The Inspector-General of Emergency Management recommends Queensland Fire and Emergency Services update and deliver training on the workflow reviewed (as per Recommendation 3) of the current Emergency Alert system to all persons responsible at a local, district and state level by 1 November 2022. Training should address system constraints and system complexities in addition to the process of requesting, composing (including Clear Explicit Translatable Language [CETL]), authorising and issuing Emergency Alerts.  

SES and RFS back-office merger: That, to help protect life and property across NSW in storm and flood events, and to improve resourcing and NSW State Emergency Service (SES) frontline capability, Government implement, before the next storm season, a merger of the SES and NSW Rural Fire Services (RFS) back-office and corporate service functions, while maintaining their separate legislative identity, brand, uniform and volunteer membership. This ‘joined-up’ RFS/SES corporate support structure would be under the command of the RFS given its corporate and operational maturity and would be responsible for:
• placing risk at the centre of all decision making and planning for catastrophic disasters
• establishing a dedicated intelligence unit that synthesises the wealth of intelligence available to inform critical decision making, particularly for flash flooding
• establishing a planning unit to help better prepare communities, NSW combat and other agencies, and local governments about upcoming flood and storm seasons
• establishing a fulltime SES position for each high-risk catchment to ensure flood identification, response assets and supporting infrastructure is serviced, operational and ready to deploy
• designing and implementing a workforce plan to identify any capacity and capability gaps in frontline emergency staff, now and into the future
• improving the hiring standards of frontline full-time staff in operational decision-making positions
• improving the support, training and retention of both frontline staff and volunteers
• improving media protocols and identifying a designated media spokesperson during a disaster.
The newly merged model should be reviewed in 12 months’ time by the SEMC.

Resilience NSW and recovery: That, in order to enhance NSW disaster preparedness, response and recovery, and meet the needs of the people of NSW prior to, during and after a disaster, and provide clarity on agency roles and responsibilities, Resilience NSW be reshaped to ‘Recovery NSW’. The new agency will be more streamlined and agile to drive recovery in the first 100 days post disaster. To achieve this, Resilience NSW’s functions should be reallocated as follows:
• disaster preparedness and support, and disaster emergency management policy and service delivery to the newly created Deputy Commissioner of Police responsible for the SEOCON [Recovery NSW]
• community engagement and public education on disaster risk and preparations to DCS/NSWRA
• disaster recovery and renewal management and coordination to the newly created NSWRA
• evacuation centre management and coordination to the Department of Communities and Justice (DCJ), which includes support for self-styled community evacuation centres. Many of DCJ’s current functions deal with people in crisis, therefore the Inquiry finds it best placed to perform the role of evacuation centre lead. The Inquiry notes the importance of a police or security presence in evacuation centres, particularly in the early days of the establishment of the evacuation centres
• welfare services functional area (WELFAC) to the DCJ
• grants administration to the Department of Customer Service (DCS)/Service NSW for immediate relief and the NSWRA for longer term recovery and reconstruction. There should also be a renewed focus on agency, local and state government training.

Permanent SEOCON: That, to improve NSW’s ability to prepare and respond to floods and other disasters, Government establish a new Deputy Commissioner of NSW Police Force to take on permanently the SEOCON role. This role, in addition to current SEOCON functions, would be responsible for:
• chairing the State Emergency Management Committee (SEMC)
• facilitating collaborative risk management and compliance activities working with local and regional emergency management committees, communities, local government, state government agencies, particularly the proposed NSWRA, and the Australian Government
• working with relevant state government agencies to improve their operational readiness and preparedness for emergencies including, but not limited to, training, education, and ensuring proactive understanding of the location and condition of assets available to the combat agency in the event of an emergency, rather than this information being sought during an emergency, with agencies being required to report on implementation and progress through the SEMC
• ownership of a state capability framework to ensure combat agencies can resource a catastrophic event (so, for example, that during a flood emergency SES deploys all available assets, not just assets owned by SES)
• leading training standards across combat agencies, local government, NGOs and essential service providers.
• establishing funded permanent emergency management police positions (at sergeant or senior sergeant level) focussed on local emergency management service delivery for the SEOCON across all 27 police districts in regional NSW, and the 3 police metropolitan regions in Sydney, with priority given to identified high risk-catchments
• supporting existing interstate connectivity
• State Emergency Recovery Controller (SERCON) responsibilities, which could be delegated to a recovery coordinator/s as deemed appropriate
• leading the proposed new agency, Recovery NSW.
That, to support the Deputy Police Commissioner, SEOCON, a full-time secretariat office led by a Deputy Secretary for Emergency Management be established within, though functionally separate from, NSW Police to drive policy development and implementation. This office should be well-trained to ensure the effective chairing of, and secretariat support for, the SEMC.

Knowledge resources to support flood management: That, to provide more accurate and complete data for flood threat identification, warning and modelling systems, Government through the proposed new NSW Reconstruction Authority (NSWRA) work with the Australian Government to:
• improve the rain and river gauge network by:
— implementing the Bureau’s proposed New Policy Proposal for rain and river gauges in NSW
— working to transfer ownership and maintenance responsibility for as many of the river and rain gauges as possible in NSW to the Bureau of Meteorology
— upgrading and ensuring there is a maintenance program across NSW for those gauges that remain in state and local government ownership
• upgrade radar capability in NSW to ensure overlapping coverage and some redundancy, through upgrades to existing fixed radars, and investment in new fixed and mobile radars.
Also that the Government through the NSWRA:
• ensure that all relevant state entities and local councils implement the Bureau flash flooding guidelines for all watercourses for which they have flood warning responsibility, drawing on the state’s significant expertise in remote sensing to implement effective monitoring and warning systems that send warnings to all residents and businesses in affected areas
• make real-time flood warnings and information – both raw information from gauges and processed information from models – available publicly via a smartphone app (ideally part of a state disaster information app) that also allows citizens to provide information during a flood to help authorities and community. This information could include flood imagery and local knowledge observations in the lead into, during, and immediately after flood events.

That the NSW Government invest in the required personnel, training and vessels to ensure that all agencies involved in flood rescue can be mobilised to their fullest potential.

That the NSW Government consider abolishing Resilience NSW if it is unable to ensure:
• the organisation's role is clear after reviewing its policies, objectives and funding
• the organisation and its policies are focused on meeting community needs.

That the NSW Government consider a restructure of the NSW State Emergency Service with consideration to: realigning the focus of the organisation to harness local knowledge and networks; coordinating more closely with other rescue agencies to bolster its capacity to respond; and increasing salaried staff and resources, and driving volunteer recruitment.

The Inspector-General Emergency Management recommends Queensland Fire and Emergency Services identifies stakeholders that would benefit from predictive service products. Suitable advice and training should be provided to these stakeholders to assist with using and interpreting the products.

The Inspector-General Emergency Management recommends the Department of Environment and Science review its training framework and minimum mandatory training requirements for Queensland Parks and Wildlife Service Incident Controllers to ensure they are appropriately trained to manage significant events.

Recovery governance: The Inspector-General for Emergency Management recommends that the Victorian Government establish a permanent and comprehensive entity dedicated to recovery management with the authority, capability, capacity and resourcing to coordinate the planning and delivery of recovery functions for all emergencies.

Relief governance: The Inspector General for Emergency Management recommends that Emergency Management Victoria lead the development of relief arrangements to achieve greater clarity of roles, reporting and accountability in relief across state, regional and incident tiers. These arrangements should:
(a) incorporate local knowledge and leverage local capabilities in the development of these arrangements
(b) be used to develop training opportunities and materials to increase relief capability across the sector, with a particular focus on capability development of operational leaders
(c) coordinate multi-agency exercises to practise and refine these relief arrangements.

Relief governance: The Inspector-General for Emergency Management recommends that the Emergency Management Commissioner strengthen the State Emergency Management Plan and supporting operational arrangements in accordance with his legislative obligations to ensure the roles and responsibilities of the State Emergency Relief Coordinator and the State Relief and Recovery Team are clear. These documents should enable:
(a) appropriate communication and tasking between the state, regional and incident/local tiers in relation to relief priorities
(b) clear accountability and reporting arrangements for senior operational leaders including the Emergency Management Commissioner, State Response Controller and State Recovery Coordinator.

Australian, state and territory governments should develop an Australian-based and registered national aerial firefighting capability, to be tasked according to greatest national need. This capability should include:
(1) a modest, very large air tanker/large air tanker, and Type-1 helicopter capability, including supporting infrastructure, aircrew and aviation support personnel, and
(2) any other aerial firefighting capabilities (eg Light Detection and Ranging (LiDAR), line-scanning, transport, and logistics) that would benefit from a nationally coordinated approach. 

Australian, state and territory governments should establish a national mechanism for sharing of trained and qualified recovery personnel and best practice during and following natural disasters. 

The working group should report to SEMSOG on progress.

The ESA hold bi-lateral executive level meetings with the utility providers on a regular basis in consultation with other relevant Government stakeholders.

All organisations who have a role in the ECC should review their existing arrangements to ensure there is a sufficient cohort of staff to maintain a presence in the ECC at a level and with an imprimatur sufficient to make decisions and allocate resources and have access to senior executive levels if needed.

The role, level, requirements and expectations of an ECC LO be clarified in the Emergency Plan and ECC Ops Sub-plan.

That when determining their Management Executive, at a minimum the EC should consider appointing Director-General JACS and the PIC as standing members.

Establish a Communications Working Group (CWG) with representatives from across key Directorates (CMTEDD, ESA, ACT Policing, Health, CHS, EPSDD for example) to review the CCIP and to further identify how the CCIP can be best implemented and utilised. The CWG should report its progress though SEMSOG and coordinate with other WG’s. Bringing together a small Taskforce of staff from across government for a set period would assist the working group in delivering the work needed to address these and other recommendations.

EPSDD and ESA work together to develop values officer training and accreditation.

That the Emergency Plan be amended to include considerations for declaring a State of Alert or Emergency (and also wind back from these) and guidance as to what actions and decisions at a minimum should be taken as a consequence of such a declaration.

Government give consideration to investment in professional specialities such as fire behaviour analysts, airbase managers, aerial firefighting technical specialists etc for the RFS.

That, in order to ensure suitably skilled and experienced personnel operate as Divisional Commanders during major fire incidents, Bush Fire Management Committees identify appropriate personnel as part of their plan of operations.

That, in order to ensure tourism businesses are prepared for natural disasters including bush fires, Resilience NSW work with NSW RFS and Destination NSW to develop bush fire preparedness support for tourism businesses, based on research into existing models. Over time, this support could be expanded to include other natural hazards.

That, in order to ensure all firefighters understand how local situational awareness reflects (or may not reflect) the broader scale situation presented by a large/extreme bush fire and the implications this may have on asset protection and fire suppression strategies, the NSW RFS:
a) develops information packages for all types of operating environments to improve out-of- area crews’ understanding of the local terrain and fuels, and distributes information to out-of-area crew members from all fire authorities
b) accelerates the roll out of Mobile Data Terminals into all fire fighting vehicles to improve delivery of briefings and incident information/intelligence to field commanders.

That, in order to expand the pool of trained personnel able to undertake the Public Information Functional Area Coordinator (PIFAC) role, Resilience NSW and the NSW Police Media Unit (PIFAC) develop and deliver a training package for Emergency Management Media Liaison Officers.

That, in order to ensure timely payment and maintain positive ongoing supplier relationships during large-scale bush fires, the NSW RFS implements an automated logistics solution, informed by the outcomes of the Emergency Logistics Project.

That, in order to expand NSW’s specialist aviation personnel safety and capacity, Government expand simulator capabilities at the NSW RFS Training Academy.

That, in order to maximise the efficiency and effectiveness of heavy plant used in dry fire fighting techniques, the NSW RFS expand and introduce the following in respect to heavy plant:
a) increase the number of trained Heavy Plant Supervisors and Managers to ensure an appropriate level of supervision in future significant fire seasons and to facilitate better the identification and tasking of appropriate localised heavy plant contractors; and review the feasibility of linkage to the SAP system for invoicing improvements. This should be introduced prior to the 2020-21 fire season
b) expand ARENA software to include the Heavy Plant Register, including the introduction
of GPS tracking for all agency and contracted plant, to improve contractual compliance
c) review the existing contractual process to ensure all heavy plant is categorised into types, size and functionality along with exploring potential for a standardised hourly rate for that category of equipment
d) work with Soil Conservation Service to ensure appropriate standards for the engagement and management of heavy plant to deliver safe and effective heavy plant service, including the delivery of standards and auditing.
 

That Government support training initiatives to increase the capacity of fire authorities to fight the kind of megafires seen in the 2019-20 season. The training initiatives should include:
a) targeted training in local weather effects for fire behaviour analysts who are embedded in Incident Management Teams
b) an increase in the number of trained fire behaviour analysts so that, should there be a repeat of the scale of these fires, all Incident Management Teams can have an embedded analyst and there is some redundancy under more normal conditions
c) training of more meteorologists in fire behaviour so there are more expert resources available to embed within the NSW RFS State Operations Centre
d) dedicated training for firefighters in extreme fire behaviour
e) support for research training in challenging firefighting problems.

Incorporate Farm Firefighting Units (FFUs) into the Australasian Inter Service Incident Management System (AIIMS) so that IMTs are aware of their presence on the fireground and their welfare and risks are understood.

Invest in fireground leadership and incident management training for CFS, SES and MFS personnel to improve safety on the fireground. Invest in greater technological interoperability such as AVL, Thermal Imagery, Burnover Protection Systems (BOPS), lightning tracking and appropriate vehicle fleets for bushfire conditions including at the peri-urban interface.

Scheduling disaster recovery tests for key business systems regularly, in line with their importance.

Defining recovery time objectives and recovery point objectives for key business systems.

Developing, approving and implementing disaster recovery plans for all key business systems.

Upskilling IT resources through disaster recovery testing or formal training.

