Murraylands and Riverland Landscape Board Business Plan ......Parts of the SA Murray-Darling Basin NRM Plan will be delivered by our neighbouring landscape boards, Hills and Fleurieu

Murraylands and Riverland Landscape Board Business Plan 2020/21An initial business plan under the Landscape South Australia Act 2019

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DisclaimerThe Murraylands and Riverland Landscape Board and the Government of South Australia, their employees and their servants do not warrant, or make any representation, regarding the use or results of the information contained herein as to its correctness, accuracy, currency or otherwise. The Murraylands and Riverland Landscape Board and the Government of South Australia, their employees and their servants expressly disclaim all liability or responsibility to any person using the information or advice herein.

This is a regional landscape board Business Plan under the Landscape South Australia Act 2019 in accordance with the requirements of section 51(1)&(3) and transitional provisions as detailed in Schedule 5 Part 30, under clause 94, of the Landscape South Australia Act 2019.

This Business Plan, of the South Australian Murray-Darling Basin NRM Board Strategic Plan, has been adopted by the Murraylands and Riverland Landscape Board as an initial Business Plan to the extent that it relates to the Murraylands and Riverland landscape management region, and adjusted to fulfil the initial requirements of the Murraylands and Riverland Landscape Board under the Landscape South Australia Act 2019.

Signed by

Dianne Davidson AMPresiding MemberMurraylands and Riverland Landscape Board

Date: 15 May 2020

ContentsForeword ...........................................................................4

Landscape South Australia reform .................5

Introduction ....................................................................6

Regional map .................................................................7

Regional priorities and focus areas ................8

Investment ......................................................................9Income ............................................................................................. 9 Landscape and water levies ............................................. 10 Basis for the levies ................................................................ 10 Division 1 - regional landscape levy .............................. 11 Division 2 - water levy ........................................................ 11Expenditure .................................................................................... 12

Landscape priorities for Murraylands and Riverland .................................................................15

Evaluation .........................................................................16

The Board .........................................................................17

The Murraylands and Riverland Landscape Board acknowledges Traditional Owners of Country throughout Australia and recognises the continuing connection to lands, waters and communities. We pay our respect to Aboriginal and Torres Strait Islander cultures, and to Elders both past and present. Aboriginal people’s interests in being involved in natural resources planning and implementation processes are also respected.

ForewordA message from Dianne Davidson AM - Chair

The landscapes of the Murraylands and Riverland region, and the land use within them, are so diverse. The orchards, winegrape and tablegrape vineyards, and vegetable production make it the horticultural heart of South Australia, contributing significantly to the economy of the State. The grain production sector in the Mallee as well as intensive livestock enterprises scattered throughout the region are also important economic contributors. There are processing businesses associated with this primary production activity including wineries, juice manufacturers, packing companies and many others that are equally important to the economic prosperity of this region. It is truly a hive of activity and potential, and this Landscape Business Plan seeks to acknowledge this.

The region is also geographically diverse with rangelands in the north to the Coorong in the south, and the Mount Lofty Ranges in the west to the mallee in the east. The natural environment includes the Murray River, wetlands and billabongs, Ramsar sites, extensive native vegetation on private and public lands, and a wide array of native fauna. The natural environment, combined with the community activities throughout the region, results in the region being a tourism magnet.

The health of the productive landscape and the environment is interdependent. All of the industries and natural assets that I have mentioned can only be maintained and enhanced with strong, careful and sustainable management of the natural resources. This applies particularly to water and soil, as well as to control of pest plants and animals, while always being mindful of protecting biodiversity. The focus of this business plan, and the soon to be developed strategic plan, is about ensuring that all communities and land users are able to contribute to the work of the Murraylands and Riverland Landscape Board.

