcomes desired, 66
publishing of scientific data, 68-69
research collaborations, 16, 71
research projects, 70
role (MDBA), 66
Murray-Darling Water and Environment Research Program, 66, 68, 70
Murray Lower Darling Rivers Indigenous Nations (MLDRIN), 16, 28, 63, 69
research collaboration, 70, 72
Murray River, see River Murray.
N National Water Initiative, 10
National Water Reform 2020, 12
New South Wales (NSW)
MDBA offices, 17
MDBA staff, 102-103
minister responsible for water, 79
toolkit measures implementation, 30-36
water asset management performance, 50
water resource plans, 28
Northern Basin Aboriginal Nations (NBAN), 16, 28, 63, 69
research collaboration, 70, 72
Northern Basin Project Committee (NBPC), 37
Northern Basin toolkit measures, 24, 26, 27, see also environmental water.
defined, 30
implementation progress 2020-21, 30-31
milestones, timeframes and progress, 32-36
processes to show implementation progress, 37
O Office of Compliance, 6, 82, 83
One Basin Cooperative Research Centre, 71
organisational structure (MDBA), 83-84
Outcome 1, 23
P Parkinson, Michael, 93
Peak Groups Briefings, 64
people and culture, see staff (MDBA).
People Strategy 2021-2026, 18-19
performance, 21-72, see also under each strategic goal; financial statements.
2020-21 snapshot, 5-6, 24-25
2021-22 priorities, 73
portfolio, 14, 76, see also Australian Government.
Portfolio Budget Statements, 23
Program 1.1, 23
Program Board (MDBA), 72, 86, 87
Public Governance, Performance and Accountability Act 2013 (Cth) (PGPA Act), 22, 23, 91
Public Service Act 1999 (Cth), 100
Q Queensland
MDBA offices, 17
MDBA staff, 102-103
minister responsible for water, 79
toolkit measures implementation, 30-36
water resource plans, 5, 28
R Ramsar Convention, 9, 52
Reconciliation Action Plan (RAP), 99
regional presence and engagement, 6, 12, 16, 18, see also under Murray-Darling Basin Plan transparency and confidence (strategic goal 4).
2021-22 priorities, 73
Employee Consultative Committee, 101
regional office locations, 6, 17
remuneration (MDBA)
Audit Committee, 91-94
executives, 103-105
staff, 101-103
reporting and publishing
Basin Plan reports, 68-69
on compliance activities, 43-44
on environmental water, 69
freedom of information disclosures, 95
requirements PGPA Act, 23
on toolkit measures implementation, 37
on water quality in River Murray, 58-59
research, see also Murray-Darling Basin science and knowledge (strategic goal 5).
collaborations, 16, 71
projects, 70
Reynolds, Andrew, 83, 84, 87, 93
Chief Executive review, 5-7, 22
remuneration, 104
Index | MDBA ANNUAL REPORT 2020-21 | 157
158 | MDBA ANNUAL REPORT 2020-21 | Index
risk management (MDBA), 89-94
Audit Committee, 91-94
audits, internal, 90
business continuity, 90
Comcover, 90
framework, 89
fraud control, 90
reporting of compliance, 91
River Management Transparency Plan, 62, 65
River Murray, 48, 54
River Murray system, operation of (strategic goal 3), 6, 25, 46-59
2020-21 key activities, 46
2020-21 water operating context, 49
asset management, 47, 50-51
audit findings, 58
environmental health of the system, 52-56
Independent River Operations Review Group, 6, 48, 51, 65
key performance indicator measures and results, 25, 47, 52
outcomes desired, 46
River Murray transparency improvements project, 65
role (MDBA), 46, 48
salinity management, 46, 52, 56, 57, 58
significant incidents, 51
water quality reporting, 58-59
River Murray Water Quality Monitoring Program, 58-59
S salinity management, 46
performance, 52, 56-57
progress on audit findings, 58
salinity registers at Morgan (case study), 57
SA Water, 59, 71
science and knowledge on Murray-Darling Basin, see Murray-Darling Basin science and knowledge (strategic goal 5).