Conducting a risk assessment of disaster recovery plans for key business systems.

The provision of system-wide tools, education, guidance and testing for requests for assistance is strengthened to enhance understanding and outcomes.

Entities with disaster management responsibilities need to integrate the eight priorities identified within the Emergency Management Sector Adaptation Plan for Climate Change into their disaster management planning cycle.

The provision of system-wide education, guidance and testing to enhance requests for Assistance is strengthened.

All agencies should identify the capacity and appropriate positions for the role of liaison officers, and ensure sufficient numbers are trained.

Building capacity in fire simulation and predictive capabilities, including the capability of people to read and interpret these products through training, should be investigated and considered.

Retain the Regional Bushfires Committees as regional planning and consultative bodies tasked with monitoring, reviewing and making recommendations on fire management in a Fire Control Region.

Clarify and streamline the allocation of powers to Bushfires NT staff and volunteers involved in bushfire management operations, using a system of delegation through a chain of command similar to the arrangements described in the NT Fire and Emergency Act.

Authorise the Director of Bushfires NT to intervene in volunteer brigade affairs where necessary to maintain an effective fire management capacity in a brigade area.

Maintain independence of volunteer brigades as community-based organisations and clarify the status and role of volunteers within the chain of command.

Create new seasonal paid positions to coordinate and support groups of volunteer brigades.

Authorise Bushfires NT to establish volunteer bushfire brigades and to give authority to volunteer firefighters to take part in fire suppression and mitigation operations.

Clarify and streamline the allocation of powers to Bushfires NT staff and volunteers involved in bushfire management operations, using a system of delegation through a chain of command similar to the arrangements described in the NT Fire and Emergency Act.

Take steps to ensure that both fire commissioners are seeking opportunities to engender a culture in their respective organisations that seeks to attract and foster the volunteer ethos and experience

While the proposal to establish an integrated call and dispatch centre is being implemented, Fire and Rescue NSW should take steps to civilianise ComCen and maintain experienced senior officers from both agencies as supervisors similar to how the NSW Police Force and Ambulance Service of NSW operate

Use the model and system in place at the Ambulance Service of NSW as a benchmark for call taking, dispatch and the provision of situational awareness when deploying resources. This will overcome the lack of a feedback loop in current bushfire operations

The proposed Tasmania State Air Desk should have a finance officer attached to its staff.

TFS, PWS and STT should jointly carry out work to identify acceptable shift lengths and patterns – including requirements for rest days – for all personnel working on emergency operations. Once these have been identified, systems should be put in place to ensure that HR rostering practices follow these fatigue management guidelines. And senior staff should lead by example and ensure that they, as well as the people working under them, take adequate rest breaks.

TFS, PWS and STT should jointly reach a decision on whether a winch capable remote area firefighting capability should be maintained in Tasmania; which agency or agencies should be responsible for that program; and how a winch capable remote area firefighting capability can be safely trained and kept current, to include consideration of the availability of winching aircraft. If the decision is taken not to maintain this capability in the state, TFS, PWS and STT should identify how the gap in capability that this represents should be filled in future fire seasons.

The Commission do not approve of removing any responsibility from the management by increasing the power or number of the Inspectors. The visits of these officials should, so far as possible, be visits of surprise.

In gassy mines the Manager should be specially competent, and one possessing a thorough knowledge of the principles and practice of mining, the properties of gases, and systems of ventilation; and, above all, he must be prudent and cautious, yet resolute, possessing sound judgement. He must have absolute and supreme control over the whole operations, and of the men within the mine, to maintain rigid discipline, and be perfectly free and untrammelled by any outside influences. The competency of a manager should be certified by an examination before a specially-appointed Board. The Commission consider that better results may be obtained if such examinations be oral, and probably assume a more practical form than those hitherto conducted in Great Britain for the same object.

Where dust exists in quantity, and under conditions favourable for ignition, it should be periodically and sufficiently dampened by water

Where safety-lamps are used, and the obligation is laid upon the men to cleanse the same, all examinations, tests, and repairs to these should be done by the owners. 

Where gas exists, and no provisions are made for its constant removal, no shots should be fired, and, where permitted in a gassy mine, shots should be fired only by a man specially appointed, and at such hours when the miners are not within the mine. All shots should be tamped by stone well damped, and only copper or wooden tools should be employed. As far as possible the use of explosives should be discouraged, and skilful mining encouraged. Danger-boards should be placed further from the faces whence gas issues (say), where practicable, 50 yards.

The Commission consider that in all mines where gas exists the course of the air should be directed to sweep along the working-faces; in mines worked by Pillar and Stall, bratticing must be resorted to to carry the gas from the face as it issues, and so prevent any accumulation of explosive gases or of gases inimical to life. In cases where gas exists it would be better that no bords should be broken off the back or return heading or supplied with air fouled by dangerous gases. The panel system of working by confining and localising districts, or some modification thereof, might be pursued with advantage.
Of all known systems of mining, Longwall, by supplying a strong sweeping ventilation along the face of the workings, offers the best security to the miner. A modification of the Pillar and Stall (say the "wicket system") may, under certain circumstances and conditions, secure perfect ventilation of the face without the use of brattice (which is liable to injury), but it is very doubtful how far such modification could be permitted under the provisions of the present Coal Mines Regulation Act. This Act evidently only anticipated one system of mining.

That Government engages with non-government organisations that may provide services during emergency events to clarify the terms and conditions for support through a written arrangement (MOU or similar).

That in the event that Hydro Tasmania decides to start cloud seeding again, water managers, represented by DPIPWE, work with Hydro Tasmania to ensure appropriate, best practice application of the guidelines issued by the Agricultural and Resource Management Council of Australia and New Zealand.

Consider opportunities to identify synergies between the incident management systems used in SA being the, Australasian Interservice Incident Management System (AIIMS) and ICCS Plus. This might include joint training and exercising in roles that are common across both systems.

That the State Emergency Service be provided with resources to enable them to deliver swiftwater awareness training to all first responders including emergency services, SA Police and council crews.

That the State Emergency Service, in consultation with key stakeholders, identify and implement a robust system and procedures for prioritising, allocating and coordinating multiple tasks.

Deliver consistent and regular training in the use of the SA Government Radio Network to all users to maximise the efficiency and effectiveness of the network in times of emergency e.g. reduce the issues associated with network busy signals.

Establish a State incident management and emergency management training capability which provides for: a) consistent training across the State b) personal development and endorsement processes for roles c) identification, recruitment and development of personnel from other government agencies; and d) incident management and State emergency centre functional role training and development across all sectors. e) skills maintenance including upskills, refresher training and exercises f)incident and strategic leadership training g) consistent training for inter-agency liaison officers at all levels

That relevant agencies, such as the Department of State Development, SA Police and emergency services, collaborate to establish an education campaign to encourage businesses in South Australia to develop Business Continuity Plans which, among other potential hazards such as flood and fire, also take into account the potential impact of an extended power outage.

Explore alternative emergency management models including the alternative model proposed above to establish a South Australian Emergency Management Office and State Relief and Recovery Office within the South Australian Fire and Emergency Services Commission, to ensure that all the objects and guiding principles of the Emergency Management Act 2004, and State Emergency Management Plan are addressed efficiently and effectively.

Through the Emergency Management Workforce Project, identify and provide training and development for SA’s emergency management sector personnel (government agencies, and non-government agencies including volunteers). State Emergency Management Committee should consider supporting recommendations from stage two of the project when the project report is tabled.

Review and reinstate the State Emergency Management Training Officer and State Emergency Management Planning Officer (capability development) positions to operate with a broad, strategic and leadership focus.

That regular training and exercising is conducted for all State Emergency Centre participants including Liaison Officers.

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.

The New South Wales Police Force should consider drawing on international experience when reviewing its negotiator training

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.

The sections above dealing with negotiators’ attempts to engage with Monis, their responses to his demands, and their assessment of progress demonstrate deficiencies in current practice. To respond to those deficiencies, I recommend that the New South Wales Police Force conduct a general review of the training afforded to negotiators and the means by which they are assessed and accredited. Specifically, the review should consider the training provided regarding: measuring progress in negotiations; recording of information, including the systems by which that occurs; the use of third-party intermediaries; additional approaches to securing direct contact with a person of interest; and handovers.

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 the Director of Public Prosecutions initiate reviews of the training in file management given to lawyers employed by the Office of the Director of Public Prosecutions to ensure important original documents are not discarded and that the files accurately reflect relevant events.

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 review the training provided to officers in relation to DA planning and approval.

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 develop a cadre of counterterrorist negotiators and provide them with appropriate training to equip them to respond to a terrorist siege.

The State Emergency Management Committee, in consultation with Western Australian Farmers Federation, the Association of Bush Fire Brigades, the Contractors Association of WA, and the Forest Industries Federation of WA, to establish systems for the voluntary registration of: · farmer firefighting units; · contractor firefighting resources; and · forestry industry brigades.

Resolve reoccurring issues with systems and processes

Resourcing models appropriate to local needs, including fire risk and remoteness

A unified and integrated fire sector across the whole fire hazard

IAP formats and processes appropriate to the nature of the emergency response.

That a full review be undertaken of the benefts and costs of training a cadre of Tasmanian volunteer firefghters in remote area firefghting, with reference to the experience of jurisdictions interstate that already do so.

That suffcient Tasmanian firefghters are trained in winch operations to sustain a ‘first strike’ capability until they can be reinforced (if necessary) by interstate capability; and that consideration be given to how winch-capable aircraft can be sourced to support this activity at fire incidents.

All Tasmanian fire agency staff who are assigned to aviation-related roles be required to complete the formal nationally recognised training appropriate to that role. Tasmanian fire agencies arrange secondments to larger states for staff who are going to undertake aviation-related roles, to give them practical experience of the role in advance of any major incidents.

Further conversations take place between TFS and SES to identify what skills and capabilities may be transferable between the agencies, not just in the event of a future fire, but in case of future hazards for which SES is the primary response agency, including food, earthquake and tsunami.

The Tasmanian fire agencies develop a multi-agency position to ensure that training for incident controllers includes training in how the transition from local incident control to Divisional Command is managed.

State to develop a Swift Water rescue capability.

Review flood response sustainment capacity of organisations.

Ensure people designing and certifying buildings are appropriately trained and qualified.

Relax the requirement for medical certificates in the event of an outbreak.

Develop and deliver flood incident response management training to SES personnel.

Deliver human influenza pandemic training and exercises in THS and other key organisations.

Encourage businesses to consider human influenza pandemics in business continuity planning.

Provide training sessions to GPs to improve their understanding of their roles, options and obligations relating to human influenza pandemic.

Maintain adequate seasonal fire crew resources across the fire agencies.

Provide information on landslide hazards and risks to decision makers.

Increase SES Capability and Capacity to respond to flood event.

Improve the strategic resource-to-risk skills mix (recruitment, retention, capacity), including investigating difference models of volunteering within the TFS Brigade Network.

The report recommends that Ambulance Tasmania reinforce the requirement to record factors contributing to response time outliers and the remedial action undertaken to address the contributing factors.

The report recommends that Ambulance Tasmania develop strategies to improve response times to those of other jurisdictions and undertake cost benefit analysis of those strategies before deciding on implementation.

Department of Premier and Cabinet Regional Coordinators: Continue to build the capability of the Department of Premier and Cabinet Regional Coordinator role in recovery operations by providing: · on the ground support for Regional Coordinators during recovery operations by REMOs or OEM Recovery Team · training and developmental opportunities for Regional Coordinators to prepare them for working in the disaster recovery environment.

That the Minister for Police and Emergency Services examine the feasibility of relocating the NSW Rural Fire Service headquarters to a rural or regional location.

That the NSW Rural Fire Service:
-alter the standard procedures for Remote Aerial Response Teams to enable them to operate at night
-in conjunction with the NSW National Parks and Wildlife Service, enhance the capability of both Remote Aerial Response Teams and Remote Area Firefighting Teams to fight fires at any time including at night.

That the NSW National Parks and Wildlife Service examine its staffing policy for periods of extreme and catastrophic weather conditions to ensure that sufficient staff are available on site on fire watch.

Volunteer Charter: by December 2014, agree a charter with volunteers that clarifies roles and expectations including commitments by: a) SES to support volunteers to prepare for and respond to emergencies b) SES to make the best use of volunteers’ time by introducing user-friendly systems and reducing the administrative burden on them c) volunteers to turn-out when called to respond to emergencies.

Recruitment Guidelines and Resources: By April 2015, update its recruitment guidelines and resources, and support units in better targeting recruitment

Training Strategy: By April 2015, develop a training strategy that identifies volunteer training priorities and provides for ongoing review to ensure operational currency, flexibility of delivery and evaluation

Within six months, consider improved processes for consulting with and engaging volunteers and continue to work with LGs to improve information sharing and communication. Specifically, DFES should improve communication around its decisions on equipment and training as well as provide better information about access to services.

IGEM recommends that fire agencies review their documentation systems and information recording processes to ensure that all operational activities are captured, and to maintain the accuracy and relevance of all developed products. This includes the need to ensure that all significant points of reference entered into mapping products are geo-coded to facilitate accurate transfer of information from one mapping product to another.

IGEM recommends that fire agencies review their resource allocation recording mechanisms and systems to ensure that an accurate reflection of resources deployed to an incident at any given time can be ascertained

That Ambulance Victoria, Country Fire Authority, Metropolitan Fire and Emergency Services Board and Victoria State Emergency Service improve the transparency of public reporting on response times by including regional performance, times, trends and analysis of the factors affecting performance.

That the Country Fire Authority, Victoria State Emergency Service and Metropolitan Fire and Emergency Services Board improve controls over response time data collection and reporting.

That the Department of Justice & Regulation applies a consistent approach to emergency response time measures including data capture, calculation and reporting.

That the Department of Health & Human Services and Department of Justice & Regulation verify that response time data used in their reports on output performance measures is accurate and auditable.