On 1 July 2020, the new Landscape South Australia Act 2019 will replace the Natural Resources Management Act 2004 as the framework for managing the state’s land, water, pest animals and plants, and biodiversity. The new board wants to reinvigorate the community’s enthusiasm for partnering in the management of natural resources. There is great potential for the community to be more involved in making decisions for the region and the board will be proactive in seeking views from as many stakeholders as we can. The board is already working more closely with local government and I look forward to strengthening that link by assisting the councils to achieve their own land management objectives. Throughout the region there are many experienced individuals and community groups who have much wisdom to offer; and the new board is willing to listen to all ideas and comments. The people in the Murraylands and Riverland region are known for their resilience and innovative capacity. If we embrace change, collaborate and are willing to make compromises then it is my hope that the board and its on-the-ground partners will encourage a stronger and engaged community which cares deeply about the sustainability of all activities in the region.

I commend this business plan to you and encourage you to join the board in contributing to its successful implementation.

2020-2021 Business Plan | 4

Landscape South Australia reformThe South Australian Government is reforming how our landscapes are managed, putting community at the heart of sustainably managing the state’s soil, water, pest plants and animals and biodiversity. From 1 July 2020, the new Landscape South Australia Act 2019 (the Act) will replace the Natural Resources Management Act 2004.

Eight new regional landscape boards and a new metropolitan board, Green Adelaide, will administer the Act and partner with government and regional communities to deliver a stronger, sustainable system with greater autonomy and flexibility to respond to local issues.

Landscape boards will support local communities and land managers to be directly responsible for sustainably managing their region’s natural resources. They will deliver practical, on-ground programs that manage our water, land and soil, pests and biodiversity through a range of partnerships, for example with primary producers, environmental non-government organisations, Aboriginal communities and local councils.

In 2020/21, landscape boards will work alongside community members and stakeholders to develop a five year Regional Landscape Plan with five priorities (seven for Green Adelaide). Boards will need to report their spending against the levy simply and clearly.

The Act also introduces a number of other benefits, including a cap on landscape and water levies, new regional Grassroots Grants programs that will provide support for community groups, not for profit organisations and volunteers to address landscape issues at a local level, and the creation of a new Landscape Priorities Fund that will support large scale projects such as bushfire recovery and landscape restoration work. From 2022, communities will have the opportunity to elect three out of seven board members.

These reforms have been deeply informed and encouraged by the people who are well placed to sustain our environment – those who work, live and care for our landscapes. This input has been invaluable to ensure the reforms meet the needs of local communities and landholders.

Business Plans for 2020/21 are transitional. The land and water levy amounts that are set out in the Business Plans for 2020/21 reflect the levy amounts collected in NRM regions in 2019/20, adjusted by CPI (1.9%), This will provide for broad consistency in the levy rates paid by levy payers in this transitional year while planning is undertaken by the landscape boards.


Introduction This, the transitional Business Plan of the Murraylands and Riverland Landscape Board, would not be possible without the valuable contribution of the previous South Australian Murray-Darling Basin Natural Resources Management Board and the many committed individuals and organisations it supported over many years.

The 2020/21 year will be a transition year under the Landscape SA Act 2019, and under these transitional arrangements the newly formed Murraylands and Riverland Landscape Board will continue to be responsible for delivering elements of the existing Strategic Natural Resources Management Plan for the South Australia Murray-Darling Basin (Regional Plan) within the footprint of the new Murraylands and Riverland Landscape region, while also developing the new Regional Landscape Plan in accordance with the Act.

Parts of the SA Murray-Darling Basin NRM Plan will be delivered by our neighbouring landscape boards, Hills and Fleurieu and Northern and Yorke.

The region The Murraylands and Riverland region extends from where the River Murray crosses the border into South Australia, through the northern Mallee to the foot of the Eastern Mount Lofty Ranges; from the Rangelands in the north to the southern Mallee and Murray Mouth in the south. The region covers approximately 53,780 square kilometres.

Our work occurs on the lands and waters of the Aboriginal First

Nations of this country.

There are also areas of unincorporated land around the Riverland and within the pastoral area.

