The MDBA people have highly specialised skills in a variety of areas including engineering, hydrology, environmental science, social science, economics, communications, policy, technology and project management.

Staff are in regional offices across the Basin and work closely with local communities. During 2019–20, the MDBA developed several new strategies that were aligned to the decentralisation of staff.

Workforce planning and recruitment

To build a flexible and capable workforce with one organisational culture, the MDBA has been focusing on the following priorities:

• developing an operating model to support regionalisation
• strengthening the culture and leadership within the MDBA
• tailoring workforce solutions to current and future business needs
• cultivating a culture that respectfully engages all stakeholders
• undertaking an analysis of the 2019 APS employee census results to inform workforce priorities
• enhancing recruitment strategies and practices to focus on the MDBA’s regionalisation program
• implementing flexible workforce strategies in response to COVID-19.

Graduate Development Program

The Graduate Development Program commenced in February 2020. Five graduates started an 11-month program designed to prepare them for a career in the MDBA and the broader APS.

The program gives graduates exposure to the MDBA’s broad range of work. Graduates are supported throughout their graduate year with professional development through:

• three workplace rotations
• mentoring
• a Diploma of Government certification
• tailored training opportunities
• an annual project with associated field trip.

The program gives graduates the opportunity to further develop their understanding of the MDBA’s responsibilities and activities.

With the impact of COVID-19, all learning and development activities moved to online delivery, which allowed for virtual classrooms and online assessment. Parts of the program that required external engagement and travel, such as the field trip, are rescheduled to a later date.

Diversity and inclusion

During 2019–20, work commenced on the MDBA’s Diversity and Inclusion Strategy including:

• reviewing diversity priorities
• reviewing the Diversity and Inclusion Policy
• revising the flexible work policy and guidelines.

The MDBA obtained its Breastfeeding Friendly Workplace accreditation again for 2020. To get this accreditation, the MDBA reviewed and updated the Breastfeeding Policy and established an additional breastfeeding room in the Canberra office.

Other initiatives to promote diversity and inclusion included:

• raising awareness through internal communication channels on cultural days of significance to support diversity in the workplace
• celebrating diversity days and events to promote awareness and inclusion
• providing access to flexible working arrangements such as part-time work and flexible hours
• providing training and awareness programs and support for managers, staff and teams, including Indigenous cultural awareness, disability awareness and recognising the effects of racism training
• providing Indigenous employees with individual coaching sessions to support their personal and career development.

The MDBA participated in Indigenous intern programs with the Australian Public Service Commission, CareerTrackers and the whole-of-government entry-level program, the Indigenous Australian Government Development Program. Through these Indigenous programs, the MDBA successfully engaged one trainee and two interns.

In November 2019, the MDBA launched its second Reconciliation Action Plan (RAP) to continue the MDBA’s reconciliation journey. The RAP aims to increase MDBA staff’s knowledge and respect for Aboriginal First Nations’ values, which will help to strengthen connections with the Traditional Owners of the Murray–Darling Basin.

Ethical standards

The MDBA promotes a respectful work culture underpinned by the Australian Public Service values, employment principles and Code of Conduct.

Documents supporting ethical standards are publicly available on the MDBA website (link). These documents include:

• Procedures for determining breaches of the APS Code of Conduct which supplements the Australian Public Service Code of Conduct
• MDBA conflict of interest policy 2019–2021
• Fraud control policy
• information about the Public Interest Disclosure Act 2013.

Valuing and developing staff

CREATE values and behaviours (Staff and values) are incorporated in the MDBA annual performance management process. These values and the performance management process are currently being reviewed and updated as part of the continual improvement processes.

During 2019–20, the Rewards and Recognition Policy, which sets out how staff are rewarded and recognised, was reviewed, with the Chief Executive awards now recognised quarterly.

Learning and development

The MDBA is committed to staff learning and development. As part of this commitment, it has started to develop a core learning skills policy, and a learning and development strategy. The MDBA has also recently reviewed its performance management processes and policies and shortly will be consulting with staff.

Staff have access to ongoing training and development opportunities that are identified through their performance management plans and through regular employee/manager feedback.

E-learning is available to all staff via the MDBA’s LearnHub platform, which provides a range of courses relevant to employees’ careers in the APS.

Due to COVID-19, the MDBA made other opportunities available to employees for learning and development. These included:

• an induction program for remote staff
• Mental Health and Wellbeing—COVID-19 Workplace Response Pathway
• remote teams training
• additional online resources including webinars to support staff during the pandemic.

Work health and safety

Initiatives delivered in 2019–20 included:

• regular workplace inspections and risk assessments monitored by the Health and Safety Committee
• early intervention services to prevent and mitigate chronic injuries or illnesses developing
• 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 wellbeing week.

There were no reported incidents or dangerous occurrences and no active compensation claims nor new claims were approved (see Table 3.4).

Due to the COVID-19 pandemic, the MDBA provided the following services as the bulk of the workforce transitioned to working from home:

• annual flu vaccination program via a voucher system
• virtual workstation assessments performed by qualified occupational therapists
• wellbeing checks for staff.

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 four times each year and the People and Culture Team provide secretarial support. Membership comprises:

• Chair—Senior Director, River 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.

In response to COVID-19, the health and safety representatives and Chief Emergency Warden attended the weekly Business Continuity Team meetings and were actively involved in discussions and consultations about the COVID-safe workplace arrangements.

Employee arrangements

As at 30 June 2020, the MDBA had 289 staff. Of these, 264 were ongoing and 25 were non-ongoing. Staff are covered by the Murray–Darling Basin Authority Enterprise Agreement 2017–2020, which came into effect on 10 July 2017.

MDBA staff voted in favour of a Public Service Act s. 24 determination as an alternative to bargaining for a new enterprise agreement in 2020. The MDBA Determination 2020/1, effective 11 May 2020, provides for salary increases across a three-year period with no changes to the current terms and conditions provided in the Enterprise Agreement 2017–2020.

The terms of this enterprise 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.

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 Agreement 2017–2020.

Membership comprises:

• Chief Executive (Chair)
• representatives from management
• an elected employee from each division or regional office
• an employee representative from the relevant unions.

Executive remuneration

The Authority members—the Chair, Chief Executive and part-time officers have their remuneration determined by the Remuneration Tribunal.

The Chief Executive determines the remuneration for the MDBA’s Senior Executive Service officers using a Determination under s. 24(1) of the Public Service Act 1999 (Cth).