l agenda - central highlands region...2017/11/14 · 20171114 - leadership and governance standing...

OUR VISIONA progressive region creating opportunities for all

OUR MISSIONWe are a council committed to continuous improvement, a sustainable

future and efficient investment in our communities

OUR VALUESRespect and Integrity

Accountability and TransparencyProviding Value

Commitment and Teamwork

OUR PRIORITIESStrong, vibrant communities

Building and maintaining quality infrastructureSupporting our local economy

Protecting our people and our environmentLeadership and governance

Our organisation

Leadership and GovernanceStanding Committee Meeting

Notice is hereby given pursuant to the provisions of the Local Government Regulation 2012, that the next Meeting of the Central Highlands Regional Council will be held in the Council Chambers, 65 Egerton Street, Emerald on

Tuesday, 14 November 2017At 12.00pm

For the purpose of considering the items included on the Agenda.

Scott MasonChief Executive Officer

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20171114 - Leadership and Governance Standing Committee Meeting - Agenda

Central Highlands Regional Council 2 of 99

AGENDA CONTENTS1 PRESENT ..................................................................................................................................................32 APOLOGIES..............................................................................................................................................33 LEAVE OF ABSENCE...............................................................................................................................34 CONFIRMATION OF MINUTES OF PREVIOUS MEETING .....................................................................34.1 Minutes - Leadership and Governance Standing Committee Meeting - 10 October 2017......................35 BUSINESS ARISING OUT OF MINUTES .................................................................................................96 REVIEW OF OUTSTANDING MEETING ACTIONS .................................................................................97 REVIEW OF UPCOMING AGENDA ITEMS..............................................................................................98 PETITION...................................................................................................................................................99 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS

...................................................................................................................................................................910 COMMUNITIES........................................................................................................................................1010.1 Customer Service Charter ..... approx. 15 min......................................................................................1011 CORPORATE SERVICES .......................................................................................................................1411.1 WHS Information Report ..... approx. 5 - 10 min ...................................................................................1412 CHIEF EXECUTIVE OFFICER ................................................................................................................1612.1 Livestreaming of Council Meetings Statistics ..... approx. 5 min ...........................................................1612.2 Corporate Communications Monthly Report – September 2017 ..... approx. 5 min..............................1713 DEPARTMENTAL UPDATES .................................................................................................................3414 GENERAL BUSINESS ............................................................................................................................9915 CLOSED SESSION .................................................................................................................................9915.1 Trust Fund Status Update ... approx 10 min .........................................................................................9915.2 CQROC Meeting - Briefing .....approx 10 min.......................................................................................9915.3 Department Updates ..... approx 5 mins................................................................................................9916 LATE AGENDA ITEMS ...........................................................................................................................9917 CLOSURE OF MEETING ........................................................................................................................99



1 PRESENT

2 APOLOGIES

3 LEAVE OF ABSENCE

4 CONFIRMATION OF MINUTES OF PREVIOUS MEETING4.1 Minutes - Leadership and Governance Standing Committee Meeting - 10 October 2017

CONFIRMATION

I hereby confirm that I have read the minutes and they are a true and correct record of the proceedings of the meeting.

I certify that these four (4) pages form the official copy of the

Central Highlands Regional Council Leadership and Governance Standing Committee Meeting

Minutes of Tuesday the 10th October 2017.

...................................................... Councillor Kerry Hayes

(Mayor / Chair)

Date ………/………/………...

Leadership and Governance Standing Committee Meeting

Meeting of the Central Highlands Regional Council held in the Council Chambers, 65 Egerton Street, Emerald on

Tuesday, 10 October 2017

Commenced at 12.00pm

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CENTRAL HIGHLANDS REGIONAL COUNCIL

GENERAL MEETING OF COUNCIL

TUESDAY 10 OCTOBER 2017

MINUTES CONTENTS

PRESENT .................................................................................................................................................... 2 APOLOGIES ................................................................................................................................................ 2 LEAVE OF ABSENCE ................................................................................................................................. 2 CONFIRMATION OF MINUTES OF PREVIOUS MEETING ......................................................................... 2 4.1 Minutes - Leadership and Governance Standing Committee Meeting - 12 September 2017 ................... 2 BUSINESS ARISING OUT OF MINUTES .................................................................................................... 2 REVIEW OF OUTSTANDING MEETING ACTIONS .................................................................................... 2 REVIEW OF UPCOMING AGENDA ITEMS ................................................................................................. 2 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS .... 2 PETITIONS .................................................................................................................................................. 2 CORPORATE SERVICES ............................................................................................................................ 2 9.1 Conference Attendance Report - Telstra Vantage 2017 .......................................................................... 3 CHIEF EXECUTIVE OFFICER ..................................................................................................................... 3 10.1 Local Government Managers Association Annual Conference ............................................................. 3 DEPARTMENTAL UPDATES ...................................................................................................................... 3 11.1 Departmental Updates .......................................................................................................................... 3 CLOSED SESSION ...................................................................................................................................... 3 13.1 Queensland Great Artesian Basin Advisory Council Meeting 18 September 2017 ................................ 4 13.2 Departmental Updates.......................................................................................................................... 4 GENERAL BUSINESS ................................................................................................................................. 4 CLOSURE OF MEETING ............................................................................................................................. 4

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MINUTES – LEADERSHIP AND GOVERNANCE STANDING COMMITTEE MEETING – TUESDAY 10 OCTOBER 2017 – PAGE 2

MINUTES – LEADERSHIP AND GOVERNANCE STANDING COMMITTEE MEETING HELD AT 12.00PM TUESDAY 10 OCTOBER 2017 IN THE CENTRAL HIGHLANDS REGIONAL COUNCIL CHAMBERS, EMERALD OFFICE

PRESENT Councillors Councillor (Crs) K. Hayes (Mayor / Chair) Councillors (Crs) C. Brimblecombe, A. McIndoe, G. Nixon and C. Rolfe Officers Chief Executive Officer S. Mason, General Manager Corporate Services J. Bradshaw, General Manager Commercial Services M. Webster and Minute Secretary T. Wheeler Observers Councillor (Cr) M. Daniels APOLOGIES Nil LEAVE OF ABSENCE Nil CONFIRMATION OF MINUTES OF PREVIOUS MEETING 4.1 Minutes - Leadership and Governance Standing Committee Meeting - 12 September 2017 Resolution: Cr McIndoe moved and seconded by Cr Rolfe “That the minutes of the previous Leadership and Governance Standing Committee Meeting held on Tuesday 12 September 2017 be confirmed.” 2017 / 10 / 10 / 001 Carried (5-0) BUSINESS ARISING OUT OF MINUTES Nil REVIEW OF OUTSTANDING MEETING ACTIONS Nil REVIEW OF UPCOMING AGENDA ITEMS Nil MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS Nil PETITIONS Nil

CORPORATE SERVICES Attendance Manager Information Services A. Jurd attended the meeting at 12.06pm.

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9.1 Conference Attendance Report - Telstra Vantage 2017 Executive Summary: The opportunity to attend the Telstra Vantage conference allowed Council to assess and continue to validate our Information Communication and Technology (ICT) strategic direction with current industry technology trends while working on strengthening current and building future partnerships to assist us in delivering our organisational objectives. A number of initiatives will be advanced following this attendance and new technologies explored for application into our business. Considered by Council Attendance Manager Information Services A. Jurd left the meeting at 12.20pm.

CHIEF EXECUTIVE OFFICER 10.1 Local Government Managers Association Annual Conference Executive Summary: This report summarises the Local Government Managers Australia (Queensland) conference held 13 to 14 September 2017. Considered by Council

DEPARTMENTAL UPDATES 11.1 Departmental Updates Executive Summary: The following information provides an update on key activities for the Corporate Services Department. Considered by Council

CLOSED SESSION Into Closed Session Resolution: Cr Brimblecombe moved and seconded by Cr McIndoe “That Council close its meeting to the public in accordance with Section 275 (1) (h) of the Local Government Regulation 2012 and that only Council staff involved in the closed discussions remain in the room.” 2017 / 10 / 10 / 002 Carried (5-0)

Attendance General Manager Commercial Services M. Webster, left the meeting at 12.37pm. Chief Executive Officer S. Mason, General Manager Corporate Services J. Bradshaw and Minute Secretary T. Wheeler remained in the meeting. The meeting was closed at 12.37pm.

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13.1 Queensland Great Artesian Basin Advisory Council Meeting 18 September 2017 Attendance General Manager Commercial Services M. Webster returned to the meeting at 12.55pm to discuss item 13.2. 13.2 Departmental Updates Out of Closed Session Resolution: Cr McIndoe moved and seconded by Cr Brimblecombe “That the meeting now be re-opened to the public.” 2017 / 10 / 10 / 003 Carried (5-0) The meeting was opened at 1.02pm. 13.1 Queensland Great Artesian Basin Advisory Council Meeting 18 September 2017 Executive Summary: Following are a few key points from the recent Queensland Great Artesian Basin Advisory Council (QGABAC) Meeting held at Brisbane on 18 September 2017.

Resolution: Cr Nixon moved and seconded by Cr Brimblecombe “That the Central Highlands Regional Council offer strong support to the ongoing role of the Chief Executive Officer S. Mason within the Queensland Great Artesian Basin Advisory Council (QGABAC) in recognition of his contribution and extensive knowledge of the Great Artesian Basin.” 2017 / 10 / 10 / 004 Carried (5-0) 13.2 Departmental Updates Executive Summary: The following information provides an update on key activities for the Commercial Services Department. Considered by Council

GENERAL BUSINESS Nil

CLOSURE OF MEETING There being no further business, the Chair closed the meeting at 1.06pm.

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5 BUSINESS ARISING OUT OF MINUTES

6 REVIEW OF OUTSTANDING MEETING ACTIONS

7 REVIEW OF UPCOMING AGENDA ITEMS

8 PETITION8.1 To be tabled (if any)

9 MATERIAL PERSONAL INTEREST, CONFLICT OF INTEREST, PERSONAL GIFTS AND BENEFITS



10 COMMUNITIES

10.1 Customer Service Charter ..... approx. 15 min

INFORMATION REPORT

Author: Gary Scott-Holland, Manager Community and Customer Service

Authorising Officer: Kirstin Byrne, Manager Environment and Planning

EXECUTIVE SUMMARY:

Development of the CHRC Customer Service Charter has progressed to a draft stage. The purpose of this report is to provide Council with the opportunity to review the Charter’s contents and to invite feedback to subsequently incorporate recommended improvements into the development of the final product.

REPORT:

The new Customer Service Charter proposal features three key mission statement elements which have been adapted to reflect Council’s new Corporate Plan 2017 - 2022. These relate to Council’s commitment to:

Our Service Promise; Our Vision; and Our Values.

Furthermore, to consolidate Council’s commitment to managing customer ‘complaints’ and ‘requests’, the new Charter defines the differences between both and outlines a recommended pathway to elevate their importance, i.e. complaints of a serious or complex nature can be referred to the General Manager or even the Queensland Ombudsman.

Council’s service response timeframes have also been clarified;

Acknowledgement of receipt – 2 business days; Investigate and action request (standard non-urgent request) – 10 business days; and Customer notification of outcome – 2 business days.

Other elements which have been retained from the previous Charter, but in some instances have been slightly modified, condensed or have had additional points added, include;

Our Service Commitment to You; Measuring Our Performance; and Our Service Standards.

And also;

How to Contact Council

Further improvements have been made to the graphic quality and photographic images which feature in the new Charter pamphlet.

Further requirements to simplify the text may be applied and upcoming changes informed by Council’s implementation of the incoming Tech-One management system may influence further amendments.



ATTACHMENTS:

1. Draft copy of the CHRC Customer Service Charter pamphlet [10.1.1]

– END OF REPORT –

Customer ServiceCharter

65 Egerton Street, Emerald QLD 4720 T. 1300 242 686 E. [email protected]

centralhighlands.qld.gov.au

Our Service Promise To provide a customer friendly organisation, committed to providing service excellence to our community. We will project a positive attitude, focus on the solutions and provide a committed, can do approach.

Our VisionCentral Highlands Regional Council is focused on shaping a progressive region that creates opportunities for all. Through this vision Council is committed to the provision of timely, efficient and consistent quality services provided by polite and helpful officers that meet our customer’s expectations.

Our Values RESPECT AND INTEGRITY

�� Building trust, teamwork, communication and a shared understanding.

�� Actively listening to our communities.

ACCOUNTABILITY AND TRANSPARENCY

�� Equal opportunities, fair and open consultation and communication.

�� Accepting responsibility for our actions.

PROVIDING VALUE

�� Best value for money outcomes for our community.

�� Collaboration, managing expectations and working towards common goals.

�� Deliver efficiency and effectiveness in all that we do.

COMMITMENT AND TEAMWORK

�� Continually improve on our achievements and drive innovative solutions.

�� Lead change and continuous improvement in delivering for our community.

Contact usCentral Highlands Regional Council has a strong regional presence, with Customer Service Centres at Emerald, Blackwater, Springsure, Capella, & Rural Transaction Centres at Duaringa, Rolleston & Tieri.

Our offices can be contacted during normal business hours on the telephone number and email address provided.

Visit:

Our Service Centre are open

Monday to Friday 8.30am – 5pm (Excl Public Holidays)

Emerald (Administration Centre)

65 Egerton St

Blackwater

10 McKenzie St

Duaringa (Rural Transaction Centre)

12 William St

Springsure

29 Eclipse St

Rolleston (Rural Transaction Centre)

17 Warrijo St

Capella

4 Conran St

Tieri (Rural Transaction Centre)

Corner of Grasstree and Anncrouye Streets

Should you not be satisfied with Central Highlands Regional Councils response, a review body such as the Queensland Ombudsman may be able to help.



Our service commitment to youWhenever you contact us we will:

� Greet and listen to you and treat you with respect, open mindedness, courtesy and understanding.

� Respond to your enquiry in a professional and timely manner and aim to provide you with clear and accurate information that is consistent and easy to understand.

� Endeavour to resolve your enquiry at the first point of contact or record your request for actioning.

� We will respect and protect your personal information through Right to Information and Privacy Legislation.

� Continuously improve our service by proactively welcoming suggestions and seeking feedback from the community and actively measuring performance against these commitments.

� Consistently apply these standards across all contact points within Council.

“complaints” are different from Requests for ServiceRequests for service are a request for Council to take action on a matter i.e. barking dog, pothole or overgrown allotment – and should be made to our Customer Service Team who will log your request and forward to the appropriate staff member for action.

SERVICE DELIVERY TIMEFRAMES –

Acknowledgement of Receipt 2 business days

Investigate and Action Request (Standard non-urgent request)

10 business days

Customer Notified of Outcome 2 business days

A complaint may result if you are not satisfied with our response to your request for service, the standard of service or if we have made a mistake. If this happens, please bring your complaint to us directly so that we can resolve the issue, and improve our service for the future. A complaint can be made by phone, in person, in writing or by email to [email protected]

If your complaint is a particularly serious or complex matter, please put it in writing addressed to the General Manager who will personally arrange for the appropriate Supervisor or Manager to review the matter and provide you a response.

At any time, if you are still not satisfied with our response to your Request for Service or Complaint you can contact a review body such as the Qld Ombudsman. (Details overleaf).

Measuring our Performance Your feedback is important and assists us to improve the quality of our service. We seek this feedback through regular surveys, and monitoring of our performance through various Council reporting systems.

If you would like to provide additional feedback on your experience please visit www.centralhighlands.qld.gov.au and follow the links to our Compliments, Comments & Complaints information.

Our service StandardsWE AIM TO:

Telephone

� Answer your call promptly. If demand on our services is high, we may need to place your call in a queue for a short period.

� Offer informative and up to date “On Hold” messages about the region.

� Provide an After Hours service to accept your emergency phone calls outside our standard working hours.

Frontline Customer Service

� Provide a dedicated resource for customer service enquiries in regional centres during business hours (see overleaf for office locations).

� Greet you in a professional and courteous manner, be attentive and polite.

� Acknowledge your arrival and attend to you promptly. Our aim is not to keep you waiting.

Written Correspondence or Electronically

• Record correspondence and distribute to relevant offices within business day for actioning.

• Respond to all letters, faxes and emails within 10 Business days of receipt.

• Respond to all electronic enquiries (i.e. Snap, Send, Solve) within 10 business days of receipt.

• Provide an interim response advising the progress of your enquiry if there is a delay in our service.





11 CORPORATE SERVICES

11.1 WHS Information Report ..... approx. 5 - 10 min

INFORMATION REPORT

Author: Sandie Schofield, Manager Safety and Wellness

Authorising Officer: Jason Bradshaw, General Manager Corporate Services

EXECUTIVE SUMMARY:

This report provides a summary of Council’s health and safety initiatives for the month of October 2017. The purpose of the information provided is to highlight to Council any issues, risks and opportunities impacting the safety and health of workers at Central Highlands Regional Council.

REPORT:

Rockhampton Safe Work Month breakfast forum - Work safe for the moments that matter On Tuesday 17th October 2017, CHRC was represented at the Rockhampton Safe Work Month breakfast forum to network and discuss health and safety issues. At this event, there were representatives from organisations from around the region including Central Highlands, Rockhampton, Gladstone, Banana, Livingstone and Isaac Councils. The overriding themes of the forum were communication and teamwork, and these were reflected on by the speakers. Four-time Olympic Gold Medal winning swimmer Libby Trickett was appointed the new Queensland Mental Health Ambassador to help raise awareness and promote the importance of mental health in the workplace. Libby discussed her personal experience with mental health issues and is passionate about promoting positive mental health. She is also currently an ambassador for 'R U OK day' and the Black Dog Institute.

Libby hopes her new role will give her the opportunity to help Queensland workplaces support their employees to overcome mental health issues and reduce the stigma associated with mental health. One of her very salient points was "I think almost everyone will experience challenges, stresses, pressures of work and life and I think that one of the really important things as an action is for employers to recognise if someone is needing support".

Libby shared her story to empower Queenslanders to recognise the signs of poor mental health and to ask for help. She left with 5 tips for maintaining mental health:

1. Regular exercise2. Maintain relationship with a good GP3. Everyone should see a Psychologist at least once4. Aim for 8 hours of sleep per night5. Regularly communicate with loved ones

As an employer, Council has an obligation to manage risks to workers that may cause physical and psychological harm. Psychological and physical health can be adversely affected by poorly designed or managed work environment, a traumatic event, workplace violence, fatigue, bullying or harassment and excessive or prolonged work pressures. There are approximately 1 million people in Australia living with depression and 2 million people living with anxiety. Tragically, approximately 7 Australians die by suicide every day.

Council is in a position to positively impact the mental health of our workers by creating and promoting a mentally healthy workplace. A mentally healthy workplace has enormous benefits to an organisation,



including healthier, happier and more engaged workers. A reduction in unplanned leave, staff turnover, presenteeism and task errors.

New Initiative - SWATCollaboratively, the health and safety and human resources teams are implementing a mindful employer action plan. The plan is aimed at increasing awareness and reducing stigma surrounding mental health; supporting workers with mental health condition and reducing the risks to mental health in the workplace. Many of these initiatives will form part of the Safety Activation and Wellness Team (SWAT) program headed by ELT sponsor, Daniel Fletcher.

Safety Leadership Program – SOS – Switch on SafetyDuring October, Council staff commenced a key part of the overall Safety Priority Initiatives – being the switch on safety program, which is a safety leadership and culture program to commence our journey on becoming a high performing safety culture through influencing through a Belief, Thinking, Behaviour, Results model. Initially – the leaders across the organisation will begin with a two-day workshop and then training and education will filter throughout the organisation encouraging safety leadership habits across all employees. This program is being facilitated by Actrua Performance Cultures.

ATTACHMENTS:

Nil




12 CHIEF EXECUTIVE OFFICER

12.1 Livestreaming of Council Meetings Statistics ..... approx. 5 min

INFORMATION REPORT

Author: Andrea Ferris, Coordinator Communications

Authorising Officer: Scott Mason, Chief Executive Officer

EXECUTIVE SUMMARY:

A report on the data from livestreaming the council meetings from April to September 2017.

REPORT:

The total views for the six-month period is 526.The average views per meeting is 22.87.

The peak in viewing in April 2017 was due to the flood levee decision. That day, the 11 April, we had 106 viewers for the general meeting.

The blanks are because we had no data recorded.