The region forms the south-western portion of the Murray-Darling catchment into which the River Murray flows. The River Murray supports highly productive horticultural industries as well as supplying the majority of the water needs for the city of Adelaide and many other towns in the state. The natural resources of the Murraylands and Riverland region also support tourism, recreation and manufacturing. The region is one of the most productive agricultural areas in South Australia.

Much of the land in the region is used for primary production, including pastoral lands, dryland cropping, grazing, horticulture, irrigation and dairy farming. Within the region, there are ecosystems that are of state, national and international significance, including the Ramsar-listed Chowilla Floodplain, the Coorong and Lower Lakes.

The region has a rich and diverse history of volunteering in landscape and environmental management, with a wide range of active groups undertaking action to look after their local landscapes. Groups include Landcare and Local Action Planning Groups, land management groups, wetland groups, sustainable production groups and catchment groups.

The region includes the lands and waters of a number of Traditional Owner groups including Ngarrindjeri, the First Peoples of the River Murray and Mallee Region, Peramangk, Ngadjuri, and Wilyakali.



SUSTAINABLE PRODUCTIONWorking with landholders to sustain productive systems

Managing water resources for the benefit of multiple users in a changing climate

WATER

Managing our biodiversity assets to improve resilience of ecosystems into the future for all, while achieving landscape scale ecological change

BIODIVERSITY

People managing their natural resources through behavioural and generational change

PEOPLE AND PARTNERSHIPS

Building increased understanding of the adaptive capacity of the region

ADAPTIVE CAPACITY

Regional priorities and focus areas The Board acknowledges the long-term vision of the Regional NRM Plan - A healthy living landscape meeting the social, environmental, economic and cultural needs of the community, and ensuring the rights and wellbeing of future generations.

Five priorities have been identified for the Murraylands and Riverland region to guide investment and project delivery. These priorities incorporate the fundamentals of water, soil management, pest animal and plant management and biodiversity. In addition, community engagement and building community resilience have been incorporated as key priorities to ensure that community members are at the centre of managing our landscapes and together we are nimble and have the ability to adapt to change.

Five regional prioritiesEach regional priority is supported by a suite of focus areas that highlight areas the Board believes are of the highest need and where investment can make the biggest difference. The choices reflect the Board’s desire to:

• Take current resource condition and trends into account and protect what we already have

• understand and manage drivers of change to address causes and where possible, practice prevention rather than cure

• be aware of opportunities when they present and seek to take advantage of them

• work together for maximum collective impact, acknowledging the expertise and input that others contribute, and leveraging investment

• balance the triple bottom line of environmental, economic and social impact

• maximise past investment choices and best use of available external resource.

The Board is also committed to:

This recognises the suite of foundational support services that underpin delivery and supports the Board to adaptively manage and continue to improve delivery, ensuring quality services and work to achieve the landscape outcomes.

FOUNDATIONALLeadership, best practice and continuous improvement


InvestmentThis Business Plan sets out how the Board will fund and deliver works in line with the priorities and focus areas.

The investment will be delivered through a range of approaches, including direct investment, contracts for works and services, and grants to community organisations. The investment is complementary to that of other organisations and individuals within the region which collectively advances progress towards the vision and goals of the Regional Plan for the region.

Income The Board expects to receive funds to deliver the Implementation Program from a range of sources. These include the regional Landscape levy, the water levy and various state and Australia Government funding programs.

Funding sources for the implementation of the Business Plan:

Income sourceBudget

2020-2021

Landscapes and Water Levies $11,381,641

Division 1 Regional Landscape levy $2,896,209

Division 2 Water levy $8,485,432

Other Income $180,000

Animal and plant control contracts $180,000

Grants - State Government

Nil

Grants - Australian Government $2,771,180

National Landcare Program Regional Land Partnerships –Core Services $449,433

National Landcare Program Regional Land Partnerships – Project Services $1,735,185

Working on Country $586,562

Grants - other

Nil

Total Income $14,332,821

Note: The information in this table is based on known funding sources. The Board may receive further funding from the Australian Government or other funders across the life of this Business Plan.

