That the Australian Government deliver National Climate Risk Assessments through the National Climate Service on a regular program, aligned to the Intergenerational Report.

That the Australian Government establish a mechanism within the National Climate Service to track user experience and satisfaction which gathers user needs and preferences, to guide the development of future products and services.

That the Australian Government task the Climate Change Authority with a regular review of the National Climate Service against the KPIs

That the Australian Government regularly monitor against the new Statement of Expectations (refer Recommendation 4.1 and KPIs in Box 7) to ensure the National Climate Service is meeting expectations.

That the Australian Government publish all National Climate Service strategic documents by default to provide transparency on the National Climate Service’s program and timelines for implementation.

That the Australian Government require the National Climate Service to develop and publish a climate services roadmap, describing how to build to a national capability with explicit and ambitious time frames.

The Commonwealth should use reporting established by the Outcomes Policy to inform requirements associated with international obligations (e.g., the Sendai Framework for Disaster Risk Reduction).

The Commonwealth should embed regular sharing of lessons learnt from program outcomes between state and territory governments, and the Commonwealth, to develop a continuous improvement culture.

The Commonwealth together with the States and Territories should identify their shared high-level resilience objectives and develop indicators to monitor national progress in achieving them. The ANRR should also provide annual updates on progress in achieving the objectives.

The ANRR should be a National Cabinet product focused on climate and disaster risk as well as other key resilience risks agreed by the Commonwealth and the jurisdictions.

The First Secretaries, on behalf of the National Cabinet, should oversee (via a subordinate Deputy Secretaries Group) the development of an annual Australian National Resilience Report (ANRR) that combines the Ministerial Council resilience reporting, existing resilience strategies in jurisdictions and new initiatives.

NEMMM’s Terms of Reference should be amended to reflect the recommendations above.

The next iteration of NEMMM’s Five Priorities for Action should be explicit and measurable, bold but achievable and focused on national outcomes, rather than outputs. They should:
- Be formulated in terms such as “By 2026 we will have established…which will have reduced…”, etc.
- Be developed through a process that includes consultations with key stakeholders, including First Nations organisations, civil society, the private sector, foundations, and key entities active in the emergency management space, such as Australian Red Cross and the National Council for Fire and Emergency Services (formerly the Australasian Fire and Emergency Service Authorities Council or AFAC).
- Be highly compelling for each jurisdiction, large and small.
- Directly address our rapidly accelerating disaster risk environment, in which we can anticipate yearly, national-scale disasters with preparedness, response, recovery and resilience occurring simultaneously, year-round.
- Include at the approval stage the initial estimates of the resourcing required to achieve the outcomes and the sources of the funding.

At least once each year, coinciding with the production of the ANRR, the National Cabinet should evaluate progress in bolstering national resilience.

That Queensland Corrective Service continues to develop its proposed recidivism index as a priority, including place and program based measures.

That should the Mobile Strategy in its current form be approved by government the CEO Portfolio Business and the Deputy Commissioner Operations:
- monitor the success of the mobility strategy
- report on a quarterly basis to government on the achievement of the identified saving presented as part of the mobility strategy business plan (1414 FTE $174 million)
- report on the achievement of the increased frontline police numbers from this initiative of 1,587 FTE on a quarterly basis.

That Queensland Corrective Service, in consultation with key partners in the criminal justice and social services sectors, develops specific performance indicators focused on efficiencies and customer/stakeholder outcomes across the criminal justice system.

That the roll-out of the mobile service program business case mentioned earlier
- Be specific about gateways and milestones; and
- If the new technology enables improved data, the Queensland Police Service revisit previous statistical reporting and identify any major anomalies.

That the Queensland Police Service Commissioner addresses the situation regarding statistical reporting. The Commissioner, in collaboration with the Chief Executive Officer Portfolio Business and the Queensland Fire and Rescue Service Commissioner should also examine the opportunity to acquire the services of a qualified and experienced Chief Information Officer or Chief Digital Officer in line with other Queensland and Australian government agencies.

Recommendation: That the CEO Portfolio Business collaborates with the two portfolio Commissioners to:
- develop an analytical tool to identify the most appropriate level of service
- identify the need for new or enhanced services
- reduce the level of resources where appropriate
- identify current anomalies regarding service delivery and therefore opportunities for rationalisation of stations
- consider collocation with other services as a first principle before committing to new capital projects.

The Chief Executive Officer Portfolio Business establishes a set of performance indicators to provide a transparent process for government to monitor its performance.

The successful installation of every barrier should be the subject of written verification within and between licensees and rig operators; and should be the subject of explicit reporting to the relevant regulator(s).

Licensees should be subject to an express obligation to inform regulators of problems which arise in the course of installing barriers, even if they consider that well integrity is not thereby compromised. The information should be provided by way of special report, rather than included in a standard reporting document (such as a DDR). The information provided should include risk assessment details.

The current KPI measures used by the Regulator and industry need to be reassessed and the performance indicators need to be related to the risk profiles of the industry. The industry needs to develop the indicators, which need to be agreed and measured by the industry in discussion with other stakeholders. The KPI's selected should be published in comparison with the worldwide offshore industry and with other industries. NOPSA should continue discussions with Australian Safety and Compensation Council (ASCC) with a view to adopting their goals. 

Formation of a subcommittee of the DHHS Tasmanian Medical Retrieval Services Committee to identify risk exposures, system problems and potential solutions. The subcommittee should review data, problem cases, system issues and generate a risk register. Meetings should occur at least quarterly.

This Report should be considered for publication so that the insights, data, conclusions and recommendations are available within Queensland and other jurisdictions to assist with disaster management issues in the future.

All train drivers’ defects reports should be entered by RailCorp into a computerised record and tracked to finalisation.

The ITSRR must provide a quarterly report to the Minister for Transport Services on the progress made by RailCorp in implementing these recommendations, including:
(a) a statement as to whether or not the recommendation has been implemented and, if so, is working effectively; and
(b) if the recommendation has not been implemented, the me

All reports of the Chief Investigator of OTSI should be delivered, upon completion and without being reviewed, to ITSRR and the Minister for Transport Services.

All ATSB accident investigation reports should be made public.

The ATSB should deliver any report of any such rail accident which it investigates to the Board of any rail organisation involved in the accident, ITSRR and the Minister for Transport Services.

The Minister for Transport Services should retain, independently of ITSRR, safety auditors to provide a report to the Minister confirming or qualifying the contents of each such ITSRR quarterly report.

RailCorp and ITSRR should co-operate with national programs for the collection, collation, trend analysis and dissemination of safety critical information.

The Minister for Transport Services must table in Parliament, each such quarterly report by ITSRR.