ATTACHMENTS:

Nil


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April May June July August SeptemberGeneral 131 15 36 41 9 58Communities 17 22 20 5 11Finance & Infrastructure 23 32 7 12 26Leadership & Governance 5 7 8

General Communities Finance & Infrastructure Leadership & Governance

Livestreaming Council Meetings



12.2 Corporate Communications Monthly Report – September 2017 ..... approx. 5 min

INFORMATION REPORT

Author: Andrea Ferris, Coordinator Communications

Authorising Officer: Scott Mason, Chief Executive Officer

EXECUTIVE SUMMARY:

The Corporate Communications team compiles a report at the end of each month on the key statistics and analysis of its communications channels and the activities undertaken.

REPORT:

The month of September was somewhat quiet for corporate communications due to leave within the team, which had the unit at 60% of capacity. Noteworthy mentions from the report include:

Project updates

Regional Signage Project – the second draft of the signage concept was finalised and a date to present to council strategy meeting set.Events Strategy and Action Plan – consultants have issued a community survey to events organisers in the region this month.Brand Refresh – The branding designer visited Emerald and spent a day with the team to give some tips for using the templates and to discuss the guidelines document and solve some template issues.Advocacy Strategy – second draft was discussed with ELT and some amendments included. Due to be presented to council on 14 November.Annual Report 2016-17 – contributions began arriving for inclusion in the report. Designers contracted.Social Media Policy and Guidelines – currently with Executive Leadership Team for consideration.Central Highlands Marketing Plan update – scope of project changed slightly. Further workshop/discussion to be held with councillors.

E-newsletterSubscriptions to the weekly e-newsletter rose slightly. Promotion plan to increase subscriptions offering an iPad as a prize in a random draw of new subscribers commences 14 October and closes 4 November.

Social MediaThe total number of Facebook posts for the month was 40 and CHRC still holds the number two ranking for engagement between Rockhampton, Livingstone and Isaac councils.The council by-election posts performed well this month as did one on R U OK Day. A new graph shows combined engagement per month over the year is declining, however, if taken over a longer period, the combined per month engagement in 2016-17 is shows an 80% increase from 2015-16.

WebsiteThe top three pages visits in September were recruitment, airport and by-election.

Traditional MediaThe team prepared and distributed 10 media releases in September.



ATTACHMENTS:

1. Corporate Communications Monthly Report September 2017 [12.2.1]


Corporate Communications Monthly Report – September 2017 1

Corporate Communications

Monthly Report – September 2017

Major Project Communications Update

Project Officer Update Regional signage project Andrea Ferris Final concept received and appointment booked

to present to strategy meeting on 11 October.

Event strategy Andrea Ferris Consultants have sent survey to community members to complete for data collection on local events

Brand refresh Andrea Ferris Draft brand guidelines document received and feedback provided. Letter template issues resolved.

Corporate Plan Team Waiting on advice from ELT regarding internal communications roll-out.

Social media guidelines Hayden Thomson Met with ELT to discuss queried. Amendments made, report prepared. Due for discussion on 11 October.

Advocacy Strategy Andrea Ferris Discussed at ELT 13 September. Some amendments required.

Corporate Software Project Andrea Ferris Attended 3 change management workshops and 1 project board meeting. Key messages for TOTO drafted.

Annual Report Team Annual Report 2016-17 data collection continued.

Central Highlands Marketing Plan Update Andrea Ferris Put proposal to CEO to have EarthCheck complete this project. Not resolved.

Internal Communications Strategy Andrea Ferris Not commenced.

Monthly Highlights

� Whole of Organisation Day.

� Visit by graphic designer for the day for training in new templates.

� Commencement of time management coaching.

� R U Okay Day.

� Launched ‘Know your Council’ video series.

Leave

Andrea Ferris was on leave 4 days this month.

Kara Paradies was on leave 3 days this month.

Hayden Thomson was on leave 10 days this month

Capacity = 60% of total.

Training Undertaken

Fraud and corruption.

Working as one, Learning and Development Systems workshop.

Time management coaching (Hayden Thomson)




Media Monitoring Brief Overview (Smartsheet)

Media mentions recorded in August 2017 12 (15 in August 2017)

Media Releases Prepared & Distributed (published on council’s news webpage)

September 2017 August 2017 10 15

Media Enquiries (enquiries for information, interview requests or response from the media)

September 2017 August 2017 7 Not recorded

Internal Communications – The Vine update

The new CHRC intranet The Vine was launched on 8 February 2017.

Visits to The Vine dropped off this month for no discernible reason. Work is continuing on having all office

emails removed to drive more traffic to the site.

The most visited pages were: updates for the WOO Day with 241 views, job vacancies with 186 views and the

ballot draw for the by-election with 148 views.

The Vine ‘Harvest’ was distributed to all staff weekly during the month and in hard copy to all the outside staff.

View from the Chambers – overview of the council and committee meetings was posted on The Vine on the

12 September 2017.

February March April May June July August September

Sessions 3541 4970 3274 5339 4630 4695 6434 5533

Users 494 424 316 414 360 363 415 397

Comments 56 129 85 23 107 80 166 106

New visitor sessions 251 163 85 81 116 86

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External Communications

E-news

Date published Successful deliveries

Opened* Total opens Clicks per unique opens %

Total clicks

#68 1 September

382 216 485 38.9 141

#69 7 September

382 193 412 44 159

#70 14 September

385 203 408 30.5 106

#71 21 September

387 200 486 33 110

E-news subscribers

August 2017 September 2017

Total number of subscribers 384 392

New subscribers 1 7

Average open rate 56.7 55.8

Average click rate (clicks on links in content)

20.5 20.1

*Opens means those that opened their email into a full window. Some people read e-newsletters in the email

preview pane without opening fully.

A campaign to boost subscription is underway. The enewsletter template has been refreshed with council’s

new branding.

Mayor’s Column CQNews #26 –22 Septebmer 2017

Oct Nov Dec Jan Feb March April May June July AugustSeptem

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Subscribers 285 292 298 314 327 344 369 373 382 383 384 392

New subscribers 8 7 6 16 13 17 25 4 9 1 1 7

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Social Media Report (ECM Document #1162756)

Total number of Facebook posts for September was 40.

The most popular posts this month were one about RU Okay Day and one advising that council would have

limited service on the Whole of Organisation Day.

Total posts Comment Reactions Share

September 2016 72 146 1165 209

October 2016 70 473 956 260

November 2016 64 389 2035 539

December 2016 47 482 2689 464

January 2017 35 222 913 228

February 2017 48 465 1188 297

March 2017 61 819 3306 1000

April 2017 34 367 1685 455

May 2017 50 260 1432 309

June 2017 25 200 792 205

July 44 246 1608 373

August 2017 45 438 1681 370

September 2017 40 188 796 209

The Facebook engagement was down this month due to the Digital Communications Officer being on leave

for 2 weeks.

Twitter – 446 (+19) followers; 67 (-1) following; 12 (+0) listed

Instagram – 96 (+28) followers – 47 (+7) posts in total – 34 following (as at 12 October 2017)

Oct Nov Dec Jan Feb March April May June July August Sept

Share 260 539 464 228 297 1000 455 309 205 373 370 209

Reactions 956 2035 2689 913 1188 3306 1685 1432 792 1608 1681 796

Comment 473 389 482 222 465 819 367 260 200 246 438 188

Total posts 70 64 47 35 48 61 34 50 25 44 45 40

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Website Report (ECM Document #1163251)

The top 3 pages visits in September were recruitment, airport and the by-election.

59.5% of the website users are female and 40.5% are male. The age group containing the highest amount of

users is 25-34, which reflects the age demographic of the state.

39% of the website sessions were via a mobile device.

Sept Oct Nov Dec Jan Feb March April May June July August Sept

Sessions 11267 12233 12410 9853 12248 14079 22199 14443 12548 10892 12829 14444 12355

Page Views 26413 28029 28612 22173 28542 31908 43191 27732 26065 23092 26338 30103 27492

Users 6962 7788 7590 6397 7704 8613 14033 9702 8158 6898 8310 9246 7859

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Website Statistics

Sessions Page Views Users




Report on Communications Strategy Action Plan 2017-18

Strategic approach Action Measurement Status

Authenticate Review and rewrite media and social media policy and procedures to reflect opportunities for ‘staff’ and ‘people like me’ to deliver key messages.

Policy reviewed and adopted by 30 December 2017.

Social media policy and guidelines drafted. Version 2 discussed at ELT 12 Oct. Further development required post social media conferences. Next discuss at ELT November.

Develop an Internal Communications

Guideline by staff in council’s communications and Action Plan to ensure maximum involvement and decision making environment.

Internal Communications

Guideline and Action Plan developed by 30 December 2017.

Not started and may be affected by Change Management Project Communications Plan.

Collaborate Host networking forum for communications personnel from neighbouring councils.

Event held before 30 November 2017.

Due to a lot of staff changes in Isaac, Livingstone and Rockhampton councils it has been decided to defer this action until the new year.

Engage a freelance journalist or communications officer to provide support to Corporate Communications team.

Suitably qualified person engaged by 30 July 2017.

Not completed by date. Corporate Communications Team restructure plan drafted and being reviewed due to personnel extended leave application in 2018.

Subscribe to a ‘social listening’ application to analyse trends in content, engagement and influencer behaviour and report monthly on statistics.

12 reports provided. Currently subscribed to Hootsuite. Report processed for September.

Investigate In consultation with the councillors and management, develop a priority list of events, special days/weeks, societal issues and community campaigns to publicly discuss, promote and advocate on behalf of the Central Highlands community. (Appendix 1)

List adopted by 30 September 2017.

Completed. Adopted on 22 August 2017. RU OK Day in September. Water Week activities in October.

Apply social media usage analysis results to guide growth in engagement.

Engagement analysis – comments, reactions, shares—data shows growth on average over time.

Trend over last 12 months shows decline in total engagement. (See diagram A). However, the average combined Facebook engagement per month over the two years (2015-16 and 2016-17) has increased by 80%.




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Facebook Engagement

Provide a monthly analysis of corporate website statistics to measure usage trends.

12 reports presented. User analysis shows increasing trend over time.

Reports presented for July and August. There is a slight upward trend in users over the last 12 months. See Diagram B.

Apply a promotion campaign in July 2017 and January 2018 to increase subscriptions to e-newsletter.

Campaigns delivered and e-newsletter subscription base shows growth over time.

Promotional campaign to commence Monday 16 October. It will run until 4 November.

Innovate Purchase and install two electronic signboards for the Emerald area to promote community announcements.

Signs purchased and installed by 30 March 2018.

Not commenced.

Conduct a review of the structure of the Corporate Communications unit and make recommendations for career pathway.

Review completed by 1 March 2018.

Review commenced. Restructure drafted.

Consolidate Purchase advertising in the CQNews for a Mayor’s Column every month.

Mayor’s column published 12 times per annum.

Mayor’s column published August and September.

Publish e-newsletter weekly, excluding Christmas week.

E-newsletter published 51 times.

Published 1, 7, 14 & 21 September.

Diagram A

Combine engagement is shares, comments and reactions.

Average combined Facebook engagement/month (reactions, shares and comments)

2015-16 2016-17

1959 2432




Diagram B

Website user trend

Sept Oct Nov Dec Jan Feb March April May June July August Sept

Series1 6962 7788 7590 6397 7704 8613 14033 9702 8158 6898 8310 9246 7859

0

2000

4000

6000

8000

10000

12000

14000

16000

Nu

mb

er

of

use

rs

September 2016 - September 2017

Website Users



Sep 1, 2017 - Sep 30, 2017Audience Analysis Dashboard

Sessions and Users

Sessions by Landing Page

Landing Page Sessions

4,399

1,063

641

549

388

329

318

294

232

159

Sessions and Bounce Rate by Coun…

Country Sessions BounceRate

Australia 11,798 53.83%

United States 111 84.68%

India 85 76.47%

Philippines 68 70.59%

Canada 42 97.62%

Sessions by User Type

Sessions and % New Sessions by Browser

Browser Sessions % New Sessions

Chrome 4,044 48.79%

Safari 3,396 50.80%

Internet Explorer 2,610 31.72%

Samsung Internet 666 39.19%

Firefox 472 57.20%

Pageviews

27,492% of Total: 100.00% (27,492)

Pages / Session

2.23Avg for View: 2.23 (0.00%)

Avg. Session Duration

00:01:50Avg for View: 00:01:50 (0.00%)

Bounce Rate

54.65%Avg for View: 54.65% (0.00%)

% New Sessions

45.84%Avg for View: 45.84% (0.00%)

Sessions Users

… Sep 8 Sep 15 Sep 22 Sep 29

500500

1,0001,000

400400

800800

/

/about-council/recruitment/current-vacancies/

/about-council/contact-council/

/facilities-recreation/airports/emerald-airport/

/about-council/mayor-councillors/central-highlands-byelection/

/facilities-recreation/sport-leisure/aquatic-centres/

/community-support/pets-animals-2/lost-found/

/about-council/news/neighbourhoods-encouraged-enhance-streetscapes/

/about-council/mayor-councillors/

/facilities-recreation/libraries/

Returning Visitor New Visitor

12,355

Sessi…45.8%

54.2%

All Users100.00% Sessions

Central Highlands Regional Council

All Web Site Data GO TO REPORT20171114 - Leadership and Governance Standing Committee Meeting - Agenda


https://analytics.google.com/analytics/web/?utm_source=pdfReportLink#dashboard/G128X8tuT3GywyH7-151fA/a17255022w114844762p120029290/?_u.date00=20170901&_u.date01=20170930/

CorporateCommunicationsCentralHighlandsRegionalCouncilMonthlyReport-September2017

Sep01,2017-Sep30,2017CHRCSocialMediaReportCHRCSocialMediaReport

TotalLikes?

6,7340.5%

NewLikes?

793(dailyavg)

PageEngagement?

498-76.2%

WeeklyTotalReach?

8,470-59.5%

FacebookInsights:Snapshot

Age Male Female13-17 0.8% 0.7%18-24 3.1% 8.2%25-34 8.6% 23.7%35-44 7.3% 20.4%45-54 4.5% 12.1%55-64 1.7% 4.9%65+ 1% 2.2%

FacebookInsights:LikesbyDemographic-Tabular

Sep06 Sep11 Sep16 Sep21 Sep26Sep01 Sep30

2

4

0

6Likes Unlikes

FacebookInsights:DailyLikes



Sources LikesPageProfile 31

FeedStory 15

PagelikeAdderForReactivatedUsers 10

PageTimeline 8

Mobile 5

FeedChaining 3

FeedPyml 2

Unknown 1

TimelineLikeChaining 1

Hovercard 1

19moresources 3

FacebookInsights:LikesbySource20171114 - Leadership and Governance Standing Committee Meeting - Agenda


Top10byTalkingAboutThis

TypeType DateDate PostPostPostPost ReachReach11EngagedEngagedUsersUsers22

TalkingTalkingAboutThisAboutThis33

EngagementEngagementRateRate44

Sep1,2017

Emerald'sPhoebeWaldroncan't...

6435 1019 148 2.3%

Sep21,2017Didyouknowthere'smoreto...

4243 475 73 1.72%

Sep11,2017ThisThursdayisRUOKDay,a...

3504 116 62 1.77%

Sep14,2017TheCentralHighlandswillhost...

3103 187 61 1.97%

Sep18,2017ErgonEnergyhaveadvisedofan...

6178 821 60 0.97%

Sep7,2017Half-yearlyratesnoticeshave...

5885 1928 59 1%

Sep4,2017Lookingforsomethingtodowith...

3515 93 55 1.56%

Sep20,2017Therewillbelimitedcouncil...

5448 310 55 1.01%

Sep13,2017TodayisRUOKDayandweare...

2929 76 48 1.64%

Sep12,2017AgreatturnoutattheCombined...

2437 262 35 1.44%

1. Thenumberofuniquepeoplewhohaveseenyourpost.Clickonthenumbertoseemoredetails.Figuresareforthefirst28daysafterapost'spublicationonly.Clickon"Reach"tosortyourposts.

2. Thenumberofuniquepeoplewhohaveclickedonyourpost.Clickonthenumbertoseemoredetails.Figuresareforthefirst28daysafterapost'spublicationonly.Clickon"EngagedUsers"tosortyourposts.

3. ThenumberofuniquepeoplewhohavecreatedastoryfromyourPagepost.Storiesarecreatedwhensomeonelikes,commentsonorsharesyourpost;answersaquestionyouposted;orrespondstoyourevent.Clickonthenumbertoseemoredetails.Figuresareforthefirst28daysafterapost'spublicationonly.Clickon"TalkingAboutThis"tosortyourposts.

4. ThepercentageofpeoplewhohavecreatedastoryfromyourPagepostoutofthetotalnumberofuniquepeoplewhohaveseenit.Clickon"EngagementRate"tosortyourposts.

FacebookInsights:Per-PostMetricsTop1020171114 - Leadership and Governance Standing Committee Meeting - Agenda


https://www.facebook.com/181495548555207/posts/1514072008630881










Sep06 Sep11 Sep16 Sep21 Sep26Sep01 Sep29

50

100

0

133Comments Likes Shares

FacebookInsights:DailyPostFeedback

FacebookInsights:PeopleTalkingAboutThisbyDemographic

27%MALE

72%FEMALE

1%UNKNOWN

FacebookInsights:GenderSummary

Sep01 Sep29

WallPosts Photos Videos

FacebookInsights:DailyPageActivity



Twitter:ProfileSummary

@CHRCouncilCentralHighlandsRCQueensland,Australia

OfficialaccountofCentralHighlandsOfficialaccountofCentralHighlandsRegionalCouncil.OurlocalgovernmentareaRegionalCouncil.OurlocalgovernmentareaislocatedinCentralQueenslandandishomeislocatedinCentralQueenslandandishometovariousthrivingindustries.tovariousthrivingindustries.

446446

6767

1212

FollowersFollowers

FollowingFollowing

ListedListed





13 DEPARTMENTAL UPDATESDEPARTMENTAL UPDATE REPORT

Author / Authorising Officer: Jason Bradshaw, General Manager Corporate Services

EXECUTIVE SUMMARY:

The following information provides an update on key activities for the Infrastructure and Utilities Department and the Office of the Chief Executive Officer.

Infrastructure and Utilities

Key Activities Summary

1. Disaster Management Preparedness: Train the Trainer

Chief Executive Officer

Key Activities Summary

1. Local Government Association of Queensland Annual Conference 2017 – 18 – 20 October 20172. Great Artesian Basin Coordinating Committee Meeting No. 39 – 2 November 2017



Infrastructure and Utilities

2. Disaster Management Preparedness: Train the TrainerAfter consultation with the Executive Leadership Team, discussions with QitPlus, Queensland Fire and Emergency Services (QFES) and a number of Council officers, it has been agreed that Council will need the change the way disaster management training is delivered this year and also into the future. This has come about due to significant staff changes and operational business pressures on current available resources.

The proposal is to conduct only two blocks of training preseason, one concentrating on Guardian Control Centre training and one on basic Disaster Managements training to be conducted by QFES.

The big change will be in the delivery of Guardian Control Centre training, instead of delivering multiple courses through the region taking up an extraordinary amount of staff time and taking them away from their core responsibilities, eight (8) to ten (10) key staff were targeted to be trained up as trainers, including at least one (1) staff member from Springsure, Capella, Blackwater and four (4) to six (6) from Emerald, training was held the week 31 October to 2 November. The trainer course required a commitment of three days by participants. Undertaking this revised training process will allow for a robust disaster response capability by providing a bank of skilled trainers to upskill staff at the time of an event rather than training multiple staff now, thus reducing the demands for large numbers of staff to commit to hours of training when our core business demands are quite high and our staff resources are limited.

Suitable and willing candidates from throughout the organisation have been nominated to fulfil the role of trainers in Guardian Control Centre. Nomination provided a range with some candidates having previous experience, previous training in disaster management, and those who would be involved during an event.

As QFES Disaster Management training this is scheduled to be conducted in 10 November with the main concentration being on the basics and targeted to staff with little or no knowledge of the Queensland Disaster Management Arrangements and key areas of identified shortfalls in capability such as Resupply, Recovery and Planning. Most of these are two hour short courses that will be conducted throughout the region in high risk areas.