Other income Cost recoveryThe Board will continue to implement a cost recovery program to partially offset the costs of pest plant and animal programs implemented throughout the region. It is estimated that the Board will recover approximately $180,000 annually during the life of this plan.

National NRM programsThe SA Murray-Darling Basin NRM Board was selected to deliver services within the SA Murray-Darling Basin Management Unit.

As a result of the Landscape SA reform the Murraylands and Riverland Landscape Board will continue to deliver services and projects originally contracted to be delivered within the SA Murray-Darling Basin Management Unit boundaries. The Australian Government will provide approximately $430,000 annually to support the delivery of core services in the SA Murray-Darling Basin Management Unit.

In addition, the Australian Government will invest in projects within the SA Murray-Darling Basin Management Unit to protect threatened ecological communities, restore globally-important wetlands, support the recovery efforts for species identified under the Australian Government’s Threatened Species Strategy, improve soil health on farms and provide support to farmers.


Landscape and Water leviesThe Landscape and Water levies are the primary source of funding for the management of the region’s natural resources. Funds raised through the levies contribute to achieving the region’s vision of a healthy living landscape meeting the social, environmental, economic and cultural needs of the community and ensuring the rights and wellbeing of future generations. The levies also provide a unique opportunity to leverage significant amounts of external funding from government programs into the region.

Basis for the levies

In setting the levies, the Board uses the following principles:

Fairness• User/beneficiary pays - people who are the

beneficiaries of natural resources and their management in the region should pay accordingly.

• Shared responsibility - the responsibility to achieve ecologically sustainable development is a shared responsibility between the public sector, the private sector and the community.

Efficiency• Certainty - the levy arrangement should deliver a

certain outcome for the managers of the natural resources of the region and the ‘users’ of the natural resources, so that they can plan and budget accordingly.

• Resource use efficiency - the basis for determining the levy should encourage efficient and sustainable use and the protection and enhancement of the region’s natural resources.

• Administrative efficiency - the levy collection and management procedures should operate at minimum cost.

Governance• Accountability - the natural resources managers

financed by the levy (i.e. the Board) should be publicly accountable for their use of funds.

• Transparency - the process for calculating the levy and the amount paid by users should be readily observable, subject to individual user confidentiality constraints.

• Reasonable basis - costs incurred in managing the natural resources of the region should be contained at an economic level.


Division 1—regional landscape levyThe Act provides a range of options as the basis for calculating the regional landscape levy. Based on the principles established by the Board, the value of rateable land was used to determine the regional landscape levy. Regional landscape levies are collected by councils as part of rates notices to rate payers.

The table below outlines each council’s share of the total regional landscape levy and the average regional landscape levy charged per property in that council area. The table also indicates the amount each council can claim to offset the costs related to the collection of the regional landscape levy.

Division 2—water levyThe Act provides a range of options for calculating the water levy. For the River Murray Prescribed Watercourse, option g (the share of the water that makes up the relevant water resource) will be applied by the Board as the basis for calculating the water levy. For all other prescribed water resources within the Murraylands and Riverland region, option b (the quantity of water allocated) will be applied as the basis for calculating the water levy. The water levies are collected by Department for Environment and Water.

The water levy will be payable by persons authorised by a water licence to take water from the prescribed resources identified in the table below:

• At the rate indicated in the table below or

• A levy of $200, whichever is the greater.

The levy does not apply where the water is taken for domestic purposes or for the watering of stock not subject to intensive farming.

