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Part 3: Delivery of high-quality advice to Council, and achievement of its endorsed priorities, through strengthened capacity of the Commission and the Commission Office

Strategy 3.3
Better align the roles and skills of the Commission and jurisdictions

The MDBC is an unincorporated joint venture between six governments with an independent President.

The MDBC supports the Murray-Darling Basin Ministerial Council with its mission under the Murray-Darling Basin Agreement in:

  • securing the cooperation of partner governments and their agencies
  • delegating work to committee and working group members including Commissioners, agency senior executives, appointed experts and Ministerial Council’s Community Advisory Committee (CAC) representatives, and
  • directing the Commission Office.

The Chair and Deputy Chair of the CAC report directly to Council and also provide important community perspectives to the MDBC.

Partner government relations

The high-level committees (Commission Strategy, Natural Resource Management, The Living Murray, River Murray Water and Audit and Compliance) were established under the Strategic Plan 2005–10. With high-level representation from the partner governments, the committees consider material prepared by the Commission Office and developed through jurisdictional working groups for recommendation to the Commission and Council.

These committees are driving the implementation of the Commission’s strategic initiatives. The Living Murray Committee was specifically formed to oversee implementation of The Living Murray Business Plan.

As the drought continues, these committees have informed decisions across the Basin to ensure delivery of critical urban and stock water needs.

Cooperative planning

Development of policies and programs to tackle identified risks to the shared water resources of the Basin is well under way (see Strategy 1.5). A clear structure and process for negotiation with the partner governments has been established, which facilitates the sharing of knowledge and understanding of how risks might impact on the Basin’s shared water resources into the future.

Workforce planning

A key risk to implementing the program of works that underpins the Strategic Plan is the availability of resources within both the Commission office and the jurisdictions. Work has begun on a workforce planning model and capability framework to track the key skills, behaviours and knowledge needed to meet business goals and objectives and to ensure that the Commission workforce is appropriately structured, resourced and skilled to meet the challenges of the next three to five years.

Figure 10 Consultation and decision-making framework

Figure 10

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