It is hoped that this strategy will reduce the pressure on staff having to attend training for this year but provide a strong capability to respond to an event should one occur. It is important as the leaders of our organisation to back this initiative and support staff to undertake this crucial training and commit to roles providing an essential service to our community and enhanced community safety.

Staff who attend training were:

Communities• Lisa Conway• Lorrae Brimblecombe

Corporate Services• John Frisch• Denis Glacken• Natasha Todd• Fran Rolfe

Infrastructure and Utilities• Glenn Bell• Michelle Bell• Keith Jarrett

Chief Executive Officer



1. Local Government Association of Queensland Annual Conference 2017 – 18 – 20 October 2017

The 121st Annual Local Government Association of Queensland (LGAQ) Conference was held at Gladstone from October 16 to 18, 2017. The Conference theme was: “Waves of Change; Oceans of Opportunity”.

Following traditional Conference-opening niceties, delegates were addressed by Mayor Councillor Mark Jamieson of the Sunshine Coast Regional Council and President of LGAQ. He spoke affirmatively about the Queensland State Government Works for Queensland funding initiative and the future allocative model which is being developed by Government in conjunction with the LGAQ.

He reflected on the year that was and reflected on the devastation of Tropical Cyclone Debbie, waste management reform, coastal protection, Natural Disaster Relief and Recovery Arrangements reform, Federal Assistance Grants indexation and the changing industrial relations environment. He also reflected on the Crime and Corruption Commission Belcarra review and implications it will have for conflict of interest declarations by councillors.

He referenced future opportunities, being the opening up of the Galilee Basin, the upcoming Commonwealth Games and connectivity, specifically the fibre optic telecommunications investment by Barcoo and Diamantina Shire Councils.

The Keynote address, “Leadership in a Populist World - the state of Australia Politics 2017” was delivered by Mr Peter Lewis, a Pollster of Essential. The Essential Report provided a good interpretation of the current political scene, citing that most institutions have lost the public’s trust and that the major political parties have seen their votes decline over the decade, resulting in the rise of populism, specifically the notion of support for the concerns of ordinary people, evidenced by Brexit, Donald Trump, the rise of Pauline Hanson, etc. In fact, sympathy for Hanson significantly exceeds her vote, because she is seen as speaking for a lot of ordinary Australians.

The Essential Report claims that the Australian society has lost its way, that more of us feel insecure in work, two-thirds of Australians are under financial pressure and inequality is on the rise. Mr Lewis drew the conclusion that the ‘lived experience’ of ordinary Australians is driving the increase in populist politics.

Other findings are that the tax system is unfair and that there is mixed support for the big government decisions of the past two decades, in that where government has stepped up and taken the big decision, there is support, and where government has not been so direct, less support. The report goes on to recognise that privatisation hasn’t delivered on its promise.

Regarding the future, insights are that people don’t like regulation in general (red tape), but they want more of it when it comes to the specifics around certain issues. They want government to take responsibility again, they see the benefits of free trade, they accept the science of climate change and they don’t want to overthrow government, but for the government to do its job. People want politics to be used to solve problems - not create them, and they believe they know what the priorities are - energy pricing, housing affordability, etc. Generally though, people are happy.

Mr Lewis concluded by saying that: “Leadership is a about people, not formulas or theories” and “that people wish to be led”. Demonstrating authenticity (simple language for humans and ‘letting the voice shine through’) through story-telling is the most effective way to communicate.

The second keynote address was delivered by Mr Marek Stepniak, Partner, McKinsey and Company entitled: “Global trends in changes in delivery of public services”. It discussed opportunities for councils to save money and improve performance from a global consulting perspective.

There is greater pressure for governments to deliver efficient and effective service. This extends to local governments due to the integral role they play in the lives of Australians. Australia has achieved mixed outcomes and deteriorating productivity with some scope to improve efficiency.



Governments at all levels are facing fiscal constraints and challenging new problems - increasing inequality, youth jobs, the skills gap, rapid urbanization and the rising prevalence of obesity, just to name a few.

There are five macro approaches that governments are taking to transform service delivery:1. Radically redesigning public services to improve quality of Service and cost efficiency;2. Restructuring the governments approach to manage public finances, budgeting, investment and

revenue and working capital management;3. Strengthening functional leadership and capabilities across government to support delivery;4. Optimising the governments structure, scale and operating model; and5. Developing the vision, accountability and capabilities needed to drive a large-scale

transformation.

These trends also manifest in local governments, who are implementing several measures

Governments have shifted toward customer-centric Service to increase public satisfaction and reduce costs, by:

Measuring citizen satisfaction; Understanding of the entire citizen journey; Translating improvement opportunities into front and back-end solutions; and by Thinking long term

The digitisation of government has grown significantly over the last fifty years and become increasingly user-focused, and citizens have come to expect a simple, easy to use online service and local government needs to follow suit.

Mr Seb Terry of 100things.com.au delivered an insightful presentation about goal setting, living a full life and being authentic. He challenged delegates to “get passionate”; and to determine “what’s on your list?”

The remuneration and discipline tribunal are considering the creation of a remuneration pool for discretionary payment to committee chairs. It is envisaged that such a pool would be funded by quarantining a portion of remuneration increases that would have been applied across the board.

Ms Zelda la Grange, Former Presidential Aide to Nelson Mandela delivered a keynote address about her life and career working for the South African Government in the Apatite era, then for Mr Mandela in Government from 1994 to 1999 and then as his personal secretary in his retirement. In all, she worked for Mr Mandela for 19 years. She related how her life was significantly changed through her experiences.

Consistency of a values based principles approach is what she recognised as the life raft for navigating significant storms of change and chaos. She delivered many other pearls of wisdom through her experience in working for the man who lived in a prison cell on Robin Island for 18 years of his 27-year imprisonment.

Discipline, respect and integrity are the three most important virtues Never allow the enemy to determine the grounds for battle How you greet the enemy determines how they treat you Choose humanity over ideology Integrity, honesty and ethics must be worked at It is easier to change others than it is oneself Resentment is like drinking poison yourself and hoping your enemy will die If we wish to hold government accountable, we have to be beyond reproach Return to the basics Change is through active citizenry

Her Book: “Good Morning Mr Mandela” by was recommended reading.



Mr Frankie Carroll addressed the Conference and spoke about the current grant funding environment, specifically that there is currently 74 grant programs for $852 million. The current input-based model can be complex and time consuming in order for grant funding to be approved. The proposal is to move to an outcomes-focused grant funding model that reduces the quantum of funding programs and assists with the financial sustainability of councils.

Minister Mark Furner MP, Minister for Local Government and Minister for Aboriginal and Torres Strait Islander Partnerships spoke about the strong partnership between local and state government, the advancement of clean energy sources, citing the examples of Sunshine Coast Regional Council and Western Downs Regional Council, and technology uptake (Mapoon Aboriginal Shire Council).

He praised the Works for Queensland $400 million funding initiative and referenced the Government’s review of grants processes. He spoke about the Councilor Complaints Amendment Bill and how this reform will create an Office of the Independent Assessor to address complaints against councillors.

The Shadow Minister for Transport, Main Roads and Local Government, Mr Andrew Powell MP addressed delegates and spoke to the need for the State Government to invest more money into infrastructure, specifically into roads. He provided examples of how the roads budget has been cut by the current labor government at the expense of significant metro projects. He confirmed that the TIDS (Transport Infrastructure Development Scheme) programme will stay, the Rookwood Weir would progress and a revamped $500 million Royalties for the Regions Programme would exist. The LNP (Liberal-National Party) strategy is to listen and respond to local government and then get out of the way. They seek to be willing partners that empower local government. He indicated they would trial a $3 million capital grant programme to showcase remote Queensland tourism.

It was unfortunate that legal matters and priorities kept me away from full attendance at the Conference.

2. Great Artesian Basin Coordinating Committee Meeting No. 39 – 2 November 2017

I had the pleasure of representing Mr Roderick Gilmour, Chairman, Queensland Great Artesian Basin Advisory Council at the Great Artesian Basin Coordinating Committee Meeting which was held in Brisbane today.

The primary role of the 14-member Committee is to provide advice to Australian, State and Territory Ministers on efficient, effective and sustainable whole-of-resources management of the Great Artesian Basin (GAB) and to coordinate activity between stakeholders.

Below is a number of key points in summary form. Should you require any additional information, please don’t hesitate to contact me via email [email protected] or via mobile telephone 0447 699 190.

Concerns for the impact of Adani’s Carmichael Mine on the Great Artesian Basin (GAB) were discussed, specifically correspondence from Barb Shearer-Jones.

o The Carmichael Mine must save the equivalent of five times the 730 ML per annum water demand through an offset strategy approved by the Commonwealth Government.

o It was recognised that this Committee is unable to provide advice at present, due to a lack of information on impacts and controls. The Queensland representatives acknowledged this and committed to addressing same through providing the facts for consideration by the GABCC.

o While the Carmichael Mine footprint is not on the GAB, it does impact on the Galilee Basin, which forms the Triassic section of the GAB. There is no diffused leakage for the GAB formation. Localised impacts will occur in the Clematis sandstone and Rewan formations.

o The Committee will consider a bioregional assessment and any whole of Basin cross sectoral issues, should they exist. It was noted that there is no evidence to date of impacts on the GAB.

The GABCC has been preoccupied with the development of the Draft Strategic Management Plan (SMP) and today’s meeting is a return to the Committee’s broader objectives.

The GABCC Operating Arrangements have been revised as at September, 2017

mailto:[email protected]



o Three GABCC meetings occur per year. It was agreed to set aside one regional meeting per year to provide an opportunity for the Committee to listen to different perspectives and engage with people that live on the Basin. It was agreed that demonstrating connectivity supports the credibility of advice being provided.

The Draft 15-year SMP was considered.o Some members were disgruntled with some of the substantive changes to the Draft

SMP. Concerns centred on the tone of the SMP, and how social licence is represented. The audience of the document is all stakeholders and it was remarked that

ownership is lost due to some of the edits. The role of the Strategy is to complement the water resource planning by states

so that the GAB is managed in a coordinated manner. It is an aspirational document.

From what I could gather, jurisdictions were permitted to make changes without explanation. Rather than hold the document up, the Committee identified the major changes that could be reviewed in conjunction with the stakeholder consultation process.

I noted the document focusses on targeted and ongoing government investment and that it does not encourage philanthropic investment. I will advance this suggestion through the upcoming feedback process that will be available to Committee members.

o Implementation of the SMP and governance arrangements were discussed. The Committee agreed that coordinated governance should be a commitment of governments.

o The Committee agreed to commence the consultation period soon and conduct it to approximately April, 2018. Communications material will included a standard PowerPoint presentation, fact

sheets, an Executive Summary and website linkages. The GABCC website address is http://www.gabcc.gov.au/

25 projects to build the evidence base for decision-making and address known gaps in knowledge were identified. These projects will be prioritised by a working group. I volunteered to be part of this group.

The GABSI (Great Artesian Basin Sustainability Initiative) Review provides an opportunity to leverage government thinking for a successor infrastructure policy. The intention is to describe the benefits, non-benefits and unintended consequences of GABSI over the last 18 years to inform what a future policy approach may look like. A methodology will be employed to determine the role of government and stakeholders that addresses concerns around public versus private benefit and some blurred responsibilities. Specifically, a signal will be sent to landowners about their water management responsibility post public investment.

The GABCC Chairman, Ms Juanita Hamparsum acknowledged the contribution made by Mr Roderick Gilmour to this Committee since 2004.

Sector Reportso I delivered the Queensland Community Representative Report on behalf of Mr Gilmour

(refer below)o The GAB Advisory Group (New South Wales) expressed concern about:

The Royal Australian Air Force and contamination caused by firefighting foam; and

Coal Seam Gas mining activity.o The National Farmers Federation have as a policy position, a desire for the

Commonwealth Government to commit suitable funds for the continuation of a capping and piping program.

o The Environment Sector Report focussed on challenging the Petroleum Sector Report, which included the recent South West Local Government Association Media Statement about fracking activity and concerns being spread by the environmental movement. To support the case, reference was made to Mayor Cr Bruce Scott OAM and his and RAPAD’s (Central Western Remote Area Planning and Development Board) conflicting views.

o The Australian Government tabled the draft 2016/17 Annual Report, which will be finalised by December 31.

http://www.gabcc.gov.au/



Due to capacity constraints, the Committee is not in a position to make a submission to the Senate Reference Inquiry by the Environment and Communications References Committee into water use by the extractive industry.

o Queensland is investigating whether it can make a submission while caretaker provisions are in force.

The next meeting will be around March/April, 2018.

GABCC 39 Brisbane Meeting – Queensland Community Representative’s Report1. I would like to convey Mr Roderick Gilmour’s apology for this meeting.2. A QGABAC meeting was held on 18 September. It is expected to be the final meeting of 2017

and the final face-to-face meeting of the current QGABAC term, which expires December 2, 2017.

3. Key messages from the meeting included:a. Recognition of the release of the final GABORA Water Plan on 2 September 2017.b. Continue to lobby the Commonwealth Government and support the Queensland

Government for capping and piping funds post 2018-19.c. The Council looks forward to updates at future meetings on bore construction

compliance.d. The QGABAC was pivotal in providing Queensland’s input to the draft SMP. The

Consultation Draft of the SMP is expected to be released during October, 2017.e. Consider environmental values prior to decommissioning of bore drains.f. The Council notes the announcement of a state-wide review of the metering framework

and looks forward to considering the findings from this review.g. The QGABAC looks forward to further Queensland Government information concerning

the development in the Galilee Basin.4. Queensland is looking forward to the release of the draft GAB SMP for public consultation later

this year.5. The QGABAC also recognised the role of Mr Roderick Gilmour, Chairman. At the end of this

term, Mr Gilmour will be stepping down.6. Mr Gilmour has had a distinguished service to Queensland, serving as the Chair of the

QGABAC for the last 15 years, commencing in 2002.7. He has worked with a number of Queensland State Government Natural Resource Ministers

and has overseen 500 bores being capped and 10,000 kilometres of bore drains being piped or decommissioned.

8. He was also involved in the development of the first generation Great Artesian Basin Water Resource Plan, finalised in 2006 and the Resource Operations Plan, finalised in 2007.

9. Mr Gilmour has also coordinated provision of advice to Minister Lynham and DNRM on the second generation Great Artesian Basin and Other Regional Aquifers (GABORA) Water Plan 2017 and the multijurisdictional draft Strategic Management Plan (SMP).

Attachments1. Agenda2. Attendance List3. Draft Consultation Version of the GAB SMP4. Log of changes to Draft SMP5. Recognition of Mr Roderick Gilmour – two photographs6. QGABAC Communique from the September 18 Meeting

Attachments

1. CEO 1. Agenda GAB [13.1.1]2. CEO 2. Members - Attendance List [13.1.2]3. CEO. 3. Draft Consultation Version of the GAB SMP [13.1.3]4. CEO 4. Log of Changes to Draft SMP [13.1.4]5. CEO 5. Recognition of Mr Roderick Gilmour [13.1.5]6. CEO 6. QGABAC Communique No 10 - 18 September 2017 [13.1.6]

DRAFT AGENDA GABCC 39 2 November 2017

TBA - Brisbane

Wed 1 Nov Travel to Brisbane

Dinner – TBC

Thur 2 Nov

0830 1 Welcome, introductions and apologies

Acknowledgment of Country

Welcome members / guests – apologies

Meeting arrangements & housekeeping

J Hamparsum

0835 2 Minutes and action items from GABCC 38 M Butz

0845 3 Correspondence J Hamparsum/ M Butz

0850 4 Chair’s report J Hamparsum

0900 5 GABCC Operating Arrangements

Note changes + discuss implications

J Hamparsum

0930 6 SMP Draft

Note changes

J Hamparsum

0945 7 SMP Governance & Implementation sections

Note sections + discuss implications

J Hamparsum

1015 8 SMP Consultation process

Timing, GABCC involvement, communication materials

C Biesaga / J Hamparsum

1030 Morning tea

1100 9 GAB Information Development projects budget

Facilitated workshop: current knowledge | known gaps | priorities

J Hamparsum/ M Butz

1230 Lunch

1315 GAB Information projects budget (continued)

Facilitated workshop – current knowledge | gaps | priorities,

identify agreed projects for progression in 2017/18

J Hamparsum/ M Butz

1500 Afternoon Tea

1530 10 Members reports + GABSI update +

any GAB issues at jurisdictional level + Budget report

Taken as read, discuss any items for decision

Various

1600 11 Other Business J Hamparsum

1645 12 Next Meeting GABCC 40 (likely March 2018) J Hamparsum

1700 Meeting Concludes

Dinner TBC



1

GREAT ARTESIAN BASIN COORDINATING COMMITTEE MEMBERS, OBSERVERS & OFFICIALS CONTACT LIST – OCTOBER 2017

GABCC Enquiries 1800 900 090

INDEPENDENT CHAIR

Chair Juanita HAMPARSUM

36 Eveleigh Road or PO Box 653 GUNNEDAH NSW 2380

Phone: (02) 6744 5899 Mobile : 0429 445 866 [email protected]

MEMBERS: SECTORAL REPRESENTATIVES

Indigenous Alan HOLT 38/5 Aitkinson Street MIDDLEMOUNT QLD 4746

Phone : 07 4985 9767 Mobile : 0477 984 366 [email protected]

Environment Sarah MOLES

33 Mailmans Road NORTH BRANCH QLD 4370

Phone: 07 4666 1180 Mobile: 0427 753 947 [email protected]

Australian Local Government Association (ALGA)

Clr Cameron O’NEIL

178 McDowall Street ROMA QLD 4455

Phone: (07) 4620 4601 Mobile: 0429 956 379 [email protected]

Australian Petroleum Production & Exploration Association (APPEA)

Matthew PAULL

APPEA Lvl 36, 32 Turbot Street BRISBANE QLD 4000

Phone:(07) 3231 0502 Mobile: 0423 592 722) [email protected]

Minerals Council of Australia (MCA)

Murray TYLER

c/- BHP Billiton 55 Grenfell Street ADELAIDE SA 5000

Phone: 08 8405 2872 Mobile: 0417 048 420 [email protected]

National Farmers’ Federation (NFF)

Jack Knowles

(replacement tba)

Phone: 02 6269 5666 Mobile : [email protected]

MEMBERS: REGIONAL AND STATE COMMUNITY REPRESENTATIVES

Environment Angus EMMOTT ‘Noonbah’ LONGREACH QLD 4730


Agriculture Ed FESSEY ‘Bullabelalie’ BREWARRINA NSW 2839


South Australia Lynn BRAKE PO Box 149 BRIGHTON SA 5048

Phone: (08) 8377 2323 H Mobile: 0419 036 427 [email protected]

Queensland GAB Advisory Committee

Roderick GILMOUR PO Box 180 MILES QLD 4415


New South Wales GAB Advisory Committee

Ranald WARBY ‘Barrakee’ MUNGINDI NSW 2406


TECHNICAL SUPPORT

AG Department of the Environment and Energy

Peter BAKER Senior Principal Research Scientist (Geoscience)

GPO Box 858 CANBERRA ACT 2601

Phone: (02) 6274 2013 (Canberra) (08) 8920 1150 (Darwin) Mobile: 0418 248 516 [email protected]

FACILITATOR

Futures by Design Mark BUTZ PO Box 128 JAMISON CENTRE ACT 2614


















2

DEPARTMENTAL OBSERVERS & OFFICIALS

AG Department of Agriculture and Water Resources

Christopher BIESAGA Director, Great Artesian and Lake Eyre Basin

GPO Box 858 CANBERRA ACT 2601

Phone: (02) 6272 4109 [email protected]

Paul MORRIS Chair - GAB Senior Officials Committee

Phone: (02) 6272 4061

[email protected]

Richard McLOUGHLIN Assistant Secretary,

Water Resources


Sue HYDE Secretariat


Department of Primary Industries Water (NSW)

Sue HAMILTON Principal Hydrogeologist,

Water Assessment Unit

PO Box 717

DUBBO NSW 2830


Anna BAILEY

Manager, Water Resources

GPO Box 550 Tamworth NSW 2340

Phone: (02) 6763 1463

Mobile: 0459 842 413 [email protected]

Steve CHEAL

Manager, Water Efficiency & Infrastructure

PO Box 463 INVERELL NSW 2360


Department of Natural Resources and Mines (Qld)

Saji JOSEPH

Director, Strategic Water Programs

GPO Box 2454 BRISBANE QLD 4001


Craig WALTON

Principal Project Officer, Water Policy

Phone: 07 3137 4291 Mobile: 0431 900 987

[email protected]

Department of Land Environment and Natural Resources (NT)

Kate Heppner Water Resource Planner (on leave until Oct 2018)

PO Box 496

PALMERSTON NT 0831

Phone: (08) 8999 4830 Mobile [email protected]

Sarah Fairhead Director, Southern Region

PO Box 1120 ALICE SPRINGS NT 0871

Phone: (08) 8999 4830

Mobile :

[email protected]

Department of Environment, Water and Natural Resources (SA)

Adam WEST

Principal Policy Officer, State & National Water Policy

GPO Box 1047 ADELAIDE SA 5001


Chris Morony

Manager, Intergovernmental Relations

[email protected]
















Draft consultation version

of the Strategic Management Plan for

the Great Artesian Basin

September 2017



Draft Consultation Version of the GAB SMP 2017 - September 2017

2

Foreword

The Great Artesian Basin is one of the largest underground freshwater resources in the world. It

underlies approximately 22% of Australia –an area of over 1.7 million square kilometres beneath arid

and semi-arid parts of Queensland, New South Wales, South Australia and the Northern

Territory. Approximately 70% of the Basin lies within Queensland.

