5. Partner relations

Program support and administrative structures

Performance report

Program support and administrative structures

Overview

During 2003-04 the MDBC and Ministerial Council were advised by a number of policy and knowledge committees, technical working groups, representatives from the CAC, project boards and panels made up of representatives of the community.

These advisory groups draw on a wide range of expertise and experience and include commissioners, deputy commissioners, executives and other staff from the MDBC, CAC members, and community representatives from within and beyond the Basin. Membership of the main advisory groups is shown in:

Appendix B: Membership of the Community Advisory Committee

Appendix C: Membership of the MDBC

Appendix D: Membership of the Project Boards

Water Business

The River Murray Advisory Board advises the MDBC on the operation of RMW, which is an internal business unit of the MDBC. This board includes representatives from the four governments that have a direct interest in the management of the River Murray system. It has an independent business expert and is chaired by the MDBC’s President.

During 2003-04, the board provided a strategic direction on:

• water resource assessment and management with particular emphasis on managing severe drought
• improvement to structures along the River Murray to enhance operational safety and concurrently to provide fish passage through The Living Murray
• development of service agreements with constructing authorities and operational protocols for all works.

Natural Resources Business

The 2003-04 financial year was a period of consolidation of the three new knowledge committees developed to support Natural Resources Business.

The ICM Policy Committee refined its investment plan for knowledge generation in the Basin. This three-year plan has prioritised areas of investment and was approved by the MDBC as a basis for the allocation of operational budgets. Following setting of broad strategic directions by the ICM Policy Committee, the three knowledge committees gave specific advice on the development of projects to be funded within that area resulting in a more targeted approach for investment in natural resources management and strengthening the connection between the two main internal funding programs.

These are:

• strategic investigation (funded through the internal SI&E Program) and
• policy development (funded through the internal Statutory Policy Development (SPD) Program).

During 2002-03 four project boards were operational and addressed a number of specific natural resources issues (see Appendix D ). These boards report directly to the MDBC and have been established to address agreed, high-priority, Basin-wide issues.

Consolidation on how to maximise and ensure efficient links between the knowledge committees and relevant project boards continued. This has resulted in the development of new internal reporting arrangements in the MDBC Office and streamlined budget allocation and operating procedures.

Business administration

All areas of investment made by the MDBC are vetted by the Finance Committee. During 2003-04, this committee continued to provide advice on budgetary and other financial issues, corporate planning and corporate governance.

Information technology services were implemented during 2003-04 including the renewal of a range of operating systems and improvement of external and internal servers supporting the MDBC website and data collection and storage.

A new internal document control system was successfully completed. Roll out for the MDBC Office commenced in 2002-03. It ensures correct archiving of all internal files including incoming and external correspondence. It is essential for improved efficiency within an expanding office structure and greater reliance on electronic documentation and correspondence.

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Performance report

KPA 9: Services to partners

Sub-output

Services that ensure effective participation of the CAC and partner governments in the development of MDBC policies and programs, and effective participation of stakeholders in relevant MDBC activities.

Performance assessments and achievements

• Services in place for effective CAC participation in MDBC activities as an equal partner.

The CAC met on three occasions in 2003-04. The CAC Chairman attended all Council and MDBC meetings during the year and CAC members participated in many of the meetings and workshops associated with MDBC activities.

Services to support this participation are provided both from the CAC Secretariat and the wider MDBC staff. This includes preparing and distributing agenda papers, organising and helping to run meetings and coordinating follow-up actions.

In 2003-04, an interactive website was established (operational in 2004-05) to assist CAC members to be more effective in their contributions to MDBC working groups and committees and on-going dialogue on issues between meetings.

As the key community input to Council’s policy development, CAC members are also cognisant of the need to develop a greater capacity to interact with and gather information on the views of the wider community.

Services in place for effective participation of partner governments in MDBC activities

The key forum for effective partner government participation in the Initiative is through the MDBC. Four MDBC meetings are held each year, with additional meetings called to address specific issues and out-of-session resolution of business between meetings. In 2003-04, seven meetings of the MDBC were held: four formal meetings, one workshop focused on The Living Murray and two teleconferences.

Other mechanisms for effective participation by partner governments are through their representation on committees, project boards and other groups advising the MDBC. Most committees, working groups and taskforces are jurisdictionally based and include participants from each partner government. Project Boards are generally made up of three to four members who are Commissioners, Deputy Commissioners and CAC members or senior agency staff.

In 2003-04, the MDBC supported some thirty committees, working groups and other groups to which partner government staff were significant contributors.

The MDBC Office provides support services to ensure the effective operation of the MDBC and these committees and groups. This includes preparing and distributing agenda papers, organising and helping to run meetings, coordinating follow-up actions and responding to other relevant requests.

The Murray-Darling Basin Contact Officers based in each participating government provide the key link to effective participation of and communication with staff from relevant government agencies.

Processes in place for effective participation of stakeholders in key MDBC projects

The CAC and staff from partner governments provide the majority of stakeholder input to MDBC activities through participation on committees, project boards and other groups. Additional opportunities may be involved through projects.

During 2003-04, special processes continued to allow wider stakeholder participation in the MDBC’s Water Business and Natural Resources Business, in particular The Living Murray and the development of a Murray-Darling Basin Indigenous Action Plan. Many projects within the MDBC’s Natural Resources portfolio involve extensive consultation with key stakeholders in industry, research organisations, government agencies and Indigenous communities.

A toolkit offering community, government and industry ways to foster good practice engagement in the increasingly sensitive area of managing natural resources, was developed by the MDBC and launched in June 2004. It is aimed at staff or volunteers from government, non - government, industry and private sector organisations in the Basin, catchment management organisations and other regional groups involved in natural resources management.

The toolkit was developed from reviews of previous work, interviews with Basin stakeholders and from observing events. A wide range of people attended a development workshop for the toolkit, including members of the Community Advisory Council.

KPA 10: Services to Council

Sub-output

Services that support effective Ministerial Council decision-making.

Performance assessment and achievement:

• Support services provided as agreed.

The Ministerial Council usually meets twice each year. When decisions are required outside the meeting schedule, out-of-session resolutions are coordinated through the MDBC Office. In 2003-04 the Ministerial Council met twice and four out-of-session decisions were taken.

The MDBC Office provides support services to ensure the effective operation of meetings and out-of-session decisions by the Ministerial Council. This includes preparing and distributing agenda papers, organising and helping to run meetings, and the administration of out-of-session decision-making.

The MDBC Office undertook a restructuring process within its secretariat supporting the Ministerial Council, in parallel to the review of the Community Advisory Committee. This resulted in a more centralised secretariat function spread across three permanent staff and additional responsibilities for high-level committees of the MDBC and the River Murray Water Advisory Board.

Further reforms were agreed by COAG in June 2004 requiring the development of procedures and further steps towards best practice to be implemented during 2004-05.

The independent office of President plays a key role in supporting both the Ministerial Council and the MDBC. The MDBC Office provides support to the President to fulfil this role.

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