That the Department of Health & Human Services' and the Department of Justice & Regulation's public reporting of response time measures clearly attribute accountability for each phase of emergency response, including call-taking time involving the Emergency Services Telecommunications Authority.

That the Department of Health & Human Services and Ambulance Victoria focus emergency response time reporting on highest priority cases. 

Review all current SACFS operational facilities (Group, ICC, RCC and SCC) to provide more effective communications, connectivity and resource management.

Plan the establishment of one multi-agency Coordination Centre with sufficient capacity and capability to deal with all incidents in South Australia.

Reviewing how Regional resources are managed and tracked and incorporate into COSO’s to ensure that there is complete situational awareness as to the location and tasking of CFS resources.

In conjunction with the Queensland Fire and Emergency Services review of guidelines, the Public Safety Business Agency should consider reviewing the cyclone shelter management training package to include guidance to the shelter management team on their roles and responsibilities, and powers available under legislation and how these may be exercised.

Queensland Fire and Emergency Services should consider examining regulatory provisions to improve disaster management and business continuity planning for aged care providers.

Queensland Fire and Emergency Services coordinate the development of an integrated risk based approach to disaster management planning for Queensland that is consistent with the Standard and applicable at all levels of the arrangements.

Local Disaster Coordination Centre capability and capacity should be reviewed to ensure adequate staffing arrangements are in place to fill key positions, and that operational protocols are known and practiced across all functions to provide redundancy. Assistance for review and necessary training should be sought from key Local Disaster Management Group member agencies.

Strengthens its oversight role as lead agency for mitigating Queensland's bushfire risk to acceptable levels by: · coordinating land managers' efforts to assess and mitigate bushfire risk · formalising the role of fire management groups to manage Queensland's fuel loads, including reporting planned and conducted hazard reduction burns and the effectiveness of hazard reduction burns · amending its bushfire mitigation planning to address prevention, preparedness, response and recovery and to manage Queensland's residual bushfire risk · developing and implementing a coordinated strategy to address arson, deterring would-be offenders and rehabilitating convicted offenders · working with local councils to develop and communicate local bushfire plans for communities located in high risk, bushfire-prone areas

The Warning and Alert Systems training (including the use of Emergency Alert and the requirements of the guidelines) is delivered to:
- relevant local and district disaster management group members
- authorising officers
- other relevant stakeholders.

Improvements to the Targeting of Government Support to Build Primary Industry Resilience
In a climate where Governments at all levels are seeking to maximise the effectiveness of
Australian businesses, including primary production, there would seem to be some benefit in
exploring available options to ensure those enterprises that exhibit the industry improvement
behaviours sought are not excluded from disaster support. The Recovery Coordinator
supports the intent of measures to ensure disaster relief support only goes to bona-fide
primary producers, but believes there would be benefit in identifying a more elegant means
of determining eligibility than is in place currently. The Local Land Services (LLS) work in this
area should continue.

Training and awareness raising should be conducted to enhance the appreciation and understanding of DFES State and Regional operational personnel, including potential Incident Management Team members, of the nationally adopted Bushfire Alert and Messaging Matrix, in order to ensure that the most appropriate alert levels and associated community messaging are applied during bushfire incidents.

DFES should review its training courses and Standard Operating Procedures to satisfy itself that all incident management personnel have the required level of understanding of WA emergency management arrangements, including those that relate to the roles of the Incident Management Team and Incident Support Group and the declaration of incident levels.

DFES should increase and maintain urban interface bushfire skills and expertise. Appointments to senior roles within the agency should include people with experience and credibility in bushfire firefighting and management.

CFA should: improve Brigade Operational Skills Profiles to reflect volunteer activity and availability

VicSES should: align ERAS-e profiles with its planning cycle

That the Minister for Police and Emergency Services examine the feasibility of relocating the NSW Rural Fire Service headquarters to a rural or regional location.

That the NSW Rural Fire Service:
- alter the standard procedures for Remote Aerial Response Teams to enable them to operate at night
- in conjunction with the NSW National Parks and Wildlife Service, enhance the capability of both Remote Aerial Response Teams and Remote Area Firefighting Teams to fight fires at any time including at night.

That the NSW National Parks and Wildlife Service examine its staffing policy for periods of extreme and catastrophic weather conditions to ensure that sufficient staff are available on site on fire watch.

That the Rural Fire Service and National Parks and Wildlife Service introduce training, exercises or information packages, or other suitable forms of professional development, for operational fire fighters and analysts concerning the potential effects of atmospheric instability and vorticity-driven lateral spread on fire behaviours in severe-catastrophic fire danger conditions.

That the National Park and Wildlife Service review its fire weather training regime and consider adopting or adapting the fire weather training courses introduced in Victoria following the 2009 bushfire disaster.

That the National Parks and Wildlife Service consider incorporating “worst-case scenario” training, as proposed in Mr Conway’s report, in its suite of fire-fighting protocols, exercises and training packages for senior incident controllers and other senior managers.

The next Director of Aviation Safety has leadership and management experience and capabilities in cultural change of large organisations. Aviation or other safety industry experience is highly desirable.

The Civil Aviation Safety Authority applies a project management approach to the completion of all Civil Aviation Safety Regulation Parts not yet in force, with drafting to be completed within one year and consultation completed one year later, with:
a. a Steering Committee and a Project Team with both CASA and industry representatives
b. implementation dates established through formal industry consultation.

The Civil Aviation Safety Authority publishes and demonstrates the philosophy of ‘just culture’ whereby individuals involved in a reportable event are not punished for actions, omissions or decisions taken by them that are commensurate with their experience and training. However, actions of gross negligence, wilful violations and destructive acts should not be tolerated.

The Civil Aviation Safety Authority establishes a safety oversight risk management hierarchy based on a categorisation of operations. Rule making and surveillance priorities should be proportionate to the safety risk.

The Civil Aviation Safety Authority finalises its Capability Framework and overhauls its training program to ensure identified areas of need are addressed, including:
a. communication in a regulatory context
b. decision making and good regulatory practice
c. auditing. 

The Civil Aviation Safety Authority establishes small offices at specific industry centres to improve monitoring, service quality, communications and collaborative relationships.

The Civil Aviation Safety Authority develops a staff exchange program with industry.

The Civil Aviation Safety Authority changes its regulatory philosophy and, together with industry, builds an effective collaborative relationship on a foundation of mutual understanding and respect.

The Civil Aviation Safety Authority changes its organisational structure to a client-oriented output model.

The Australian Transport Safety Bureau transfers its safety education function to the Civil Aviation Safety Authority.

Commanding Officer Defence Explosive Ordnance Training School, assisted by Joint Logistics Command Regional Explosive Ordnance Serices staff, conduct explosive ordnance accounting training for all instructional staff as a matter of priority and that such training be conducted for Defence Explosive Ordnance Training School staff on an annual basis. 

The Australian defence Force Explosive Ordnance Disposal course be reviewed by Manager Joint Training - Air Force, to ensure the assessments meet the learning outcomes specificed in the relevant Training Management Package. 

Once Recommendation 1 has been actioned, all agencies give greater priority to the promulgation of Red Flag warnings in order to enhance situational awareness on the fireground.

All agencies ensure fire managers are trained to correctly interpret the new Spot Fire Weather Forecast and to familiarise themselves with the entire format – ensuring consideration of the whole forecast - not just the tabular data containing the 12 hour forecast.

In due course, acts of bravery are considered and recommendations for awards are submitted, including commendations for the delivery of First Aid.

Western Australia Health should re-engage with St John Ambulance at a senior level to address strategic and complex issues including long term solutions to ramping

St John Ambulance should build on its regionalisation model and improve engagement with local services in the Kimberley and Pilbara regions

St John Ambulance should explore opportunities for extending the community paramedic model to other areas of identified need

Western Australia Health should develop criteria with St John Ambulance for the allocation of paramedics across the state

Ambulance Victoria should review processes for managing personal unplanned leave evidence to reduce the risk that personal unplanned leave is incorrectly recorded

Victoria Police should adequately train all frontline police managers to handle complex personal matters involving staff.

The Metropolitan Fire and Emergency Services Board should improve specialised human resources support to frontline managers

Victoria Police should monitor the use of online tools for accessing unplanned leave data, to make sure that the tools are accessible and meet the needs of police managers

Ambulance Victoria should review support for team managers who also perform paramedic duties and implement improvements to maximise team managers’ ability to perform their roles

The Metropolitan Fire and Emergency Services Board should provide operational commanders, senior station officers the personal unplanned leave of firefighters in their teams

Victoria Police should improve the management of police members undergoing performance and discipline procedures

The Metropolitan Fire and Emergency Services Board should strengthen performance management of firefighter effectively manage personal unplanned leave

The Metropolitan Fire and Emergency Services Board should continue to strengthen human resource management processes and controls to reduce avoidable overtime costs.

The Metropolitan Fire and Emergency Services Board should review the impact of its enterprise agreements on the efficiency of frontline management, and on the implementation of audit recommendations, in preparation for enterprise agreement discussions in 2013

The Metropolitan Fire and Emergency Services Board should review and strengthen controls over staff fulfilling their evidence to support personal unplanned leave

Ambulance Victoria should closely monitor in rural regions the outcomes of its strategy to strengthen team management and adjust the strategy to address gaps or underperformance.

The Metropolitan Fire and Emergency Services Board should provide one comprehensive source of information on leave

That an exercise program — to establish and maintain an acceptable state of readiness for agencies and organisations required to be involved in emergency operations — be developed and implemented.

That Tasmania Fire Service, Forestry Tasmania, and Parks and Wildlife Service have a process for ensuring fire strategy and tactics are appropriate and remain focussed.

That the State Fire Management Committee note the decline in machinery and skilled operators from the forestry industry in the private sector and determines how this reduction in fire management capability can be addressed.

That training and development of personnel to establish a suitable state of readiness, be included in the recommended review by Tasmania Police of its approach to emergency management.

TFS continue to develop and publish RFOC policy and procedures, ensuring that all partners who perform roles within the RFOC are included in the consultation and training.

TFS review the restriction on interstate personnel filling positions such as Incident Controller and obtain definitive advice on the legal reasons for this. If immunity legislation is unclear then legislative change could be sought to ensure that the immunities enjoyed by Tasmanian incident controllers apply equally to personnel from interstate performing incident controller roles.

That TFS develop a strategy to manage the workloads on career staff to reduce the risk of single point failures through spreading workloads and capability to ensure a level of redundancy and resilience in a number of critical portfolios. This should include deploying volunteer and retained personnel to maximise both its operational and support capacity during major and/or protracted fires and incidents, both in operational centres and in the field in command roles. Other sources of expertise should also be identified in advance of incidents occurring and called upon if necessary.

That:
- TFS, Ambulance Tasmania, Forestry/Parks and SES set reliability standards and monitor against them
- TFS, Ambulance Tasmania, Forestry/Parks and SES establish a register to record service outages and complaints regarding their networks
- all service and complaint issues are resolved within pre-set targets.

If possible the terms of election for CFS Health and Safety Representatives be aligned with group elections.

Should the SES be given the power ‘to register suitable organisations’, then the ‘other person’ in Section 127 – Protection from liability, could be defined to include members of organisations affiliated to emergency service organisations.

SES be given a power ‘to register, subject to any conditions the Chief Officer SES considers appropriate, suitable organisations (such as Volunteer Marine Rescue Associations) as affiliated organisations of the State Emergency Service’. 

That there be three (3) RFSQ regions in Queensland - North, Central and South-East.

That the Rural Fire Service Queensland should engage a private provider offsite and outside the Government firewall to establish an email address for each Brigade and Fire Warden. The email address would reflect the Brigade name and Fire Warden district. E.g.: GreenbankRFB@msn.com.au

That the current Primary Producer Brigade manual be withdrawn and a working group comprising Rural Fire Service Queensland staff, Rural Fire Brigade Association of Queensland representatives and Primary Producer Brigade volunteers and as a priority produce a new, simpler and less bureaucratic booklet.

That the founding principle of the Rural Fire Service, that Brigades are formed on the principle of neighbour helping neighbour to collectively manage fire events, remains on of the foundation of Rural Fire Service Queensland.

That District Inspectors retain the discretion to allocate gratuity to Fire Wardens for out of pocket expenses if required.

That a strong emphasis be placed on the establishment and recruitment of PCYC emergency cadets.

That wherever possible, for future appointments of Fire Wardens, where that Wardens’ district is totally covered a by Rural Fire Brigade, consideration should be given that the appointed Fire Warden is a Rural Brigade Member.

That all employees of Rural Fire Service Queensland MUST demonstrate a background in, knowledge or experience of land management and volunteering.

That Rural Fire Service Queensland consider service delivery needs with a view to establishing boundary/ staff/budget changes according to State standards.

That where a Brigade supports another community and this involves the use of any brigade equipment it shall be the decision of that brigade in relation to the deployment and use of their equipment and resources.

That the requirement for Primary Producer Brigade members to undertake a Firefighter Minimum Skills course be removed and replaced with a ‘Primary Producer Brigade Induction’ course.

That employee selection panels for field staff positions only comprise three members and include a Rural Fire Service Queensland representative, a Rural Fire Brigades Association of Queensland representative and one representative from the District Fire Management Group.

That Rural Fire Service Queensland and its staff be exempt from the Travel Management System. The Travel Management System does not work in the rural fire operation areas as it is not flexible in the rapid escalation of wild fire events or cater for volunteering timeframes. It has been proven to be inefficient and costly.

That, as with Recommendation 23 related to Rural Fire employees, all State Emergency Service employees should have a recorded history of volunteering.

That a separate area of responsibility be established to provide independent oversight and monitor disaster readiness across all hazards.

Membership of the District Fire Management Group is at the discretion of the Chair of the District Fire Management Group, however members must have the necessary expertise and experience for the role and membership should include where applicable, the District Inspector - Rural Fire Service Queensland, a representative of relevant local governments and representatives of agencies responsible for parks and wildlife, transport and main roads, forestry and natural resources among other appropriate representatives.