The Great Artesian Basin is a highly valued water resource which provides diverse benefits and

opportunities. The provision of drinking water through domestic bores and town water supply has

been essential to the development of regions within the Basin and is used in more than 120 towns and

settlements.

Great Artesian Basin springs have enabled Aboriginal and Torres Strait Islander people to occupy dry

inland areas of Australia for more than 40,000 years, and communities maintain cultural, social and

spiritual connections with Basin springs and their associated ecological communities and landscapes.

The estimated consumptive use of Basin water supports at least $12.8 billion of production annually.

The consumptive water uses by stock (pastoral and intensive), irrigation, mining, electricity and gas

industries are all of high economic value. The use of Basin water adds economic value to regional

resources (land and minerals) and underpins economic activity and employment across the region.

Significant public and private funds have been spent on developing and protecting the Basin water

resource to support its economic, social and environmental values. On-farm investment has been

significant with a total of 50, 475 bores in the Basin. Although the vast majority of these bores are less

than 200 metres deep, more than a thousand bores are deeper than 1200 metres.

In some areas, artesian water is used in mineral spas and tourists are attracted by the cultural and

natural history of springs that are developed as visitor sites. Tourist developments across the Basin

rely on artesian water pressure being maintained.

The wellbeing of present and future generations of Australia depends on the sound use of information

in the management of our natural resources. Sustainable groundwater management is one of the

greatest challenges confronting us this century and is critical to the long-term productivity and

profitability of Basin enterprises, the viability of rural communities and the protection of associated

biodiversity and heritage values.

This Strategic Management Plan builds on the outcomes and actions of the first Strategic Management

Plan agreed in 2000, and takes a principles-based approach to guiding governments, industry and the

community in managing this important resource together.




3

Contents Foreword ............................................................................................................................................................. 2

Vision .................................................................................................................................................................... 4

Purpose ................................................................................................................................................................ 4

Scope ..................................................................................................................................................................... 4

Context ................................................................................................................................................................. 4

Background – Great Artesian Basin ........................................................................................................... 5

Previous Basin-wide achievements ........................................................................................................... 5

Issues, challenges, opportunities ............................................................................................................... 7

Issues noted in the Review of the Strategic Management Plan 2015 ................................................... 7

New or emerging issues, challenges and opportunities.............................................................................. 7

Principles ......................................................................................................................................................... 10

1. Coordinated governance ........................................................................................................................... 11

2. A healthy resource .................................................................................................................................... 123

3. Aboriginal and Torres Strait Islander values, cultural heritage and other community values ............................................................................................................................................................................. 17

4. Secure and managed access ..................................................................................................................... 19

5. Judicious use .................................................................................................................................................. 21

6. Information, knowledge and understanding for good management...................................... 23

7. Information management, communication and education ........................................................ 25

Implementation of the plan ....................................................................................................................... 27

Appendix A - Why is the Great Artesian Basin Important? .......................................................... 288

Appendix B - Past achievements through collaborative partnerships ...................................... 31

Appendix C - Statistics from the Great Artesian Basin Sustainability Initiative ..................... 37

Appendix D - Pressure trends across the Basin linked to GABSI ................................................. 40

Appendix E – References ............................................................................................................................ 44

FURTHER INFORMATION ..................................................................................................................................... 46

CONTACT INFORMATION ..................................................................................................................................... 46




4

Vision

The Great Artesian Basin is managed judiciously by governments,

communities and industries working together to ensure optimal

use of the water for present and future generations in a manner

that upholds the values of the Basin and maintains water-

dependent ecosystems.

Purpose This Strategic Management Plan (the Plan) provides a framework to guide the actions of governments,

traditional owners, water users and other interests in their endeavour to achieve economic,

environmental, cultural and social outcomes for the Great Artesian Basin (the Basin) and its users.

Implementation of the Plan will assist all parties to identify and respond to the risks, issues, challenges

and opportunities associated with use of Basin water.

Scope

The Plan is built on management principles and contains values, objectives and desired outcomes that

will help achieve continued improvement in management of the Basin. The Plan is not a statutory

document; instead it fosters collaborative management between users to achieve agreed objectives

and outcomes.

The Plan has a life of 15 years to 2032 and will be reviewed every 5 years to check progress.

While the Plan applies specifically to the Basin and its water resources, there are overlapping natural

resource planning and management processes to be considered. Areas of overlap are identified in this

document.

Context The plan has been developed within agreed national water policy frameworks.

The groundwater resources of the Basin are managed by the governments of New South Wales,

Queensland, South Australia, and the Northern Territory (Basin governments), with national policy and

water resources information support provided by the Australian Government. Basin governments

authorise the taking of groundwater under specified conditions.

The Plan aims to deliver outcomes for the Basin through an adaptive evidence-based risk management

approach. This means accurate and timely information will be used to guide decisions of regulators,

investors, water users and other interests. Governments will use the Plan to assist in the development

of policies, management and investment plans that meet objectives for the Basin. Investors, water

users and other interests can use the Plan to guide decisions concerning their use and management of

the Basin resources.

In implementing the Plan, water users and other interests will play important roles in providing input

and evidence to help ensure compatible Basin-wide responses to risks and development

opportunities. The Plan provides for a coordinated governance structure drawing on the knowledge

and expertise of all interested parties to develop robust Basin-wide perspectives that strengthen

understanding and confidence in decisions about use of Basin water.




5

Background – Great Artesian Basin The Basin is Australia’s largest artesian water system, underlying 22% of the continent. It is

characterised by vast area, remoteness and sparse population. A high proportion of water distribution

infrastructure is privately owned. The water resources of the Basin contribute significantly to the

productivity of over 76,000 enterprises including pastoral, tourism and extractive industries. The Basin

provides water to communities and townships, supports important environmental assets, and

underpins cultural heritage legacies associated with Aboriginal and Torres Strait Islander people and

historical settlement. It is estimated that the Basin contributes close to $13 billion to the Australian

economy each year (Frontier Economics 2016). For over 180,000 people in more than 120 towns

across New South Wales, Queensland, South Australia and the Northern Territory, the Basin is the only

reliable water supply in the arid and semi-arid landscape (Commonwealth of Australia 2011). See also

Appendix A.

Water pressure is an important characteristic of artesian groundwater resources. Much of the

discussion regarding the Basin’s sustainability is about maintaining the pressure of bores, rather than

about maintaining supply of volumes of water. Water lost through free-flowing bores has had a

significant detrimental impact on artesian pressure, flow rates of bores, and environmental flows to

springs.

New and expanding industries are beginning to compete with traditional pastoral and agricultural

users for a share of Basin water, placing extra stress on the resource. Management of the system is

complex and requires cooperation between five governments, hundreds of communities and many

industries that rely on its water. Private ownership of water infrastructure requires willing

collaboration and cooperation of water users to achieve desired outcomes for the Basin as a whole,

rather than an approach based solely on compliance.

Previous Basin-wide achievements The Plan builds on the progress of the previous 15-year plan, and aims to continue to address

outstanding Basin-wide management issues and guide decisions that respond to emerging issues and

challenges.

Great Artesian Basin governments have been working with water users and others to manage the

Basin since early last century. Only a decade into the water use expansion of the late 19th century,

falling water pressures and reduced flows dashed hopes for an inexhaustible water supply from the

Basin. Governments first met in 1912 to discuss the implications of water lost through uncontrolled

bores and open bore drains. Over subsequent decades the limitations of water delivery technology

and poor understanding of the Basin and its values restricted responses to addressing these problems.

In the second half of the 20th century, improvements in water infrastructure technologies and

understanding of the Basin enabled governments to work with landholders to control uncapped bores

and replace open bore drains with pipes.

A major focus of the first Basin-wide management plan, which was released in 2000, was to assist

governments and landholders in negotiating strategies and timings for bore rehabilitation and to

coordinate efforts to rehabilitate hundreds of uncontrolled bores and remove more than 30,000 km of

open bore drains (SKM 2014).

The plan’s achievements were underpinned by the Great Artesian Basin Sustainability Initiative

(GABSI), a funding initiative negotiated between Commonwealth and state governments and water




6

users to cap (control free flow) and pipe (pipe water to troughs) pastoral bores across the Basin.

During the period of that plan, substantial achievements were made in capping and piping (see

Appendix C) and in achieving other objectives which led to significant water savings.

A better understanding of the structure and dynamics of the Basin and its values raised the profile of

the Basin in the community. Substantial improvements in policy, planning and management, including

the development of state water management plans and policy support, changed community attitudes

concerning the need for judicious use of Basin resources. See Appendix B. The previous plan was

reviewed in 2015 by the Australian Government in consultation with the Great Artesian Basin

Coordinating Committee (GABCC) and the governments of New South Wales, Queensland, South

Australia and the Northern Territory. The outcomes of the review are published in Future Directions

for the Management of the Great Artesian Basin (Commonwealth of Australia 2015).

The review noted the following major achievements since 2000:

Finding 1: ‘There has been continual improvement in the awareness of Basin water management issues by landholders, communities and other water users as a result of the GABSI, the GABCC and implementation of the Strategic Plan.’

Finding 6: ‘Monitoring of artesian pressure and flow where bores have been capped and piped in the last 20 years shows that previously declining artesian pressure appears to be stabilising and/or improving in those areas’ (see also Appendix D).

Finding 10: ‘The removal and reduction of bore drains (such as through the GABSI program) has been an effective management tool to address water wastage, seepage and evaporation and reduce the adverse environmental impacts associated with bore drains such as weed and pest incursions.’

Finding 29: ‘The current Basin governance arrangements have facilitated consultation and communication with jurisdictions and stakeholders. The GABCC in particular has contributed to the proactive identification and discussion of whole-of-basin water management issues for water managers and governments.’

Finding 32: ‘Over the life of the Strategic Plan, the GABCC has held productive and constructive discussions that have provided considered advice to ministers. As the Strategic Plan has progressed, the relationship of stakeholders with government representatives has created a culture of trust and respect. The level of understanding of Basin water management issues among non-government members has strengthened over time from these relationships.’




7

Issues, challenges, opportunities

A range of issues, challenges and opportunities framed the development of the new Plan and

supported the case for continued cooperative management in the Basin. Some of these are

unresolved matters identified in the review of the previous plan and some are new or emerging.

Issues noted in the Review of the Strategic Management Plan 2015

The 2015 review noted a number of ongoing issues that need to be addressed to ensure the social,

economic and environmental benefits and integrity of the Basin are maintained. These include the

need for:

effective governance arrangements to improve coordination of water management policies and practices across the Basin and management actions

clear definition and understanding of the rights and responsibilities of water users across the whole Basin, and working to close the gaps in compliance where appropriate

a coordinated approach to engage all stakeholders

a supply of timely, robust and appropriately presented information to assist in Basin-wide decision-making

strategies to address persistent wasteful behaviour and practices of some water users and associated environmental degradation

strategies to address continued declining artesian pressure and increasing rates of extraction across some areas of the Basin

identifying funding sources that reflect public and private user benefits, to ensure a financially sustainable approach to minimising water wastage and the recovery of artesian pressure

installing, maintaining and decommissioning water delivery infrastructure in accordance with best practice

maintaining continued recognition of the Basin as one of the world’s largest and most significant groundwater resources.

The review also documented emerging issues including risks to groundwater that may arise from

mining and unconventional gas development. It noted (3.1): ‘It is crucial that water extractions for

mining and unconventional gas related activities is transparent and accountable, does not

compromise the long-term sustainability of the resource, does not erode the water rights of other

users and minimises any potential third party impacts.’

New or emerging issues, challenges and opportunities

As the demand for Basin resources increases and patterns of use change, there will be increasing

competition between water users and changes to the nature, magnitude and significance of impacts

caused by water extraction and other activities. To meet increasing demand, the use of new

technologies to maximise the efficiency of Basin water use is encouraged.




8

Extractions from the Basin are estimated at 514,000 mega litres (ML)/year (Frontier Economics 2016).

The pastoral industry is the largest water user in the Basin, consuming an estimated 209,000

(ML)/year or 41% of Basin water extraction. The industry generates more than $4 billion annually in

the Basin and uses water delivery infrastructure worth more than $3 billion. The second largest water

user is the irrigated agriculture sector, which uses an estimated 109,000 ML/year (21%).

A mix of mining, and other industries, and the gas/petroleum industry, using mostly co-produced

water, consume a similar amount of water (16% each estimated at 84,000 ML/ yr). The mining and

petroleum industries generate annual economic value of $6 billion in mining and $2 billion in gas.

Additionally, more than 120 towns rely on the Basin for water supply, consuming more than

40,000 ML/year or 8% of Basin water (Frontier Economics 2016).

Each user group undertakes water management practices to meet their specific water needs. Each

sector’s water extraction creates impacts that may generate unacceptable risks and offer

opportunities to develop efficiencies that reduce the amount of water required.

Accurate assessments of water use and entitlement arrangements are essential to ensure long-term

water access for water users.

Other foreseeable issues, challenges and opportunities in the Basin over the life of the Plan include:

Issues

Lack of recognition that the Basin is a declining and finite resource, (Smerdon et al. 2012). The Basin’s water resources require judicious use and stewardship of the remaining water pressure, temperature and water quality to ensure that its benefits continue to be available for as long as possible.

Changing artesian pressures. Water pressures are stabilising or increasing in some areas but declining in others.

Improper maintenance and decommissioning of water delivery infrastructure, leading to structural failure, wasted water and lost water pressure.

Challenges

Better coordination of water management and related policies and practices across the Basin, to improve cross-border management of groundwater resources.

Changing demand for groundwater to include intensive agriculture and resource extraction uses, with potential for new third party impacts from water pressure changes.

The unwillingness of some users to accept their on-going responsibility to minimise waste, and to adapt and invest to use water more productively.

The persistence of wasteful practices that could lead to environmental degradation. More than 535 uncontrolled bores and 6,700 km of open bore drains have not yet been replaced by closed delivery systems (GABCC 2017).

Recognising and addressing non-use values in biodiversity and cultural heritage resources that rely on Basin water.

Rights and responsibilities of water users not always being clearly defined and understood, and other rights carrying no obligation to report, leading to gaps in compliance or inadequate water use reporting.

Lack of timely, robust information to be used as a basis for decision-making.

The need to better understand and account for the effects of changing land use and other activities on recharge areas.




9

The need for non-artesian Basin aquifers to be properly accounted for, so that the impacts of usage on those aquifers can be properly managed.

The effects of climate change on long-term management of the Basin.

Opportunities

Align Basin management and use more closely with nationally agreed strategies and frameworks.

Establish a proactive Basin-wide governance structure and process to maintain the profile of the Basin and ensure effectiveness of the evidence-based risk management approach.

Develop the monitoring and accounting required to enable tracking of water use and resource condition and appropriate decision-making in response – particularly on climate change and new, emerging or expanding uses.

Implement consistent policy approaches to strengthen protection of springs, as spring discharges continue to be threatened by human activities.

Develop and implement innovative water use efficiencies in all sectors through improved technologies and better water management practices.

Support the development of skills and knowledge in the community to assist in the provision of bore construction and maintenance, water delivery infrastructure design, and asset condition monitoring activities.

Enable and encourage the beneficial use of co-produced water.

Improve information systems and increase the accessibility of information.

Investigate a long-term funding arrangement for Basin-wide replacement of bores.

Carnarvon Gorge. Courtesy: A Emmott 2009




10

Principles

Basin governments and community and industry representatives have agreed seven guiding principles

for managing the Great Artesian Basin to achieve economic, environmental, cultural and social

outcomes.

These principles cover:

1. coordinated governance

2. a healthy resource

3. Aboriginal and Torres Strait Islander values, cultural heritage and other community values

4. secure and managed access

5. judicious use of groundwater

6. information, knowledge and understanding

7. Information management, communications and education.

The agreed principles capture the collective values and objectives for future Basin management and

have guided the development of the Plan’s desired outcomes.

Artesian Bore pressure, Marree, South Australia. Courtesy: G Hogan 1999




11

1. Coordinated governance

Coordinated governance means the Great Artesian Basin jurisdictions of New South Wales,

Queensland, South Australia, Northern Territory and the Australian Government working together

to manage the resource on a whole of Basin approach in partnership with communities and

industry partners. The partnership would aim to provide advice to the governments that provides

for productive, environmental and other public benefit outcomes to be achieved in a mutually

beneficial way.

The Australian and State Governments and other stakeholders, including water users, have key roles

in reforming current management practices. State Governments have a constitutional responsibility

to protect natural and cultural heritage values and to ensure water is used judiciously to support

community values and benefits. Governments may also become involved when market or regulatory

frameworks fail and where a pubic good or benefit can be shown.

The Great Artesian Basin consists of groundwater management sub-units that the individual state and

territory governments of New South Wales, Queensland, South Australia and the Northern Territory

are responsible for managing. These sub-units are hydraulically connected both vertically and

horizontally to form a large multi-jurisdictional and nationally significant water resource system which

spans the three states and territory. It is desirable for this connected water system to be managed

under a whole of Basin approach consistent with the National Water Initiative whereby the state and

territory and Australian Government work together to achieve whole of Basin outcomes.

Each government has its own policy and regulatory framework under which it undertakes the

management of Basin matters, and each directly engages with community and industry in developing

and implementing that framework.

Achievement of some outcomes in the Plan rely on the actions undertaken by community and industry

partners. It will be important that these stakeholders can provide advice to the joint governments on

whole of Basin approaches. A coordinated Basin-wide governance system will be established through

a set of agreed arrangements that enables the joint governments to work together to develop Basin-

wide policies and management frameworks and to engage and seek advice from communities and

industry when considering whole of Basin water management. The system will aim to strengthen and

enhance investment and planning initiatives of governments and water users, supporting

implementation of the Plan with strategy and accountability.

The coordinated governance system will enable the development of Basin-wide perspectives that

contribute to more effective generation, collection, evaluation and use of information.

Robust Basin-wide perspectives are important because:

Jurisdictional boundaries have no effect on the function of the Basin or on intrinsic values, including biodiversity and cultural heritage connections.

Artesian pressure is shared, and solutions to water pressure change problems need to be shared.

Management across jurisdictions needs to be compatible in intent and direction, towards shared outcomes and targets.

All jurisdictions and stakeholders have a shared obligation to enable the Basin to provide benefits for as long as possible.

Actions by one jurisdiction cannot be allowed to produce skewed outcomes detrimental to current or improved water use in other jurisdictions.




12

Monitoring, reporting and data sharing need to be consistent across jurisdictions to enable coordinated evaluation of impacts and responses.

Information sharing and understanding across the Basin builds the levels of understanding, confidence and trust required for effective coordinated responses.

Entitlements need to have nationally compatible characteristics and streamlined between jurisdictions and conditions need to be complied with by industries and other water users who operate in multiple jurisdictions.

Table 1: Strategic outcomes for coordinated governance

Objective Outcomes

Basin governments working

together to manage the

Basin groundwater system in

consultation with

community and industry to

achieve consistent outcomes

Basin-wide coordinated governance engages Basin governments,

community and industry in implementation of the Strategic Management

Plan, to enable:

collective consideration and decision-making on matters of importance in long-term management

inclusive community and industry engagement on matters of importance, which includes community and industry advice to Basin Ministers.

transparent public reporting

evaluation of, and public reporting on, implementation of the Strategic Management Plan.

