The Committee recommends that the ACT Government ensure PCS remains an attractive place to work for those in the fire management space through provision of opportunities for career development, with clear pathways to management, and improved training and pay conditions.

The Inspector-General of Emergency Management recommends that the Queensland Police Service lead the establishment of a co-designed governance framework to achieve objectives that enhance the understanding of Queensland’s disaster management arrangements within all disaster management entities, government, non-government, and the community.

The Inspector-General of Emergency Management recommends that the Queensland Fire Department engage with each council and local disaster management group (LDMG) and consult with the Local Government Association of Queensland to establish protocols for:
- locally led activation of LDMGs for bushfire events
- sharing of relevant bushfire intelligence
- identification of relevant local triggers
- communication and engagement arrangements.
The protocols are to be established by 1 August 2025.

The Inspector-General of Emergency Management recommends that for the recommendations arising from this review, the Office of the Inspector-General of Emergency Management is involved in consultation prior to the finalisation of the government action plan, to align intended actions with the intent of the recommendations.

That NSW develop and prosecute with the Commonwealth Government a platform of priority initiatives and reforms the Commonwealth should pursue to better support emergency volunteering and build community capability, in partnership with other States and Territories.

The Minister for Emergency Services establish a new state-based emergency volunteering award, to improve recognition of emergency volunteers.

WALGA recommends that the State Government increase the EM resourcing for LGs who currently lack EM capacity and capability. This includes:
- Expanding the CESM Program to all LGs to provide LGs additional support to fulfil their LEMA requirements.
- Developing a more sustainable grant funding model for LGs that is responsive to the variations in LG resourcing and context.
- Continuation of the DFES DEMA and Community Preparedness Advisors programs and supporting these positions to be more responsive to needs of LGs and LEMA requirements.

WALGA recommends that as part of the LEMA Improvement Project a position be established within WALGA to work closely with the DFES SEMC business Unit to pilot new LEMA approaches with LG to ensure:
- LGs are supported in the transition to a new LEMA model;
- all LEMA improvement actions are monitored for effectiveness and continual improvement;
- the development of fit-for-purpose LEMA resources and training to support LGs and their respective LEMCs;
- LGs who currently lack resources are provided targeted support to develop and deliver grant-funded EM projects; and
- LEMA resource-sharing arrangements and collaborative approaches are strengthened.
WALGA’s LEMA Review findings confirm that many LGs require additional human resources to develop and maintain effective LEMA plans and sub plans and to build their EM capability.

WALGA recommends the State Government develop a simpler and streamlined State Emergency Management Framework with improved communications, guidance and digital tools for LGs to assist them to meet their LEMA obligations This includes:
- The development of a single policy statement that outlines the roles and responsibilities of LG in EM and more clearly articulates the function of LEMA and the minimum requirements for LEMA compliance.
- Improvement of the SEMC website to make it easier and more intuitive for LGs to navigate.
- Development of a digital LEMA knowledge hub/digital application that enables LG resource sharing and fosters a community of practice.
- Provision of a secure online portal system that supports LEMA reporting and interoperability between LGs and HMAs and between the local, district and state EM arrangements.

That the Disaster Management Act 2003 be amended to reflect the new role and function of the Queensland Disaster Management Committee.

That the Commissioner of the Queensland Police Service be appointed as the Chief Executive of the Disaster Management Act 2003.

That all Local and District Disaster Management Groups who share a border or borders with other states or Territories conduct collaborative disaster management planning and exercising.

That documents and plans that support the operationalisation of Queensland’s Disaster Management Arrangements is updated to encourage and enable cross-border disaster management engagement and relationships at officer-level, council to council, and district to district.

That the Disaster Management Act 2003 be amended to establish the position, role and functions of the State Recovery Policy and Planning Coordinator.

That a State Disaster Management Group is established within the Disaster Management Act 2003.

