The Inspector-General for Emergency Management recommends that in conjunction with Inquiry Recommendation 2, the State establish or assign responsibility to a single body or entity to lead and coordinate the implementation of evidence-based fuel management policy, practice and assurance and reporting on activities on both public and private land in Victoria. 

Australian, state and territory governments should work together to develop consistent data standards to measure disaster impact. 

Australian, state and territory governments should broaden Category D of the Disaster Recovery Funding Arrangements to encompass funding for recovery measures that are focused on resilience, including in circumstances which are not ‘exceptional’. 

The Australian Government should revise the COMDISPLAN thresholds to provide that a request for Australian Government assistance, including Defence assistance, is able to be made by a state or territory government when:
(1) it has exhausted, or is ‘likely to exhaust’, all government, community and commercial resources
(2) it cannot mobilise its own resources (or community and commercial resources) in time, or
(3) the Australian Government has a capability that the state or territory does not have. 

Australian, state and territory and local governments should develop greater consistency in the financial support provided to individuals, small businesses and primary producers under the Disaster Recovery Funding Arrangements. 

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. 

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 create simpler Disaster Recovery Funding Arrangements application processes. 

The Australian Government should consider whether employment protections under the Fair Work Act 2009 (Cth) are sufficient to ensure that fire and emergency services volunteers will not be discriminated against, disadvantaged or dismissed for reasons associated with their volunteer service during natural disasters. 

Review, refine and implement the joint ESA/EPSDD Arrangement for Fire Management in the ACT with the previous recommendation in mind.

The Emergencies Act 2004 be amended to allow for the appointment of the EC to be made for a discretionary time period of up to 28 days with the requirement for a legislated review of the appointment to be removed. Alternatively, a period of review should fall within the Chief Ministers discretion for up to seven (7) days following appointment.

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

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

Government consider adopting a similar model to NSW for the management of emergency costs and reimbursements within ACT Government agencies.

The Emergency Plan be amended to better reflect the intent of the Emergencies Act in the establishment of a Management Executive, separate to SEMSOG, on the appointment of an EC. It should describe the role of SEMSOG and the Management Executive as distinct in the emergency management architecture.

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.

Government consider an alternative funding arrangement for extraordinary costs borne by Government agencies in combating emergencies such as bushfires.

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

The ACT Emergencies Act 2004 be amended to clarify that the powers of the EC encompass the power to direct agencies and directorates to share personal information for the preservation of life and protection of Canberrans.
For example: Direct a person to give information, answer questions or produce documents or anything else, reasonably needed. To remove any doubt, a direction to provide information that is given to a person includes information that person has access to on behalf of an organisation or entity that holds relevant information.

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

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.

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.

The Emergencies Act 2004 be amended so that the powers, including delegations, available to an EC be granted on their appointment and remain in place under the same section of the Act for the duration of their appointment rather than being drawn from different sections of the Act that are dependent on the existing alert state for the specified event.

The Emergency Plan and ECC Ops Plan be amended to better articulate the delivery of emergency management vs the delivery of the emergency plan. The Plan should facilitate principles for emergency management and clear role delineations whilst allowing flexibility in how the mechanisms are structured.

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

The working group should report to SEMSOG on progress.

The Emergencies Act 2004 be amended to allow for the provision for a Deputy Emergency Controller to be appointed, independent of the initial appointment of an EC. The powers and functions of this appointment to be contingent on the absence of the EC.

The Government consider amendments to the Emergencies Act to include provision for a Deputy ESA Commissioner.

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, to strengthen cross-agency accountability and deliver improved bush fire risk management outcomes:
a) Bush Fire Coordinating Committee (BFCC) members from NSW government agencies are at the level of Coordinator General/Deputy Secretary/Agency Head/Deputy Commissioner (or equivalent)
b) the BFCC ensures all Bush Fire Risk Management Plans, Operation Coordination Plans and Fire Access and Fire Trail (FAFT) Plans are compliant with the timeframes outlined in section 52 of the Rural Fires Act as soon as practicable
c) the BFCC develops a risk-based performance auditing cycle to ensure Bush Fire Risk Management Plans, Operation Coordination Plans and FAFT Plans are fit-for-purpose and any opportunities for improvement are identified and actioned
d) the NSW RFS considers the best way of enhancing the transparency of BFCC decision-making, for example by publishing BFCC membership and minutes on its website
e) the BFCC endorses the annual statement to Parliament on the likely fire risk and the effectiveness of planning and preparation
f) relevant agencies review Bush Fire Management Committee (BFMC) membership and confirm to the NSW RFS that members have sufficient discretion and authority to agree and implement risk mitigation activities at the local level
g) the NSW RFS Commissioner amends the BFMC Policy to require BFMCs to refer unresolved issues to the BFCC for resolution.

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 ensure all NSW RFS members can access the mental health support they need, the NSW RFS expands in-house mental health support for members.

That, in order to enhance fire fighting strategies in severe conditions, the NSW RFS implements the following in respect to backburning:
a) establish protocols for each category (tactical and strategic) within their operational and training doctrine. These protocols should include lessons learnt from the 2019-20 season
b) modify ‘ICON’ to implement the capability to record all backburns, including whether or not they break containment lines
c) when fire conditions are approaching Severe or above, an independent review must be undertaken at State Operations Level before strategic backburns are implemented
d) where there is significant concern within a community regarding a backburn, the NSW RFS should undertake a community engagement session with affected residents to discuss the backburn, including any investigation and relevant findings.

That the NSW RFS Commissioner consult with the Fire and Rescue NSW Commissioner and other emergency services to develop a protocol in the event that simultaneous emergency events necessitate the re-allocation of resources while a Section 44 declaration is in place.

That, in order to ensure all agencies have a clear understanding of cross-border communication channels during bush fires, all MoUs between state or territory agencies include an agreed protocol about how agencies will communicate across borders and that these are reflected in Incident Action Plans.

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 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 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.

That, in order to ensure emergency response agencies can communicate across state and territory borders, the Commonwealth Government allocate 10 + 10 MHz as a dedicated spectrum for Public Safety Mobile Broadband (PSMB) at no cost to states and territories.

That Government amend the Rural Fires Act 1997 so that all public land management agencies be required to forward complaints received about bush fire hazards to the Commissioner of the NSW RFS. As an interim measure, heads of agencies should commence this practice immediately.

That, in order to ensure firefighter sustenance is of sufficient volume and quality, the NSW RFS reviews food standards and procedures in consultation with volunteers. The review should include catering service standards, including food safety, as well as the viability of sourcing commercial contracts and providing 12-hour food packs to firefighters.

That, in order to ensure the State Emergency Operations Centre (SEOC) can maintain communications during emergencies, the Government provide the SEOC with independent Public Safety Network functionality.

That Government work with other Australian governments to provide long-term funding certainty to AFAC, including the National Resource Sharing Centre (NRSC) and the National Aerial Firefighting Centre (NAFC).

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, to ensure firefighters can access mental health support through GPs, Government work with the Commonwealth Government to:
a) provide a free mental health screen to firefighters post-fire event and waive any gap payments if additional treatment is required
b) create a new Medicare Benefits Scheme item number to enable Governments to track demand for mental health services from firefighters over time and ensure an appropriate level of support is available.

That, in order to improve fireground communications between NSW agencies and interstate personnel:                                      a) Government ensure all NSW fire authority personnel and vehicles can access and utilise the Public Safety Network (PSN). This should include access to NSW RFS Private Mobile Radio networks where PSN coverage is not yet available.
b) the NSW Telco Authority review cross-border communications availability and planning and advise NSW fire authorities on next steps to enable multi-state interoperability for wide area communications.

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

Align risk assessment tools and processes to Risk Management Standard ISO 31000 and the National Emergency Risk Assessment Guidelines (NERAG) and communicate these on public-facing platforms. Make Bushfire Management Area Plans (BMAP) accountable for managing and reporting on region-specific risk and identifying critical infrastructure such as mobile phone towers as key risks.

Develop and practice procedures for the CFS, DEW and local governments to access and deploy heavy plant and machinery for fuel reduction operations both before and during bushfires.

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.

Implement previous review recommendations for bushfire management including those relating to the 2009 amendments to the Fire and Emergency Services Act 2005, State Bushfire Coordination Committee operation, State Bushfire Management Plan, as well as urgent completion of Codes of Practice for fuel hazard reduction on all land tenures, and redevelopment of Bushfire Management Area Plans accompanied by effective community engagement to build an understanding of risk.

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.

Engage with the Australian Defence Force (ADF) once or twice a year to understand the capabilities that could potentially be deployed. Educate IMTs about how to deploy ADF assistance effectively and develop a streamlined ‘call out’ procedure.

Prepare to ‘scale up’ capability during major bushfire events with senior representatives (including BoM staff) in the SEC 24/7, ensure adequate facilities for IMTs, base camps (e.g. Humanihuts) and recovery centres. Consider the resource implications of providing firefighters to interstate operations.

Upskilling IT resources through disaster recovery testing or formal training.

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.

Business continuity planning should feature permanently in disaster management doctrine.

Fatigue management strategies and guidance should be improved to ensure sustainable staffing practices are incorporated into disaster management planning.

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

Significant effort should be invested to provide disaster decision-makers at every level with a shared understanding of risks, the situation, and capability, so that they can agree on the best decisions for the communities they serve. 

The Queensland Offers of Assistance Policy, particularly for corporate donations, should be updated and exercised prior to the next season. 

Queensland's plans and arrangements for heatwave should be reviewed to provide for an intergrated multi-agency approach to their management. A single agency should lead and oversee this process.

Hazard-specific and disaster management guidelines and plans should explain the circumstances and process for hazard-specific activation of the disaster management arrangements in support of an incident. They should be relevant to local authorities and local and district groups, and used during events. 

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.

Coordinated arrangements for liaison officer deployment should be considered and documented by disaster management groups across the full spectrum of risk identified for their area of responsibility, and not rely on a singular inflexible approach.