Bore built in 1910, New South Wales. Courtesy: G Hogan 2001




13

2. A healthy resource

A healthy resource means the Great Artesian Basin groundwater system is under artesian pressure,

with water flows and quality that continue to support natural ecosystems and supply water for a

wide range of human activities, including economic, social and cultural uses.

The health of the Basin can be described in multiple ways. These include water pressure measured

both locally and across the Basin, important hydrogeological processes including recharge and

discharge, the quality of water, and the ecological health of groundwater-dependent ecosystems.

Groundwater in the Basin, although substantial, is finite. In most parts of the Basin recharge rates

have declined over geological time, so the resource is in natural decline (Smerdon et al. 2012). This

means that, even if humans were not extracting water, the volume of water and water pressure in the

Basin would continue falling. As the extraction of water has significantly increased the speed of this

decline, the Plan seeks to encourage actions which ensure judicious use of water.

Although the volume of water stored in the Basin is enormous, estimated to be 64,900 million ML

(GABCC 2014), the annual extraction and free-flowing discharge from the Basin is relatively small. For

example, less than 0.02% of the estimated storage in NSW (Department of Water and Energy 2009) is

extracted annually. However, take has had a significant and relatively rapid impact on groundwater

heads (water pressure) and flow rates of bores and springs in certain areas.

The task related to the health of the resource is to ensure current and new extraction is managed

within agreed limits to ensure stabilisation or possible increase of water pressure over an acceptable

time frame.

Recent surveys by Basin governments show that bore rehabilitation and piping has led to the

stabilisation of water pressure in various aquifers and increases of water pressure in some areas of the

Basin in recent decades. See Appendix D.

Groundwater moves slowly through the system. This results in a delay, or lag, in system responses to

both stress and recharge events. Response time could be hundreds to thousands of years – well

beyond planning horizons. Due to the inherent hydrodynamic characteristics of the groundwater

system, it is neither possible nor practical to achieve a balance between recharge and discharge at a

system scale. Therefore it is far more practical to manage in terms of acceptable groundwater water

pressure/levels on a local to subregional scale.

Basin recharge and natural discharge

The Basin will be affected by disruption or modification of recharge and natural discharge areas.

Recharge occurs on the eastern margins of the Carpentaria, Eromanga and Surat Basins in Queensland

and New South Wales, as well as the western margin of the Eromanga Basin in South Australia, the

Northern Territory and Queensland. On average, less than 3% of the rain that falls on recharge areas

filters into Basin aquifers. In north Queensland recharge rates are much higher, 985,000 ML/year in

the Carpentaria Basin compared to 336,000 ML/year in the Eromanga Basin; this recharge has little

effect on parts of the Basin south of this region, due to the Euroka Arch acting as a natural

groundwater flow divide (KCB 2016a).




14

Recent research indicates that surface channels and water storage areas may be of critical importance

to Basin aquifer recharge, especially during heavy rain events. Land use changes can mechanically

disturb channels and water storage areas and cause silting of river beds that are important to

sustaining recharge. Recharge may be affected by climate change impacts on both rainfall intensity

and duration.

Basin waters discharge into at least 80 other waterways, augmenting base flows that help to sustain

them during times of low rainfall, while other springs discharge through the seabed in the Gulf of

Carpentaria. More than 460 Basin spring groups support unique isolated wetland ecosystems, home to

species of animals and plants found nowhere else (Fensham et al. 2010). Many of these discharge

springs have been significantly impacted by declines in flow from water pressure losses. Springs have

also suffered from mechanical disturbance to modify outlets to improve water access; others are

affected by grazing and weeds (EPA 2005).

Additional biodiversity and broader environmental values are affected by uncontrolled flows from the

Basin. For example, bore drains direct water into previously water remote areas, supporting pest plant

and animal species (GABCC 2011).

Water extraction Extraction rates from the Basin are changing, reflecting improvements in management practices, the

increased value being placed on Basin water, and resulting in increased benefits to the community.

This is reflected through the following Queensland case study where the annual take of water in 2016

was estimated at approximately 315,000 ML/year (NRM 2017), reduced from extraction that peaked

at approximately 750,000 ML/year in the 1910s. Stock and domestic water extraction for the pastoral

industry is estimated to comprise almost 50% of Basin water use (156,000 ML/yr). Approximately half

of this water still flows uncontrolled from bores, while the rest is delivered through piped systems

which is a major improvement over the past two decades. Other uses, including industrial, town and

intensive agricultural purposes, consume approximately 91,000 ML/year. The petroleum and coal

seam gas industry extracts approximately 64,000 ML/year (20% of Basin water use), a substantial

increase from 6,300 ML/year a decade ago, when it was mostly from conventional oil and gas

production (Office of Groundwater Impact Assessment 2016). (Note, the above figures are different to

those within the Frontier Economics 2016 report since this is a specific case study within QLD).

The health of the Basin will be impacted by current and emerging demand for water. This demand

includes the potential expansion of existing industries such as large-scale irrigation and resource

industries, as well as new users such as geothermal power production and new resource industries

(KCB 2016c). The community is concerned that these new users will affect the security of existing

entitlements or environmental assets. If take is from areas of current stress, any opportunities to

avoid additional take and maximise savings through improved efficiency or innovation need to be

explored by all water users.




15

Table 2: Strategic outcomes for a healthy resource

Objectives Outcomes

A groundwater system in

which water flows, artesian

pressure and water quality

support groundwater-

dependent ecosystems and

provide a supply of water

that meets the needs of

communities and

industries.

Improved management of

Basin groundwater

recharge and discharge

processes

Basin state and territory water resource plans:

are evidence-based

identify access and extraction risks to Basin water resources,

set out scientifically defensible extraction limits and management measures that sustain the use of the resource, by 2032.

Authorised water users extract groundwater in accordance with limits

specified in Basin state and territory water resource management plans.

Basin governments implement the following outcomes:

water resource matters are considered as part of land use planning, linked to regional natural resource management plans and activities

land use impacts are considered when undertaking water resource management and planning for the Basin groundwater system

risk-based, cost-effective measures are used to manage impacts on groundwater flows, artesian pressure and the quality of groundwater

water resource management measures minimise impacts on physical landscape features important to natural groundwater recharge and discharge processes and the water balance of the Basin groundwater system

water resource management measures minimise impacts on Basin springs and other groundwater-dependent ecosystems, and on broader biodiversity and environmental values

where Basin aquifers are identified as stressed, Basin governments put in place management plans for their long-term sustainable management.

Landholders are encouraged and supported to manage important physical landscape features that support natural recharge and discharge processes




16

Cooling pond for artesian water, South Australia. Courtesy: G Hogan 2002




17

3. Aboriginal and Torres Strait Islander values, cultural heritage and other community values

Aboriginal and Torres Strait Islander values, cultural heritage and other community values means

values supported by Basin water and deemed to be important to Aboriginal and Torres Strait Islander

people and other stakeholders are identified and considered as an integral part of the water planning

and management process.

Water from the Basin is crucial to the maintenance of numerous natural and cultural resources and

assets that are considered by the community to have high value. Basin water sustains natural

biodiversity and ecosystems as well as settings and assets that are recognised as having important

local, national and international values.

Aboriginal and Torres Strait Islander values

Basin water naturally discharged from springs has enabled Aboriginal and Torres Strait Islander people

to occupy a range of Basin environments, from coastal wetlands to the dry inland, for more than

40,000 years. As a result, Aboriginal and Torres Strait Islander communities have enduring cultural,

social and spiritual connections with Basin springs and their associated ecological communities and

landscapes (Commonwealth of Australia 2014). Springs and other cultural sites must be protected as

an integral, intricate component of Aboriginal and Torres Strait Islander culture and society and as an

essential part of Australia’s cultural heritage.

Aboriginal and Torres Strait Islander stakeholders of the Basin accept responsibility as traditional

custodians for ensuring that the management of cultural assets continues to provide cultural, social

and economic benefits for current and future generations reliant on the resources of the

Basin. Aboriginal and Torres Strait Islander people need to have a key role in decision-making

concerning information about cultural sites and need access to Basin water to sustain heritage values.

Cultural heritage and other community values

Much of the recorded history in central Australia has been built around access to Basin water. Sites

that help to tell the story of exploration, settlement and development of the Basin are an essential

part of Australia’s national heritage, and require protection (Commonwealth of Australia 2014).

The role of the Basin in the history and development of inland Australia remains one of the key

messages for anyone interested in learning about the Australian story (See Appendix A).Much of the

interpretative and educational material on historical and contemporary culture in outback visitor

centres and school curriculum materials focuses on sites supported by Basin springs and bores.

The cultural heritage of the Basin has important social, cultural and environmental value and is also an

important part of local economies. The story of the Basin and local histories built around its uses are

an important tourist attraction. The structure, function and natural diversity of springs are of great

interest to visitors to northern South Australia and western Queensland. ‘Mineral baths’ using Basin

water attract visitors to a number of centres. Aboriginal and Torres Strait Islander engagement in

resource management and tourism is important to a number of communities.

Wetlands fed by Basin water may also have a range of social amenity and recreational values that are

very important to regional communities, visitors and tourists. They may provide important educational

and leisure settings, a focus for experiencing natural and cultural features and biodiversity, and

important refuges for both wildlife and people during periods of drought.




18

Table 3: Strategic outcomes for Aboriginal and Torres Strait Islander values, cultural heritage and other community values

Objective Outcomes

Water available to sustain

Aboriginal and Torres Strait

Islander values, cultural

heritage and other

identified community

values that are dependent

on the Basin groundwater

system

Basin state and territory governments include provisions in water resource

management plans to enable access to the groundwater required to support

sites that are important for sustaining:

Aboriginal and Torres Strait Islander values and interests

cultural heritage values

other identified community values.

Governments ensure that cultural knowledge is integral to governance,

planning and implementation of Basin management.

Aboriginal and Torres Strait Islander people have an effective voice in

coordinated governance arrangements.

Basin state and territory governments set out strategies to achieve

Aboriginal and Torres Strait Islander values, cultural heritage and other

community objectives that are dependent on Basin water resources, and to

make available water for Aboriginal and Torres Strait Islander economic

development.

The Bubbler mound spring, South Australia. Courtesy: M Butz 2009




19

4. Secure and managed access

Secure and managed access means that the environment is provided for, and authorised

water users have secure entitlements to access groundwater, and that extraction and use of

groundwater is undertaken in accordance with rights and responsibilities.

The rights of all authorised users must have a clear, secure statutory basis, and responsibilities must

be clearly defined and understood by all water users regardless of access arrangements. Secure and

managed access increases the certainty of water supply over the long term, an outcome beneficial to

all Basin water users.

Water supplies are critical to people who live and operate businesses in the Basin. Governments,

industries, water users and others need to protect and maintain the resource, preserve cultural values

and ensure environmental water requirements. This means that impacts resulting from water

extraction need to be clearly identified, accounted for and adequately managed to maintain the

health of the resource and the greatest long-term benefits to the community.

Both governments and users have important roles to play in delivering secure and managed access.

Governments have the responsibility to ensure that legislation and relevant state and territory plans

clearly define water access rights and specify the on-ground activities required of individual water

users in order to lawfully exercise those rights. Water users have the responsibility of carrying out

their business in accordance with legislation and the relevant plans.

Over the period of this Plan, governments and stakeholders will work cooperatively to create a culture

whereby the rules established in legislation and plans in Basin jurisdictions to manage the resource are

understood and adopted.

Engagement between water users and regulators regarding water access entitlements needs to be

open and evidence-based, focusing on identifying the productive, environmental and other public

benefits that accrue from the proposed water extraction, and the capacity and needs of water users.

Conditions on licences or approvals need to be stated clearly. These engagement activities would help

water users understand their water access rights and responsibilities.

To protect security of access for water users, it is important to maintain compliance and education,

with communities, industries and governments playing a critical role. The coordinated governance

system will help to ensure that entitlements have nationally compatible characteristics and

streamlined between jurisdictions and are complied with by industries and other water users who

operate in multiple jurisdictions.

Compliance programs need to encourage judicious water use through education, knowledge and

information, with penalties imposed in accordance with compliance frameworks. Partnerships

between government and industry sectors are encouraged, to provide compliance incentives and

industry support. Trust and respect in working relationships between users and governments will help

to ensure that outcomes are accepted and adopted.

Changing risks to the resource arise from new industries, changing community priorities and

additional knowledge about water use and Basin hydrogeology. These changes require periodic review

and adjustment of policies, incentives and compliance programs. This is managed through state and

territory water planning processes, and is made more efficient, effective and understandable through

consideration of Basin-wide perspectives.




20

Table 4: Strategic outcomes for secure and managed access

Objectives Outcomes

Secure and managed

access to groundwater for

authorised water users and

the environment

Public confidence that the

management of

groundwater access and

extraction is in accordance

with agreed statutory

requirements

Regulatory frameworks

facilitating innovative

solutions and productive

developments to ensure

the Basin groundwater

system is used in a way

that optimises economic,

social and environmental

outcomes

Basin state and territory water resource management plans specify:

the process in which access to ground water is granted and how third party impacts are managed

the characteristics of the groundwater resource, the water available for extraction and the conditions under which extractions can occur

strategies to assess risks that could affect those characteristics and the allocation and extraction of groundwater.

Rights and responsibilities associated with Basin state and territory

authorisations to access and extract groundwater are clearly specified,

understandable and enforceable.

Government decisions that affect the extraction of groundwater are made

in accordance with a transparent process and in consideration of Basin-wide

perspectives.

Coordinated governance arrangements enable state and territory

jurisdictions to work together to implement complementary

authorisation/management frameworks, regulations and requirements

across jurisdictional boundaries which achieves Basin wide outcomes.

Extraction and management of groundwater, including storage, disposal and

aquifer reinjection, is in accordance with rights and responsibilities specified

in relevant authorisations.

Basin governments implement risk-based compliance and education

programs.

Basin governments identify, attribute and publicly report costs associated

with Basin water resource planning and management.

All authorised groundwater extraction is accounted for.




21

5. Judicious use

Judicious use means responsible, productive and efficient use of Basin water that minimises

the impacts of extraction on groundwater flows and water pressures while meeting

requirements for existing users, water-dependent ecosystems, and for development where

appropriate.

Judicious use involves authorised users extracting sufficient water to meet their needs and

implementing practices that improve water use efficiency and reduce wastage.

Judicious use:

is the productive use of water in a way that minimises water wastage

is not an end point but a continuous approach to water extraction

requires users and governments to ensure that no more water is extracted than statutory

agreements allow, and that acceptable benefits accrue from the water extracted

commits regulators and users to continue to improve practices and water actions to

encourage water-use efficiencies and increase benefits.

Government policy and legislation regulates the quantity and rate of water extraction and sets out

conditions under which authorised users may access water. Coordinated governance processes play

an important role in promoting judicious use and willing compliance by identifying and enabling

practices and helping to change cultures in industries and other water users. Willing compliance

driven by knowledge of statutory requirements and the costs and benefits of latest infrastructure

technologies and management practices is a cost-effective way to achieve water management

objectives.

In the past, excessive extraction of Basin water resulted in the decline of artesian pressures across

parts of the Basin. Declining artesian pressures impede access to artesian water and reduce natural

discharge. This negatively affects groundwater-dependent ecosystems and associated biodiversity

values, as well as industries that have traditionally relied on flowing artesian water (Commonwealth of

Australia 2014).

Judicious use involves regulators, industries and water users ensuring that all water extractions are

within specified conditions and to create ways to use water more efficiently as new evidence,

changing conditions and technological developments allow. This includes overcoming trade barriers

and encouraging, where appropriate, the trading of water to users who will value it the most. Water

trade should be encouraged both within and between jurisdictions, in a manner which recognises and

protects the needs of the environment and addresses third party impacts on existing users.

All sectors need to share information about the costs and benefits of water-saving strategies, in

particular new and emerging technologies, and to work cooperatively to develop ways to eliminate

waste and use water more judiciously.




22

Table 5: Strategic outcomes for judicious use

Objective Outcomes

Basin water wastage

minimised and social,

economic and

environmental values in

the Basin enhanced in

accordance with extraction

limits

Through planning, education, information, incentive measures and

regulatory tools, Basin state and territory governments and water users will

manage Basin water resource extractions so that:

water wastage is minimised

authorised water users are encouraged to implement water use practices that minimise the amount of groundwater extracted

the economic value of Basin water resources increases as a result of increased productivity from using Basin water resources within agreed extraction limits

water resource planning and regulatory frameworks provide for effective, efficient and innovative management of groundwater access, extraction and use that is responsive to future development opportunities

water infrastructure owners and operators upgrade and maintain groundwater infrastructure to meet Basin state and territory standards and minimise water loss, including the capping and piping of bores and removal of bore drains consistent with the requirements of individual state and territory water resource plan.

Coordinated governance arrangements assist in identifying and promoting

practices and culture for judicious use and willing compliance among water

users across the Basin.

Basin governments develop mechanisms to allow transfer of water access

rights within and between jurisdictions, where water systems are physically

connected and water supply considerations will permit trading.

Basin state and territory governments grant new authorisations to extract

groundwater based on demonstrated user requirement through processes

that maximise the efficiency and productivity of water use.




23

6. Information, knowledge and understanding for good management

Information, knowledge and understanding for good management means that accurate, timely and

readily accessible information supports good management of the Great Artesian Basin.

The Plan proposes a framework that defines principles, objectives and desired outcomes, and suggests

that the outcomes be achieved through an adaptive, evidence-based risk management approach. In

order to succeed, such an approach must be driven by accurate and timely information. Readily

accessible, relevant, high-quality information can ensure risks are identified and inform the

development of effective policy.

Information has always been a key aspect of making decisions and forming policy in the Basin.

Hindsight demonstrates that previous policies and water management practices based on inadequate

information have contributed to unacceptable impacts, including declining water pressure and loss of

flows to ecosystems. These changes occurred, and were allowed to continue, because the resource

was not adequately understood or because evidence was not available and/or used by decision

makers and water users.

There are still knowledge gaps that affect our ability to understand and manage the Basin. Because

this water resource is not visible, in the sense that it is not a surface catchment with visible flow

events and water levels, understanding its nature requires scientific knowledge of the structures,

processes and dynamics of the groundwater systems that make up the Basin. Also, to ensure the best

outcomes from use of Basin resources, it is important that decisions be based on understanding the

risks posed by cultural practices or economic drivers that may impact on other users.

It is also vitally important to understand the distribution, ecology and health of the surface ecosystems

supported by natural discharge, as they are one of the few surface indicators of the health of the

whole system (Silcock et al. 2013, Fensham et al. 2016). Understanding the changes caused by human

activity on both the water stored and the ecosystems affected requires data about the nature of the

Basin. This must be supported by monitoring of information about the activities that cause the

changes, leading to changes in policy regarding on-ground activity to improve the health of the

resource.

The remote nature of the Basin, diverse management practices and the private ownership of most

Basin infrastructure has meant that little consistent or aggregated information about economic and

social benefits from water use has been available. This lack of knowledge has impacted on investment

decisions by both water users and governments.




24

Information must be derived from meaningful and consistent monitoring of agreed resource variables

that indicate the condition of the Basin, as well as monitoring of the condition of the infrastructure

used to access the resource and the ecological systems dependent on it. This information must be

collected in a transparent manner and made available to all stakeholders. An understanding of how

the Basin operates can then be developed and shared over time by governments and scientific

organisations.

Table 6: Strategic outcomes for information, knowledge and understanding

Objectives Outcomes

Baseline information that

identifies how the

hydrology, hydrogeology

and environment interact

in Basin water resources is

sufficiently accurate and

robust to support decision-

making processes

Understanding of changes

that result from extraction

of Basin water resources,

developed in a timely

manner that enables

management intervention

The benefits that accrue

from use of Basin resources

understood by water users

and the general public

The coordinated governance system enables collaborative working relationships

between researchers, industry, water users and governments to improve the

Basin-wide information and knowledge base by:

seeking out, evaluating and using the best available information to make evidence-based decisions

enabling collection and consolidation of information held by governments, researchers, and industry and community interests

facilitating improved data quality and consistency

investing in the acquisition of:

o baseline information on the hydrogeological function of the Basin groundwater system, including natural recharge and discharge processes, water flows, water balances and risks to those processes

o information on biodiversity and ecology of groundwater-fed systems, and risks to biota

identifying knowledge gaps and priorities for research and for development of models and management tools

undertaking risk-based monitoring of the Basin groundwater system, including:

o groundwater extraction

o groundwater resource condition (artesian pressure, water quality, environmental values)

o water infrastructure condition, including inter-aquifer leakage

compiling social, economic and cultural heritage values information related to the use of groundwater

understanding future patterns of development within the Basin.