To promote integrity and transparency, the Department of Regional NSW should ensure that for all future grant programs it: ensures a communications plan is in place, including the communication of guidelines to potential applicants.

To promote integrity and transparency, the Department of Regional NSW should ensure that for all future grant programs it: establishes and follows guidelines that align with relevant good practice guidance including accountabilities, key assessment steps and clear assessment criteria.

To promote integrity and transparency, the Department of Regional NSW should ensure that for all future grant programs it: documents all key decisions and approvals in line with record keeping obligations. 

To promote integrity and transparency, the Department of Regional NSW should ensure that for all future grant programs it: ensures regular monitoring is in place as part of funding deeds.

To promote integrity and transparency, the Department of Regional NSW should ensure that for all future grant programs it: ensures staff declare conflicts of interest prior to the commencement of a grants stream, and that these conflicts of interest are recorded and managed.

That, in order to prioritise early suppression and keep fires small:
a) Government set a KPI for NPWS regarding the percentage of fires that start on-park and are contained within 10 hectares, and consider whether 70% is an appropriate KPI for the NSW RFS and NPWS
b) NSW fire authorities deploy remote area fire fighting resources based on enhanced research and predictive modelling. In some circumstances, this may require prioritising the deployment of RART to enable rapid initial attack of new remote area ignitions over ongoing suppression operations, where supported by a relative risk assessment.

That, to ensure updated resource-sharing arrangements are in place, the NSW and Victorian Governments progress and finalise a multi-agency Memorandum of Understanding before the 2020-21 fire season commences.

Clarify the relationship between the DHHS and THS in the establishment of flu services.

Implement a database management approach for notifiable disease record systems.

Incorporate heatwave surge response planning into business continuity planning.

Develop a disaster client record system.

Assess water supply resilience in the case of an interruption.

Improve integration of health information systems.

Review Tas Govt interoperability arrangements.

Enhance business continuity planning by the Tasmanian Health Service.

That a Ministerial Advisory Council be established to inform the Minister of matters relating to Rural Fire Service and SES volunteers.

That the extent of forest and plantation fuel load fire risk in South East Queensland requires a designated government resources fire team to manage this risk and proactively conduct fuel mitigation burning; and provide a wildfire response to government land.

That the Queensland Government liaise with the Federal Government with a view to securing incentives for employers that recognise loss of income and employee time for emergency operations.

The Working group recommends that the Australian Government take a leadership role with regard to addressing the national capability issues identified within this review. Further, that the States/Territories recognise and accept the collaborative nature of developing national capability and commit through engagement and consultation to assisting the Australian Government in this task.

The Working Group recommends that the Australian Government consider developing an overarching whole of government disaster plan that clearly articulates authority, roles and responsibilities of agencies, inter-departmental committees and key officials, to link the range of existing Australian Government disaster plans. 

The Working Group recommends that State/Territory Recovery Committees review their membership to ensure that it is reflective of community needs, including representation from the Insurance Disaster Response Organisation. 

The Working Group recommends that participants in the exercises designed to test continuity of executive government plans and procedures should be the office holders themselves. 

The Working Group recommends that all States/Territories and the Australian Government should regularly (annually) test their continuity of executive government plans and contingencies. 

The Working Group recommends the Australian Emergency Management Committee note that: 
• The Catastrophic Disasters Emergency Management Capability Review should be seen as the first phase of a multi-faceted work program
• The work program will need to be conducted over a number of years and deal with the implementation of any accepted recommendations arising from this report
• A collaborative national approach will be required to ensure successful implementation of the recommendations
• The process of researching risk and developing plans to reduce those risks and mitigate the consequences of disasters should be an ongoing iterative process. 

The Working Group recommends that the adequacy of existing national mortuary capability to meet the likely demands of a catastrophic disaster be assessed by State/Territory Coroners. This assessment should also consider the need for a mobile mortuary capability and involve discussions with the Australian Federal Police.