CouncilNumber of Rateable

Indicative council share of total levy

Council levy collection fee

Berri Barmera Council 6,705 318,256 4,208

Coorong District Council 3,885 224,355 3,503

District Council of Karoonda East Murray 1,497 68,736 2,906

District Council of Loxton Waikerie 8,975 461,078 4,776

Mid Murray Council 11,490 557,388 5,405

Rural City of Murray Bridge 12,491 793,374 5,655

Renmark Paringa Council 5,867 346,037 3,999

Southern Mallee District Council 1,973 126,984 3,025

52,883 2,896,209 33,477

Prescribed resource 2020-21

Rate$/ML

River Murray – Metropolitan Adelaide Consumptive Pool (Class 6) 20.98

River Murray – All Purpose Consumptive Pool (Class 2) 20.98

River Murray - All Purpose Consumptive Pool (Class 3(3a, 4, 5,7)) 6.75

River Murray - All Purpose Consumptive Pool (Class 3(3b)) 6.42

Mallee – reticulated 20.98

Mallee 6.75

Peake, Sherlock & Roby 6.75

Marne Saunders 6.75

Eastern Mount Lofty Ranges 6.75 2020-2021 Business Plan | 11

ExpenditureThe funds which the Board collects through landscape and water levies are invested into the region’s five priorities and their focus areas. The following tables provide the anticipated expenditure against each priority and focus area by project with a program support line that includes the core functions of the Board’s operation that underpin the delivery of projects. This includes administration and corporate governance arrangements, accommodation, leadership and regional land partnership program management unit costs.

Landscape and water levies

($)

External ($)

Total($)

Total expenditure proposal 11,381,641 3,137,951 14,519,591

1 State Water Planning and Management contributions include the following functions: water licensing and assessment, water resource monitoring, state and condition reporting for water resources, compliance activities and water planning advice to support the management of water resources. These services are provided by the Department of Environment and Water, including Departmental staff based regionally.

2 Murraylands and Riverland Landscape Board shares two Prescribed Water Resource Areas (PWRAs) with neighbouring landscape regions. As the board with the majority of the area of the resource, the Act requires Murraylands and Riverland landscape Board to be responsible for water planning for the Marine and Saunders PWRAs. For the Eastern Mount Lofty Ranges PWRAs, that have a small area within the Murraylands and Riverland region, the Hills and Fleurieu Landscape Board will take carriage of the water planning and implementation. The boards will have agreements that set out how they will work together to effectively manage the resources, including how they will be consistent in approach and where specific responsibilities lie for planning and implementation.

FOCUS AREAS:

• Work with industry and farming groups to demonstrate and promote best practice management of emerging threats (seepage below the root zone, herbicide resistance, nitrogen leaching, soil acidification, reduced soil health) in broad acre farming districts.

• Work with industry and farming groups to demonstrate and promote best practice management of soil acidity.

• Demonstrate and promote best management practices to reduce soil erosion risks in dryland farming systems.

• Maintain landholder awareness and encourage management of emerging weeds across the region.

• Facilitate landholder networks and collaboration for improved vertebrate pest management.

ProjectsLandscape and

water levies ($)

External ($)

Total($)

Sustainable Agriculture 205,098 205,098

Farm soils and vegetation management 392,640 392,640

Regional Landcare Facilitator 110,826 110,826

Cover crops 7,500 7,500

Pest plant and animal management in the Murraylands and Riverland Districts

1,123,915 1,123,915

Program Support 614,488 61,560 676,048

SUSTAINABLE PRODUCTIONWorking with landholders to sustain productive systems


water levies ($)

External ($)

Total($)

Wetlands and Floodplain Restoration 455,309 57,968 513,277

Restoring RAMSAR Wetlands 589,685 589,685

Sustainable Irrigation 274,727 92,730 367,457

Water allocation and management 1,2 2,441,641 2,441,641

Program Support 1,400,396 135,200 1,535,596

FOCUS AREAS:

• Ensure the use of water resources in prescribed areas is managed within sustainable limits.

• Deliver the requirements under the Basin Plan and National Water Initiative to all water allocation plans.

• Continue to optimise irrigation in key irrigation districts to provide water for the environment and improve productivity.