Given an increasing risk of intense fires, the framework of legislation relating to vegetation management, bushfire mitigation and preparation priorities should be re-assessed. The re-assessment should aim to enable more appropriate and flexible means at the local level for the reduction of intense fires.

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

Legislation at state and local level requiring landholders to reduce fire risk on their property should be actively applied

Planning for response to bushfire risk should identify all stakeholders to be engaged in the response phase and their roles and responsibilities should be clearly documented.

Wherever possible, the antecedents that will lead to catastrophic fire weather conditions existing for a particular area should be identified and documented within fire management plan relevant to the area.  

Hazard-specific plans and guidelines should be published on external websites for access by relevant stakeholders.

We recommend that, in the absence of stand-alone catchment management authorities, the Department of Infrastructure, Local Government and Planning as a matter of priority, establish what funding is reasonably required and complete all elements of the Brisbane River Catchment Flood Studies.

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

Define formal bushfire management regimes for areas with different bushfire management requirements and define bushfire management responsibilities in those areas. One category will provide for areas that warrant provision of a wildfire response capacity, another will allow for the declaration of temporary fire management arrangements for the duration of identified high-risk circumstances. 

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.

Include a detailed description of the role, responsibility and accountability of
- key stakeholders groups as described in this section;
- key host agency and Bushfires NT staff;
- Volunteer Bushfires Brigades; and
- key personnel within those organisations.

Formalise and clearly define the powers and duties of Bushfires NT personnel, including volunteers, thereby clarifying Bushfires NT’s role in bushfire management in the Northern Territory.

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.

Enshrine the broader fire management principles, including coordination, strategic planning, mitigation, monitoring and control within the Act.

Introduce clear Terms of Reference for the Bushfires Council and Regional Bushfires Committees, and introduce a requirement for the Minister to consider advice and recommendations from the Council.

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.

Amend the object to provide for ‘The mitigation, management, and suppression of bushfires’. Definitions of these terms should be included in the Act, and should include clarification that bushfire suppression can include emergency response activities in certain circumstances

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.

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

Amend the Act title to ‘Bushfires Management 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

Remove those policies, guidelines, memoranda of understanding and committees that are made redundant as a result of adopting recommendation #2 while updating any remaining policies that are considered to still be relevant

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

TFS, PWS and STT agree an updated version of the Interagency Fire Management Protocol which maintains the principle that there will be one state-wide point of command for major unwanted fires burning in the State of Tasmania, explicitly recognises the right of each of TFS, PWS and STT to have their objectives prioritised in incident action planning and adequate resources applied to those objectives, and provides a mechanism for executive decision-makers from TFS, PWS and STT to come together and agree objectives and resourcing levels that will then be operationalised by whole-of-State control structures.

TFS should pursue the creation of a cadre of volunteer remote area firefighters. In doing so the TFS should not consider itself limited to upskilling of current volunteer brigade members, but should carry out a cost benefit analysis of creating one or more remote area firefighting units based in urban areas, in order to tap into the potential of those members of the urban-based Tasmanian community who may have advanced knowledge and skills relating to navigation and survival in wilderness areas.

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 feel that the 4th clause in the present Act, relating to the spacing of cut-throughs, should be amended to admit of any convenient or safe system of mining being pursued. This is a matter of detail that would be better out of the Act. The Commission would advise that the word should not occur at all, and that, if bratticing be used, or the air by some other satisfactory device be conveyed to the face, scope would be given to Managers to introduce systems of mining adapted to the circumstance of each particular coal-seam, with advantage to all concerned.

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.

A measure of safety may be found in the use of high explosives combined with wet tamping, or, still better, water cartridges, instead of powder under any of its modifications. Encouragement ought also to be given to the use of patent multiple wedges and applicances of a like nature, for supplanting the use of explosives. Under all circumstances and conditions some provision should be adopted for compelling workmen to thoroughly undercut, shear, or nick, and generally to work the coal as directed by the Manager. 

Where safety-lamps are used the lock should be of such a character as to prevent any workman opening it. If the "Protector" type of lamp be employed the necessity for a lock is the less necessary, as the unscrewing of this type of lamp extinguishes the light. 

That issues of animal welfare be given a higher practical priority in the planned burning process on the ground, including:
(a) Veterinarians and Wildlife volunteers (animal rescue teams) should be consulted before and during planned burns to reduce or remove the risk to native animals where possible, and to assist in tending injured wildlife (including euthanasia where necessary); and
(b) Wildlife volunteers (animal rescue teams) be given access to the fireground as soon as it is safe to assist injured animals.

That DPIPWE clarifies responsibility for river restoration and riparian management and, having done so, communicates this to councils, landowners and other owners of relevant infrastructure.

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 Office for Digital Government, in close partnership with telecommunications companies (e.g. Telstra, Optus, Vodaphone), develop a Control Agency Plan for Information and Communication Technology including mobile communications. The plan should consider:
a) provision of back-up power to priority infrastructure
b) back-up equipment requirements e.g. satellite phones for government ministers (including training and other support)
c) potential impact on the National Broadband Network on emergency services when there is an extended power outage / black system event
d) arrangements with commercial mobile network carriers to ensure emergency and support services have priority access to available mobile networks; and
e) contingencies to ensure ongoing functionality of the Broadcast Australia network

That an Emergency Management Assurance Framework be established as soon as possible to support the emergency management arrangements and the State Emergency Management Plan. Consider establishing an Inspector General Emergency Management department or position.

That SA Police, emergency services, health facilities, utility providers and other key service providers, review their Business Continuity Plans giving consideration to factors such as: a) identification of: business critical needs; essential services power requirements; back-up power requirements for all facilities including State, regional and local facilities such as Police, SES, MFS and CFS stations; the need for any arrangements for back-up power to be included in contracts for design and or lease of Government premises b) contingencies for black system events and extended power outages c) regular back-up generator testing regime protocols, including testing under load and for long durations d) contingencies for communications when mobile, landline and/or radios are not operational e.g. satellite phones; and e) alternative State control centre facilities that are pre-identified, equipped and have procedures for moving to the alternative facility.

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.

Establish an ‘Interstate Deployment Support Plan’ for incoming interstate resources. The plan should outline responsibilities and arrangements for this function. Consider including this plan into the State emergency management arrangements.

In order to increase resilience and public safety during emergencies, the State Emergency Management Committee should request the Australia and New Zealand Emergency Management Committee to place on the agenda, and consider establishing a national position, on redundancies for mobile communications (including phone tower back-up power) and the National Broadband Network.

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

That the glossary of terms in the State Emergency Management Plan be reviewed to ensure all relevant language is included. All agencies need to ensure the use of clear communication and accurate use of terminology, including in describing the status of critical services e.g. Triple Zero (000), SA Government Radio Network, electrical and water supplies and infrastructure.

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

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.

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.

That a State Plan be developed for managing the consequences of a black system event or other major power outage. The plan should include:
a) public information strategies including providing advice on: the extent of the outage; anticipated and worst-case time frames for power restoration; services impacted by the outage; and, information about contingencies and actions by local and State government to provide support
b) identification of key providers that will supply fuel to emergency services and other critical services (vehicles and generators)
c) identification of priorities for provision of fuel and restoration of power
d) arrangements for purchase of essentials, for government agencies and the public, when electronic payment systems fail; and
e) arrangements for obtaining and distributing food.

That the State Emergency Management Plan be reviewed and updated including: a) a better description of the responsibilities of Hazard Leaders Page xx b) establish a mechanism for a hazard leader to identify systemic failures in coordination of their hazard, with a clear process to raise those issues with SEMC and seek a remedy c) establish resilience as a key heading in the plan, with clearly documented strategies and responsibilities; and d) consider the Schar/Mulroney submission and taking a ‘fresh eyes’ approach

Identify, document and communicate contingency arrangements and procedures for emergency services in the event SA Government Radio Network paging is turned off to conserve power, or other loss of paging capacity.

Review and update the role, function, workload and focus of the groups/committees that contribute to incident management and emergency management capabilities including the State Emergency Management Training Committee, Interagency Incident Management Sub-Committee and the Central Exercise Writing Team.

Develop a State Relief and Recovery Plan as a distinct part of the State Emergency Management Plan which should include: a) potential locations for suitable facilities for relief and recovery centres which: are in locations safe from hazards such as flooding and bushfire; and, have appropriate access and suitable ablutions. b) formalisation of roles and capabilities of non-government organisations such as Red Cross

That resources be provided to support the implementation of recommendations in the South Australian Levee Bank Management Issues Paper (DEWNR, 2015) including: a) development of relevant policy; and b) identification of responsibilities in relation to levee management and flood mitigation

Task South Australian Fire and Emergency Services Commission with further developing the Emergency Alerts capability across government agencies including to: a) establish and maintain a centralised training program for emergency alert initial and refresher training. b) establish a pool of endorsed Emergency Alert personnel from across government agencies to enable control agencies to assist each other with the emergency alert function during emergencies. c) develop supporting processes to ensure that the capability supports: emergencies involving any hazard; consistent issuing of alerts and warnings; consistent messages; and effective communication and notification of alerts issued to relevant internal and external stakeholders

That the Department of Planning, Transport and Infrastructure review their Business Continuity Plan to:
a) minimise the loss of public transport services
b) ensure ongoing fuel supply
c) improve public information e.g. electronic signage on buses, about alternative transport arrangements when there is a significant disruption to operations.

That additional guidance be provided in the State Emergency Management Plan regarding the activation, structure and operation of Zone Emergency Support Teams. This should include: a) the reporting relationship between the Zone Emergency Support Teams, the State Emergency Centre and the State Coordinator b) briefing requirements between the State Coordinator (or their representative) and the Zone Emergency Support Teams when the State Emergency Centre is activated c) responsibilities for provision of local public information; and d) the appointment of public information officers in Zone Emergency Support Teams (where there is no incident management team (established) to provide information to local communities

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.