That a mobile training program be established for areas with identified above average fire risk to train in fire behaviour and Australasian Inter-Service Incident Management System principles across land tenures.

That staffing at Rural Fire Service Queensland District offices remain at current levels within establishment and, if needed, base staffing levels be increased.

That the colour of Rural Fire Service Queensland Brigade operational vehicles remain yellow and that they retain the Rural Fire Service Queensland logo.

That Rural Fire Service Queensland utilise external Registered Training Organisations for the training of volunteers and other stakeholders.

That Rural Fire Service Queensland designate a position of Lands Procurement Officer to support volunteers by project managing the acquisition of land for Brigade sheds and their construction where required.

That Brigades that do not have a truck and are currently classified as Rural conduct a self-determination to ascertain if they wish to be reclassified as a Primary Producer Brigade.

That members of Primary Producer and Rural Classified Brigades will only require a Criminal History Check if they become an office bearer of that Brigade.

That an operational organisation be established comprising of three streams – a. urban fire service; b. rural fire service; and c. the state emergency service. Each of the three organisations will be led by a Deputy Chief Officer, reporting to a Chief Officer.

That the first tier comprise at least one District Fire Management Group in each Rural Fire Service Queensland District. The District Fire Management Group will be chaired by a person with the necessary expertise and experience, nominated by the community and appointed by Government. Chairs will hold the deciding vote in matters related to fire management at the local level.

That, wherever possible, combined training take place between volunteers across a wide range of volunteer organisations.

That Rural Fire Service Queensland District offices remain at least at their current number of 14, with consideration given by the Rural Fire Service Queensland to expanding the number of District offices by opening an office in the South Burnett, considering a new office in the southern Central Highlands, and the option of part time offices on a risk/need/growth basis, particularly in north-west Queensland.

That the Rural Fire Service Queensland consider a less formal uniform which volunteers can better identify with, and that National rank markings be retained.

That Rural Fire Service Queensland to have its own training support coordinators who, in conjunction with external Registered Training Organisations, co-ordinate the training curriculum throughout Queensland.

That District offices be located in areas that enhance ease of access for out of town volunteers and the general public and also provide suitable parking, onsite storage and be suitable for operational use.

That members of Village and Izone classified Brigades only be required to conduct a criminal history check when they first join a Brigade. Criminal history checks will no longer be required when a Member who has already undergone a criminal history check takes an office bearing role within a Brigade or changes Brigades. Criminal history checks are to still be conducted on Rural Fire Service volunteers undertaking interstate deployments. Members of other voluntary organisations in Queensland (e.g. State Emergency Service, Volunteer Marine Rescue) who wish to join the Rural Fire Service Queensland will not be required to undertake an additional criminal history check with an internal check to be conducted by the Department of Community Safety.

That the Department of Community Safety review Rural Fire Service Queensland and other volunteer organisation records and consider options to simplify recognition of training records and competencies, criminal history checks, equipment capacities and other background information for volunteers who belong to more than one volunteer organisation.

That the planning system is to have a two tiered structure comprising District Fire Management Groups and linking to the State Disaster Management Group.

That Rural Fire Service Queensland District offices report directly to the Deputy Chief Officer.

That Brigades’ financial contributions to groups must be voluntary and approved by a recorded minute at a meeting of that brigade.

That all volunteer training conducted by the Rural Fire Service Queensland will be relevant to employment levels within the Rural Fire Service Queensland.

That the position of Regional Manager Rural Operations be re-designated to Regional Co-ordinator in the North, Central and South-East regions to emphasise the supporting role the position will take.

That a local committee consisting of Elders and community leaders be formed in remote and Indigenous communities to determine Brigade membership applications.

That Rural Fire Service Queensland work with the State Emergency Service, Surf Life Saving Queensland and other volunteer organisations to develop training programs which can be recognised by all organisations (E.G. chainsaw training, Four-wheel drive training)

That to assist the Rural Fire Service Queensland and other agencies in managing wildfire risk, a planning system for wildfire management be established in legislation that complements the existing disaster management arrangements.

That the Rural Operations division currently sitting within the Queensland Fire and Rescue Service become an autonomous unit called Rural Fire Service Queensland and be led by a Deputy Chief Officer. Structure and Leadership of the Rural Fire Service

That fire groups can only be formed through the agreement of all brigades that will become a part of that group, and the management and operational procedures of the group must be approved by the contributing brigades. Local District Inspectors are to provide mentoring and support when brigades form a group.

That Rural Fire Service Queensland recognise training and experience in rural fire Brigades as equal to experience gained in other rural fire services when considering candidates for employment.

That the following units of Emergency Management Queensland transition to the control of the Deputy Commissioner of Regional Operations (Department of Fire and Emergency Services):
- disaster management services and State Disaster Coordination Centre operations.
- disaster information capability.
- part of regional operations.
- part of Governance and Performance Branch.

That the Chief Executive Officer Portfolio Business should overhaul portfolio information and communication technology and appoint a Chief Information Officer with appropriate qualifications and significant industry experience as a first priority.

That the Queensland Ambulance Service maintains its own identity to:
- ensure their role is not lost
- focus on key performance indicators, such as response times
- build on the goodwill the Queensland Ambulance Service has with the community.

That a reduced regional model for fire and emergency services be generally aligned to that of the Queensland Police Service with a district structure that accords with disaster districts.

That Queensland Corrective Service conduct business analysis and planning to clearly identify its customers and its contribution to the Government’s priorities

That a new Deputy Commissioner position be created to manage volunteer emergency services including the Rural Fire Service and the State Emergency Service.

That the Inspector General Emergency Management ensures that improvement strategies identified are acted upon and improvement strategies embedded within agencies as standard practice.

That collaboration on new initiatives such as the co-responder model in Cairns continue and if successful, initiatives should be considered for state wide or service wide adoption.

That the Queensland Ambulance Service is maintained as a state-wide service into the future.

That the current Queensland Fire and Rescue Service model of functional management be expanded, shifting line management responsibility for community safety operations and professional development from Regional Assistant Commissioners to the State Commanders. Regional Assistant Commissioners become responsible for operations and coordination of departmental support within geographic locations and report to the Deputy Commissioner operations.

Recommendation:
- That the Queensland Police Service in consultation with the Chief Executive Officer Portfolio Business move to re-establish assessment centres and establish a transparent succession planning model that values diversity and looks at options other than police for key positions; and
- That the Chief Executive Officer Portfolio Business adopts such arrangements on a whole-of-portfolio basis (including for Fire and Emergency Services).

That prisoner transport and non-managerial roles within watch-houses should be a priority for contestability.

That the Queensland Fire and Rescue Service reduce the number of communication centres to two, with one being a primary site and the other site providing redundancy and business continuity functionality.

That the annual training calendar identify course, training location and the coordinating authority.

The establishment, management, support and education of the State Emergency Service (SES) become the responsibility of a Deputy Commissioner, Fire and Emergency Services and this person should also be responsible for Rural Fire Service Queensland.

That the Emergency Service Cadet Program take a full spectrum approach to emergency services

That the remainder of the current Emergency Management structure transition to the Commissioner, Fire and Emergency Services for further consideration regarding the most appropriate reporting alignment giving due consideration to existing capacity. This should be done in consultation with the Commissioner, the Queensland Police Service to ensure proper collaboration with the Queensland Police Service Disaster Management Unit staff.

That the Chief Executive Officer Portfolio Business promote innovation and drive cultural change in terms of business practice.

That specific business cases should be developed for contestability of correctional services in Queensland, including:
a. develop business cases for contract management of each facility (noting that business cases may be for individual facilities, or for groups of facilities)
b. ensure any new facilities are contestable on a full greenfield basis (i.e. first the building, then the facility management).

That the CEO Portfolio Business and the Commissioner Queensland Fire and Rescue Service find a more appropriate method of accounting for part time and volunteer staff when considering the support required to raise, train and sustain this very large part of the workforce.

That impediments to the publication of an annual training calendar of core skills be removed.

That social benefit bonds and other opportunities with the business and not-for-profit sectors be developed to reduce reoffending and to provide rehabilitation programs. Such an instrument should be available to the market within two years.

That the Deputy Commissioner, Operations (of the proposed new Department of Fire and Emergency Services) should be responsible for ensuring the readiness of the disaster operations system, including the State Disaster Coordination Centre, enabling seamless transition to police control when required.

That the revitalised PCYC Emergency Service Cadet Program continue to be supported by government.

That the Disaster Management Standards Branch element of Standards Improvement, transition to the Inspector General Emergency Management.

That planning, especially for infrastructure, must take into account the service delivery model (e.g. the fact that prisoners have high level health needs).

That the Queensland Fire and Rescue Service actively progress initiatives for flexible employment including:
- part-time employment and casual employment (with no degradation of competency)
- abridged recruit courses for transition from auxiliary to full-time
- flexible roster models based on a risk approach.

That the Queensland Fire and Rescue Service work to change the culture of entitlement so that firefighters recognise firefighting is only one of a range of skills they bring to their core role of emergency management.

That the fire service takes a broader view of its role as an emergency management organisation.

That where practicable, the consideration for new or enhanced facilities include an assessment of the viability of creating a Rural Fire Service /SES common user facility.

That the following units of Emergency Management Queensland transition to the control of the position of Deputy Commissioner Rural Fire Service Queensland and State Emergency Services:
- SES Management and Support Services
- part of Regional operations
- part of Governance and Performance Branch.

That a suitably qualified Chief Information Officer with whole of portfolio responsibility is appointed to oversight corporate support and capability development

That the Commissioner of Queensland Corrective Service report directly to the Director-General the Department of Justice and Attorney-General.

That the Queensland Fire and Rescue Service should introduce alternative means of response to automatic alarms such as small first response investigative crews e.g. two fire–fighters in a sedan (not responding under lights and siren).

That all Queensland Corrective Service provision of training should be contestable.

That biometric tools be leveraged for other demands (e.g. bail reporting).

That the recommendations of The Malone Review in relation to Criminal History checks, so far as supported, by the Review team in this report be progressed inclusive of SES issues.

The committee recommends that an expert aviation safety panel be established to ensure quality control of ATSB investigation and reporting processes along the lines set out by the committee.

The committee recommends that the training offered by the ATSB across all investigator skills sets be benchmarked against other agencies by an independent body by, for example, inviting the NTSB or commissioning an industry body to conduct such a benchmarking exercise.

The committee recommends that all meetings between the ATSB and CASA, whether formal or informal, where particulars of a given investigation are being discussed be appropriately minuted.

The committee recommends that, as far as available resources allow, ATSB investigators be given access to training provided by the agency's international counterparts. Where this does not occur, resultant gaps in
training/competence must be advised to the minister and the Parliament.

When businesses review their business continuity plans they should take into account the prospect of a major telecommunications outage that affects both mobile and fixed voice and data services.

Community service providers consider, in consultation with relevant government authorities, reviewing their current privacy practices concerning personal information about vulnerable persons to ensure they are able to appropriately share information during major disruptive incidents.

Telstra and other service providers to consider improving processes to assist customers with setting up temporary call diversions during future outages.

Providers of personal alert devices consider telecommunications outages in their service continuity plans and provide clear advice to their customers regarding their options during a telecommunications service outage.

While noting the importance of voice communications, telecommunications providers should consider as part of their mass outage business continuity planning, options for the provision of interim mobile broadband services for the community e.g. local wireless broadband access hubs (i.e. Wi-Fi).

Community service providers consider developing information and advice regarding telecommunications outages for clients managed remotely using telecommunication services, including personal alert devices.

Community service providers consider updating their business continuity plans to take into account the possibility of a major telecommunications outage involving both fixed and mobile voice and data services.

Department of Broadband, Communications and the Digital Economy to work with the Trusted Information Sharing Network’s Communications Sector Group to develop general telecommunications continuity advice for businesses and individuals to assist in developing continuity plans.

Community service providers consider in their business continuity planning how they could assist with facilitating access to telecommunications services for the public during mass outages.

The Royal Australian College of General Practitioners provide resources and training to general practitioners on the complex health needs of migrants and refugees, with a focus on identifying infectious diseases which are notifiable in Australia, or diseases which are of specific concern to refugee and migrant communities.

The Emergency Services Agency (ACT Rural Fire Service headquarters) should implement a system to provide assurance to the Chief Officer of the ACT Rural Fire Service that personnel and equipment readiness meets requirements.

The Emergency Services Agency and the Territory and Municipal Services Directorate should clarify the timing of the requirement for meeting firefighter fitness requirements, as set out in ACT Rural Fire Service operating procedures and the Territory and Municipal Directorate’s Enterprise Agreement, and give priority to meeting that requirement.

The Emergency Services Agency should:
a) review the ACT Rural Fire Service’s target for its members holding recognised units of competency, and the timeframe for achieving the target level of competency;
b) review its training and development activities in order to meet its model of service, and the Rural Fire Service’s contribution towards the ACT’s strategic bushfire capability (Recommendation 19), taking into account the level of cross crewing that is feasible;
c) continue liaising and collaborating where possible with the Parks Brigade over the Brigade planning and implementation of its training and development activity;
d) prepare and maintain medium-term training and development plans for the ACT Rural Fire Service; and
e) determine a target for incident management team capability and identify how this will be achieved.

I recommend that BPC establish an onshore presence as recommended by Lieutenant Commander Livingstone. 

I recommend that the Christmas Island VMRS be given autonomy to maintain operational readiness for the VMRS rescue vessel(s) and an appropriate budget be provided to allow this to take place. 

All agencies ensure fire managers are trained to correctly interpret the new Spot Fire Weather Forecast and to familiarise themselves with the entire format – ensuring consideration of the whole forecast - not just the tabular data containing the 12 hour forecast.

