I recommend that the New South Wales Police Force investigate the development of an integrated intelligence system that allows selected officers secure access to all information platforms and to record and share operational decisions.

I recommend that the New South Wales Police Force review its policy of requiring negotiators to relinquish that role when they are promoted to commissioned officer rank

I recommend that the New South Wales Police Force establish procedures and the technical capability to ensure that phone calls from hostages in sieges or the victims of other ongoing high-risk situations are expeditiously transferred to officers involved in responding to the incident.

I recommend that if it has not already done so, the New South Wales Police Force acquires the audio surveillance technology that in similar circumstances would allow a device to be monitored in the Police Forward Command Post and/or the Police Operations Centre and that the organisation ensures that its capacity in this regard keeps pace with technological advances in the area.

I recommend that the New South Wales Police Force review the number, rank and function of the officers comprising the Negotiation Unit

I recommend that the New South Wales Police Force review its procedures to ensure that handovers between negotiation teams are staggered so that a fully briefed officer is always available to receive a call from the stronghold.

I recommend that the New South Wales Police Force consider expanding the panel of psychological advisers it retains and the range of disciplines it consults.

I recommend that the New South Wales Police Force review its personnel arrangements and structures for the monitoring of surveillance devices, including the number of officers allocated to a listening or viewing post for monitoring purposes, and the demarcation of roles, including primary monitor, scribe/log keeper, and disseminator. I also recommend that clear communication channels be established for reporting data captured during such surveillance, including via integrated electronic intelligence sharing platforms or applications.

Emergency Management Queensland, in consultation with councils, should develop a directive that makes clear the authority of an officer of that agency to command a major SES operation. This could be expected to occur when a deployment of additional SES members is made to a region because the response needed is beyond the capacity of its local units. The directive should make clear the powers of the officer and his or her reporting responsibilities to disaster managers in these circumstances. Emergency Management Queensland must also ensure that any officer who assumes such a role has adequate training and skills in the conduct of disaster operations.

The fire service should ensure that station officers are familiar with the procedure for contacting management when requesting the calling in of additional staff; and, in particular, that they have available to them the names and current telephone numbers of the officers to be contacted in the first instance, with alternative contact details in the event that those officers prove unavailable.

Emergency Management Queensland should ensure its staff, SES members and disaster managers are familiar with the directives it develops in relation to these matters.

Emergency Management Queensland, in consultation with councils, should develop clear directives about: • the communication and reporting that should take place between the SES and disaster managers, including in relation to task allocation and completion, once disaster management groups have been activated • the communication and reporting that should take place between the SES and disaster managers, including in relation to task allocation and completion, once disaster management groups have been activated • the process for dealing with requests for assistance that exceed an SES unit’s capacity to respond them • the process for seeking extra support for an SES unit that has been overwhelmed by a disaster (whether by way of Emergency Management Queensland or the disaster management arrangements or both) • the role of SES liaison officers in communications with disaster managers about SES disaster operations • the role of incident controllers, and their teams, relative to those SES (or Emergency Management Queensland) personnel charged with the command of SES operations.

Emergency Management Queensland should ensure its staff, SES members and disaster managers are familiar with the directive when it is developed.

the state ensure that any new systems and equipment purchased by state emergency management agencies are interoperable with other relevant agencies to the fullest extent possible. This should involve the state establishing a procurement gateway process with input from the Emergency Services Commissioner.

the state take the necessary measures to upgrade existing manual stream and rain gauges and ensure that all future gauges provide a seamless transfer of data from the gauges to the Bureau of Meteorology.

That the officer responsible for the importation of horses ensure that:
(a) up-to-date copies of operating procedures or manuals setting out the procedures to be implemented are available both in soft-copy form on the AQIS intranet site and in hard-copy form at any premises where tasks associated with horse importation are ordinarily performed
(b) AQIS personnel involved in the importation of horses are trained in all relevant aspects of procedures relating to the importation of horses
(c) AQIS personnel taking up duties involving tasks related to horse importation and not having performed such tasks for more than 12 months undergo proper training in the relevant procedures before commencing their duties.

That the Department of Primary Industries should ensure that it retains the services of a specialist poultry industry liaison officer in the future.

That the Department of Primary Industries should endeavour to improve its knowledge and skills base in the pig industry by recruiting a specialist pig industry liaison officer.

That agencies assess the cost-effectiveness of establishing a dedicated and proven asset management information system which is integrated with the other information systems used to manage drainage assets.

That agencies integrate condition information into their asset management decision-making practices and use it as the basis for validating asset valuations and depreciation calculations.

That DPI develops a consistent approach to recording and enforcing breaches of the certification and verification system.

That PSB’s enforcement procedures are consistent with those of the rest of the department.

That DPI negotiates access, as and when required, to an AQIS PC4- accredited laboratory.

That DPI improves monitoring and surveillance of high priority threats and improves the quality of information provided to the Commonwealth.

That DPI makes arrangements to use contract labour for fruit fly trap monitoring and surveillance before the predicted fruit fly outbreak season.

That the recommendations of the 2000 DPI report into the reference collection’s storage facility be implemented, to secure the collection in a purpose-built facility.