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.

Develop a Disaster Waste Management Plan to form part of the State Emergency Management Plan which describe participating agencies and responsibilities for various aspects of waste management during and after emergencies.

That, giving consideration to the previous recommendation, the Flood
Reform Response Working Group identify and consider appropriate
agency involvement and protocols for response to and management
of dams which are in danger of losing their structural integrity or
spilling.

Update the Public Information Functional Support Group Plan to include: a) standards, outputs, systems and processes required to be used by control agencies and the Public Information Functional Support Group during emergencies b) guidance on the public information cycle through the prevention, preparedness, response and recovery phases which includes the responsibilities and information requirements during different phases, and effective transition between phases c) establishing a public information intelligence cell within the Public Information Functional Service Group; and d) identifying tools or resources to monitor social media

That members of Emergency Management Council ensure they are prepared to undertake their roles and responsibilities during emergency events, including establishing: a) contingencies for communication e.g. satellite phone b) access to relevant documents such as the State Emergency Management Plan, supporting plans, ministerial guidelines, agency plans and contacts in hard copy and/or portable device c) formalised arrangements for briefings (up and down), and d) arrangements for suitable representation e.g. relevant Chief Executive(s) or their deputy, at all Emergency Management Council meetings .

Consider bringing other agencies onto the SA Government Radio Network, in particular, Department of Education and Child Development and local government, to support more effective coordination and provide a reliable communications contingency during emergencies.

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.

Continue development of the Damage Assessment Support Plan to:
a) integrate data produced from Control Agency Stage One
Assessment into the Stage Two Assessment
b) develop a capability to undertake Stage Four Assessments which
includes assessment of impacts to infrastructure, agriculture,
businesses and the economy; and
c) consult with the Local Government Association regarding how/if
their Emergency Assessment Reporting System (EARS) data can be
utilised in the damage assessment process.

Establish a State-wide resourcing capability to support incident management teams, regional coordination centres, zone emergency centres, relief centres, recovery centres and State control centres. some of the features of such a capability should include: a) multi-agency, cross-government, State-wide pool of incident management and emergency management personnel building on the State incident management team concept currently facilitated by the Country Fire Service, and expanded to include all hazards, multiagency teams with a roster that provides year-round coverage b) a system that enables staff and volunteers from any agency to identify their availability for upcoming shifts c) a rostering system that enables one or more incident management teams, staging areas, regional coordination centres, State control centres and relief centres to develop, maintain and distribute rosters and structure charts in a more coordinated manner d) identifying areas of expertise for key incident and emergency management functions (e.g. public information, alerts and warning, media liaison, logistics and resource management) that would benefit from a coordinated and resource pooling approach and take steps to implement (consider the Mapping Functional Support Group model as a potential service delivery model).

The chairpersons of disaster management groups within the Mackay Disaster District, supported by the Queensland Police Service and Queensland Fire and Emergency Services, implement the Mackay Disaster District capability improvement strategy.

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 develop a policy regarding the use of distraction devices and the training of officers in their use.

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 ADF Review, in consultation with the police forces of the states and territories, examine the guidance available to ADF officers and state and territory police regarding: the role of ADF liaison officers; the availability of ADF assistance in the absence of a call-out; and the procedures to apply in relation to requests for, and the provision of, equipment or advice by the ADF. 

I recommend that the New South Wales Police Force review the division of tasks among the various officers responsible for responding to major high-risk situations to enable Police Forward Commanders to focus exclusively on their primary goals and that officers engaged in matters not directly related to the resolution of the incident be required to report to an officer other than the Police Forward Commander

I recommend that the New South Wales Police Force review its policies to ensure that the usual arrangements for placing a sniper coordinator in the Police Forward Command Post are departed from only for sound operational reasons that are recorded.

I recommend that the Secretariat of the Australia–New Zealand Counter-Terrorism Committee prepare guidelines regarding the interpretation and scope of the restrictions contained Clause 92 of the National Counter Terrorism Plan 2012. The Secretariat should also update relevant Australia–New Zealand Counter-Terrorism Committee documents and the New South Wales Police Force should update State Protection Group documents to refer to the latest versions of the National Counter-Terrorism Plan

I recommend that the Australia New Zealand Policing Advisory Agency liaise with the Australia–New Zealand Counter-Terrorism Committee to determine whether policies requiring the consideration of more proactive intervention should be developed for responding to terrorist sieges.

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 ADF Review give consideration to amending the Australia–New Zealand Counter-Terrorism Committee protocols to ensure that they provide sufficient guidance as to the respective roles of the ADF and state police tactical groups. Such guidance should accord with the legislative framework in Part IIIAAA of the Defence Act 1903 (Cth).

I recommend that the New South Wales Police Force remedy the lack of detailed guidance on how State Protection Group officers should interact and communicate with the Police Forward Commander, and that such guidance be included in policy documents and reinforced with training.

I recommend that the Minister for Police consider whether the provisions of the Terrorism (Police Powers) Act2002 should be amended to ensure that police officers have sufficient legal protection to respond to terrorist incidents in a manner most likely to minimise the risk to members of the public.

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.

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 ADF Review confer with state and territory governments about the criteria governing applications for the ADF to be called out pursuant to the Defence Act 1903(Cth) with a view to determining: whether further guidance is required on the criteria to be used by states and territories in determining whether to apply for Commonwealth assistance; and if so, what criteria ought to be stipulated.

I recommend that the New South Wales Police Force review the Management Operational Guidelines to resolve any inconsistency between them and relevant counter terrorism protocols.

I recommend that the New South Wales Police Force develop policies that require the recording of negotiation strategies and tactics, demands made by a hostage taker, and any progress towards resolution (or lack thereof ) in a form readily accessible by commanders and negotiators.

I recommend that the New South Wales Police Force consider developing a pro forma debriefing sheet containing standard questions relevant to all or most high risk situations, which can be supplemented by the negotiation coordinator and the tactical commander to maximise the likelihood of all available relevant information being obtained during hostage debriefings. Such measures would also aid contemporaneous documentation of information derived from debriefs and assist in relaying all relevant information to command.

I recommend that the Australia New Zealand Policing Advisory Agency and the Australia–New Zealand Counter-Terrorism Committee review the Australia New Zealand Guidelines for Deployment of Police to High Risk Situations and the Police Tactical Group Operations Manual to ensure that they adequately describe all aspects of the DA planning and approval pro-cess and present commanders with appropriate guidance on relevant considerations.

I recommend that the New South Wales Police Force develop a comprehensive policy that describes the role and function of a psychological adviser engaged to assist in responses to high-risk situations and that all those involved be made familiar with that policy.

I recommend that the New South Wales Police Force review its policies, procedures and training to ensure the rapid identification of persons killed or injured in high-risk situations. Those policies should provide appropriate guidance on how and when death messages ought to be conveyed following such incidents. 

I recommend that the Director of Public Prosecutions develop a policy for overseeing lawyers' exercise of the discretion not to oppose bail that takes into account the seriousness of the offences involved; the experience of the prosecutor appearing; and the views of the police officer in charge of the investigation, insofar as those views are based on facts relevant to bail determinations. 

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.

I recommend that the Minister for Police undertake a review of the Law Enforcement Conduct Commission Act 2016 with a view to enabling the Law Enforcement Conduct Commission to facilitate urgent debriefs and confidential internal reviews of critical incidents focused on improving current practice.

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.

I recommend that the Australia New Zealand Policing Advisory Agency and the Australia–New Zealand Counter-Terrorism Committee review the Australia–New Zealand Guidelines for Deployment of Police to High-Risk Situations and the Police Tactical Group Operations Manual to ensure that those documents give commanders guidance on how to assess imminent or immediate risk.

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 develop a comprehensive policy and set of procedures in relation to family liaison capability for high-risk situations. Those policies and procedures should ensure that: The capability is scalable depending on the nature of the incident, An appropriately senior officer is responsible for overseeing the liaison process, He or she should have direct access to officers in the Police Forward Command Post for the purpose of conveying and receiving information in a timely manner, A dedicated family liaison officer (or officers) is assigned to the family of each victim and given responsibility for managing the needs of that family Officers are given guidance on communi-cating with families, including the appropriate frequency and content of briefings both during and after an incident, Officers are advised of the proper process for gathering and disseminating intelligence from family members.

I recommend that the Commissioner of Police issue guidelines to assist officers to determine when they should exercise their powers of arrest and take an accused into custody rather than proceeding by way of a court attendance notice.

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 Commonwealth Attorney-General, in consultation with states and territories, review existing arrangements for information sharing between federal, state and territory agencies during terrorist events to determine whether those arrangements (and the guidance provided to officers in respect of them) adequately facilitate the efficient identification and transfer of pertinent information between agencies.

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 New South Wales Police Force policies be amended to require documentation of triggers for Emer-gency Actions. Consideration should be given to stipulating that “contingency triggers”—specific events that will require initiation of an EA or some other agreed response—should also be recorded.

The State Government to create a Rural Fire Service to enhance the capability for rural fire management and bushfire risk management at a State, regional and local level. The proposed Rural Fire Service will: · be established as a separate entity from the Department of Fire and Emergency Services or, alternatively, be established as a sub-department of the Department of Fire and Emergency Services; · have an independent budget; · be able to employ staff; · have a leadership structure which, to the greatest degree possible, is regionally based and runs the entity; · be led by a Chief Officer who reports to the responsible Minister on policy and administrative matters; and to the Commissioner for Fire and Emergency Services during operational and emergency response; · have responsibilities and powers relating to bushfire prevention, preparedness and response; and · operate collaboratively with the Department of Fire and Emergency Services, the Department of Parks and Wildlife, Local Government and volunteer Bush Fire Brigades. In creating the Rural Fire Service, the State Government to consider whether back office and corporate support services could be effectively provided by an existing Department, such as the Department of Fire and Emergency Services or the Department of Parks and Wildlife. The State Government to review the creation of the Rural Fire Service two years after its establishment, to assess whether its structure and operations are achieving the intended outcome.