25

7. Information management, communication and education

Information management, communication and education means that water resource management

information, including information on social, cultural, economic and environmental values, will be

publicly available, easily accessible and clearly understandable.

The management and use of information is critical to achieving the desired outcomes for each of the

Plan’s principles. Achieving these outcomes depends not only on building and maintaining a robust

comprehensive knowledge base but also on ensuring that policy, planning and management decisions

are based on critical thinking, focused on risk management and supported by a clear understanding of

the best information available.

There is an extensive amount and variety of credible information on the Great Artesian Basin. New

published research and standardised collection and reporting of monitoring and accounting data will

ensure that the knowledge base continues to grow. Current and emerging technologies may present

new opportunities to collect and share information.

The challenge is to enable decision makers at all levels to access, understand and use the best

information available as an integral part of their decision-making process.

Making the most effective use of the Basin knowledge base in policy development, planning,

implementation and community education depends on having the capacity to understand, anticipate

and respond to the information needs of particular audiences. This requires access to robust, timely

information, followed by preparation of content with appropriate format and timing.

The Plan promotes a culture of judicious water use and improved productivity in each sector. This

needs to be based on a clear understanding of the conditions under which Basin resources are used,

as well as evidence of the impacts and benefits that accrue as a result of the use of Basin resources.

Using information and dialogue appropriately during policy development, planning and

implementation helps to build trust, transparency, accountability and acceptance between managers,

industry and water users. Such relationships are a key to establishing the willing adoption of

management measures and minimising the need for costly compliance enforcement and

confrontation.

Although some aspects of communication, education and dialogue are best handled within state and

territory jurisdictions, there is also a critically important role for Basin-wide information management

and communication:

Perspectives that result from Basin-wide dialogue and critical analysis are often the most

efficient and effective way to add value, achieve consensus, and generate support for

decision-making processes.

The shared understanding generated in Basin-wide perspectives assists governments to

strengthen the case for changes that meet management objectives and ensure that outcomes

are compatible across the Basin.

Authoritative Basin-wide perspectives are effective in responding to mis-information which

may appear in popular and social media.




26

Establishing a clear understanding of the national significance of the Basin and the issues concerning

its use and management in the minds of decision makers, industry and water resource managers and

members of the wider community helps to ensure that Basin management is allocated a share of

resources relative to its national importance. The Basin is the largest groundwater resource in

Australia and is estimated to support close to $13 billion in economic production as well as a wide

range of social and environmental values (Frontier Economics 2016). Raising the profile of the Basin

also encourages industry investment and influences the decisions that industries make about

operations and water management practices negotiated with governments.

Communication, dialogue and discussion between various interests based on factual information have

a wide range of applications that benefit Basin management. No government, regulatory agency,

industry or interest group involved in the management and use of the Basin will ever reach a point

where information, education and communication are no longer required.

Table 7: Strategic outcomes for information management, communication and education

Objective Outcomes

Basin-wide water resource

management information,

including information on

social, cultural, economic

and environmental values,

publicly available, easily

accessible and

understandable

A centralised hub for Basin-wide information is established as part of the

coordinated governance system to:

draw on expertise from governments, water users and other interests

share information openly

assist in identifying and remedying strategic information gaps

ensure that Basin information is accessible, understandable, reliable, and

usable for all levels of decision-making and enquiry, and appropriate to target

audiences

provide a community gateway to authoritative information products about

Basin groundwater systems, and their values, health, management and use.

Basin governments publicly report information on management of Basin

groundwater systems.

A Basin-wide resource condition report is established; it is communicated and

updated 12 months prior to each five-year review of the Plan, to include

‘dashboard’ indicators of the current state of Basin resources and management,

and identification of emerging trends, risks, challenges and opportunities.

Exposed Basin sandstone aquifer. Courtesy: GABCC 2001




27

Implementation of the plan

Basin governments, water users and other interests have a joint responsibility to continue to improve

management of the Basin to sustain important community values, continue to meet the needs of

water users, and grow the benefits that accrue from Basin water use.

Basin governments have statutory responsibilities to provide adequate resources for Basin

management, with national policy and water resources information support provided by the

Australian Government.

Achieving the objectives and desired outcomes of the Plan will require targeted investment by Basin

governments and the Australian Government commensurate with the risks and threats facing future

Basin management. Industry and other interest groups should also be encouraged to consider the Plan

when making investment decisions within the Basin. This will support active engagement of water

users and other interests to enable implementation of the Plan through a whole of Basin-wide

approach.

A rolling five-year implementation plan will be developed and jointly managed by Basin governments

in consultation with water users and other stakeholders, to:

meet national water management agreements and their respective legislative requirements

emphasise the critical role of whole of Basin management

continue to enable stakeholders to participate in Basin-wide policy and decision making

assist industries and other interests in making management and investment decisions

apply the coordinated governance principle of the Plan to strengthen and complement

state/territory and whole-of-Basin policy and management initiatives.

Implementation plans will be guided by the principles, objectives and desired outcomes in the

Strategic Management Plan and will include:

actions to be taken by governments through water planning processes

joint actions to be delivered by multiple governments in partnership

activities to be delivered by governments working closely with industry, community groups and other stakeholders timeframes within which those actions and activities will occur

the commitments required by water users, Basin governments, Australian government, industries and other interests to make the implementation plans operational.

Pipe Laying Field Day, Lightning Ridge. Courtesy: G Hogan 2003.




28

Appendix A - Why is the Great Artesian Basin Important?

Dimensions - space and time

The Great Artesian Basin is one of Australia’s great natural resources, with water up to 2 million years old. It is also one of the largest underground artesian water reservoir systems in the world. It covers an area greater than 1.7 million square kilometres, more than one-fifth of the Australian continent, and underlies most of Queensland and parts of New South Wales, South Australia and the Northern Territory.

Figure A.1: Great Artesian Basin (Smerdon et al. 2012)

The Great Artesian Basin is defined as a groundwater basin, encompassing several geological basins:

the Eromanga, Surat and Carpentaria basins. It also incorporates parts of the Bowen and Galilee basins

in Central Queensland, the Laura Basin in North Queensland, the Mulgildie Basin in central

Queensland, and the western part of the Clarence–Moreton Basin in southern Queensland, all of

which are hydraulically connected. Of the major geological basins, the Eromanga Basin is the largest at

1,000,000 km2 and extends across a large part of Queensland, New South Wales, South Australia and

the Northern Territory. The Surat Basin covers 300,000 km2 in south-eastern Queensland and north-

eastern New South Wales. The Carpentaria Basin underlies an onshore area of 560,000 km2 in




29

northern Queensland, though the sediments of the Carpentaria Basin also extend underneath the Gulf

of Carpentaria (Smerdon et al. 2012).

Total water storage capacity is estimated at approximately 67,900 million mega litres (ML). The depth

of the sandstone aquifers is up to 3,000 metres in the deepest central parts. Temperatures of water

coming to the surface are, on average, around 30.5°C, but range upwards to 100°C at some bore

heads (Commonwealth of Australia 2011).

The Basin’s significance as a water resource is largely due to its location—it underlies arid and semi-

arid landscapes to the west of the Great Dividing Range. Basin groundwater provides a climate-

independent water supply in areas which often receive low or intermittent supply of rainfall. Under

pressure in many Basin aquifers, water rises in bores and flows freely to the surface and so can be

distributed without additional pumping to dams and other stock watering points. The water is often

good enough quality for most uses, but in some aquifers high sodium levels may make it unsuitable for

irrigation or human consumption.

More than 460 spring groups (Miles et al. 2012) support unique isolated wetland ecosystems, home to

species of animals and plants found nowhere else. Communities of native species which depend on

the natural discharge of groundwater from the Basin have been declared as endangered ecological

communities under the Commonwealth Environment Protection and Biodiversity Conservation Act

1999. Due to the extent of the Basin its springs support ecosystems in a wide range of habitats, from

mound springs on the arid margins in the south and west in South Australia and Queensland to springs

in the Cape York Peninsula where high flows support lush rainforest.

Basin waters also flow into at least 80 other waterways, augmenting base flows which help to sustain

them during times of low rainfall, while other springs discharge through the seabed in the Gulf of

Carpentaria (Commonwealth 2011).

Water use and value in the Basin

For traditional owners, the springs across the vast arid interior were often the only assured source of

water, critical for survival, and were prime sites for hunting. Trade and travel routes evolved around

these semi-permanent oases in the desert. They remain precious cultural and sacred sites imbued

with power – integral to ceremonies and stories, and permeated with the histories of ancestors

(Commonwealth of Australia 2011).

Much of the exploration, history and commerce of non-Aboriginal and Torres Strait Islander

settlement in central Australia is built around access to Basin springs and bores. Early exploration and

trade from the coast to central Australia depended on Basin springs. The story of the Camel and the

‘Afghan’ cameleers centres on access to springs and bores. The overland telegraph followed the ‘string

of springs’ north through the outback of South Australia. The first bore was drilled in the Basin near

Bourke in 1878. Within the next few decades access to artesian bores changed much of the arid and

semi-arid part of Australia forever. The settlement of many towns and the evolution of the pastoral

industry, stock routes, and the mining and petroleum industries is all part of Australian heritage

supported by the Basin. The construction and operation of the Ghan railway relied on Basin springs

and bores. Much of the local culture in towns and industries across the Basin is built around and

continues to be sustained by access to the Basin. Sites which preserve the exploration, settlement and

development story of the Basin are an essential part of Australia’s national heritage.




30

More than 180,000 people live in the area underlain by the Basin and 7,600 domestic, industrial and

commercial enterprises depend on it as the sole reliable water resource for settlement, development

and economic activity. Basin water is used in households in more than 120 towns and settlements and

on hundreds of properties. Many communities avoid water heating systems by using naturally hot

artesian supplies, while at Birdsville in Queensland hot artesian water is used to generate power to

supplement the town’s off-grid electricity generation system (Commonwealth of Australia 2011).

The consumptive use of Basin water is estimated to be integral to at least $12.8 billion of production

annually, including $4 billion in stock, $6 billion in mining and $2 billion in gas. (Frontier Economics

2016). The Basin’s waters offer considerable potential for increased levels and greater diversity of

uses, as well as ways of facing future challenges such as climate change and low carbon energy

sources. However, this diversity of opportunities will lead also to challenges.

The pastoral industry has long been the largest user of Basin water to water stock. The discovery and

use of water held underground in the Basin opened up thousands of square miles of country away

from rivers in inland New South Wales, Queensland, and South Australia, which had previously been

unavailable for pastoral activities. The pastoral industry generates more than $4 billion annually in the

Basin and utilises water delivery infrastructure worth more than $3 billion (Frontier Economics 2016).

In some parts of the Basin intensive lot feeding of stock, as well as piggeries and poultry production

has become an important use of Basin water in recent years.

The mining and petroleum industries are also major water users, either as co-produced water or water

extracted to support in industry processes. Mining for copper, uranium, bauxite and opals depend on

a reliable supply of Basin water. Mining industries also use Basin water for both mining and processing

of lead, silver, zinc, bismuth, gold, and kaolin (Frontier Economics 2016). The extraction of

conventional oil and gas, and (increasingly) coal seam gas results in extraction of substantial amounts

of artesian water as a by-product throughout the life of those projects.

Basin water is used in a range of tourism enterprises, both in mineral spas and as part of the cultural

and natural history of outback Australia. The tourism industry includes the outback experience,

thermal baths, springs, camel treks, Aboriginal and Torres Strait Islander heritage sites, and the Ghan

railway (GABCC 2016).

There are an estimated 50,000 bores across the Basin. The vast majority of these bores are less than

200 metres deep and draw water from sub-artesian aquifers. However, there are more than 9,000

artesian bores in the Basin, and more than a thousand of these are deeper than 1,200 metres (GABCC

2017).

Most early bores were not constructed with headworks, and water was allowed to flow freely, running

into open drains over long distances to water stock with more than 95% water by seeping into the soil

or evaporation. The rate of extraction of water led to reduced water pressure and flow across the

Basin. In turn this reduced both access to artesian water and natural discharge, impacting on springs

and associated biodiversity values.




31

Appendix B - Past achievements through collaborative partnerships

The first Strategic Management Plan was released in September 2000, developed collaboratively as a

voluntary non-statutory planning document by the then Great Artesian Basin Consultative Council.

This document was the first ‘whole of-Basin’ management plan to be adopted by all governments

responsible for the management of the Basin, to address the critical issues and limitations in

management identified by Basin stakeholders. The first SMP had a fifteen-year timeframe and detailed

a staged process for implementing the strategies and objectives, as well as reviewing and reporting

progress (GABCC 2009, Commonwealth of Australia 2015).

In parallel with the SMP, in 1999 the Great Artesian Basin Sustainability Initiative (GABSI) was

introduced as a joint program between the Australian government and the New South Wales,

Queensland, South Australia and Northern Territory governments. The program financially supported

capping of uncontrolled bores and piping of open bore drains, to control water use and minimise

wastage to improve the health of Basin springs. (See Appendix C)

Through a coordinated Basin-wide program that included investment in on-ground works, research,

and the development and dissemination of an improved understanding of the resource, significant

advances have been made in the management of the Basin under the previous SMP.

Coordinated governance

Cooperative management of the Basin has included the co-funding of the Great Artesian Basin

Consultative Committee by the States and the Commonwealth. The Basin States, the Northern

Territory and the Commonwealth have also co-funded the Great Artesian Basin Sustainability Initiative

to assist landholders cap and pipe. Relationships amongst all Basin stakeholders both within and

outside government have proven robust over this time, and this has been assisted by Great Artesian

Basin advisory bodies being set up in South Australia, Queensland and New South Wales. These

bodies have provided a community voice in regard to management activities. Recognising the linkages

between other cross-state water Basins, meetings have occurred with Lake Eyre Basin and Murray-

Darling Basin Community Advisory Committees to develop joint approaches for coordinated

management.

A healthy resource

All four Basin governments have expanded their planning frameworks and developed water

management plans for Basin water resources: Queensland [Great Artesian Basin Water Resource Plan

(2006) to be superseded by the Great Artesian Basin and other regional aquifers water plan in 2017],

New South Wales [Water Supply Plan for the NSW Basin Groundwater Sources 2008], South Australia

[Water Allocation Plan for the Far North Wells Prescribed Area 2009] and Northern Territory [draft

Great Artesian Basin (NT) Water Allocation Plan]. The water management plans set limits on the

amount of water that can be taken, balancing new development with needs of existing water users

and the environments (Commonwealth of Australia 2015).

Over the period of the last SMP significant public and private investment has been made in the

rehabilitation and maintenance of water bore and water distribution infrastructure in order to address

historical impacts on artesian pressure and reduce the waste of water. This investment has improved

the ‘health’ of the Basin.




32

Springs and related flows to watercourses, lakes and wetlands have been recognised as having

significant and unique cultural and ecological values. The community of native species dependent on

natural discharge of groundwater from the Basin was listed as a threatened ecological community

under the Environment Protection and Biodiversity Conservation Act 1999 (Cth) in 2001. These

communities are also managed under state laws through the Threatened Species Conservation Act

1995 (NSW) and both the Vegetation Management Act 1999 and the Environmental Protection Act

1992 (Qld).

Aboriginal and Torres Strait Islander values, cultural heritage and other community values

The SMP 2000 recognised the need to incorporate Aboriginal and Torres Strait Islander values and

knowledge into management plans, recognising that cultural values may require a different water

management approach, and that Aboriginal and Torres Strait Islander enterprises may have water

requirements similar to other enterprises.

National water reforms led to all states agreeing to address Aboriginal and Torres Strait Islander

access to and management of water through legislation and water planning. New South Wales water

planning identifies access licences for Aboriginal cultural and community development. In South

Australia the Water Allocation Plan for the Far North Prescribed Wells Area 2009 recognises the

cultural significance of Aboriginal and Torres Strait Islander water sites.

Education packages have been produced for primary and secondary teachers and students. These

focus on the importance of the Basin to the Aboriginal and Torres Strait Islander people and broader

cultural heritage of inland Australia.

The cultural heritage of the Basin not only has important social, cultural and environmental values, but

is an important part of local economies as well. The story and natural diversity of springs is of great

interest to visitors in Northern South Australia. The story of the Basin and local history built around its

uses are important attractions for tourism across the Basin. ‘Mineral baths’ using Basin water attract

visitors to a number of centres. Aboriginal and Torres Strait Islander engagement in resource

management and tourism is important to a number of communities.

Much of the available interpretive and educational material on Aboriginal and Torres Strait Islander

historical and contemporary culture and local European history and contemporary culture in outback

Australia centres on access to and reliance on water from springs and Basin bores.

Further community recognition of the importance of the Basin springs is reflected in special

conservation areas protected by State legislation. A number of important spring complexes are

protected in conservation reserves in SA including the Bubbler and Blanche Cup along the Oodnadatta

Track and Dalhousie Springs near the NT border. Other important springs are protected under heritage

and other agreements with private landholders. Edgbaston Reserve in Queensland was purchased in

2008 with assistance from the Australian Government and through private funding directed to the

conservation organisation, Bush Heritage Australia. This reserve protects two nationally threatened

fish: red-finned blue-eye and Edgbaston goby in the Basin spring-fed pools (Bush Heritage Australia

2016).




33

Secure and managed access

Improved policy and the development of water plans with consultative planning strategies in all

jurisdictions have resulted in good progress to support improved understanding of the rights and

responsibilities of groundwater users and the licensing of extraction for most sectors of water use.

Each of the state and territory governments manages water extraction from the Basin in line with their

own legislation, policy and regulatory frameworks. Such arrangements have progressed groundwater

management, particularly where management rules have been developed in consultation with

communities, however more progress is required.

The following achievements have occurred since the first SMP (2000):

In South Australia, the Water Allocation Plan (WAP) for the Far North Prescribed Wells Area

was adopted by the South Australian Government in 2009 and is due for review by 2019. This

WAP establishes a framework to manage Basin water in South Australia. Almost all Basin

water extraction in South Australia requires a water entitlement and allocations through a

licensing regime (Department of Environment, Water and Natural Resources 2017).

In NSW the Water Sharing Plan for the NSW Great Artesian Basin Groundwater Sources 2008

commenced on 1 July 2008 and is in force until 30 June 2018. This Plan sets limits on

extraction and establishes rules for sharing water between the different types of water users

and the environment. It sets the volume available to landholders under their basic right to

access domestic and stock supplies and the volume available to licensed entitlement holders.

It also sets rules for the location of bores to protect access for other users and impacts on the

environment (Department of Primary Industries and Water 2017).

Queensland developed the Great Artesian Basin Water Resource Plan (WRP) 2006 and Great

Artesian Basin Resource Operations Plan 2007. These documents provide the framework for

the management of Queensland’s Basin groundwater, including providing security of supply

for current and future water users and the protection of groundwater flows to springs and

watercourses. The plans also broadly define the areas and circumstances in which water may

be taken or made available, as well as requirements for ongoing monitoring and reporting.

The current Basin WRP is due to expire on 1 September 2017 and the Queensland

Government is currently preparing a replacement set of planning instruments. The proposed

new water management arrangements incorporate many of the features of the current plans

and also address the changed situation in relation to water demand in Queensland

(Department of Natural Resources and Mines 2017a). The Water Act 2000 (QLD) requires a

licence for stock and domestic take however there is no volumetric limit on these licences.

Queensland implemented an evidence-based strategy to manage water affecting activities

associated with the Coal Seam Gas industry in the Basin. The strategy was negotiated to meet

legislative requirement with the industry and management costs paid by the industry as part

of the conditions for development. Components of this strategy are now being implemented

to apply to the water use by other resource sector developments in the State (Department of

Natural Resources and Mines 2017b).