SDL Accounting Framework Improvement Strategy 2020- 2025, 29
SDL Reporting and Compliance Framework, 39
senior management committees (MDBA), 86-87
Sheehan, Stephen, 93
social media and website engagement, 63-64
Source (National Hydrological Modelling Platform), 68
South Australia
MDBA offices, 17
MDBA staff, 102-103
minister responsible for water, 79
salinity registers at Morgan (case study), 57
water asset management performance, 50
water resource plans, 5, 28
Southern Basin Panels project, 64
Southern Connected Basin Environmental Watering Committee (SCBEWC), 41, 54-56
staff (MDBA)
Employee Consultative Committee, 101
ethical standards, 100
numbers, 101, 102-103
People Strategy 2021-2026, 18-19
reconciliation focus, 99
regional presence, 6, 17
remuneration, 91-94, 102-103, 103-105
risk management induction, 89
work health and safety, 100-101
stakeholders, 16, see also Basin communities; Basin states; First Nations engagement; research collaborations.
awareness of the Basin plan and operations, 61-62
awareness of the MDBA role, 63
River Murray transparency improvements project, 65
strategic goals, 24-25
goal 1, 24, see also under Murray-Darling Basin Plan implementation
goal 2, 24, see also under Murray-Darling Basin Plan compliance
goal 3, 25, see also under River Murray system, operation of
goal 4, 25, see also under Murray-Darling Basin Plan transparency and confidence
goal 5, 25, see also under Murray-Darling Basin Plan science and knowledge
Strengthening Connections Committee, 86, 87, 99
student engagement, 64
sustainability, see ecological sustainability (MDBA).
sustainable diversion limit (SDL), 5, 15, 26
accounting framework, 29
compliance activities, 29, 39, 42
T The Basin Plan 2020 Evaluation, 5, 10, 12, 37, 67, 68-69
2021-22 priorities, 73
Recommendation 2, 29
Recommendation 6, 62
Recommendation 11, 68
The Living Murray Indigenous Partnerships Program, 53
The Living Murray Initiative, 9, 10, 52-53, see also icon sites.
toolkit measures, see Northern Basin toolkit measures.
tourism industry in the Basin, 8, 9
U University of Adelaide, 71
University of New South Wales, 70, 71
v Victoria
MDBA offices, 17
MDBA staff, 102-103
minister responsible for water, 79
water asset management performance, 50
water resource plans, 5, 28
W waste management (MDBA), 97
Water (Indigenous Values and Uses) Direction 2018 (Cth), 66, 69, 95
Water Act 2007 (Cth), 10, 14, 76
waterbirds, 8, 56
water for the environment, see environmental water.
water quality
impact from bushfires, 58
projects, 59
reporting, 58-59
threats map, 59
water recovery, 15
water resource plans (WRPs), 5, 15, 26
accreditation assessments, 28-29
amendment process, 29
compliance activities, 40
water resources
2020-21 resources at 23 June 2021, 10-12
inflows to River Murray system, 49
water-saving initiatives (MDBA), 98
water take, see also sustainable diversion limit (SDL).
compliance activities, 40-41
measure, 39
metering and monitoring, 44
reporting, 29
Water Take Report 2019-20, 29
water trade
compliance activities, 39, 42, 43, 45
markets, 12, 15, 42, 45
Watertrust Australia, 71
website and social media engagement, 63-64
wetlands, 8, 9, 15, 30, 71, see also The Living Murray Initiative.
Williams, Brent, 83, 87
Woodburn, Vicki, 84, 85, 87, 104
Woods, Rene, 4, 77, 78, 99
details, 152
remuneration, 104
Index | MDBA ANNUAL REPORT 2020-21 | 159
Connect with us.
The MDBA has offices in Adelaide, Albury-Wodonga, Canberra, Goondiwindi, Griffith, Mildura, Murray Bridge, Toowoomba, and regional engagementofficers
around the Basin.
1800 230 067
engagement@mdba.gov.au
mdba.gov.au
Office locations
Adelaide 10 Corbett Court, SA 5950
Albury-Wodonga 1 McKoy Street, VIC 3690
Canberra 33 Allara Street, ACT 2601
Goondiwindi 72 Callandoon Street, QLD 4390
Griffith 152 Yambil Street, NSW 2680
Mildura Lot 4a 152 Deakin Avenue, VIC 3500
Murray Bridge Mobilong House, Level 3 5 Seventh Street, SA 5253
Toowoomba 123 Margaret Street, QLD 4350