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.

The Departments of Parks and Wildlife and Fire and Emergency Services to adopt the policy that all bushfire Level 3 Incident Management Teams in the Perth Hills and the South West will be integrated and pre-formed from the start of the 2016/17 fire season with substantial involvement of both the Departments of Parks and Wildlife and Fire and Emergency Services personnel on all teams.

The State Government to establish an arrangement to develop a ‘network’ of Western Australian State Government agency personnel who can be called upon for bushfire and emergency incident management capability within Western Australia. The arrangement will be led by the State Emergency Management Committee and modelled on systems used by the Department of Parks and Wildlife.

The State Emergency Management Committee to adopt, across all hazards, the doctrine of: · the primacy of life; · the ‘Strategic Control Priorities’ (as documented by the Department of Fire and Emergency Services); and · community warnings that are timely, tailored and relevant. Agencies will reinforce amongst emergency management personnel the importance of this doctrine through briefings and intent statements.

Flexible pre‐formed multi‐ agency IMTs

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

Review of institutional arrangements in the fire sector

Cross-agency resource management system

A unified and integrated fire sector across the whole fire hazard

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

Resolve reoccurring issues with systems and processes

IGEM recommends that Emergency Management Victoria continue to lead the development and application of a comprehensive sector wide preparedness model for integration within and across emergency management arrangements in Victoria.

The Committee finds that on the evidence presented, that volunteer firefighters are at risk of being undervalued and underrated and that the Government should use best endeavours to ensure the full acknowledgement and recognition of these services.

The Committee recommends the State Fire Commission be fully reimbursed for the costs of the State Emergency Service transfer in years 2014 to 2017.

The Committee finds that on the evidence presented, that section 107 of the Fire Service Act should be amended to provide greater clarity in relation to discretionary spending by the Chief Officer or alternatively, the Act should be amended to include the authorisation for the State Fire Commission to directly fund the State Emergency Service.

The Committee finds that on the evidence presented, that a review and reform of the Fire Services Act 1979 is necessary. An investigation should be undertaken to assess how the legislation can be amended or replaced to best service the organisations subject to the Act and should be undertaken and completed within 12 months. The Fire Services Act 1979 must be reformed or replaced to allow for: (1) A centralised funding model for the State Emergency Services; (2) Streamlined approach to fire fighting between Tasmania Fire Service, Tasmania Parks and Wildlife Service, Forestry Tasmania and other relevant agencies; (3) Resources to be allocated according to the risk and not according to local government municipal boundaries; (4) The continuation of Tasmania having a singular fire service; (5) Clear reporting lines; (6) Improved governance structure; and, (7) Include the fire permit system and inter- agency protocols.

The Committee finds that on the evidence presented, that the State Government should establish an independent Chair to govern the State Fire Commission and that this governance arrangement should be included in the reform of the governing legislation.

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 fire agencies consider how the Regional Fire Operations Centre (RFOC) as a concept adds value once a level 3 IMT is up and running in a region.

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.

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.

Ensure sufficient investment in controls across the PPRR spectrum with a focus on Prevention and Mitigation.

Create a stakeholder plan template to aid heatwave preparedness and response in facilities occupied by people vulnerable to heatwaves (e.g. nursing homes)

Personal protective equipment (masks, gowns, gloves, goggles) – review supply/distribution arrangements.

Implement a social marking program to promote improved respiratory etiquette and hygiene.

Build capacity to enable Incident Management Teams to manage the likely increased frequency and intensity of major fire events.

Investigate the costs and benefits in enhancing the current Tsunami detection buoy network.

Integrate clean-up arrangements into emergency plans.

Increase SES Capability and Capacity to respond to flood event.

Personal protective equipment (masks, gowns, gloves, goggles) – enhance stocktake methods.

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

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

Develop SOP for recovery package.

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

Review temporary bridge stockpile for adequacy (DSG).

Review current all-hazards emergency management arrangements to evaluate if they adequately address Tsunami response and recovery requirements.

Increased regulation of landslide risk assessment.

Review State Special Emergency Plan: Human Influenza Pandemic Emergencies.

Develop a flexible plan for establishing flu-specific services.

Formalise response triage arrangements.

Integrate Storage Operating Rules with downstream flood response plans.

Review flood response sustainment capacity of organisations.

Investigate the costs and benefits of delivering a public education and awareness program.

Provide information on landslide hazards and risks to decision makers.

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

Review volunteering arrangements to improve recruitment and retention.

Develop a strategic plan for the operation and management of the seismic monitoring network in Tasmania.

State to develop a Swift Water rescue capability.

Investigate the costs and benefits in enhancing the current Tsunami warning arrangements with signage and audible warning systems at key exposed locations (e.g. Port Arthur and Kingston Beach).

Develop innovative response models of patient care to improve surge capacity.

Personal protective equipment (masks, gowns, gloves, goggles) – review fit-testing vs fit-checking.

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

Maintain adequate seasonal fire crew resources across the fire agencies.

The report recommends that Ambulance Tasmania regularly reviews its emergency and urgent determinants methodology to ensure that it continues to be best practice and in accordance with requirements of the National Academy of Emergency Medical Dispatch.

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 investigate whether higher proportions of volunteers were impacting on mobilisation times in the North.

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 NSW Rural Fire Service review its procedures, systems and infrastructure for notifying community members of bush fires, both when a fire has broken out and as it proceeds, to ensure the provision of timely and adequate information.

That the NSW National Parks and Wildlife Service adopt an interim fencing agreement in the immediate aftermath of a fire. This will enable emergency and interim works to commence, but features such as length, fencing components and site of the fence line are not binding. A final fencing agreement would be negotiated no earlier than six months following a major national park fire.

That the NSW Government consider enabling the default position during catastrophic and extreme fire danger periods to be the same as for section 44 fires, so that fire control centres have the same systems and resources ready to deploy should a fire break out.

That the NSW Rural Fire Service reassess the protection of pastoral assets during bush fires to ensure that priority for protection is not simply afforded to the homestead, and that land holders are, within reason, able to request which of their own assets are protected.

That the NSW Government, as a matter of urgency, amend the Rural Fires Act 1997 to codify the current interim arrangements for command and notification requirements for class 1 and class 2 fires, which clarify that the NSW Rural Fire Service or Fire and Rescue NSW:
-have ultimate responsibility for all bush fires regardless of tenure
-are responsible for the appointment of incident controllers
-are responsible for keeping the public informed.

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 Rural Fire Service formally recognise the Volunteer Fire Fighters Association as a legitimate advocacy organisation representing volunteer bush fire fighters, and duly consult with it on policy and operational matters.

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 NSW Rural Fire Service, in order to ensure greater respect for volunteer fire fighters’ knowledge and experience in the management of fires:
-examine its plans of operations to provide for the use of local knowledge at every level of decision making down the chain of command
-require a local fire fighter to be stationed in every command vehicle, where possible 
-ensure that every out of area crew includes at least one local fire fighter
-require officers to engage more effectively and regularly with volunteers during the periods between fires
-consider any further strategies to address the entrenched conflict between officers and volunteers, including additional ways to empower volunteers and utilise them
more effectively.

That the Ministry for Police and Emergency Services urgently review its policies for the provision of disaster welfare services to ensure that in the event of a bush fire emergency and the declaration of a fire under section 44 of the Rural Fires Act 1997, adequate funding and services, especially recovery centres and mental health services, are provided for an adequate length of time, with gradual transition to normal service delivery when those services are no longer required.

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

Volunteer Retention: By April 2015, develop strategies and resources to improve volunteer retention, including: a) induction and development of leaders b) health checks for units to identify and address areas for improvement c) pathways for volunteers to take on greater responsibility d) consultation and communication e) recognition for volunteers and their employers

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

Volunteer Workforce Plan: By December 2014, develop a volunteer workforce plan to focus resources for recruitment and retention on areas of greatest need. The plan should be based on regional capability plans that assess in a consistent way: a) how many volunteers they have and need b) the gaps and risks around volunteer numbers, skills and training

Improve Analysis and Reporting: By December 2014, improve analysis and reporting on management information about volunteers, including: a) numbers, contribution, skills, profile, availability and turnover b) reasons for joining and leaving c) gaps in data completeness and quality This should enable SES to demonstrate an improvement in the completeness and accuracy of management information by April 2015

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.

The committee recommends that the Australian and Tasmanian Governments: • develop options to increase co-operation to ensure that the Tasmanian Wilderness World Heritage Area is protected and conserved in line with Australia's obligations under the World Heritage Convention; and • work together to ensure strong provisions to protect the Tasmanian Wilderness World Heritage Area from bushfire risks are included in the Tasmanian Wilderness World Heritage Area Management Plan.

Develop an integrated inter-agency resource management system: Large and complex fire incidents require resources from multiple agencies. Developing an integrated inter-agency resource management system will have three main benefits: identifying potential resources will be more straightforward • the status and location of resource deployments can be tracked • planning of deployments can take into account all relevant information

Clarify the role of the ROC and SOC and their reporting relationships: The ROC and SOC have important coordination roles under the State Emergency Management Arrangements to support both the incident and the broader region and state. Clarifying the role of the ROC and SOC, their reporting relationships, and how the command structures of other agencies are integrated, will have three main benefits: the ROC and SOC can perform their functions effectively • no inconsistencies, gaps or duplication in the activities of the IMT, ROC and SOC • transparency of incident management

Establish multi-agency preformed IMTs: An effective IMT for large and complex fire incidents requires the capacity and expertise of multiple agencies. Establishing multi-agency preformed IMTs will have three main benefits: adequate IMT resources can be deployed with ease • strong working relationships will be built between IMT members • common approaches to incident management and fire response can be embedded.

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.

