Workforce planning functions should be reviewed or bolstered, where necessary, to support better management during catastrophes. Workforce planning should be used by insurers to understand the impact of resourcing levels on claims and complaints timelines, and drive decision making regarding resourcing needs. This should include any third-party workforces.

Resourcing models for catastrophes should be diversified to mitigate against risks and dependencies in the labour market and broader economic conditions. Resourcing models should consider more than one channel to increase skilled capacity (e.g. recruitment, redeployment, utilising global networks, modifying work hours, and using third-parties).

State Disaster Coordination Centre considers requesting a representative from critical infrastructure owners be present as a liaison officer in the State Disaster Coordination Centre during activations for events that may impact on their assets.

Agency incident management preparedness: a more comprehensive approach to planning, including the number of personnel, their training and better use of on-the-ground intelligence in the affected areas that enables immediate and strategic decision-making to be concurrent processes.

Agency incident management preparedness: refining IT tools to process the intelligence.

Agency incident management preparedness: provide clarity and certainty in specific roles and responsibilities for each agency.

the state clarify the role of intelligence cell staff (for example, hydrologists and/or Catchment Management Authority) who are utilised in Incident Control Centres during flood events