• Improve the ecological function of wetlands along the River Murray corridor through the management of environmental water.

• Engage the Aboriginal community in water planning and identification of their interests in water planning.

WATERManaging water resources for the benefits of multiple users in a changing climate


FOCUS AREAS:

• Restore and improve ecological functions at a landscape-scale.

• Promote and support sustainable grazing of native pastures for production and biodiversity outcomes.

• Maintain condition of key regional assets including reducing risks to threatened species from inappropriate fire regime through active fire management, addressing total grazing pressure and site-scale restoration.

• Maintain condition and improve the level of protection of biodiversity hotspots (prevent loss).

• Secure the future of prioritised threatened species and threatened ecological communities by implementing recovery plans, addressing habitat decline and species-specific threats.


water levies ($)

External ($)

Total($)

Landscape Scale Restoration 363,488 363,488

Restoring Iron grass Grasslands 371,600 371,600

Threatened Mallee Birds 185,978 185,978

Program Support 164,147 136,020 300,168


water levies ($)

External ($)

Total($)

Grassroots Grants 330,068 330,068

NRM Education 242,552 242,552

Aboriginal Partnership Program 312,079 576,302 888,381

Community Engagement and volunteer support

199,319 199,319

Citizen Science 97,587 97,587

Program Support 534,757 10,260 545,017

FOCUS AREAS:

• Build and maintain partnerships with key stakeholders including Federal, State and Local government, non-government organisations, community, farming and industry groups.

• Create positive behaviour change and build leadership capacity through increased knowledge, skills and participation in NRM (including young people).

• Support for the region’s volunteers including core training, volunteer recognition and small grants.

• Facilitate and support landholder and community networks to collaborate and share knowledge that empowers them to effectively manage the region’s natural resources.

• Engage and strengthen the capacity of Aboriginal communities and groups to manage natural resources, and support their leadership in the protection of cultural values and assets.

• Encourage and support the community’s contribution in NRM decision making, including their provision of data and evidence.

• Provide opportunities for the broader community (including young people) to connect with nature.

BIODIVERSITY Managing our biodiversity assets to improve resilience of ecosystems into the future for all, while achieving landscape scale ecological change

PEOPLE AND PARTNERSHIPSPeople managing their natural resources through behavioural and generational change


FOCUS AREAS:

• Support the capacity of land managers to adapt to change.

• Incorporate climate adaptation into natural resources management planning to ensure actions are climate-ready.Projects

Landscape and water levies

($)

External ($)

Total($)

Regional Automatic Weather Station Network

59,009 59,009

Climate adaption partnering 65,823 65,823

Program Support 55,355 55,355

3 While the direct investment in the “Building increased understanding of the adaptive capacity of the region’ Strategic Direction appears to be relatively low, the delivery of action is integrated across the implementation plan and therefore the investment is attributed to the other Strategic Directions.

4 This direction and the suite of regional core services that underpin it, supports the Board to adaptively manage and continue to improve delivery, ensuring quality services and work to achieve the Regional NRM Plan outcomes.

FOCUS AREAS:

• Statutory planning including the Landscape Plan, Board’s Business Plan, and water allocation plans.

• An effective monitoring, evaluation and reporting framework to assess the impact of the Regional NRM Plan.

• Monitoring, evaluation, reporting and improvement delivered at the program and project scale.

• Ensure contractual obligations that come with external funding are delivered.

• Continuously improve the information management systems that support evidence based decision making.

• Regular communication of Board business.


water levies ($)

External ($)

Total($)

Board leadership and governance 182,499 182,499

Planning and Evaluation 442,560 22,740 465,300

Customer and Business Services 644,552 132,874 777,426

Council levy collection fees 40,000 40,000

Communications 374,764 374,764

Program Support 757,506 254,067 1,011,573

ADAPTIVE CAPACITYBuilding increased understanding of the adaptive capacity of the region 3

FOUNDATIONALLeadership, best practice and continuous improvement 4


Striated grasswren © Diane Smith

Landscape priorities for Murraylands and Riverland This diagram shows the total investment (Landscape and water levies and external funding) across the five landscape priorities.