The Department of Environment and Conservation review the utility of its current regional model in terms of the capability of operational centres such as Kirup to service major fire activity on land proximate to the rural urban area (this recommendation should also be considered in the context of Recommendation 5).

The Department of Environment and Conservation explore human resourcing models that: · make succession planning a priority; · look at options for the attraction and retention of staff; and · review how the salary levels of staff matches the decision making required in major activities such as prescribed burns.

The Fire and Emergency Services Authority, Department of Environment and Conservation and Western Australia Police explore the usefulness of using retired staff as mentors or peer supporters, either directly employed or through a suitable nongovernment organisation.

The Minister for Emergency Services ensure that the Fire and Emergency Services Authority’s peer support program is rejuvenated as soon as possible with increased funding to provided added training for staff volunteering for this program

The State’s emergency response agencies should offer exit interviews to all of their staff and volunteers and use the information they gather to improve their trauma management procedures.

The Minister for Police immediately instigate processes to ensure that the psychological well-being of officers is at the forefront of the Western Australia Police’s staff planning. These processes should include all officers being trained in psychological first aid, with subsequent regular refresher courses. Senior officers should be the first priority for psychological first aid training.

The Minister for Emergency Services and the Minister for Police provide additional resources so that the Fire and Emergency Services Authority and the Western Australia Police can at least double their number of peer support officers, with an aim to increase the number in regional areas of the State.

The Ministers for Emergency Services, Environment and Police request their departments to place some of their staff and resources providing trauma-related services in regional Western Australia.

Fire services can improve outcomes by using a pre-planned response to provide appropriate resources

Landfill operators must be encouraged to achieve greater compliance with the required outcomes relating to fire that are set out in the BPEM guidelines, particularly with regard to water supplies

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.

Seqwater should ensure that the Somerset Dam gallery is not susceptible to flooding during overtopping events.

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.

The Department of Environment and Resource Management should conduct periodic dam safety information and education sessions with emergency management personnel including those from Emergency Management Queensland, local and district disaster management groups and local councils. Priority should be given to sessions if the Bureau of Meteorology forecasts a wet season with a greater than 50 per cent chance of above median rainfall.

The Queensland Government should work collaboratively with the Commonwealth Government and mine operators to ensure co-ordinated and effective monitoring of salts, metals and other contaminants in marine environments that may be affected by mine discharges.

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

Wide Bay Water should, in addition to its usual wet season preparations and maintenance, undertake the following activities in advance of each wet season: Queensland Floods Commission of Inquiry | Final Report 29 Complete list of Final Report recommendations • conduct training for personnel on dam operation, including contingency plans for the situation in which one or more of the gates is inoperable • hold meetings of key personnel of Wide Bay Water involved in the operation of the dam during floods, which: – in addition to any other matters, inform staff about the current status of the gates, dam operation strategies and contingency plans for the situation in which one or more of the gates is inoperable – are recorded in minutes which document the information provided and are made available to all operational staff.

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.

Emergency Management Queensland should simplify the process by which SES members gain recognition for prior qualifications so that unnecessary duplication of training can be avoided.

Secondment of expertise in fire management planning and fire control from other jurisdictions, in a training capacity, be investigated in preparation for the 2012 fire season.

Regular rotation of staff across other regions of the Territory to increase knowledge, skills and expertise that can be called upon to increase response effectiveness.

Recruitment strategies, be developed, including “growing their own”, that result in the appointment and retention of skilled people to the vacant Bushfires NT positions. The vacant senior position in Alice Springs should be immediately advertised as a permanent position at the appropriate level to attract skilled applicants.

Maintain DNRETAS as the lead agency for all aspects of Bushfires NT’s role and maintain Bushfires NT as the lead organisation for both fire prevention and fire fighting operations in its specified districts and zones.

Knowledge and skills in AIIMS and WebEOC and incident management are further developed through regular scenario planning and incident management simulation exercise.

Develop a long term forecast of volunteer requirements, by region, and then review the adequacy of volunteer operational grants, equipment and facilities to meet this forecast.

Review Bushfires NT brigade boundaries to increase the catchment for possible volunteers and maximise the availability and allocation of equipment.

Increase the capacity and capability of the Alice Springs Regional Committee.

Review Bushfires CRC initiatives as the basis for the implementation of a recruitment drive in the Territory.

That the Office of Environment and Heritage require Orica to engage and fund appropriate independent experts to oversee any modifications to the plant in the next major maintenance overhaul of the plant in 2016 and in any upgrades to the plant prior to that date.

Foster private sector service providers who can offer tailored services or broadcast high quality presentation of general purpose weather information

Eventscorp should ensure that organisers of events its sponsors are directed to all appropriate authorities and stakeholders to ensure the responsible, safe and efficient planning and conduct of the event.

There would be benefit in progressively aligning the geographic boundaries of each of the agencies and seeking to co-locate their headquarters within those boundaries.

The Minister for Emergency Services introduce by the 2012-13 bushfire season psychological testing of all FESA career staff and bushfire and rescue volunteers.

The Fire and Emergency Services Authority and local governments ensure that Community Emergency Service Managers are physically based in local government.

The State Government restructure the Fire and Emergency Services Authority as a Department. 22 As part of this restructure, Emergency Management Western Australia should either be: 1. clearly separated from the fire and emergency services response function (see figure 2); or 2. moved to the Department of the Premier and Cabinet (see figures 3 and 4) or 3. moved to the Attorney-General’s department (see figures 3 and 5).

The Interagency Bushfire Management Committee develop a consistent program of education, training (including media), testing and review of Level 3 Incident Controllers.
This should include provision for a formal review of the performance of individual Level 3 Incident Controllers after every incident

The Fire and Emergency Services Authority and local governments examine the current competencies of Chief Bushfire Control Officers and Community Emergency Services Managers (or Community Fire Managers) and consider what further development is needed to ensure these staff are capable of: measuring and mapping fuel loads maintaining fuel load databases drawing up prescriptions for, and overseeing controlled burns building effective working relationships with all relevant stakeholders.

The Fire and Emergency Services Authority and local governments examine the current competencies of Chief Bushfire Control Officers and Community Emergency Services Managers (or Community Fire Managers) and consider what further development is needed to ensure these staff are capable of:
- measuring and mapping fuel loads
- maintaining fuel load databases
- drawing up prescriptions for, and overseeing controlled burns
- building effective working relationships with all relevant stakeholders.

Western Power and the Water Corporation continue to work collaboratively to assess options to better protect the power supply to water pumping stations in bushfire prone areas.

the state ensure that sector wide familiarity and understanding of the various systems for incident management is developed and maintained. Primarily, this should be achieved through multi-agency emergency management training and exercising involving usage of the various agency incident management systems.

the state ensure that all personnel who are likely to become involved in incident management teams for floods receive basic flood awareness training prior to such involvement.

the state require dam owners and operators provide regular situational reports to the relevant control agency where dam issues may impact incident management.

the state ensure that all personnel who, because of their particular flood expertise, are likely to be potential participants in an Incident Control Centre are familiar with the requirements of the Australasian Inter-service Incident Management System structure

the Department of Planning and Community Development review the volunteer register and examine additional options to support councils in volunteer management, including the development of tools and staffing support.

the state require that dam owners and operators inform people situated downstream of water storages if the owners/operators become aware of an immediate threat arising from the dam to the safety of those people. The owner/operators should provide this information as soon as the owner/operators become aware of the threat.

the state: • ensure an appropriate regime of regular emergency management training and exercising is introduced. This must be ‘all hazards’ and multi-agency focused and include all relevant stakeholders • designate an accountable officer to hold ongoing responsibility for conducting such exercises; and • designate the Emergency Services Commissioner as holding ongoing responsibility for auditing and reviewing this training and exercising.

the state require that dam owners and operators inform the control agency and the Bureau of Meteorology about the management and operation of dams and weirs consistent with the flood warning requirements of the relevant river systems, including providing telemetry at sites as necessary. This may require the state proactively liaising with other states to ensure equivalent obligations are placed on interstate dam operators where the dam may impact Victorian communities.

the state introduce a joint emergency management leadership training program that will deliver critical core competencies for all levels of management of major emergencies. Future appointments to senior operational emergency management positions should require successful accreditation at the appropriate level.

the state require dam owners and operators to review storage operating manuals to incorporate lessons from the 2010–11 floods and make this information publicly available. The manuals should include a clear policy on dam surcharging and pre-release.

The CFA, in collaboration with the other agencies develop a case study of the response to and recovery from the TriTech fire as a training and development opportunity.

The Fire Services Commissioner ensures that policy, operational procedures, systems and training relating to information and warnings that have been applied to bushfires are now also applied to other emergencies. In particular:
- information and warning messages are consistent as well as relevant, timely and accurate
- a formal arrangement is established to ensure twenty-four hour availability of information officers for the issuing of information and warning messages
- advice messages are issued to the community as soon as practicable to prevent ‘information gaps’
- integration of MFB with the One Source One Message (OSOM) system is expedited.
 

The CFA proceed with the update of facilities and infrastructure at Fiskville to enable its better utilisation by volunteers and employees for training. Where necessary, the Government support this update when determining CFA funding.

A. The CFA, in consultation with employers and volunteers, explore the establishment of employer consultation and support mechanisms along the lines of those developed by the Australian Defence Force.
B. Consideration be given to enactment of legislation along the lines of the federal legislation relating to employers and Defence Reservists.
C. Consideration be given to the establishment of an Employer Support Payment Scheme along the lines of that operated by the Australian Defence Force.

The CFA provide greater opportunities for leadership training for volunteers at all levels but particularly at the brigade level. The CFA, as far as practicable, endeavour to ensure that persons appointed to positions of leadership have the necessary capability.

The CFA revisit with the UFU the arrangements contained in industrial agreements relating to the engagement of instructors with a view to increasing the ability and flexibility of the CFA to fill instructor positions and thereby ensure maximum training capacity to the benefit of CFA members, both volunteer and paid.

The CFA establish forward strategic planning initiatives for training with resource allocation covering short term, mid term, and long term.

The CFA, in consultation with the VFBV and volunteers, explore and develop initiatives whereby more volunteers are qualified to participate in Incident Management Teams.

The CFA, in consultation with the VFBV and volunteers, develop a comprehensive strategy for the administrative support of volunteer brigades to ensure that such brigades can operate efficiently and effectively.

The CFA continue the Mobile Training Infrastructure Project and the Fixed Training Infrastructure Project. Where necessary, the Government support these initiatives in determining CFA funding.

The CFA and the Chief Officer continue to develop the initiatives outlined in relation to service delivery and standards, decision‐making and allocation of resources.

The CFA continue the development of key principles in relation to training, in consultation with volunteers and paid personnel. In the development of those principles, account should be taken of matters raised by volunteers to this Inquiry and the comments that I have made about training delivery. Account should also be taken of principles contained in any statement of Vision, Mission and Values adopted by the CFA.

The CFA revisit with the UFU the arrangements relating to the employment of part‐time and casual employees.

The CFA, in consultation with the VFBV and volunteers, review its arrangements with respect to First Aid training and maintenance of currency of qualifications, with a view to the delivery of such training and maintenance best meeting brigade needs.

Consideration be given to the establishment of a dedicated CFA training academy.

The CFA, in consultation with the VFBV and volunteers, explore and develop initiatives whereby qualified volunteers may be more utilised in Incident Management Teams.

The CFA take initiatives to improve the accessibility of Field Training Grounds, including Fiskville, to volunteers for training.

The CFA, in consultation with the VFBV and volunteers, examine options to enable the engagement of an adequate instructor strength to serve the training needs of volunteers. Those options should include making more use of volunteers as instructors.

The CFA revisit with the UFU the arrangements relating to lateral entry and secondment.

The CFA continue the development of Vector Command Training and its availability and utilisation by volunteers. The feasibility of this training being provided online be explored by the CFA as part of the consideration of the use of the NBN.

The CFA as part of any examination of the utilisation of the NBN give priority to the establishment of internet access for brigades.

The CFA ensure that there is transparency with respect to training budgets and, in particular, with respect to what relates to volunteer training and what relates to career staff training.

CFA develop an individual training pathway for operational volunteers to enable volunteers to be able to better identify their career and training options and pursue a pathway that meets their expectation.

The CFA revisit with the UFU the arrangement relating to the recruitment of volunteer firefighters as an employee.

A. The CFA, in consultation with volunteers, employees, the VFBV and the UFU, examine the feasibility of utilising the TAFE system for training delivery.
B. To the extent that this utilisation is inhibited by arrangements in industrial agreements, those arrangements be revisited by the CFA with the UFU.
C. To the extent that it is able, the Government provide support for CFA utilisation of the TAFE system.

The CFA continue with its initiatives to implement the Garnock Report, keeping volunteers and paid personnel fully informed of progress and consulting with them in relation to the implementation. This implementation should be given priority, having regard to its importance.

The CFA ensure that there is transparency with respect to the identification and meeting of training demand, and plans to meet such demand.

The CFA continue, in consultation with volunteers, paid personnel and their representatives, its review of disciplinary arrangements and as part of that review consider the concept of the establishment of a Volunteer Ombudsman.

The CFA examine options to enable sufficient training materials to be available to ensure effective training delivery. As part of this examination, the CFA explore the feasibility of utilising the TAFE system.

A. The CFA, in consultation with its volunteers and employees, determine and adopt a statement of Vision, Mission and Values.
B. Position descriptions and key selection criteria require knowledge of, and commitment to, this statement.
C. Membership of the CFA by a volunteer be on the basis of the volunteer being committed to this statement.

The CFA, in consultation with the VFBV and volunteers, review the process for RCC and RPL with the view to making that process transparent, efficient and fair.

The CFA continue its consultations with the UFU to establish a satisfactory and workable process for the use of sessional instructors.

The CFA proceed with a review of the Minimum Skills training program.

The CFA, in relation to developing any process for brigade support or career structure or position description for Brigade Administrative Support Officers, as referred to in Clause 8 of the 2010 Deed, consult with the VFBV and volunteers before reaching any decision on those matters.