Within 12 months, develop volunteer specific policies and procedures, including fatigue management, consistent with the Guidelines for Successful Partnerships between Public Sector Agencies and Volunteers.

Within 12 months, improve its processes for collecting and maintaining volunteer membership, availability and training records. To do this it will need to work with local information. governments to improve the accuracy of LG volunteer membership

Continue to implement the major change projects it has in place, including Professional Pathways, and review them to assess if they will address all the key findings in this report. In particular, within six months DFES should set priorities and Sustainability Strategy. begin implementing the Emergency Services Volunteer Workforce

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

IGEM recommends that fire agencies consider an earlier classification of Level 3 incident for fires that present significant complexity such as was evident in the Wye River – Jamieson Track event.

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.

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 uses Emergency Services Telecommunications Authority Computer Aided Dispatch data to report ambulance emergency response time performance. 

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

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 broadens Budget Paper 3 response time measures to more comprehensively cover emergency responses to fires, rescues and other emergencies.

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

Incorporating ‘triggers’ within Chief Officers Standing Orders No. 17, which requires the escalation of the State Controller role to the rank of Assistant Chief Officer or greater, depending on the increased risk or activity.

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

Review relevant Legislation associated Acts and Plans to establish a consistent approach to fire and emergency management to minimise duplication and risk of contradiction. That the Hazard and Functional area plans be amalgamated and establish a SA Bushfire Plan, under the SEMP, which clearly define role of SACFS.

Incorporate in operational doctrine the ability for the State Controller to determine the operational readiness levels of the state or regions based on either the predicted and/or actual risk and/or activity to some or all of the regions.

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

That SACFS consider a review to develop an effective interagency messaging system and agency resource management system.

That SACFS conduct a review of SIMT with a view to increasing the number of teams from four to six, aligning them with each of the six regions within SA.

That SACFS in consultation with SAMFS consider adopting common terminology and capability requirements for strike teams being ‘4-5 appliances and a group officer’ in line with other jurisdictions.

That a complete review of current naming conventions of personnel and centres, in accordance with the outcomes of the Victorian Bushfire Royal Commission is undertaken, to ensure clarity around command, control and coordination within SA.

SACFS appoint the Regional Controller and/or Coordinator as the IC for any Level 3 incident occurring within their Region to provide better continuity and improved coordination. The position of the regional controller and/or coordinator could then be backfilled by a suitably qualified individual as required.

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.

Review the communication and request procedures within SACFS to ensure that the most effective chain of command and line of communications are established between the Incident Management Team, region and state.

That the following disaster management doctrine are reviewed and reissued to ensure consistency and improved guidance to local government:
- Queensland Evacuation Guidelines for Disaster Management Groups;
- Queensland Public Cyclone Shelter Operations Guidelines;
- Queensland Public Cyclone Shelters Maintenance Guidelines;
- Guideline. Mitigating the Adverse Impacts of Cyclones – Evacuation and Shelter; and
- Business Continuity Planning Resource for Aged Care Facilities.

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.

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.

Banana Shire Council completes business continuity planning as a matter of priority, including documentation and testing of the plan.

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.

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

The evacuation sub-plan component of the Local Disaster Managment Plan should be reviewed, including any identified triggers for activation. Ideally, the plan should be tested in a live, multi-agency exercise prior to next summer.

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

That Queensland’s disaster management arrangements are reviewed to enhance integration. Specifically: · to address the disparity between functions and structure of local government and disaster groups · to integrate hazard specific agency planning at all levels of the arrangements (This may include legislative, policy and procedural considerations).

State agencies with disaster management roles and responsibilities assess their performance by including a disaster management performance measure in chief executive officers’ performance agreements. This measure should reinforce an obligation for agencies to participate in the arrangements at all levels.

Responsibilities of functional lead agencies and hazard-specific primary agencies are clearly articulated in state level doctrine, including the Queensland State Disaster Management Plan.

An integrated risk-based approach to disaster management planning for Queensland is developed that is consistent with the Standard for Disaster Management in Queensland and applicable at all levels of the arrangements.

The Local and District Disaster Management Guidelines are reviewed to align with the Standard for Disaster Management in Queensland.

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.

Coordination of Volunteer Support
A key challenge for recovery staff is the coordination across community volunteer groups and
individuals to ensure support provided is complementary and directed to the areas in most
need. This is an important activity that should be considered in future recovery planning.
Establishing formal working partnerships with key volunteer organisations that outline
expectations during recovery operations is recommended.

The role of the Ground Controller should be reaffirmed in operational doctrine and reinforced in Incident Management Team training. During incidents involving aircraft the appointment of a Ground Controller should be confirmed by the Incident Controller

The forthcoming review by SEMC of SEMP 4.4 Recovery Coordination and Westplan – Recovery Coordination and SEMP 4.1 Incident Management should include consideration of:
- the process for establishing a State Emergency Coordination Group (SECG) and the frequency of SECG meetings during an emergency;
- clarifying of the criteria for declaring an incident at Level 2 or 3
- Clarifying the criteria for handing over control of the incident from the Controlling Agency to local government and the transition from response to recovery
- the development of processes to ensure that ‘betterment’ is considered in recovery plans, including the identification of roles and responsibilities.

Whenever a Bush Fires Act 1954 section 13 transfer of control is invoked, the Incident level of an event should also be reviewed and any changes documented.

Future appointments to the role of Incident Controller should be limited to one for the entire duration of the incident, with nominated Deputy Incident Controllers to assist or ‘take charge’ in the Incident Controller’s absence. This measure will provide for a single point of responsibility and control for the incident and assist with any subsequent review or enquiry. If it is not possible to implement this proposal for liability reasons, the number of Incident Controllers should nevertheless be reduced to the minimum.

EMP 4.4 and Westplan – Recovery Coordination should be amended to: clarify the wording around handing over control of the incident from the Controlling Agency to local government and the transition from response to recovery; include principles and criteria that will assist the Controlling Agency and local government to determine the best time to effect a hand over of control of the incident; make explicit the roles and responsibilities of the parties involved in the handover of control of the incident; specify the information required in the needs and impact assessments provided to local government by the Controlling Agency so that local government is given sufficient information to take control of incidents; clarify the roles, responsibilities and the title of the State Recovery Controller and ensure that the appropriate wording is reflected in Westplans and State Emergency Management Policies; Hazard Management Agencies, combat and support agencies and local governments need to fully inform themselves of the role of the State Recovery Controller and implement a more effective approach to communicating
internally the changes or additions to Westplans, State Emergency Management policies or procedures adopted by the SEMC;

Standard Operating Procedure 1 (Mobilisation Zone 2, Perth Hills area) should be reviewed to ensure that appropriate escalation triggers and levels of operational readiness are in place for future periods when severe fire weather conditions are forecast.

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 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.

Procedures should be reviewed to address the risks associated with response aircraft all working from one forward operating base, including the need for a designated fire protection unit to be available in the event of an aircraftrelated fire or other emergency incident

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.

GDF Suez adopt and apply the firefghter carbon monoxide response protocol.

The State: • bring forward the commencement date of s.16 of the Mineral Resources (Sustainable Development) Amendment Act 2014 (Vic), to facilitate the requirement that approved work plans specifcally address fre prevention, mitigation and suppression; and • acquire the expertise necessary to monitor and enforce compliance with fre risk measures adopted by the Victorian coal mining industry under both the mine licensing and occupational health and safety regimes.

GDF Suez revise its Emergency Response Plan, to: • require an increased state of readiness on days of Total Fire Ban; • require pre-establishment of an Emergency Command Centre; • require pre-positioning of an accredited Incident Controller as Emergency Commander; and • require any persons nominated as Emergency Commander to have incident controller accreditation and profciency in the use of the Australasian Inter-service Incident Management System.

The State enact legislation, to: • require Integrated Fire Management Planning; and • authorise the Emergency Management Commissioner to develop and implement regional and municipal fire management plans.

The State develop and widely disseminate an integrated State Smoke Guide, to: • incorporate the proposed State Smoke Plan for the management of public health impacts from large scale, extended smoke events; • include updated Bushfre Smoke, carbon monoxide and PM protocols; and 2.5 • provide practical advice and support materials to employers, communities and individuals on how to minimise the harmful effects of smoke.

The State review and revise the Bushfre Smoke Protocol and the PM Health Protection Protocol, to: 2.5 • ensure both protocols are consistent with each other; and • ensure both protocols include assessment methods and trigger points for specifc responses.

The State review and revise the community carbon monoxide response protocol and the firefghter carbon monoxide response protocol, to:
• ensure both protocols are consistent with each other;
• ensure both protocols include assessment methods and trigger points for specifc responses;
• ensure GDF Suez and other appropriate essential industry providers are required to adopt and apply the frefghter carbon monoxide protocol; and
• highlight the increased risks for those with health conditions and those who are pregnant. inform all firefghters about the dangers of carbon monoxide poisoning, and in particular

The State take the lead in advocating for a national compliance standard for PM

CFA and VICSES should: evaluate volunteer support systems and processes

VICSES should: review and improve data quality around volunteer numbers and skills

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

CFA and VICSES should: implement risk management processes within regions, districts, brigades and units to understand and manage the local risks associated with their volunteer workforces

VicSES should: improve ERAS-e profiles to reflect volunteer activity and availability

CFA and VICSES should: develop recruitment and retention strategies to guide these activities centrally, regionally and at the district, brigade and unit level, so that approaches are consistent with the organisations’ strategic goals

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

CFA and VICSES should: improve their central and regional oversight of volunteer workforce management by strategically using the available information, such as volunteer demographic data, Brigade Operational Skills Profiles and ERAS-e profiles, and developing new information, such as risk assessment, to increase their awareness of: x x actual and required volunteer numbers the gaps and risks around volunteer capability and capacity

CFA should: develop exit surveys and associated management reports based on meaningful analysis as a way to better inform it about the reasons that volunteers leave

That the Emergency Services Telecommunications Authority includes Victoria State Emergency Service vehicle capability details in the Computer Aided Dispatch database.