Note: foundational support services investment is excluded.

ADAPTIVE CAPACITY

1%

BIODIVERSITY10%

WATER47%

SUSTAINABLE PRODUCTION

22%

PEOPLE AND PARTNERSHIPS

20%


Measuring achievementThe Board will undertake an annual evaluation process to reflect on program delivery using the following key evaluation questions:

• Did we do what we said we’d do? (project scale)

• did we achieve the outcomes we set out to?

• how well did it go and did we learn anything along the way?

• are we making a difference at the local/project scale?

• how are our collective efforts contributing to maintaining / improving healthy landscapes? (organisational and regional scale).

Performance monitoring of projects (against outputs and short-term outcomes to measure effectiveness and impact) will also be captured through the annual evaluation process and supported by the provision of data or evidence. A review of the data or evidence will enable reporting;

• Of outcomes and progress against the Board’s Regional Priorities, during the Business Plan year, and

• Against a series of quantitative measures or standard metrics, where the metrics are common across teams and of interest to the Board and community

Evaluation Monitoring, evaluation, reporting and improvement (MERI) involves measuring and evaluating programs or projects against expected outcomes; reporting these findings to various audiences including key stakeholders and the community; and feeding ‘lessons learnt’ into the next cycle of planning and implementation to make improvements.

Monitoring and evaluation is designed to inform the work we do, and actively use the ‘lessons learnt’ to improve the next cycle of planning and implementation.

In addition, programs will report on their project learnings, key achievements and highlights for the year.

The data captured in the annual evaluation process will be used to produce the Annual Investment and Achievements Report - that will share with the community; the investment made against the strategic priorities; what has been achieved, and opportunities identified for future planning or program delivery.

We listen to the community, their experiences of the programs

and together we improve the opportunities for them tobecome involved.


The Board and CommitteesThe Board is a statutory regional board formed under the Act. The Board consists of seven members from the community appointed by the Minister for Environment and Water on the basis of their skills and knowledge in natural resources management.

The Board may also form committees and other bodies to enable stakeholders to be involved in planning and providing advice to the Board on specific natural resource management issues.

A total of Board, Committees and other bodies fees of $182,499 are proposed for 2020/21 which includes the sitting fees, training development, travel and meeting costs.

StaffUnder the Act, the Board will have a General Manager and staff working to deliver the programs and services of the Board. In 2020/21, it is anticipated that there will be 59.09 full-time equivalent (FTE) positions at a cost of $6,394,293 (48.84 FTE funded by levies and 10.25 FTE funded by the Australian Government) employed by the General Manager on behalf of the Board. The Board is also carrying a number of unbudgeted vacancies. Board staff will be public sector employees.

The Board will continue to receive Corporate Services (including finance, human resources, and information technology) support through the Department of Environment and Water in 2020/21, however these services are subject to change in outer years.

Physical resourcesThe Board owns and leases buildings and sheds in various locations across the Murraylands and Riverland region. The Board does not plan to purchase any additional land or infrastructure assets during the life of the Business Plan.

Murraylands and Riverland Landscape Board members. From left: Jason Size, Andrew Biele, Barb Cowey, Jim Godden, Dianne Davidson AM (chair), Greg Cock, Lisa Rowntree.


www.landscape.sa.gov.au

Murraylands and Riverland Landscape Board Offices

Berri2 Wade Street Berri SA 5343Ph: 08 8580 1800

Murray Bridge110A Mannum RoadMurray Bridge SA 5253Ph: 08 8532 9100

More information

Documents

Murraylands and Riverland Landscape Board Business Plan ......Parts of the SA Murray-Darling Basin NRM Plan will be delivered by our neighbouring landscape boards, Hills and Fleurieu