Consider the ‘secondment’ of staff into Information Section roles during the fire season along the lines of the seasonal Project Fire Fighters model

Further train Incident Controllers in the management of the Information Section and its roles.

Increase the regularity of training for ICC Information Section staff and encourage pre-season drilling and trials in the use of OSOM and Emergency Alert particularly under critical capacity conditions.

The Fire Services enhance and increase joint training and exercise programs at all levels of command and control, including the State Control Centre. (These programs need to enable volunteer participation.)

The Fire Services Commissioner ensures that there is a comprehensive understanding of the State Command and Control Arrangements for Bushfires in Victoria across the Fire Services.

The Fire Services continue working towards a common and integrated information and communication platform to improve interoperability at state, regional and local levels.

The Fire Services recognise the specialised role of Information Sections and enhance training and resources accordingly.

The Tasmania Fire Service, the Department of Primary Industries, Parks, Water and Environment and Forestry Tasmania pursue funding from the Commonwealth (Department of Education, Employment and Workplace Relations), in line with COAG Recommendation 11.2, namely that the states and territories and the Australian National Training Authority provide additional funding, as necessary, to registered training organisations to support the development and delivery of learning and training resources to all firefighters.

The State Fire Management Council work with local government councils to improve the availability of relevant professional development.

The Tasmania Fire Service, the Department of Primary Industries, Parks, Water and Environment and Forestry Tasmania continue to encourage the relevant national bodies to further implement the COAG 2004 recommendation, namely: ... that the Australasian Fire Authorities Council and Emergency Management Australia — in partnership with state and territory agencies and other education and research institutions — coordinate a national program of professional development focused on bushfire mitigation and management. Under the program, partners would deliver nationally coordinated professional development services to all jurisdictions.

that QFRS include consultation with rural fire brigades as mandatory when boundary changes are proposed.

that QFRS should establish a Rural Fire Service division within QFRS with the aim of integrating and strengthening the relationship between the urban and rural fire services.

that QFRS implement procedures to ensure that rural fire brigades receive written confirmation of the Commissioner’s approval after office bearer elections in compliance with section 81 of the Fire and Rescue Service Act 1990.

that QFRS implement procedures to provide a clear grievance process which is available to rural fire brigade volunteers.

that QFRS update its website to include the Rural Fire Service as part of its www.fire.qld.gov.au web presence.

that QFRS investigate and implement an internal email system for rural fire brigades.

that QFRS establish the position of Assistant Commissioner, Rural Fire Service to lead the proposed Rural Fire Service division within QFRS.

DEC should emphasise the principle of foresight by adopting an appreciation and decision making process and training staff in that process.

A staff recognition and reward framework for service to fire management should be considered for DEC fire staff.

A DEC fire management staff succession plan would minimise the loss of core fire management skills and experience in the future and provide a planned approach to development of prospective fire management staff.

The DEC corporate statement should affirm a strong commitment to fire management.

FESA establishes a process (and associated systems and policies) to mobilise staff to an incident, incorporating pre-formed multi-agency Incident Management Teams. The development of Incident Management Teams should align with the principles of seamless and integrated escalation of command and control arrangements, and be based on a whole of capability approach (people, organisations, systems, training, procedures etc.).

FESA identifies and documents its information requirements for end-to-end information exchange and then assess the adequacy of current systems to meet these information requirements.

The Country Fire Authority and the Department of Sustainability and Environment require without exception that all relevant staff be trained in the need for Incident Controller approval to be obtained before a back-burn is lit.

The Department of Human Services should base targets for staff in emergency roles on regional needs and develop a staff deployment strategy. 

The Department of Human Services should make sure relevant senior staff complete recovery training. 

Licensees and rig operators (and third party contractors involved in well control operations) should specifically assess, and document, the nature and extent of knowledge/skills of relevant personnel in relation to well control (including familiarity of personnel with agency‐specific requirements and procedures). Training needs and opportunities should be identified. This process should take place on engagement and at appropriate intervals.

Achievement and maintenance of well control should be written into the job responsibilities of key personnel, at every level up to and including CEOs. That is, a functional line of accountability for well control must exist up to, and including, CEOs.

A specific focus on well control training should be mandatory for key personnel involved in well control operations (including both on‐rig personnel and onshore personnel in supervisory capacities).

Achievement and maintenance of well control should be written into the job responsibilities of key personnel, at every level up to and including CEOs. That is, a functional line of accountability for well control must exist up to, and including, CEOs.

Existing well control training programs should be reviewed by the industry, regulators and training providers, with a focus on well control accidents that have occurred (in Australia and overseas).

Licensees and rig operators should be astute in ensuring that corporate systems and culture encourage rather than discourage raising of well control issues. For instance, do performance bonuses or rewards actually encourage or discourage reporting of issues? Is there a system in place to enable anonymous reporting of well control concerns? What whistleblower protections are in place?

Supervision/oversight of well control operations (within licensees, rig operators and by regulators) must occur without assuming adherence to good oilfield practice. The opposite assumption should prevail: namely adherence to good oilfield practice may well be compromised by the pursuit of time and cost savings.

The Commonwealth organise the co-operation of state land management and fire agencies to provide the practical training aspect of the curriculum as part of a national bushfire accreditation course.

The Commonwealth assist the states with bushfire training for land managers and volunteers by co-ordinating curriculum development and delivery of a national bushfire accreditation course, to be delivered by the relevant state agencies.

Media liaison personnel are needed to ‘ride’ shotgun’ on media personnel to facilitate them getting their stories without imposing on the effectiveness of operations.

Pre-season refresher training to include an emphasis on check in/out procedures

The role of ‘BFB Task Force Liaison’ be defined and appropriately trained personnel be provided by the HMA (possibly from support brigades) to facilitate brigade movements on and off the fire ground.

Transport plans for BFB resources should be prepared by the Ground Support Unit in close liaison with FESA who will liaise with the home jurisdictions of the brigades. Moving personnel whilst leaving the equipment at the fire ground staging areas is preferred to moving equipment in and out with every shift.

Pre-season multi- agency refresher training for Ground Controllers should be undertaken each year.

Agencies should: train their staff who will be involved in emergencies in incident management.

That Aurora ensure that regular audits are conducted of all electrical systems of all commercial buildings to confirm that they comply with modern standards.

That the Tasmania Fire Service provide additional training in the use of thermal camera imaging:
(a) That the recommendation of Tasmania Fire Service at p32 of its report to the Coroner (Exhibit C136) be accepted, that being that fire fighters receive additional training in the assessment of thermal camera images.

That the Tasmania Fire Service provide further training in respect to sprinkler systems, namely:
(a) That fire fighters of Tasmania Fire Service receive further training in the operation of sprinkler systems.
(b) That fire fighters incorporate into their pre-incident plans the location of sprinklers in void spaces in buildings.
(c) That fire fighters make themselves familiar with the valve operation of sprinkler systems in buildings.

That the Tasmania Fire Service provide additional training in power disconnection and improvements in communication between Tasmania Fire Service and Aurora:
(a) That fire fighters receive training as to the available methods for power disconnection.
(b) That Fire Comm operators receive training as to the available methods of power disconnection.
(c) That fire fighters and Fire Comm operators establish protocols which clearly identify the type of power disconnection which has been requested, that being:
(i) disconnection at a sub-station and the attendance of a Field Operator;
(ii) disconnection of a grid.
(d) That Tasmania Fire Service and Aurora Energy establish clear protocols as to the type of power disconnection available so that a clear and unambiguous request can be made by Fire Comm to Aurora which will be acted upon in a timely manner and appropriate personnel dispatched.
(e) That fire fighters receive training as to the length of time that it would take for Aurora to dispatch a Field Operator so that appropriate decisions can be made on the fire ground as to whether a grid disconnection is required.

SERCon consider development of an education program for other government and non-government agencies (with
particular reference to those within the emergency services portfolio) on flood recovery arrangements,
assistance, duties and responsibilities.

That appropriate officers of the Rural Fire Service be granted the same powers as granted to officers of NSW Fire Brigades under section 19 of the Fire Brigades Act 1989.

ESWG recommends National Gas Emergency Response Advisory Committee maintain its industry, jurisdiction and consumer representation noting the importance of input from each of these groups in developing its advice.

ESWG notes that existing and future contracts and the impending introduction of the Short Term Trading Market will be the primary mechanisms for addressing future gas supply shortfalls.

ESWG recommends consideration be given to leveraging AEMO’s expanded responsibilities in gas markets by undertaking the role of the National Gas Emergency Response Advisory Committee (NGERAC) Secretariat while the Commonwealth continue as Chair, with the Chair’s position to be reviewed once the short term trading market (STTM) commences in June 2010. ESWG also recommends that the review be undertaken by NGERAC jurisdictional members.

ESWG recommends that as far as reasonably practical, arrangements for load shedding be as transparent as possible to give consumers confidence in the process.

ESWG recommends consideration be given to consolidating gas and electricity network status and emergency information on one webpage for central communication.

ESWG recommends consideration be given to the spokesperson role AEMO can undertake during an electricity and/or gas supply shortfall in its covered markets and relevant jurisdictional emergencies, noting that AEMO has clear responsibility for the bulk supply of electricity as outlined in the Power System Emergency Management Plan and the Victorian wholesale gas market, and that for multi-jurisdiction gas supply emergencies, any AEMO spokesperson role would be to reflect NGERAC’s advice.
ESWG notes that in assuming NEMMCO and Vencorp’s functions, AEMO will conduct exercises to test responses to both electricity and gas supply issues.

ESWG recommends reviewing AEMO’s Gas Bulletin Board (GBB) to ensure it is effectively communicating all publicly available information to market participants to assist in monitoring daily gas supplies, and any changes to the GBB rules required to improve information and awareness of any potential shortages that will assist the market to make the necessary investments and/or adjustments in maintenance.

ESWG recommends consideration of a review of communication protocols with the aim of achieving high level policy consistency of communication across jurisdictions to the maximum extent possible.

ESWG recommends consideration be given to expanding the role of AEMO in providing market information on gas by: 
• amending the Gas Bulletin Board rules, if required, to enable AEMO to gather more information for effective modelling and information provision for gas, noting that this may require additional assurances on how commercially-sensitive data will be used and protected 
• assessing the viability of a gas PASA (projected assessment of system adequacy), noting this may require changes to the National Gas Rules and National Gas Law.

ESWG notes NGERAC already informally advises ministers on the possible effects of gas emergencies on electricity supplies. ESWG recommends formalising this role by acknowledging it in NGERAC’s MOU. ESWG also recommends an editorial review of NGERAC’s MOU to ensure accuracy and consistency.

ESWG recommends consideration of how to ensure good communication and flow of information between the liquid fuels and other energy sectors. One approach that may be considered is that:
• AEMO continues current arrangements by providing information for managing a liquid fuels emergency to the National Oil Supplies Emergency Committee (a subgroup of MCE), specifically in consideration of the impact of a liquid fuel emergency and liquid fuel requirements for backup generators and compressors on gas transmission pipelines; and understanding the requirements of oil-powered generators and fuel switching by dual-fuel generators in an oil or gas supply emergency.

Energy Security Working Group (ESWG) recommends consideration be given to government and industry working together to understand that investment opportunities in the energy sector are realised in a timely fashion to better manage potential longer term supply shortfalls.

That National Offshore Petroleum Safety Authority critically review its regulatory manning levels based on its current workload and the recommendations for additional areas of focus and increased auditing presented in this Report. To meet these requirements, we estimate that National Offshore Petroleum Safety Authority requires up to 50 inspectors in total plus associated support staff to bring overall staffing from about 55 to 75. RET should help facilitate the necessary ongoing levy funding in consultation with industry.

ACTAS should enhance its approach to demand modelling in order to better guide current and future ambulance resourcing by:
• identifying the drivers of demand and what data it will collect and collate in order to model future demand; and
• modelling demand data by time of day and geographical distribution of incidents.

ACTAS should enhance its approach to risk management by:
• systematically identifying risks to the delivery of services;
• developing and implementing appropriate mitigation strategies; and
• systematically monitoring risks and their treatments.

ACT Ambulance Service (ACTAS) should revise its Business Plan to address key priorities and activities for each key service delivery function. This would include clearer expected outputs to be delivered annually and their prioritisation.

ACTAS should improve systems to manage its non-emergency transport services, provide training and guidance to staff on use of these systems, and implement a quality assurance process.

ACTAS should develop and implement as a matter of priority, appropriate strategies to address declining response times.

That emergency services increase their capability/capacity to respond to marine emergencies by undertaking the necessary training, increasing their awareness of port and ship operations and ensuring knowledge of the roles/responsibilities of the relevant authorities and stakeholders.

That emergency services continue to take the lead role in marine emergencies and operate under their respective legislation, the Emergency Management Act and the State’s emergency management arrangements.

The Department of Primary Industries should establish a senior emergency management position to strengthen the Department’s role in emergency management. This position should be the interface between private sector energy providers and whole of government response entities, with the objectives of better coordination of data and information, including the flow through to CGRC and clearer media management functions. The transition of roles from previous arrangements at the Department of Infrastructure to the Department of Primary Industries, be reinforced to all staff and the sector.

The Emergency Services Telecommunications Authority in partnership with Telstra should develop testing regimes that will ensure the integrity of the call queue arrangements and correct configuration of the Recorded Voice Announcements.

The Department of Primary Industries should work through the appropriate Ministerial Councils to seek alignment of competency standards for line workers across jurisdictions.

The Emergency Services Organisations and relevant agencies ensure that the operation of the Emergency Management Joint Public Information Committee is included in their resourcing and operational planning.

The electricity distribution businesses and retailers work with the Department of Human Services and hospitals to review the registration, notification and removal process for those on life support machinery.