That the Emergency Services Telecommunications Authority, assisted by Ambulance Victoria, reviews the business rules to be applied by the Emergency Services Telecommunications Authority ambulance dispatchers in selecting appropriate resources for dispatching to events, taking account of meal-break procedures.

That the Emergency Services Telecommunications Authority, assisted by the Inspector-General for Emergency Management and responder agencies, improves the process for changing call-taking and dispatch procedures by comprehensively appraising the costs, benefits and operational impacts of these changes and agreeing a plan for their implementation with all affected agencies.

That Emergency Management Victoria novates the head contract for the StateNet Mobile Radio network to the Emergency Services Telecommunications Authority.

That Victoria Police implements the recommendations relating to protective services officers in the Service Demand and Dispatcher Capacity Analysis dated September 2013 and:
- works with the Emergency Services Telecommunications Authority to implement revised Metropolitan Mobile Radio channel arrangements to reduce the impact of protective services officer usage on other police users 
- investigates the use of smart devices and applications for protective services officers to minimise their use of the Metropolitan Mobile Radio network for routine enquiries.

That Ambulance Victoria:
- reassesses the current structured call-taking script
- develops a single structured call-taking script for Triple Zero calls.

That Emergency Management Victoria expedites the expansion of the Rural Mobile Radio network to all emergency services organisations.

That the NSW Government, as a matter of urgency, amend the Rural Fires Act 1997 to codify the current interim arrangements for command and notification requirements for class 1 and class 2 fires, which clarify that the NSW Rural Fire Service or Fire and Rescue NSW:
- have ultimate responsibility for all bush fires regardless of tenure
- are responsible for the appointment of incident controllers
- are responsible for keeping the public informed.

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 remove from its boundary fencing policy and standard contract the condition that requires adjoining land owners to maintain a fence that has been damaged by trees falling from national park land.

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 NSW Rural Fire Service reassess the protection of pastoral assets during bush fires to ensure that priority for protection is not simply afforded to the homestead, and that land holders are, within reason, able to request which of their own assets are protected.

That the NSW Government commit to and fund a long term program of prescribed burning based on the recommendation of the 2009 Victorian Bushfires Royal Commission of an annual rolling target of a minimum of five per cent of public land per year, and that the NSW Government commit to extending the funding for the National Parks and Wildlife Service five year hazard reduction program past 2016.

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 formally recognise the Volunteer Fire Fighters Association as a legitimate advocacy organisation representing volunteer bush fire fighters, and duly consult with it on policy and operational matters.

That the Rural Fire Service and National Parks and Wildlife Service consider adopting the approach to fire classification suggested by Mr Conway that “classification and resourcing of the fire ground response and incident management capability should reflect the potential of the fire rather than observed fire behaviour.

That the National Parks and Wildlife Service review its procedures for monitoring Class 1 fires occurring in ‘severe’ or worse fire conditions that cannot be reconnoitred at ground level adequately due to terrain or dangerous conditions, and consider including aerial surveillance (if reasonably practicable) as a standard procedure in such circumstances.

That in Class 3 fire-fighting operations, the Rural Fire Service consider including a fire behaviour analyst in the incident management team if feasible.

That the National Parks and Wildlife Service review its protocols for control of Class 1 fires under its control to ensure that incident controllers managing fires in ‘severe’ or worse fire conditions receive as much incident management planning support as is reasonably practicable in the circumstances.

That the Rural Fire Service consider amending its fire prediction reports to include a checklist of significant factors that have not been able to be considered in the prediction model and a warning to be alert for them and seek intelligence on them from fire ground managers.

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.

That NPWS conduct a review of its hazard reduction policies to ensure all assets within and on the boundary of the Park are clearly identified and an adequate policy or management plan exists for the protection of all assets, including a procedure pursuant to which progress in meeting hazard reduction targets is regularly and comprehensively assessed.

That the Rural Fire Service and National Parks and Wildlife Service review the procedures for requesting aerial support in ‘severe’ or worse fire conditions to ensure that delays in providing it are reduced to the minimum time possible.

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 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 during periods of ‘severe’ or worse fire conditions, that the National Parks and Wildlife Service consider adopting a posture of pre-emptive planning and deployment of incident management teams in national parks similar to the manner in which the Rural Fire Service does.

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 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:
a. reinstates publication of Key Performance Indicators for service delivery functions
b. conducts a stakeholder survey every two years to measure the health of its relationship with industry
c. accepts regulatory authority applications online unless there is a valid technical reason against it
d. adopts the same Code of Conduct and Values that apply to the Australian Public Service under the Public Service Act 1999.

The Civil Aviation Safety Authority amends the current Terms of Reference of the Industry Complaints Commissioner so that:
a. the ICC reports directly to the CASA Board
b. no CASA staff are excluded from the ICC’s jurisdiction 
c. the ICC will receive complaints that relate to both the merits and the process of matters
d. on merits matters, including aviation medical matters, the ICC is empowered to convene an appropriately constituted review panel, chaired by a CASA non-executive director, to review the decision
e. while all ICC findings are non-binding recommendations, the original decision-maker is required to give reasons to the CASA Board if a recommendation is not followed.

The Department of Infrastructure and Regional Development and Department of Defence (and appropriate agencies) establish an agreed policy position on safety oversight of civil operations into joint user and military airports.

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

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 devolve to Designated Aviation Medical Examiners the ability to renew aviation medical certificates (for Classes 1, 2, and 3) where the applicant meets the required standard at the time of the medical examination.

The Civil Aviation Safety Authority delegates responsibility for the day-to-day operational management of airspace to Airservices Australia, including the designation of air routes, short term designations of temporary Restricted Areas, and temporary changes to the classification of airspace for operational reasons.

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

The Civil Aviation Safety Authority’s Board exercises full governance control. The nonexecutive directors should possess a range of appropriate skills and backgrounds in aviation, safety, management, risk, regulation, governance and government.

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 Australian Transport Safety Bureau and the Civil Aviation Safety Authority amend the wording of their existing Memorandum of Understanding to make it more definitive about interaction, coordination, and cooperation.

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

The Australian Transport Safety Bureau and the Civil Aviation Safety Authority utilise the provision in their bilateral Memorandum of Understanding to accredit CASA observers to ATSB investigations.

The Civil Aviation Safety Authority changes the current two-tier regulatory framework (act and regulations) to a three-tier structure (act, regulations and standards), with:
a. regulations drafted in a high-level, succinct style, containing provisions for enabling standards and necessary legislative provisions, including offences
b. the third-tier standards drafted in plain, easy to understand language.

Airservices Australia, in conjunction with the Department of Infrastructure and Regional Development and the Civil Aviation Safety Authority, reconsiders the policy on ‘Assessment of Priorities’ that stipulates that air traffic controllers sequence arriving aircraft based on category of operation, rather than on the accepted international practice of ‘first come, first served’.

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 Department of Infrastructure and Regional Development plays a stronger policy role in the State Safety Program.

Recreational Aviation Administration Organisations, in coordination with the Civil Aviation Safety Authority, develop mechanisms to ensure all aircraft to be regulated under CASR Part 149 are registered.

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

Commanding Officer Defence Explosive Ordnance Training School amend relevant instructions, both generally and specifically, so as to ensure that explosive ordnance used in training serials is logged in real time, in accordance with extant doctrine. 

The use of Internal and External ranges at MTA for patrolling activities be prohibited. 

Commanding Officer Defence Explosive Ordnance Training School review and enforce Standard Operating Procedures to ensure that appropriate explosive ordnance accounting and handling practices, in accordance with Defence doctrine, are adhered to during all training activities. 

Defence engage with both the Bureau of Meteorology and the Rural Fire Service to determine a more suitable index system. In the interim, Range Standing Orders be amended so that live-firing on the ranges on Marrangaroo Training Area not be permitted where the Forest Fire Danger Index for either the Central Ranges District or Greater Sydney Region is 12, it being the threshold for HIGH Fire Danger Rating or above. put another way, and in a practical sense, Range Standing Orders should, as an interim measure, require the Officer in Charge Practice and the Range Control Officer to consider the Forest Fire Danger Index for both Central Ranges District AND Greater Sydney Region on the day of any given serial. If either index is as 12 or above, live-firing should not be permitted. Any indication in Range Standing Orders or elsewhere that live-firing is permitted on Marrangaroo Training Area when the Fire Danger rating is HIGH should be rescinded.

The lines of responsibility be made clearer and some individual, perhaps the Regional Environmental Officer, or agency be given overarching responsibility to ensure recommended works related to bushfire mitigation on Defence Estate are carried out in accordance with the Bushfire Management Plan which the Manual for Fire Protection Engineering directs be prepared.

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. 

Marrangaroo Training Area Range Standing Orders should be reviewed to impose a requirement that the Officer in Charge of any live-firing practice ascertain and consider current weather parameters, temperature, humidity, wind strength and direction, registered at Mt Boyce immediately prior to any demolition serial. The setting of those parameters and their limits should be decided in consulation with the Bureau of Meteorology and Rural Fire Service and inserted into Range Standing Orders. 

All documents be reviewed to remove ambiguity and perceived inconsistencies. Marrangaroo Training Area Range Standing Orders be subject to further examination, with particular consideration of the bushfire mitigation strategies referred to in the Bushfire Management Plan 2011-2014 before amendments to Chapter 10 are made. the basis upon which Range Standing Orders might fix a cut-off point for live-firing exercises should depend on continued bushfire strategies. Range Standing orders and Marrangaroo Training Area Bushfire Management Plan be reviewed annually. if hazard reduction has not occurred or the fire trails degraded, Range Standing Orders should take into account of heightened risk. 