In the Northern Territory the Great Artesian Basin (NT) Water Allocation Plan is currently in

draft form. The plan is being prepared in accordance with the Water Act, and will assist the

Northern Territory in meeting its obligations under the Basin SMP. The majority of water

extracted from the Basin NT is used for Finke public water supply, and for unlicensed stock

and domestic purposes.




34

Judicious use

There have been a wide range of successful strategies implemented across the Basin to eliminate

wasteful practices over most of the last century to encourage judicious use. At the beginning of the

SMP (2000) implementation phase, the use of flowing bores and bore drains to water stock had been

the accepted practice sustaining the pastoral industry for a century. Eliminating wasteful water

delivery practices was not as simple as just asking landholders to accept government subsidies to

control their bores and replace bore drains. Many landholders had successfully relied on open bore

drains for generations and were very reluctant to change. They presented a wide range of perceptions

that suggested that a piped water delivery system would not work effectively in the Basin. Many did

not have a good understanding of the water infrastructure technologies available and the water and

land management advantages of installing those technologies. Those who had accessed information

about piped systems were rightly concerned about the cost of installation and maintenance, the

reliability of piped systems, and the changes in their business and lifestyle that would be required to

operate the system sustainably.

As part of the implementation of the SMP (2000), a number of programs were developed and

implemented to engage water users and decision makers to more greatly value the Basin resources.

These programs included education through farm, mining, energy and town water supply extension

support which helped to embed a more positive approach towards adopting best practices for water

use that avoids wastage. This information was supported by funding opportunities to support the

changes needed at ground level. Examples include:

The development of the Great Artesian Basin Sustainability Initiative (GABSI) provided financial

support to pastoral landholders to increase their ability to use water judiciously. To date, 676

bores have been rehabilitated and 14,000 kilometres of bore drain have been replaced with

piping, saving an estimated 199,000 mega litres of water every year. (See Appendix C).

Dedicated groups within the managing agency in each jurisdiction to assist landholders with

assessment of bore condition, understanding the water infrastructure technologies available, the

standards for drilling and installation that are required, and water system planning to help them

obtain the best outcomes from the investment.

The use of bore trusts or cost sharing arrangements between neighbours where appropriate to

share the cost of bore maintenance and rehabilitation and make the installation of distribution

systems more efficient.

Technical workshops and field days sponsored by governments, CSIRO and suppliers on water

infrastructure installation and maintenance were held on pastoral properties in each jurisdiction.

Packages of learning materials designed in collaboration with universities and school educators

were developed for primary and secondary teachers and students on the natural and cultural

history of the Basin. The packages also included information on the need to stop wasteful

practices and rehabilitate flowing bores. Materials were offered free of charge to primary and

secondary schools and sent to the schools of the air and mailed to schools where children of

pastoralists were likely to attend.

South Australia included statutory conditions on pastoral water licenses, tying water allocation to

stocking rates on the property and requiring landholders to deliver water to stock through a

well maintained closed water delivery system. A compliance program was implemented in

consultation with landholders. Groups other than government and landholders also contributed




35

to Basin health. In South Australia Western Mining Corporation contributed $3.2 million to the

GABSI program in that state as part of its mining conditioning and in Queensland several bore

rehabilitation projects were sponsored by mining companies.

The need to eliminate wasteful practices and install and maintain closed water delivery systems has

now become the accepted practice for delivering stock water in the Basin. Within the life of the

previous SMP (2000), the practice of using bore drains to water stock changed, and landholders

agreed to invest in new stock watering systems, reorganise their land and business management

practices and change their lifestyle to accommodate piped watering systems. Many landholders have

improved their productivity and businesses by installing closed stock water systems. They have

become advocates and encourage peers to operate such systems as the opportunities to strengthen

their businesses through having greater flexibility in stock management were realised (GABCC 2006).

Nevertheless, a small percentage of mostly sheep producers still see bore drains as a better water

delivery system than piping.

Information, knowledge and understanding for good management

Knowledge of the Basin has been improving with significant investments through the National

Groundwater Action Plan, and Commonwealth and state-led knowledge initiatives. Scientific

knowledge of the Basin resource and its connectivity to other surface and groundwater systems has

significantly increased, and the most important connections are in the recharge zones of the Basin

(Smerdon et al. 2012). New knowledge on the structure, hydrogeology and water chemistry in the

Basin, culminating in the Great Artesian Basin Water Resource Assessment and the subsequent new

information generated for the Hydrogeological Atlas of the Great Artesian Basin (Welsh 2006,

Smerdon et al. 2012, Ransley et al. 2015). This knowledge along with associated monitoring

information can be used to understand the water balance in the Basin.

Important research on the ecology and natural values supported by Basin Springs has been published

and reported on as a component of understanding the resource. This has seen the community of

native species dependent on natural discharge of groundwater from the Basin listed as a threatened

ecological community under the Environment Protection and Biodiversity Conservation Act 1999 (Cth)

in 2001. These communities are also managed under state laws.

Substantial evidence on the cultural importance of springs to Aboriginal and Torres Strait Islander

people and to other stakeholders has also been collected and reported (Silcock et al. 2013; Fensham

et al. 2016).

Research on human impacts in the Basin has been less studied. The study on Economic Output of

Groundwater Dependent Sectors (Frontier Economics 2016) provides a recent snapshot of the

important economic value of this asset and a starting point for developing a process to continue to

monitor outputs.

Work has also been done on landscape changes which have occurred as a result of the improved

distribution of bore water. A series of national workshops was held in the past decade looking at

various elements of grazing best practice, technological developments such as remote monitoring

systems and improved water delivery systems and other industrial water uses that has resulted in

more efficient water usage. This has also led to the development of policies concerning the spreading

of water in the pastoral industry and the surface impact of water delivery in the mining and petroleum

industries.




36

The GABCC established three-year PhD top-up scholarships to support research that improved

knowledge of the Basin. These have added to knowledge and understanding of links between springs

and aquifers, and of fish and endemic invertebrates in springs and desert waterholes.

Information, education and communication

A major focus of the last SMP was investigating and compiling an up-to-date knowledge base about

the Basin and its uses. Much of the work focused on water use by the pastoral industry and the effect

of uncontrolled bores on water pressure in the Basin. A Basin Resource Study was compiled and

published along with the SMP in 2000. The Study has subsequently been updated twice to include

more information about springs, better science on the hydrology of the Basin, and changes in policy

and management practices. The Resource Study was used as a basis for the development of the SMP

and helped to identify knowledge gaps which may be limiting the effectiveness of Basin management.

Efforts were made continuously over the life of the Plan to encourage research, investigations and

reporting to fill strategic gaps in understanding and then to identify opportunities to inform decisions

and communicate knowledge about the Basin. Copies of these documents can be found on the GABCC

website: http://www.gabcc.gov.au/publications

Scientific, technical, policy and management presentations on topical subjects and areas of limited

understanding were programmed at each GABCC meeting. Special Basin conferences, forums and

workshops were also cooperatively organised by regulatory agencies and the GABCC. Members were

sponsored to attend and to present at conferences and meetings. Outcomes from these presentations

and forums were utilised in discussion, advice and information products.

The GABCC acted as a catalyst to identify relevant expertise and presentations and then provide a

forum for information sharing. The Committee worked cooperatively with management agencies,

research groups, and the media to prepare and deliver communication products which informed

Ministers, regulators, water users and other interests. Examples of the range of products that were

targeted at particular audiences to meet help achieve particular outcomes are:

Basin Resource Study (GABCC 2014)

Advice and briefings for Basin Ministers

Basin website containing a variety of credible information

Researchers forums and conferences

Field days and technical workshops at various locations in the Basin

Presentations and displays at conferences

Special Basin stalls and presentations at community events around the Basin

Media programs and briefings

Student and teacher education packages (DSEWPC 2012)

Special information packages targeted at particular sectors of water users

Booklets, posters and DVDs on the Basin

Research prospectus

Public meetings and consultation with water users and industry groups

Website fact sheets on a variety of subjects and issues



http://www.gabcc.gov.au/publications


37

Appendix C - Statistics from the Great Artesian Basin Sustainability Initiative

The Great Artesian Basin Sustainability Initiative (GABSI) is a joint program between the Australian,

New South Wales, Queensland, South Australian and Northern Territory Governments and Basin

landholders. It has operated for 17 years over four phases of activity.

Table C.1: Australian Government and State Funding Contributions up to and including

30 June 2017

(Note: three delayed GABSI 4 projects in Queensland with an Australian Government contribution of

$0.42 million are still to be completed)

Jurisdiction GABSI 1: 1999-

00 to 2003-04

($mil)

GABSI 2: 2004-

05 to 2008-09

($mil)

GABSI 3: 2009-

10 to 2013-14

($mil)

GABSI 4: 2015-

16 to 2016-17

($mil)

Total

Australian

Government

28.386 38.531 44.644 12.981 124.542

QLD 14.304 22.736 23.706 3.576 64.322

NSW 12.335 15.595 18.011 2.78 48.721

SA 1.747 0.200 2.927 6.625 11.499

Total 56.772 77.062* 89.288 25.961 249.084

* This total does not include $1.357 million which was provided to WA under GABSI 2

Table C.2: Estimated* GABSI Phase 3 Landholder Contributions

State Contributions

by Year

($mil)

Total

09-10 10-11 11-12 12-13 13-14

New South

Wales

5.399 3.841 5.527 5.832 7.653 28.252

South

Australia**

- - - - - -

Queensland 3.293 2.597 2.662 2.467 6.465 17.484

Total 8.022 7.461 8.337 8.503 13.838 46.161

* The figures in this table are the estimated land holder contributions shown in the Implementation Plans

against each year. In some years, severe and unexpected natural events may have caused the landholder

contributions to be significantly different to those shown. This is likely to have occurred in New South Wales in

2009-2010 and 2010-2011 and in Queensland in 2010-2011 due to extensive flooding.




38

** South Australia has not required landholder contributions in the same manner as New South Wales or

Queensland

Table C.3: Water Savings (mega litres per annum) up to 30 June 2017

(Note: three delayed GABSI 4 projects in Queensland are still to be completed)

State Water Saved ML/annum

New South Wales 68,830

South Australia 48,961

Queensland 134,765

Total 252,556

Table C.4: Bores Controlled up to 30 June 2017


Time/State Number of Bores

New South Wales 311

South Australia 51

Queensland 394

Total 756

Table C.5: Open Bore Drains deleted (km) up to 30 June 2017


Time/State Bore drains deleted (km)


South Australia 342

Queensland 12,475

Total 21,375




39

Piping Installed (km) up to 30 June 2017


Time/State Piping installed (km)


South Australia 344

Queensland 16,125

Total 31,532

Estimated Remaining Basin Bore capping and piping

State New South

Wales

Queensland South

Australia Total

Bores to be controlled 238 190 30 483

Bore drains to be deleted (km) 1,150 5,279 0 6,690

Estimated water saving

(ML/annum) 26,600 72,645 365 107,598

Total estimated cost, ($ mil ) 114 74 1.25 199.25

Note: The numbers presented within the above table are estimates which have been sourced from the state jurisdictions of NSW, QLD and SA.




40

Appendix D - Pressure trends across the Basin linked to GABSI

Data collected to date shows that water pressure levels have responded to improved Basin water

management with differing results ranging from increased water pressure or stabilization through to

ongoing trends of decline.

Queensland

In Queensland data collected for the review of the Great Artesian Basin Water Resource Plan 2006

showed that based on long term monitoring, groundwater levels across the Eromanga and Carpentaria

basins have been stabilising and recovering in recent decades. The observed trends coincide with the

GABSI program, as well as longer term trends of reducing groundwater extraction. The historical water

use assessment suggests that extractions peaked in the Eromanga basin, for example, between 1915

and 1928 with an average use of over 600 GL/year during this period (Figure D1). After this, until 1990,

there is a gradual decline due to a combination of declining artesian pressure and declining number of

uncontrolled bores. From 1990 onwards, there is a significant decline in use to approximately 150

GL/year, due to bore rehabilitation and drain replacement programs (KCB 2016b).

In the Gilbert River Formation of the southern Carpentaria basin, average groundwater level stabilised

around the 1990s (KCB 2016a). In the Cadna-owie–Hooray Aquifer in the northern Eromanga basin,

significant declines in average groundwater levels prior to 1940 started stabilising after 1940 and

began rising after 1990 (Figure D2). A similar pattern is observed in the southern Eromanga basin, but

with average water levels rising after 2000 (KCB 2016b).

While in the Gubbermunda Aquifer of the Surat basin, average groundwater levels have been

declining since the early 1900s, but started approaching stability after 1970. Average water levels

continue to decline in the Surat Basin as a whole, however, with significant declines occurring in some

deeper aquifers such as the Hutton Sandstone (KCB 2016c).

Figure D.1: Trend in water use in the Eromanga Basin (1900 – 2015) in Queensland. (KCB 2016b)




41

Figure D.2: Change in average water levels in the Cadna-owie–Hooray aquifer group in the northern Eromanga

sub-basin in Queensland. (KCB 2016b)

New South Wales

Groundwater levels, artesian pressure, artesian flow and temperature are regularly monitored at 123

sites throughout the GAB within NSW. The monitoring network includes 29 bores that are equipped

with loggers that record data continuously which is telemetered so that real time data is available via

the internet at http://realtimedata.water.nsw.gov.au/water.stm.

Increases in artesian bore pressure are being observed (Figure D3) across large areas of the NSW GAB

as a result of the capping and piping programs. Over 70% of the bores controlled to date are located in

the Surat Groundwater Source where the artesian heads and associated uncontrolled artesian flows

were the largest prior to the implementation of the capping program. This area has also seen the

greatest recovery of artesian pressure with over 100 kPa (~ 10 m head) in the last decade observed in

areas north of Coonamble.

Signs of pressure recovery and reversal of declining pressure have also been monitored further west in

the Warrego and Central Groundwater Sources. Although the area of pressure recovery is smaller in

comparison to the Surat Groundwater Source, there has been significant head recovery monitored at

individual bores.

The monitoring has also shown that the rate of pressure recovery appears to be higher in the Surat

Groundwater Source than in the Warrego and Central Groundwater Sources




42

Figure D.3: Area of artesian pressure recovery in NSW




43

South Australia

Over the past 20 years in the South Australian Far North Prescribed Wells Area (PWA), the

groundwater pressure levels of the Basin (J-K) aquifer have remained generally stable.

In the five years to 2015, and from a total of 19 wells, nine monitoring wells (47%) show a trend of

rising groundwater pressure levels and three wells (15%) show stable water pressure levels. Rises in

water pressure levels ranged between 0.04–0.9 m/y, with a median of 0.19 m/y. These wells are

located around the Oodnadatta region (Figure 5). The remaining seven monitoring wells (38%) show a

trend of declining groundwater pressure levels; and these wells are mainly located in the William

Creek and Howard Springs region (Figure 5). It should be noted that 10% of all available monitoring

wells display their lowest level on record in 2015 (Department of Environment, Water and Natural

Resources 2016).

The Basin (J-K) aquifer in the Far North PWA has been assigned a green status for 2015 (meaning that

Positive trends have been observed over the past five years)

The 2015 status for the Basin (J-K) aquifer is based on:

most monitoring wells (63%) showing a five-year trend of rising or stable groundwater

pressure levels

all monitoring wells showing a five-year trend of stable groundwater salinity.

It should be noted that the majority of these available monitoring wells are concentrated in the south-

western part of the PWA, and are related to J-K aquifer of the Basin. Therefore, the assigned status to

the PWA cannot be extended to the whole of the Great Artesian Basin.

Although a green status has been assigned to the J-K aquifer of the Basin, steady declines in groundwater pressure levels, registered within the BHP Billiton’s Olympic Dam (Wellfield B) monitoring network, and salinities increases shown by the Heathgate Resources monitoring network, are acknowledged.

Figure D.4: 2015 status of the groundwater levels in the

Basin (J-K) aquifer of the Far North Prescribed Wells

Area, based on five-year trends from 2011 to 2015




44

Appendix E – References

Bush Heritage Australia (2016) Edgbaston. Accessed at: https://www.bushheritage.org.au/places-we-protect/queensland/edgbaston

Commonwealth of Australia (2011) Water Down Under. Understanding and Managing Australia’s Greatest Artesian Basin. Accessed at: http://www.gabcc.gov.au/publications/water-down-under-booklet

Commonwealth of Australia (2014) Ecological and hydrogeological survey of the Great Artesian Basin springs - Springsure, Eulo, Bourke and Bogan River supergroups. Volume 1: history, ecology and hydrogeology, Knowledge report, prepared by UniQuest for the Department of the Environment, Commonwealth of Australia’. Accessed at: http://www.environment.gov.au/water/publications/great-artesian-basin-springs-survey-vol-1

Commonwealth of Australia (2015) Future Directions for the Management of the Great Artesian Basin. Accessed at: http://www.gabcc.gov.au/publications/gab-future-directions

Department of Agriculture and Water Resources (2017) Great Artesian Basin Sustainability Initiative. Accessed at: http://agriculture.gov.au/water/national/great-artesian-basin/great-artesian-basin-sustainability-initiative

Department of Environment, Water and Natural Resources (2016) Far North PWA GAB (J-K) aquifer 2015 Groundwater level and salinity status report, Government of South Australia, through the Department of Environment, Water and Natural Resources, Adelaide. Accessed at: https://www.waterconnect.sa.gov.au/Content/Publications/DEWNR/Far_North_PWA_GAB_J-K_2015.pdf

Department of Environment, Water and Natural Resources (2017) Ground water. Accessed at: http://www.naturalresources.sa.gov.au/aridlands/water/managing-water-resources/ground-water

Department of Natural Resource and Mines (2017) Draft Great Artesian Basin and Other Regional Aquifers Water and Draft Water Management Protocol – Statement of Intent. Accessed at: https://www.dnrm.qld.gov.au/__data/assets/pdf_file/0010/1082593/draft-gabora-statement-intent.pdf

Department of Natural Resources and Mines (2017a) Great Artesian Basin. Accessed at: https://www.dnrm.qld.gov.au/water/catchments-planning/catchments/great-artesian-basin

Department of Natural Resources and Mines (2017b) Changes to water legislation. Accessed at: https://www.dnrm.qld.gov.au/water/catchments-planning/water-reform

Department of Primary Industries and Water (2017) NSW Great Artesian Basin Groundwater. Accessed at: http://www.water.nsw.gov.au/water-management/water-sharing/plans-commenced/water-source/gab

Department of Sustainability, Environment, water, Population and Communities (2012) The Great Artesian Basin: Water in the dry interior teacher guide and lesson plans—lower secondary. Accessed at: http://agriculture.gov.au/water/national/great-artesian-basin/great-artesian-basinwater-dry-interior

Department of the Environment and Energy (2017). Species profile and threats database: The community of native species dependent on natural discharge of groundwater from the Great Artesian Basin. Accessed at: http://www.environment.gov.au/cgi-bin/sprat/public/publicshowcommunity.pl?id=26&status=Endangered

Department of Water and Energy (2007) Water Sharing Plan: NSW Great Artesian Basin Groundwater Sources – Background document. Accessed at: http://www.water.nsw.gov.au/__data/assets/pdf_file/0007/547927/wsp_nsw_gab_background.pdf

EPA (2005) Great Artesian Basin Spring Wetlands. Queensland Wetlands Programme. Accessed at: https://wetlandinfo.ehp.qld.gov.au/resources/static/pdf/resources/fact-sheets/profiles/p01718aa.pdf

Fensham R., Ponder W., Fairfax R. (2010) Recovery Plan for the community of native species dependent on natural discharge of groundwater from the Great Artesian Basin. Accessed at: http://www.environment.gov.au/system/files/resources/0cefc83a-3854-4cff-9128-abc719d9f9b3/files/great-artesian-basin-ec.pdf

Fensham R.J., Silcock J.L., Laffineur B., MacDermott H.J. (2016). Hydrogeology, cultural history and biological values of springs in the Barcaldine, Springvale and Flinders River supergroups, Galilee Basin and Tertiary springs of western Queensland. Accessed at: https://publications.qld.gov.au/dataset/lake-eyre

Frontier Economics (2016) Economic output of groundwater dependent sectors in the Great Artesian Basin. Accessed at: http://www.gabcc.gov.au/basin-management/Basin-economic-report