That the South Australian Country Fire Service develop as part of competency for inclusion on a Level 2 or Level 3 Incident Management Team a minimum requirement of demonstrated skill and competency in identifying and implementing feasible and appropriate containment measures designed to bring control to a fire incident so as to minimise the risk posed to the general public.

That the South Australian Country Fire Service create as part of a Level 2 and 3 Incident Management Team Logistics Division an Officer whose function it is to seek out, locate and identify sources of water, be they on land or provided by carrier.

That the South Australian Country Fire Service design tuition courses aimed specifically at developing among its members skill and competency in risk assessment.

That the South Australian Country Fire Service identify and impart minimum skills and competencies to members who fulfil the roles of the four core AIIMS functionaries of a Level 2 Incident Management Team.

That the South Australian Country Fire Service develop as part of competency for inclusion on a Level 2 or Level 3 Incident Management Team a minimum requirement of demonstrated skill and competency in risk assessment.

That the South Australian Country Fire Service utilise wherever possible the skills of paid, professional staff to perform the roles of Incident Controller and/or Planning Officer in Level 2 Incident Management Teams.

That the Chief Officer and the Editors of all newspapers and other media outlets develop a Memorandum of Understanding that ensures that all CFS press releases concerning total fire ban days and ongoing bushfire incidents are published in full.

That the Minister for Emergency Services and the Chief Officer of the South Australian Country Fire Service reinforce in the minds of all Incident Management Team members, in particular but not limited to the Incident Controller and Planning Officer, of the need to conduct a full risk assessment that not only addresses operational risk, but the risk posed to the general public by an existing incident and at all times to consider and identify the ‘worst case scenario’ outcome.

That South Australian Country Fire Service create and develop the role of a Regional Public Warnings Officer as a member of the paid staff of the SACFS whose role it would be to identify the need for, and to deliver, timely bushfire warnings to the public during the course of a bushfire incident.

That the Minister for Emergency Services and the Chief Officer of the South Australian Country Fire Service reinforce in the minds of those Officers who perform the role of Regional Duty Officer the need to deliver to the Deputy State Coordinator timely, accurate and relevant information pertaining to an ongoing fire incident.

That the South Australian Country Fire Service design tuition courses aimed specifically at developing among its members skill and competency in identifying and implementing feasible and appropriate containment measures designed to bring control to a fire incident so as to minimise the risk posed to the general public.

That the Minister for Emergency Services and the Chief Officer of the South Australian Country Fire Service reinforce in the minds of those Officers who perform the role of Regional Duty Officer the duties and responsibilities attaching to that position insofar as they apply to an ongoing fire incident, and in particular to recognise the need to conduct a risk assessment in relation to an incident and the need to scrutinise, evaluate and validate the strategies and Incident Action Plans of Incident Management Teams.

Reduce the number of hours per month attending meetings

The development of a more efficient, user-friendly website

Paid administrative support at the Brigade/Local level

Engendering strong working relationships between volunteers and paid staff within the Emergency Services Sector

All members of the proposed reconstituted SAFECOM Board be given full voting rights. 

The presiding member of the Advisory Board appointed under Section 18(4) be also appointed as a member of the SAFECOM Board. 

The selection procedures in the Regulations for SACFS officer positions be reviewed in terms of ensuring that appropriate skills and experience are considered. 

Fresh consideration be given to the title of Commissioner of Fire and Emergencies so as to ensure it does not give the impression that it is operationally superior to the Chief Officers of the emergency service agencies. 

Nominations for candidates for SACFS group elections be received both by written nomination and by oral nomination. 

Accountability for matters of policy, strategy and resource allocation for the emergency services sector, currently the province of the Board, be given to the position created in Recommendation 3 above. 

Provisions remain in the FES Act relating to the emergency service organisations being separate legal entities. 

The United Firefighters Union of Australia – SA Branch (UFU) be given full voting rights on the Advisory Board. 

QFRS improve the capacity to address the brigade training gap by continuing to encourage and facilitate the accreditation of volunteer trainers within brigades where appropriate. 

Queensland Fire and Rescue Service (QFRS) implement a forward planning process specific to rural fire management as part of the QFRS strategic planning process, which involves regional and area offices and incorporates:
▪ a process for identifying risks and opportunities.
▪ the development of strategies to address the risks and opportunities.
▪ a system to monitor and report on the implementation of strategies. 

QFRS review the financial accountability and audit requirements of the rural fire brigades to reflect their status as part of QFRS.

QFRS establish a suitable process to reliably capture that information.

QFRS continue to support area training staff in the development and implementation of brigade training programs and calendars.

QFRS ensure compliance with the brigade accountability requirements for funding received by rural fire brigades as specified in the Rural Fire Brigade Manual

QFRS determine the performance information needed to support effective decision making .

QFRS implement a brigade issues management process to capture, manage and report specific brigade issues. 

QFRS utilise performance information on brigade activity as a factor in determining brigade resource and funding needs. 

QFRS implement a process to review brigade plans and incorporate specific issues identified into forward planning at the area and regional levels. 

QFRS provide assistance to brigades in determining and budgeting for their resource needs.

QFRS provide guidance and support to rural fire brigades in the development of their one year operational plan and three year management plan. 

QFRS implement a system to collate and analyse brigade funding information.

NOPSA should consider establishing a small forum for consultation consisting of representatives of relevant stakeholders. The representatives should have standing, with authority to participate in decision making and take on commitment on behalf of their stakeholder group.

Because some issues related to emergency response are beyond any single operator and usually occur outside the title area, there is a need for the representatives of the offshore industry to work together with other governments, interested and involved parties to develop the strategies to be utilised and the emergency planning model that will satisfy the requirements of all parties. 

Coverage of the regime should be increased to cover the complete hydrocarbons production system from wells through to custody transfer point or reasonable physical/technical system boundary. If NOPSA is also to be responsible for Carbon Capture and Storage it needs to be resourced to ensure that this does not detract from NOPSA's current responsibilities. 

As professional competency is one of the key pillars of any Safety Case, commitment to training for current and future needs remains a fundamental requirement for achieving best practice outcomes in safety. Industry should be encouraged to build on its training commitment now being made to achieve a competent and fully accredited workforce over the next five years.

The exploration/production operator making all major decisions related to petroleum activities (i.e. selection of rig, well design and selection of service companies) should be made responsible for demonstrating to the regulator that drilling operations can be conducted safely. Where the drilling contractor owns the rig and conducts the day-to-day management of safety on the rig, this duty can be described in a rig specific Safety Case that is owned by the drilling contractor. This rig specific Safety Case does not have to be submitted for every well/well operation.

There is a need for industry in consultation with NOPSA to establish a priority programme of accredited education modules in the Safety Case regime targeting stakeholders in the regime at their respective levels to improve the understanding of the Safety Case and correspondent responsibilities.

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.

The ANAO recommends that, in order to maximise the benefit of emergency management training activities, EMA review periodically its approach to delivering individual training courses, to ensure the most appropriate delivery mechanism is used commensurate with training objectives.

The ANAO recommends that EMA maintain the Internet site to ensure that material is appropriate, current and readily accessible for users.

The Committee recommends that the Australian Government continue funding under the Climate Change Adaptation Skills for Professionals Program. In addition, the Australian Government should liaise with tertiary institutions to ensure an adequate supply of appropriately skilled coastal planners and engineers.

The Committee recommends that each element of the Emergency Services Agency publish organisation charts showing names, positions and contact details on the individual webpages.

The secondment of a resource person(s) to an affected local authority to support the work of that authority in its response to a natural disaster be effected.

The fragmentation and duplication of fixed wing and helicopter clinical coordination should be eliminated through centralisation to TAS Communications.

A senior Tasmanian NETS representative be confirmed on the Tasmanian Medical Retrieval Services Committee.

The Tasmanian Ambulance Service Clinical Advisory Committee review helicopter and fixed wing Flight Paramedic training and consider extending the scope of practice to embrace the role of retrieval paramedic in the Doctor/Paramedic retrieval team setting.
It is not recommended to increase independent paramedic activity in place of retrieval medical staff.

Launceston General and Burnie Hospital’s Emergency Departments require sufficient equipment, monitors and human resources to provide occasional safe local retrieval in their region.

A rapidly responsive helicopter and road retrieval capability to be developed out of RHH.

Royal Flying Doctor Service fixed wing to remain in Launceston for the duration of the current contract.

A senior, experienced, clinically trained ambulance officer to be based in TAS Communications in Hobart for at least 14 hours a day.

I recommend that CASA reconsider the introduction of measures to ensure the efficiency of training and checking organisations for air transport operations. I recommend that this include the way in which particular training needs of an air operator’s flight crew are to be identified (including recurrent training and CRM training) and how those needs are to be met by approved or certified training and checking organisations. 

I recommend that Civil Aviation Safety Authority (CASA) expedite the introduction of mandatory crew resource management training. 

CSC investigating possible change of location when contract for current location at Wendouree expires in 2008.

We recommend that NSW Health continue with its good work and conclude agreements with private health providers specifying roles, and expectations in the case of an infectious disease pandemic.

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 continue efforts to develop the skills of private sector veterinarians to increase the level of resources available in emergency responses.

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 the Department of Primary Industries be conscious of its responsibilities in maintaining the continued enthusiasm of Industry Liaison Officers and offer training and refresher training as required.

That emergency animal health training be included in induction programs for newly recruited District Veterinarians and all District Veterinarians be encouraged to maintain their skills by attending regular refresher training as appropriate.
The Committee commends the Department for its efforts in recruiting Industry Liaison Officers as contact points for industry during emergency disease outbreaks. It considers that it is of vital importance to ensure that these Officers are trained appropriately and that regular contact with them is maintained to support them and to ensure their continued participation.

That the Emergency Services Agency review the level of understanding among firefighting personnel of the latest information available nationally and internationally about wildfire behaviour and suppression and provide additional training if warranted

That training of all personnel involved with emergency services be under constant review

That the Australian Federal Police and the Emergency Services Agency ensure that personnel in their respective organisations are fully briefed on the agreed policy on evacuations

That the Emergency Services Agency staff the Media Unit within its planning Section with profesisonal, experienced information officers skilled in dissemination of information and media management and liaison

That public land management agencies ensure that their senior personnel have appropriate experience in fire management and are provided with adequate resources and suitable experienced and trained staff to effectively implement fire management programs

That priority be given to ensuring that the ACT has an adequate resource of remote area firefighting teams consisting of personnel with high levels of fitness and training in remote fire suppression

That a review be conducted of the adequacy of training and the numbers of firefighters experienced in performing effective, safe large-scale back-burning operations

That the Emergency Services Agency be relocated into accommodation that is purpose-built and more sited to the agency’s operations than the current facility at Curtin

That the ACT Government and ActewAGL jointly develop and implement protocols that will create a procedure whereby each of the water and sewerage, electricity and gas distribution networks, or parts thereof, can safely and promptly be manipulated, controlled, shut off, isolated or disconnected under emergency conditions. 

That land managers ensure their staff are properly trained in the effective use of large bulldozers at wildfires and that staff are available to be assigned to supervise bulldozer operations

That the Emergency Services Agency reconsider and revise the arrangement that exists between the ACT Fire Brigade and Canberra airport in relation to the provision of assistance

That Melbourne Water ensures stakeholder expectations are fully considered when setting flood risk reduction targets.

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 Melbourne Water ensures that stakeholders (and especially local councils) are fully consulted before and during the development of drainage strategies and plans. These plans should consider councils’ drainage systems.

Update education and training programs relating to prescribed burning to reflect revised organisational priorities including year round (365 day) fire management program:
• update training manuals
• revise content of training programs
• develop options for electronic delivery and assessment of training modules

The Committee recommends that training be provided to landholders to enable them to assist with prescribed burns.

All operational rail staff should be trained by RailCorp in the action check list relevant to each.

RailCorp should use its simulators in an interactive manner.

RailCorp should employ a Chief Safety Information Officer to manage the collection, collation, and dissemination of safety information within RailCorp.

The position of team leader should be created by RailCorp to be responsible for a group of approximately 30 train drivers, with responsibility to ensure that each train driver’s training needs are being met and that any safety concerns of train drivers are being properly addressed. The team leaders are to have direct access to the Chief Executive of RailCorp if any safety concerns they have are not addressed.

A training centre for emergency services personnel should be established by RailCorp. The emergency services personnel should be required to undertake training at such a centre, which should be equipped with features replicating railway infrastructure and rolling stock.

The RailCorp defects unit should be combined with the passenger fleet maintenance division of RailCorp.

Training should be based upon a needs analysis, to determine what skills a particular person will require to carry out the tasks of any position safely and efficiently, and instruction and practice, to acquire and demonstrate those skills.

All train guards should be trained by RailCorp in the use of the Metronet radio and instructed to use it in any emergency.

RailCorp should ensure that where the safety competency of any manager is deficient such manager is required to undertake professional development courses to raise his or her safety competency level to an adequate standard.

All railway owners and operators should have a quality assurance program for the design and construction of rolling stock and regular review of construction to ensure that the rolling stock satisfies the original functional performance specifications.

All rail employees should be trained by their employer to commence any emergency communication with the words “Emergency, emergency, emergency”, thereafter to identify themselves, the train, its location, what has occurred, the approximate passenger load and whether death or injuries have occurred.

All RMC communications related staff should be selected upon the basis of the ability to convey information clearly, accurately and concisely and to follow strict communications protocols.

RailCorp must establish a task analysis for particular categories of employees, to identify the specific skills and responsibility of those employees or groups of employees, and thereafter undertake a training needs analysis, to develop the skills required in particular areas.

Staff at the Rail Management Centre (RMC) should receive training from RailCorp to enable them to quickly and accurately assess that an emergency has occurred and to provide precise and reliable information to emergency response personnel about the location of the emergency, the available access to the site and the resources necessary.

RailCorp should make it a condition of employment that all level 2 managers have or obtain a formal qualification in system safety management.