Range Standing Orders be amended to include a direction that no Defence vehicle is to leave the administration area of Marrangaroo Training Area during a bushfire, except to leave Marrangaroo Training Area itself through the main gate, unless it is a properly equipped bushfire fighitng vehicle havig at least four wheel drive capabiliy and self-protection equipment. 

On matters relating directly to safety or risk, or when live-firing may occur, where there is ambiguity or apparent inconsistency, the most conservative or restrctive order should be followed until formal clarification has been provided.

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. 

Authority be given to the regional Environmental Officer to close a range or impose live-firing restriction in addition to any set out in Range Standing Orders if circumstances so warrant. 

Where asset management plans at the local, state or territory level pre-identify and cost betterment of assets (improving asset resilience to natural disasters), the Australian Government should share 50 per cent of the betterment component of reconstruction costs following damage from a (eligible) natural disaster.

The provisions in the Queensland Sustainable Planning Act 2009 for injurious affection should be repealed.

The Australian Government should fund natural disaster recovery by:
• cost sharing with state and territory governments for community recovery and reconstruction of essential public assets at a rate of 50 per cent above an annual expenditure threshold
• providing funding based on assessed damages and benchmark prices
• providing an option for state and territory governments to purchase ‘top-up’ fiscal support at an actuarially fair price.
Australian Government involvement should be triggered where an annual (financial year) cumulative expenditure threshold of 0.45 per cent of total state government revenue is met, on an accrued basis. A small disaster criterion of $2 million (indexed over time) should be applied to events at the state or territory level.
The Australian Government should also establish a transparent mechanism for exceptional circumstances fiscal support in the event of extraordinary and catastrophic natural disasters that clearly overwhelm a state or territory’s medium-term fiscal capacity.

The Australian Government should:
• legislate the current eligibility criteria for the Australian Government Disaster Recovery Payment (AGDRP) and remove Ministerial discretion
• review the amount provided under the AGDRP so that it is more reflective of immediate emergency relief needs, and against other comparable payments.

The Australian Government should:
• publish estimates (and their confidence ranges) of future costs of natural disasters to its budget in the Statement of Risks. These estimates should be informed by catastrophe loss modelling
• provision for a base level of natural disaster expenditure in the budget forward estimates, in recognition of the fact that there will be some level of Australian Government expenditure on natural disasters each year.

The Australian Government should gradually increase the amount of annual mitigation funding it provides to state and territory governments to $200 million. Initially, this funding should be distributed to state and territory governments in accordance with the allocation under the National Partnership Agreement on Natural Disaster Resilience.

The Australian Government should develop a formula for allocating mitigation funding to state and territory governments on the basis of where such funding is likely to achieve the greatest net benefits, taking into account the future risks of natural disasters. This should be completed within five years and in consultation with state and territory governments.

Funding to state and territory governments for community recovery should be provided as untied grants, with a transition period pending the development of a framework to assess community recovery costs. During the transition period, the Australian Government should continue to provide funding for community recovery through a reimbursement model.
Eligible community recovery expenditure during this transition period should be rationalised to counter disaster operations, personal hardship relief and community relief packages. Eligible expenditure should be limited to activities that arise as a direct consequence of a natural disaster and that:
• have widespread community benefits and would be underprovided without government support
• provide targeted longer-term assistance to people who have limited financial resources and have suffered severe losses
• provide personal and financial counselling aimed at alleviating personal hardship and distress arising as a direct result of a natural disaster
• are additional to the normal responsibilities of state, territory and local governments.

The Australian Government should establish a framework for the development of benchmark prices for the reconstruction of essential public assets. This should set out the broad parameters that state and territory governments should follow, without prescribing particular prices to be used.
The Australian Government should also develop a methodology for assessing damages to essential public assets from natural disasters, to enable the application of benchmark prices.
Both tasks should be completed as soon as possible and within one year.

The ANAO recommends that the Department of Defence review the minimum information necessary to be reported for each emergency DACC task to discharge accountability obligations, identify costs, undertake cost recovery where appropriate, maintain records for future use and learn from emergency DACC activities

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

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.

WA fire agencies adopt a common set of standing orders, operational procedures, training and competencies for rural firefighting that are produced in hard copy, leading to integrated multi-agency training, IMTs, Regional and State coordination/control centres.

Critical operational procedures such as ‘Red Flag Warnings’, on a common fireground need to be consistent across DFES, DEC and Local Government. In particular, the operational procedure of Red Flag Warnings needs to be adopted by all WA fire agencies.

WA adopts a culture of joint IMTs in future. At Regional and State levels, DFES and DEC maintain standing contributions.

DFES and Local Government Bushfire Brigades ensure that only those with the required AIIMS competence have the authority to manage Level 1 incidents, noting they may not be Fire Control Officers.

DFES or DEC (depending on land tenure) is mandated to take over control of emergency incidents from Local Government once they have been declared Level 2 incidents. WESTPLAN BUSHFIRE and legislation to be amended accordingly.

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.

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

Western Australia Health should consider publishing information on St John Ambulance’s complaints processes to assist Western Australia Health staff.

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

St John Ambulance should ensure the positive gains in clinical governance achieved since the Inquiry become embedded throughout the whole organisation.

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

Western Australia Health should collate and centrally monitor financial data including the cost to government of IHPT

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

Western Australia Health should develop and agree with St John Ambulance a new funding model for emergency ambulance services focusing on standards, performance and allocation of risk

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 processes for managing personal unplanned leave evidence to reduce the risk that personal unplanned leave is incorrectly recorded

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

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

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

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 strengthen performance management of firefighter effectively manage personal unplanned leave

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

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

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 Tasmania Fire Service reviews its approach to fire management operations at night, and develop and effectively implement unambiguous policy and operating procedures.

That the resources available to the Parks and Wildlife Service, to manage bushfire risk following the recent increase in land under its tenure, is reviewed.

That Tasmania Fire Service examines options for developing and issuing fire management objectives and tactics from Incident Management Teams in a more timely way, including ‘quick’ plans.

That the State Special Emergency Plan–Recovery and the emergency management structure for recovery be reviewed.

That Tasmania Fire Service ensures that planning for active fires includes a proactive approach wherever possible.

That the State Fire Commission structures its Tasmania Bushfire Safety Policy so policy outcomes are identifiable and progress in achieving outcomes can be evaluated.

That Tasmania Fire Service reviews its approach to blacking out and mopping up, including its policies, operating procedures and training.

That the State Emergency Management Committee determine suitable risk management tools, such as the Bushfire Risk Assessment Model, and encourages their use in assessing bushfire risk in a consistent manner.

That police and other emergency services examine options for achieving radio interoperability between them in the absence of an integrated radio system.

That a standing plan is developed to manage the transition from immediate recovery to medium and long-term recovery, and arrangements are made to ensure this plan can be effectively implemented in a timely way.

That resources are committed to developing and implementing approved reforms to the emergency management arrangements.

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 Commission finalise its position on the Tasmania Bushfire Safety Policy without further delay.

That Tasmania Fire Service reviews operational practices to ensure there is continuity of fire operations when fire suppression action is required.

That the State Emergency Management Committee considers structuring the Tasmania Emergency Management Plan in a way that provides more specific guidance, commitment to and accountability for action to be taken.

That all agencies and the Government support moving to an integrated communications technology for police and the emergency services.

That Tasmania Police ensures planning for emergency operations includes a proactive approach wherever possible.

That following any review, the Emergency Management Act 2006 be amended.

That Tasmania Fire Service reviews the communication systems used for all emergency management operations, ensures operators are qualified, and ensures there is appropriate accountability.

That emergency management plans specifically include processes and resources for effectively engaging with and using local communities, including volunteers

That Tasmania Fire Service considers what adjustments may be necessary to the promotion and use of the Six Operational Priorities to ensure plans are suitable for the circumstances of each fire.

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.

That the State Controller (or an alternate if they are not available) be expected to personally take an active role in controlling and coordinating response and recovery operations, depending on the nature and scale of the emergency, and until other identified arrangements for ongoing operations are established.

That Tasmania Fire Service documents and publishes its operational policies and procedures so they are accessible to and suitable for operational personnel.

That the Government actively support the timely development and implementation of an ongoing Strategic Fuel Management Plan.

That Tasmania Fire Service reviews its position on fire ground management to determine whether a unified command model at the fire ground should be adopted.

That the State Emergency Management Committee examine whether there are any legal issues associated with continuing recovery operations where the overarching emergency management arrangements have ceased.

That Tasmania Fire Service critically reviews the operation of the Six Operational Priorities to determine whether they are appropriate and effective.

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 the role and expected duties of the State Controller be clearly defined in the Emergency Management Act 2006.

That Tasmania Fire Service establishes sufficient resources and expertise to research, develop, implement and review its policies and operations.

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 Tasmania Fire Service and its partner agencies establish a means of monitoring and reviewing the effectiveness of centralising the location of Incident Management Teams.

That evacuation centres and other centres have a standard operating procedure for communications.

That Tasmania Fire Service considers adopting a primary tactic of an aggressive first attack on fires.

That the Tasmanian Emergency Management Plan includes a comprehensive all hazards communications policy and plan.

TFS finalise and sign off the State Fire Protection Plan (SFPP). All the documents named in the SFPP should be finalised and available to relevant stakeholders to support the SFPP.

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.

All Tasmanian fire agencies seek to have the State Bushfire Policy finalised and signed-off at the required level of government.

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 develop MOUs with interstate fire agencies and land management authorities to formalise agency to agency resource sharing/mutual aid protocols that ensure the effective deployment of interstate resources for all roles from fire ground to state control, and management of those resources within pre-established criteria.

TFS review all areas in which the SFOC has a role and ensure that robust policy and protocols are finalised to ensure that corporate knowledge is widely accessible and is not held solely by individuals.

TFS develop written guidelines for the use of IMTs about the use of evacuation in a bushfire context, and triggers for decision-making.