GABCC (2006) Champions of the Great Artesian Basin. Accessed at: http://www.gabcc.gov.au/publications/champions-of-the-gab-booklet



https://www.bushheritage.org.au/places-we-protect/queensland/edgbaston

http://www.gabcc.gov.au/publications/water-down-under-booklet

http://www.environment.gov.au/water/publications/great-artesian-basin-springs-survey-vol-1

http://www.gabcc.gov.au/publications/gab-future-directions

http://agriculture.gov.au/water/national/great-artesian-basin/great-artesian-basin-sustainability-initiative

https://www.waterconnect.sa.gov.au/Content/Publications/DEWNR/Far_North_PWA_GAB_J-K_2015.pdf

http://www.naturalresources.sa.gov.au/aridlands/water/managing-water-resources/ground-water

https://www.dnrm.qld.gov.au/__data/assets/pdf_file/0010/1082593/draft-gabora-statement-intent.pdf

https://www.dnrm.qld.gov.au/water/catchments-planning/catchments/great-artesian-basin

https://www.dnrm.qld.gov.au/water/catchments-planning/water-reform

http://www.water.nsw.gov.au/water-management/water-sharing/plans-commenced/water-source/gab

http://agriculture.gov.au/water/national/great-artesian-basin/great-artesian-basinwater-dry-interior

http://www.environment.gov.au/cgi-bin/sprat/public/publicshowcommunity.pl?id=26&status=Endangered

http://www.water.nsw.gov.au/__data/assets/pdf_file/0007/547927/wsp_nsw_gab_background.pdf

https://wetlandinfo.ehp.qld.gov.au/resources/static/pdf/resources/fact-sheets/profiles/p01718aa.pdf

http://www.environment.gov.au/system/files/resources/0cefc83a-3854-4cff-9128-abc719d9f9b3/files/great-artesian-basin-ec.pdf

http://www.environment.gov.au/system/files/resources/0cefc83a-3854-4cff-9128-abc719d9f9b3/files/great-artesian-basin-ec.pdf

https://publications.qld.gov.au/dataset/lake-eyre

http://www.gabcc.gov.au/basin-management/Basin-economic-report

http://www.gabcc.gov.au/publications/champions-of-the-gab-booklet


45

GABCC (2009) Strategic Management Plan: Progress and Achievements to 2008. Accessed at: http://www.gabcc.gov.au/publications/strategic-management-plan-progress-and-achievements-2008

GABCC (2011) Water in remote areas: when wetter isn't better Fact sheet. Accessed at: http://www.gabcc.gov.au/publications/water-remote-areas-fact-sheet

GABCC (2012) A Research Prospectus for the Great Artesian Basin. Accessed at: http://www.gabcc.gov.au/publications/research-prospectus-2012

GABCC (2014) Great Artesian Basin Resource Study 2014. Accessed at: http://www.gabcc.gov.au/publications/gab-resource-study-update-2016

GABCC (2016) Fact sheet 1: Cultural values of the Great Artesian Basin. Accessed at: http://www.gabcc.gov.au/sitecollectionimages/resources/ff1601dd-f42a-4bfb-9308-ab241e60b40d/files/cultural-values-gab-factsheet.pdf

GABCC (2017) ‘Summary of past drilling activity within the Great Artesian Basin (Prepared for the GABCC jurisdictional members)’ Accessed at: http://www.gabcc.gov.au/publications

KCB [Klohn Crippen Berger] (2016a) Hydrological Assessment of the Great Artesian Basin – Characterisation of Aquifer Groups Carpentaria Basin. Accessed at: https://www.dnrm.qld.gov.au/__data/assets/pdf_file/0006/1039443/gab-hydrogeological-carpentaria.pdf

KCB [Klohn Crippen Berger] (2016b) Hydrological Assessment of the Great Artesian Basin – Characterisation of Aquifer Groups Eromanga Basin. Accessed at: https://www.dnrm.qld.gov.au/__data/assets/pdf_file/0005/1039451/gab-hydrogeological-eromanga.pdf

KCB [Klohn Crippen Berger] (2016c) Hydrological Assessment of the Great Artesian Basin – Characterisation of Aquifer Groups Surat Basin. Accessed at: https://www.dnrm.qld.gov.au/__data/assets/pdf_file/0008/1039454/gab-hydrogeological-surat.pdf

Lai, E.C.S., Sundaram, B., Evans, R., Ransley, T.R. Evans, T.J. (2016) Summary of the Great Artesian Basin Research Priorities Workshop: 27-28 April 2016, Canberra. Accessed at: http://www.ga.gov.au/metadata-gateway/metadata/record/101440

Miles C, White M Scholz G (2012) Assessment of the impacts of future climate and groundwater development on Great Artesian Basin springs. A technical report to the Australian Government from the CSIRO Great Artesian Basin Water Resource Assessment. CSIRO Water for a Healthy Country Flagship.

National Water Commission (2013) Allocating Water and Maintaining Springs in the Great Artesian Basin, Volume VII: Summary of Findings for Natural Resource Management of the Western Great Artesian Basin. NWC Canberra. Accessed at: http://trove.nla.gov.au/work/181050476?selectedversion=NBD51380874

Office of Groundwater Impact Assessment (2016) Surat Underground Water Impact Report. Office of Groundwater Impact Assessment, Queensland government. Accessed at: https://www.dnrm.qld.gov.au/ogia/surat-underground-water-impact-report

Ransley T.R., Radke B.M., Feitz A.J., Kellett J.R., Owens R., Bell J., Stewart G. and Carey H. (2015) Hydrological Atlas of the Great Artesian Basin. Commonwealth of Australia (Geoscience Australia) Accessed at: http://www.ga.gov.au/metadata-gateway/metadata/record/gcat_79790

Silcock, J., Powell, O., Drimer, J. & Fensham, R. (2013) Ecological and hydrogeological survey of the Great Artesian Basin Springs - Springsure, Eulo, Bourke and Bogan River supergroups - Volume 1: history, ecology and hydrogeology. Report commissioned by the Department of the Environment on the advice of the Interim Independent Expert Scientific Committee on Coal Seam Gas and Coal Mining. Accessed at: https://www.environment.gov.au/water/publications/great-artesian-basin-springs-survey-vol-1

SKM (2014) Great Artesian Basin Sustainability Initiative Value for Money Review. Accessed at: http://webarchive.nla.gov.au/gov/20160111084809/http://www.environment.gov.au/water/publications/environmental/groundwater/gabsi-value-money-review

Smerdon BD, Ransley TR, Radke BM and Kellett JR (2012) Water resource assessment for the Great Artesian Basin. A report to the Australian Government from the CSIRO Great Artesian Basin Water Resource Assessment. Accessed at: https://publications.csiro.au/rpr/download?pid=csiro:EP132686&dsid=DS5

Welsh WD (2006) Great Artesian Basin transient groundwater model. Bureau of Rural Sciences, Canberra. Accessed at: http://www.southwestnrm.org.au/sites/default/files/uploads/ihub/welsh-wd-2006-great-artesian-basin-transient-groundwater-model.pdf



http://www.gabcc.gov.au/publications/strategic-management-plan-progress-and-achievements-2008

http://www.gabcc.gov.au/publications/water-remote-areas-fact-sheet

http://www.gabcc.gov.au/publications/research-prospectus-2012

http://www.gabcc.gov.au/publications/gab-resource-study-update-2016

http://www.gabcc.gov.au/sitecollectionimages/resources/ff1601dd-f42a-4bfb-9308-ab241e60b40d/files/cultural-values-gab-factsheet.pdf

http://www.gabcc.gov.au/sitecollectionimages/resources/ff1601dd-f42a-4bfb-9308-ab241e60b40d/files/cultural-values-gab-factsheet.pdf

http://www.gabcc.gov.au/publications

https://www.dnrm.qld.gov.au/__data/assets/pdf_file/0006/1039443/gab-hydrogeological-carpentaria.pdf

https://www.dnrm.qld.gov.au/__data/assets/pdf_file/0005/1039451/gab-hydrogeological-eromanga.pdf

https://www.dnrm.qld.gov.au/__data/assets/pdf_file/0008/1039454/gab-hydrogeological-surat.pdf

http://www.ga.gov.au/search/index.html#/search?author=%22Lai, E.C.S.%22

http://www.ga.gov.au/search/index.html#/search?author=%22Sundaram, B.%22

http://www.ga.gov.au/search/index.html#/search?author=%22Evans, R.%22

http://www.ga.gov.au/search/index.html#/search?author=%22Ransley, T.R.%22

http://www.ga.gov.au/search/index.html#/search?author=%22Evans, T.J.%22

http://www.ga.gov.au/metadata-gateway/metadata/record/101440

http://trove.nla.gov.au/work/181050476?selectedversion=NBD51380874

https://www.dnrm.qld.gov.au/ogia/surat-underground-water-impact-report

http://www.ga.gov.au/metadata-gateway/metadata/record/gcat_79790

https://www.environment.gov.au/water/publications/great-artesian-basin-springs-survey-vol-1

http://webarchive.nla.gov.au/gov/20160111084809/http:/www.environment.gov.au/water/publications/environmental/groundwater/gabsi-value-money-review

http://webarchive.nla.gov.au/gov/20160111084809/http:/www.environment.gov.au/water/publications/environmental/groundwater/gabsi-value-money-review

https://publications.csiro.au/rpr/download?pid=csiro:EP132686&dsid=DS5

http://www.southwestnrm.org.au/sites/default/files/uploads/ihub/welsh-wd-2006-great-artesian-basin-transient-groundwater-model.pdf

http://www.southwestnrm.org.au/sites/default/files/uploads/ihub/welsh-wd-2006-great-artesian-basin-transient-groundwater-model.pdf


46

FURTHER INFORMATION

Department of Agriculture and Water Resources

agriculture.gov.au/water/national/great-artesian-basin

CONTACT INFORMATION

Email: [email protected]

Great Artesian Basin Secretariat

Water Division

GPO Box 858

CANBERRA ACT 2601

Enquiries: 1800 900 090



http://agriculture.gov.au/water/national/great-artesian-basin


LOG OF SUBSTANTIVE CHANGES TO DRAFT SMP CONSULTATION VERSION Changes made to version recommended by GABCC in July 2017 Not including matters of taste and preference Page numbers refer to the ‘clean draft’ Sep 2017 (provided to GABCC 39) Attribution of changes is based on the changes tracked draft provided to GABSOC Meeting 5; ‘unknown’ refers to changes made post-GABSOC Meeting 5 without a changes tracked version.

4

Context par2

Basin governments authorise the taking of groundwater under specified conditions. These authorisations include an implicit social licence for users to work cooperatively with regulators and other users, and to use Basin water judiciously. (Unknown)

5 par 4

The Plan builds on the successes progress of the previous 15-year plan, and aims to continue to address outstanding Basin-wide management issues and guide decisions that respond to emerging issues and challenges. (Shelley Luxton)

6

par2

…changed community attitudes concerning the need for judicious use of Basin resources, resulting in less wastage and better water use practice. (Shelley Luxton)

8

(former) dp2

Threats to the Basin and the socio-economic structures of the arid zone communities that rely on the Basin. These threats are not yet well established on the national political agenda. (Unknown)

8

dp6

The unwillingness of some users to accept their on-going responsibility to eliminate minimise waste, and to adapt and invest to use water more productively. (Chris Biesaga)

8

dp7

The persistence of wasteful practices that lead to environmental degradation and social and economic impacts. (Unknown)

8

dp10

(Lack of t)imely, robust information not always being available or presented appropriately to be used as a basis for decision-making. (Chris Biesaga)

9

dp11

Develop a long-term funding arrangement for Basin-wide replacement of bores management, agreed between governments and water users. (Unknown)

11 par1

Coordinated governance means the Great Artesian Basin jurisdictions of New South Wales, Queensland, South Australia, Northern Territory and the Australian Government working together to manage the resource on a whole of Basin approach with communities and industry partners. The partnership would aim to provide advice to the governments that provides for productive, environmental and other public benefit outcomes to be achieved in a mutually beneficial way. (Chris Biesaga)

GABCC wording: Coordinated governance means governments, community and industry working together across the Basin to manage the resource in a way that meets the agreed needs of all stakeholders and enables desired outcomes.

11 par5

Achievement of some outcomes in the Plan rely on the actions undertaken by community and industry partners. It will be important that these stakeholders can provide advice to the joint governments on whole of Basin approaches. A coordinated Basin-wide governance system will be established through a set of agreed arrangements that enables the joint governments to work together to develop Basin-wide policies and management frameworks and to engage and seek advice from communities and industry when considering whole of Basin water management. (Chris Biesaga/Shelley Luxton)

GABCC wording: Because achievement of some outcomes in the Plan relies heavily on actions undertaken by community and industry, these stakeholders also need to be enabled to participate in development and implementation of Basin-wide policy and frameworks. A coordinated Basin-wide governance system will be established through a



set of agreed arrangements that engage Basin governments, community and industry in considering water resource related matters.

11 dp4

All jurisdictions and stakeholders have a shared obligation to enable the Basin to provide benefits for as long as possible, by avoiding/mitigating unacceptable impacts. (Chris Biesaga)

12 dp2

Information sharing and understanding across the Basin builds the levels of understanding, confidence and trust required for effective coordinated responses, using the best available evidence for making decisions at all levels. (Shelley Luxton)

12 Outcomes

collective consideration and decision-making on matters of importance in long-term management of the Basin groundwater system

inclusive community and industry engagement on matters of importance, which includes community and industry advice to Basin Ministers, with advice to Ministers encompassing advice from community and industry.

transparent public reporting on the management of the Basin groundwater system

(Shelley Luxton)

14 par5

The community is concerned that these new users will The community may accept these uses where they do not affect the security of existing entitlements or environmental assets such as groundwater-dependent ecosystems. (Shelley Luxton + unknown)

15 Outcomes

set out scientifically defensible extraction limits and management measures that sustain the use of the resource, with identification of scientifically defensible targets for total annual extraction of Basin water, by 2032. (Chris Biesaga + unknown)

17 par2

Along with its importance for sustaining industries, communities and lifestyles, Water from the Basin is crucial to the maintenance of numerous natural and cultural resources and assets that are considered by the community to have high value. (Shelley Luxton)

20 Outcomes

a clear hierarchy of access to water and an explicit process for managing third party impacts the process in which access to ground water is granted and how third party impacts are managed (Chris Biesaga)

20 Outcomes

Coordinated governance arrangements enable state and territory jurisdictions to work together to implement complementary authorisation/management frameworks, regulations and requirements to be streamlined, aligned and compatible across jurisdictional boundaries which achieves Basin wide outcomes. (Unknown)

21 par 5

In the past, excessive extraction of Basin water through inefficient water distribution systems and not appreciating the impact of water wastage resulted in the decline of artesian pressures across parts of the Basin. (Shelley Luxton)

21 par7

Responsible water users acknowledge the need to eliminate wasteful practices and maintain the artesian pressure that sustains the Basin. (Shelley Luxton)

22 Outcomes

dp5

water infrastructure owners and operators upgrade and maintain groundwater infrastructure to meet Basin state and territory standards and minimise the water loss of water, including the capping and piping of bores and removal of bore drains by 2027 or earlier consistent with the requirements of individual state and territory water resource plan. (Unknown)

24 par1

An understanding of how the Basin operates can then be developed and shared over time by governments and scientific organisations working together to develop knowledge, and shared with empowered stakeholders . (Shelley Luxton)



24

(former) par2

The coordinated governance system will enable the development of Basin-wide perspectives that contribute to more effective generation, collection, evaluation and use of information. (Unknown)

24 Outcomes

dp7

compiling social, economic and cultural heritage values information related to the use of groundwater, to inform management of the Basin groundwater system (Shelley Luxton)

27 par3

Achieving the objectives and desired outcomes of the Plan will require targeted investment by Basin governments and the Australian Government commensurate with the risks and threats facing future Basin management. Industry and other interest groups should also be encouraged to consider the Plan when making investment decisions within the Basin. This will support active engagement of water users and other interests to enable implementation of the Plan through a whole of Basin-wide approach. (Chris Biesaga + Saji

Joseph)

GABCC wording: Achieving the objectives and desired outcomes of the Plan requires careful, sustained investment of resources by Basin governments, industries and other interests over the period of implementation. This will support active engagement of water users and other interests to enable implementation of the Plan through Basin-wide coordinated governance.



QGABAC Meeting Communiqué No 10, September 2017

Queensland Great Artesian Basin Advisory Council September meeting

The Queensland Great Artesian Basin Advisory Council (the Council) convened in Brisbane on 18th

September 2017. The Council continues to provide advice to the Minister for Natural Resources and

Mines, the Hon Dr Anthony Lynham, of the views of the industry, communities and other

stakeholders concerning the management of the groundwater resources of the Great Artesian Basin

(GAB) in Queensland.

Long-serving Chair Mr Roderick Gilmour foreshadowed this as his last face-to-face meeting. He has

the distinguished service of chairing the Council for 15 years, working with a number of Queensland

Government Natural Resource Ministers and seeing approximately 500 bores capped and at least

10,000 kilometres of bore drains piped or decommissioned during this period. Other stand out

achievements among many, is the development of the first generation water plan, finalised in 2006,

finalisation of the Resource Operations Plan 2007, provision of advice to the Minister on the

GABORA Plan and input into the multijurisdictional Draft Strategic Management Plan (SMP).

Council members expressed their gratitude to Mr Gilmour and made mention of his exemplary skills

as chair and knack of ensuring all views are heard. His excellent stewardship of the budget and

respect for and good rapport with DNRM staff was also acknowledged.

Key messages from the 18 September meeting were:

1. Recognition of the release of the final GABORA Water Plan on 2 September 2017.

2. Continue to lobby the Commonwealth Government and support the Queensland

Government for capping and piping funds post 2018-19. Figure 1 demonstrates the total

savings of the GABSI Programs. Figure 2 outlines the cumulative water savings of capping

and piping initiatives.

3. The Council looks forward to updates at future meetings on bore construction compliance.

4. The QGABAC was pivotal in providing Queensland’s input to the draft SMP. Consultation

draft of the SMP expected to be during October 2017.

5. Consider environmental values prior to decommissioning of bore drains.

6. The Council notes the announcement of a state-wide review of the metering framework and

looks forward to considering the findings from this review.

7. The QGABAC looks forward to further Queensland Government information concerning the

development in the Galilee Basin.



Figure 1: Savings per GABSI Stage (ML/a)

Figure 2: Cumulative water saved

The Council is composed of members who represent communities, associations, industries and other

sectors with interests in the Basin. They are:

Mr Roderick Gilmour, OAM (Chair)

Councillor Bill Bode (AgForce)

Vacant, Australian Drilling Industry Association (ADIA) – (Todd Symons, proxy)

Mr David Gornall, Queensland Resources Council (QRC)



Ms Judith Harrison, Queensland Indigenous Working Group (QIWG)

Mr Scott Mason, Local Government Association of Queensland (LGAQ)

Mr Michael Murray, Queensland Farmers’ Federation (QFF)

Councillor Cameron O’Neil, Queensland Murray-Darling Committee (QMDC)

Mr Matthew Paull, Australian Petroleum Production and Exploration Association (APPEA)

Mr Simon Wiggins, Desert Channels Queensland (DCQ).

More information on the Queensland Government’s management of the Great Artesian Basin is

available at:

http://www.dnrm.qld.gov.au/water/catchments-planning/catchments/great-artesian-basin

This meeting is the final formal meeting of the QGABAC planned for the 2013-2017 term.

Further information

Queensland Great Artesian Basin Advisory Council

Level 5, 1 William Street, BRISBANE Qld 4000

Telephone (07) 3181 5162



http://www.dnrm.qld.gov.au/water/catchments-planning/catchments/great-artesian-basin



14 GENERAL BUSINESS

15 CLOSED SESSION15.1 Trust Fund Status Update ... approx 10 min

CLOSED SESSION REPORT

This report is CONFIDENTIAL under Section 275 (1) (h) of the Local Government Regulation 2012 which permits the Council meeting to be closed to the public to discuss: (h) other business for which a public discussion would be likely to prejudice the interests of the local

government or someone else, or enable a person to gain a financial advantage.

15.2 CQROC Meeting - Briefing .....approx 10 min




15.3 Department Updates ..... approx 5 mins




16 LATE AGENDA ITEMS

17 CLOSURE OF MEETING

l agenda - central highlands region...2017/11/14 · 20171114 - leadership and governance standing...

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