All emergency response personnel should be specifically trained in the features of railways which are relevant to their work, such as the location and means of operation of all emergency door releases on trains, the location and use of signal telephones, the methods by which electrical power can be isolated and the means by which they can readily identify and obtain information from the on-site rail commander.

All emergency services stations should be provided with access keys to, and maps showing, all gates providing access to RailCorp tracks within their geographic area of responsibility.

Train driver and guard training should encourage teamwork and discourage authority gradients.

Staffing arrangements for ITSRR should be reviewed by it to ensure that adequate staff are employed in field positions, actively monitoring the safety of rail operations and compliance with conditions of accreditation.

All emergency services personnel should be trained in the location and operation of emergency door release mechanisms on all rail cars.

The RailCorp emergency response plan should be provided to all emergency response agencies. The officers of each emergency service should be trained in any rail specific features of the plan, so as to better ensure inter-agency co-ordination in the circumstances of an emergency.

RailCorp should use its simulators to train drivers and guards in methods of dealing with degraded operations on the rail network.

RailCorp should establish clear safety accountability statements and reporting lines for all management positions.

All RailCorp operational personnel should be trained in the location and operation of external emergency door release mechanisms.

The Working Group recommends that jurisdictions identify appropriate commercial organisations/bodies able to ensure maintenance of supply of food items and packaged water to commercial outlets in times of disaster. 

The Working Group recommends that appropriate building/surveyor peak bodies be identified, and that discussions be held between the emergency management sector and those peak bodies at State/Territory and national level with a view to:
• Developing a training program which will ensure that appropriate numbers of qualified personnel will be available to conduct rapid assessment of damaged physical infrastructure (including residential, commercial and industrial property) in times of catastrophe,
• Discussing the possible development of a national system for the provision of professional advice and assistance that also considers issues of professional liability and facilitates indemnity. 

The Working Group recommends that each jurisdiction; 
• Examine the interdependency of essential services provided by the private sector, utilising where possible other existing programs such as the National Critical Infrastructure Protection Initiative
• Investigate the feasibility of working with industry peak bodies as part of its emergency planning process
• Ensure that linkages exist between Government and the private sector to support emergency plans
• Examine the purpose of their emergency/crisis powers and consider their ability to exercise them in times of emergency. 

The Working Group recommends that the Australian Government investigate, in consultation with the finance and banking sector, the development of arrangements to ensure that essential transactions can continue in the event of a catastrophic failure of the banking system that includes access to cash. 

Firefighting organisations should: address their key training and development issues

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

That DPI develops a comprehensive strategy for communicating to industry their rights and responsibilities in relation to threats, incursions, outbreaks and post-outbreak; and also for communicating internally.

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

That DPI effectively communicates to all sectors of the industry their responsibilities to report new threats, and how to report them.

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

That DPI ensures that AIIMS training includes information to ensure that everyone understands their role, and how information will be managed internally and externally, in the event of an incursion.

That DPI works with industry to develop a training module on the certification and verification system for inclusion in industry quality assurance programs.

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

That DPI provides plant incursion-specific AIIMS training for anyone who might be involved in, or providing resources for, an incursion response. This includes senior management, field and research staff, contractors and industry participants.

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

That DPI reviews the work of entry level graduates to ensure career paths are clear and encourage the retention of staff.

To enhance the delivery of disaster management services, it is recommended that the Department of Emergency Services —
• finalise and implement a suitable disaster management training framework; and
• review the appropriateness of its current performance measurement framework and develop suitable balanced (quantitative and qualitative) output measures that facilitate monitoring of disaster management planning implementation across the State.

That DSE and CFA review selection and training programs for Incident Controllers and Incident Management Team members to ensure that they include all necessary competencies in recognition that technical skills are only one component of the required attributes.

That Incident Control Centres and Municipal Emergency Co-ordination Centres be collocated, wherever practicable. 

That CFA and DSE provide media training to all Level 2 and Level 3 Incident Controllers.

That CFA continues to work with its Brigades to complete the integration of AIIMS-ICS with the Group Structure for full implementation by the 2004-2005 fire season.

That the person appointed by DSE or CFA as Incident Controller for any incident should have formal qualifications and accreditation in the Incident Control System, be fully aware of the Victorian emergency management arrangements and have access to local fire prevention and response planning, including the Municipal Fire Management Plan

That the fire agencies develop contingency plans in relation to access to water for firefighting, including where appropriate, the use of static, large volume water tanks.

That VICSES, with the support of the CFA, includes basic fire safety training as one of the competencies for the VICSES Volunteers. 

That the MFESB continue to give priority to appropriate bushfire training for its firefighters.

That CFA and the Plantation Industry jointly develop and agree on Fire Prevention Guidelines for Plantations by June 2004, to be then promoted and distributed by the Industry.

That the Fire Management Branch of DSE be prescribed as an ‘emergency service agency’ for the purposes of s21C (1)(a) of the Emergency Management Act 1986.

That all fire agencies include a formal mentoring scheme as part of their workforce development programs; and that consideration be given to the use of suitably competent and experienced individuals (such as retired staff), to act as coaches or mentors with inexperienced Incident Controllers.

That DSE and CFA ensure that:
• When a Municipal Emergency Coordination Centre is established in response to a fire, an appropriately experienced, trained and briefed officer of the control agency is appointed as liaison between the Municipal Emergency Co-ordination Centre and the Incident Control Centre; and
• There are appropriate training regimes in place to provide officers with the skills necessary to perform the role of Emergency Services Liaison Officer in the Municipal Emergency Co-ordination Centre. 

That, as a matter of urgency, CFA and DSE:
• Develop strategies to provide adequate and sustainable firefighting resources, suitably trained and experienced; and
• Advise Government of these strategies.

That training and competency programs for Incident Controllers should include aircraft firefighting capability training.

The Committee recommends that the Commonwealth seeks to ensure that the proposed Council of Australian Governments review of the bushfire management initiate with the states, as a priority, a review of the
responsibilities and potential liabilities of fire controllers with a view to developing principles of indemnification for reasonable, responsible and informed decision making. This review should extend to defining responsibility for occupational health and safety requirements in a way which allows practicable compliance where a reasonable degree of risk taking is urgently required to prevent the loss of life, property and environmental amenity from wildfire 

The Committee recommends that the Commonwealth seeks to ensure that the Council of Australian Governments implements arrangements in which greater flexibility is devolved to local brigade captains in the
issuing of permits to burn for fuel reduction and other purposes in the context of local fire management plans.

The Committee recommends that:
• The Metropolitan Fire Brigades Board extend it role to include emergency medical response.
• The Emergency response component of all Victorian Ambulance services report to the Minister for Police and Emergency Services.

The Committee recommends that:
• The Metropolitan Fire Brigades Board extend it role to include emergency medical response.
• The Emergency response component of all Victorian Ambulance services report to the Minister for Police and Emergency Services.

The Committee recommends that collocation shall occur unless it can be demonstrated to the satisfaction of the Minister that it is inappropriate.

The Committee recommends that collocation shall occur unless it can be demonstrated to the satisfaction of the Minister that it is inappropriate.

The Committee recommends that one standard model of fire cover be developed for Victoria as a matter of urgency.

The Committee recommends that one standard model of fire cover be developed for Victoria as a matter of urgency.

The Committee recommends that the Metropolitan Fire Brigades Board continue to exist.

The Committee recommends that the Metropolitan Fire Brigades Board continue to exist.

The Committee recommends that a new Board be appointed, consisting of nine members nominated by the Minister for Police and Emergency Services and including the Chief Executive Officer who shall not be Chairman.

The Committee recommends that a new Board be appointed, consisting of nine members nominated by the Minister for Police and Emergency Services and including the Chief Executive Officer who shall not be Chairman.

The Committee recommends that the Metropolitan Fire Brigades Board remain a statutory authority.

The Committee recommends that the Metropolitan Fire Brigades Board remain a statutory authority.

Effective planning, organisational and training capability be maintained at regional level and developed, as appropriate, for the future. [Reference paragraphs: 260 to 261]

There be a close integration of the responsibilities of the Minister under the State Disasters Act and the State Disaster Plan, thereby strengthening overall counter—disaster management, direction and control. To this end, the organisational arrangements shown in Annexures “J” and “K” should be adopted. The main features of these are:
• A Disasters Advisory Unit
• A State Disaster Committee
• A State Disaster Planning Committee, with an Executive Sub—Committee reporting direct to the Minister/Co—ordinator— in—Chief Ministerial responsibility for direction and control of counter—disaster preparedness, combat and relief activities. [Reference paragraphs: 264 to 285]

Before the bush fire season starts, the Minister on the recommendation of the Board nominate a person and a deputy person who will be instructed to take charge of fire fighting operations in each district should a dangerous fire occur and render such an appointment advisable.

The Forests Department direct more staff to the planning and co-ordination of its bush fire control organisation so that emergency conditions can be met immediately by ample reserves of labour and equipment and that co-ordination between the Department, the local authority, sawmills and other sources of man-power and equipment in and around forestry districts is as complete as possible. This particularly includes co-operative protective burning around the boundaries of forest areas.

The Bush Fires Board appoint a Standing Committee of about six of its members, all of whom are likely to be available at any time during the bush fire season to meet and take executive action as necessary.

That needs in the direction of a fire emergency service be met as far as practicable by the Bush Fires Board in its training programme and in the tactical organisation of existing brigades for use as reserves in districts other than their own.

All local authorities form advisory committees of persons from bush fire brigades and of bush fire control officers to plan co-operation in effort and co-ordination between brigades, to group brigades under brigade group officers and to advise the local authority upon all matters of fire control, including the planning of the district firebreak layout and prosecuting for breaches of the Bush Fires Act.

All members of the Board be selected for their interest in and experience and knowledge of matters directly associated with bush fire control and not merely as representatives of particular organisations, that the Chairman of the Board be appointed by the Governor instead of being an ex officio appointment of another forester, a member of the timber industry, a police officer and a person with a sound knowledge of weather and its effect upon fire behaviour. 

No opportunity be lost of encouraging the formation of bush fire brigades and the maintenance of enthusiasm and that the Bush Fires Board assist the brigades in any way possible to obtain adequate training and equipment.

The relative seniority of bush fire control officers be determined with a view to appointing group leaders as chief bush fire control officers. The Shire Clerk should generally be a liaison bush fire control officer rather than a chief fire control officer.

The State Emergency Service be used to meet any additional needs but that as far as possible, requests for assistance be directed in the first instance to the Bush Fires Board or at least referred to that Board by the State Emergency Service for advice before action is taken.

Local authorities select bush fire control officers for their knowledge and experience of bush fires and their qualities of leadership and that as far as practicable, they be captains of bush fire brigades so that the person issuing the permit to burn has the responsibility of extinguishing the fire if it escapes. 

The management of all National Parks in the State be concentrated under one authority to ensure co-ordination in administration and protective measures.

That care be exercised in recommending the application of emergency bush fire periods so that they will not be applied to districts where their application is unnecessary.

A committee be formed and provided with the finance necessary to enable it to supplement the activities of the local bush fire brigades in districts in the far south-west of the State where ratable values are particularly low and the proportion of Crown lands high, and that the Forests Department be authorised to give approval for control burning of Crown lands throughout the State by bushfire brigades within two miles of a State Forest and that outside this distance the Bush Fires Board through its wardens have similar authority.

It is recommended that it [The Fire Brigade] endeavour and be encouraged to add to its reserve of members, and that the reserves be fully and efficiently trained. Should fire on a wide, unbroken front attack the town, the brigade, if limited to its present numbers, could not be expected to be able to save the town.

It is recommended that a large proportion of men employed in and about the open-cut be systematically trained in the use of equipment and in the tactical disposition of it.

It is recommended that workers and volunteers generally be instructed in accordance with a pre-arranged plan, as to what they should do in future times of emergency. Since the fighting of fires is for the greater part a matter of voluntary action, some estimate could perhaps be made, after investigation, of the numbers of men in each department who would be willing to volunteer. It would be necessary that each department should become a component part of an over-riding scheme and that it and its members should be fully instructed in the matter of whistle or siren warnings, places of assembly, reception of messages from the director of proceedings, use of equipment, and the various details which would necessarily be parts of an effective scheme. The training need not be onerous. If given once or twice at the beginning of possible danger periods, it would make for some degree of order and efficiency instead of a probable state of confusion.

It is recommended that the matter be submitted to experts, of which there are many in the Public Service; and that such experts determine the best manner of construction.

It is recommended that each forestry officer should be stationed in one district for as long a time as is practicable consistent with justice to the officer.

It is recommended that all members of the police force, members of brigades, municipal engineers and forest officers should be appointed as wardens.

It is recommended that the functions of this authority should be primarily those of defining a general policy of prevention and suppression of bush fires and protection of life and property; of organizing and recruiting local brigades; of maintaining discipline of local brigades and over local fire authorities; and of acting independently, with or without such advice as it may care to take.

The institution of a State Fire Authority is recommended.

The Board shall consist of a Chairman and four other members, one member to be nominated each by the Graziers', Farmers and Settlers' and Agricultural Bureau Associations, one by the Fire Underwriters' Association, and one by the Government.

The establishment of a Board, to be called "The Bush Fires Control Board" which shall operate in conjunction with the shire councils in connection with the prevention of bush fires and control of bush-fire organisations. 

To elect necessary officers.

The Board may, at any time, require the Bush Fire Committees to report on the condition of their fire-fighting equipment, and on any other matter, which in their opinion, will tend to greater efficiency in their operations.

Each member of the Board to act in an honorary capacity.

The Minister to have power to make regulations for the purpose of all proceedings of the Board, including the summoning and attendance of members, and the enforcement of orders of the Board.

The Commission recommends that more than one means of exit should be provided in every mine from every level of it to the surface; and that the miners should be kept informed where they are situated.

The Commission recommends that the live parts of resistances should be fixed so that no unprotected combustible material is within 6ins of the frames or cases containing them or within 24ins measured vertically above.