Leadership - Strategic and Executive Awareness. Build the activation capability of the LDCC and LDMG arrangements in terms of leadership and oversight to improved efficiency and effectiveness of LDMG operations by:
1.1 Reviewing procedures that guide the communication of the activation status of the LDCC and Cairns LDMG as distinct from Council's BAU, to clearly convey the transition of authority of the counter disaster operations to the LDMG
1.2 Reviewing processes to ensure that all leadership roles are inducted into the QDMA and adhere to the structures through participation in mandatory training
1.3 Conducting skills needs assessments and deliver additional training in enhanced counter disaster capabilities (prediction; forecasting; situational awareness) across all leadership tiers.
1.4 Revewing structures and rostering processes to ensure fail-safe redundancy measures for all leadership roles - particularly for middle tier leaders (e.g. Team Leaders; IMT Operations Room Manager)

Improve the capacity of the Incident Management Operations through:
a. resourcing and renumeration of the IMT - strengthen the model of incident management team to better optimise structures and performance; and
b. internal communications and dynaics - strengthen the frequency and quality of critical information to enhance collaboration and effectiveness across disaster management structures; and
c. LDCC functionality - increase depth in the capability of and redundancy of critical IMT leadership roles to better optimise capacity and quality of functions

A Local Government Association of Queensland representative should be included on the Crisis Communications Network to enhance the delivery of consistent information across and between levels of government.

The review of the municipal emergency management planning guidelines being led by the Office of the Emergency Services Commissioner clarify local governments’ role in community information about emergencies.