TFS review the Inter-Agency Fire Management Protocol and the Terms of Reference (ToR) of the Multi-Agency Coordination Group (MAC), to ensure that the Inter-Agency Fire Management Protocol accurately reflects the role and functions of the State Fire Operations Centre (SFOC) and clearly establishes and communicates the role and functions of the MAC Group.

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 duplication of infrastructure be costed and taken into account when considering whether to proceed with the Whole of Government network.

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.

That TFS and Ambulance Tasmania work together to resolve problems around congestion, particularly during the fire season.

That Tasmania Police, Tasmania Fire Service (TFS), Ambulance Tasmania and State Emergency Services (SES) investigate ways of providing secure and confidential radio communications.

Develop a code of practice which is referenced by the F&ES Act for burning off including the option to issue seasonal permits for relevant purposes throughout the State.

Clarify that Section 128 of the F&ES Act is not compromised by any other legislation. 

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’. 

The requirement to consult with members of the unit and the SESVA before an SES Unit is dissolved should remain but the need for public meetings be removed from the regulations.

Review the format and necessity for Schedules 9 and 10 of the Regulations

The power of the Chief Officer to appoint officers from the staff of the SES as well as appoint volunteer officers of the SES be clarified. A command structure section (similar to Section 70) be incorporated into the Act and include the power to register, appoint, disqualify and terminate volunteer members.

In consultation with stakeholders including CFA, develop a Forest Industry Brigade standard for inclusion in the Fire and Emergency Services Regulations.

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

Should the State Bushfire Coordination Committee continue to exist under the F&ES Act, then Section 71 of the Act be amended to provide for the appointment of an independent presiding member of the committee.

That the F&ES Act be amended to enable fire safety inspections in and outside fire districts.

Amend Regulation 33 (6) and (8) to include respectively ‘notice given’ and ‘permit application’ using the online medium.

Amend the F&ES Act to reflect the SES expanded responsibilities as Hazard Leader for ‘Extreme Weather’ including their community education role.

Consider the amendment of Section 82 (2) to include the power to order the cessation of harvesting or any other actions (including the lighting of fires authorised under Section 81) that because of the weather conditions, may cause a fire, if ignited, to get out of control.

That South Australia’s Hazard Leader Plan for Rural Fire, prepared in accordance with the State Emergency Management Plan, replace the F&ES Act requirement for a separate State Bushfire Management Plan.
Divisions 7 and 7a of the Fire and Emergency Services Act 2005 be amended or deleted accordingly. Bushfire Management Areas be replaced by Zone Emergency Management Committee regions, which are already aligned to South Australian Government Regions.

Amend Sections 28, 61 and 110 to provide the Chief Officers greater flexibility over organisational structure.

That the proposed ‘Permit Information Management System’ (PIMS) be implemented as soon as possible and incorporated into the Call Receipt and Dispatch process. Following implementation, amend Regulation 33 (5) (d) and (10) (c) in line with the automated notification process.

Section 70 (5) be amended to preclude a person from being elected as a group officer, brigade captain or brigade lieutenant if he or she is an employee of the CFS.

Amend Section 143 to strengthen the capacity of the ESOs to recover outstanding debts (e.g. penalty for late payment provisions).

That the MFS, CFS and SES be incorporated into a departmental structure under the direction of a Chief Executive based on interstate developments over the past two decades, which establishes this arrangement as the benchmark for the governance of Emergency Services in Australia. The MFS, CFS and SES would operate as separate units under the ultimate direction of the CEO.

Greater attention needs to be given to the recruitment and retention of volunteers in alignment with the National Emergency Management Volunteer Action Plan.
Consideration should also be given to measures including:
- Increased administrative support for volunteers
- Targeted recruitment of people with office skills
- Legislative protection from dismissal

Consider whether Regulation 71 be amended to extend the range of offences for which expiation fees apply to include a breach of any permit condition imposed by an authorised officer.

Sections 42 and 97 be amended to provide greater flexibility in the engagement of contractors by Senior MFS and CFS Officers. Consideration be given to providing similar powers in Section 118 to enable the SES to engage contractors.

Should the State Bushfire Coordination Committee continue to exist under the F&ES Act amend Section 94 (4) (c) to refer to the ‘State Bushfire Coordination Committee’.

Section 142 be amended to include the SES

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.

Amend the F&ES Act to provide for the operation of interstate fire and emergency service workers in South Australia. The issue of liability may need to be considered.

Amend Regulation 41 to exempt the use of prescribed appliances when a Hot Work Permit compliant with AS1674.1 has been issued.

The F&ES Act be amended to clarify the meaning of ‘closure’ in Section 38 and that provisions relating to the extension and rescission of closure orders be reviewed.

That the State Government give high priority to liaising with interstate and Federal processes, and offer to take a lead, on changing the climatic and fire rating arrangements to ensure these match the conditions that can create dangerous bushfire conditions at short notice.

That the Government’s Workers Rehabilitation and Compensation (SAMFS Firefighters) Amendment Bill be amended to include Country Fire Service firefighters alongside Metropolitan Fire Service firefighters.

That the Government work with the volunteer community safety and emergency service providers to organise a comprehensive advertising campaign to promote the community and personal benefits of volunteering in the sector.

That the Government increase the budgets of all emergency services and community safety organisations, including: i. seeking Federal funding where appropriate (and assisting at no cost volunteer organisations with the grants application process); and ii. considering, with full public and cost benefit analysis, reviewing the effectiveness and efficiency of the Emergency Services Levy; and iii. consider including St John Ambulance Australia SA Ltd in the bodies to benefit from the Emergency services Levy if the funding of other Community Safety and Emergency services providers is improved in line with this recommendation.

That the Government consult broadly upon and review impediments to volunteering in the community and establish a taskforce to assist in removing barriers to volunteering, particularly with respect to: i harmonising the regime for reimbursement to community safety and emergency services volunteers for their out-of-pocket expenses; and ii reviewing the impact of work health and safety laws on the community safety and emergency service sector, particularly on the volunteer organisation.

That with regard to volunteer community safety and emergency service organisations that do not own land where their facilities exist: i. the Government audit all such land and consider gifting or providing at reduced or peppercorn rental Government-owned land to an organisation (and specifically the Select Committee recommends gifting the Adelaide Shores land to Surf Life Saving South Australia); and ii. the Government consider providing rebates to Councils that do not feel morally able to impose full commercial rent on community safety and emergency service volunteer occupied land.

That noting the precedents for legislated charters in the Carers Recognition Act 2005 and the Health and Community Services Complaints Act 2004, that the Government support the Fire and Emergency Services (Volunteer Charters) Amendment Bill introduced by the Member for Morphett in November 2012 to enshrine the Country Fire Service and the State Emergency Service at law.

That the Government cease drawing from South Australia Police or other Community safety and emergency service budgets to fund the Directorate and instead merge its work and functions with the pre-existing South Australia Fire and Emergency Services Commission for zero total State and other Community safety and emergency service budget impact.

That noting the precedents for legislated charters in the Carers Recognition Act 2005 and the Health and Community Services Complaints Act 2004, that the Government support the Fire and Emergency Services (Volunteer Charters) Amendment Bill introduced by the Member for Morphett in November 2012 to enshrine the Country Fire Service and the State Emergency Service at law.

That the Government resume funding for the helicopter surveillance service rather than by fixed-wing aircraft along Adelaide, South Coast and other high-risk coastlines during summer recreational periods for monitoring shark and other rescue situations, to bring the State back into line with interstate best practice.

That the Government cease drawing from South Australia Police or other Community safety and emergency service budgets to fund the Directorate and instead merge its work and functions with the pre-existing South Australia Fire and Emergency Services Commission for zero total State and other Community safety and emergency service budget impact.

That the Government adequately fund Community Safety and Emergency Services budgets so that fire-bombing aircraft are available on call for rapid deployment throughout Autumn and Spring at short notice to bomb fires at the earliest and safest possible opportunity.

That the Government increase the budgets of all emergency services and community safety organisations, including:
i. seeking Federal funding where appropriate (and assisting at no cost volunteer organisations with the grants application process); and
ii. considering, with full public and cost benefit analysis, reviewing the effectiveness and efficiency of the Emergency Services Levy; and
iii. consider including St John Ambulance Australia SA Ltd in the bodies to benefit from the Emergency services Levy if the funding of other Community Safety and Emergency services providers is improved in line with this recommendation.

That the Government work with the Local Government Association to resolve questions of liability by volunteers who work for Councils, as raised with the Select Committee.

That the Government work with the volunteer community safety and emergency service providers to organise a comprehensive advertising campaign to promote the community and personal benefits of volunteering in the sector.

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

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 the State Government recognises the legal status of rural fire brigades as per Crown Law advice and addressed by Recommendations from this Review.

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

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 each District office establish and maintain a register of suitably qualified Australasian Inter-service Incident Management System trained volunteers who are prepared to undertake the management of operations and provide these to the District Fire Management Group.

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.

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 Rural Fire Service Queensland in consultation with the Rural Fire Brigades Association Queensland will undertake a full review of the medical and health protocols to support the new Volunteer organisation.

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

That in recognition of their commitment to the community volunteers employed by the State Government should be released to assist as volunteers for up to five (5) days per year in appropriately identified emergency operations.

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

That the State Government contribution towards the purchase of operational vehicles is to be retained at 80 percent but that the District Inspector can recommend full Government subsidy of vehicles for Brigades experiencing financial hardship.

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

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 the First Officer or Brigade Officer retain the ability to seek assistance from any person whose services are available at the fire. Any person appointed to provide this assistance should be protected under relevant Workplace Health and Safety and Workcover legislation.

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

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

That the State Government contribution towards the construction of Brigade sheds be changed from $10,000 to a maximum of 25 percent, subject to the approval of the Deputy Chief Officer, Rural Fire Service Queensland.

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

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

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 corporate support, such as administration and finance, to volunteer services be shared to enable a closer working relationship between the services.

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

When a local Rural Fire Brigade requests an equipment and maintenance levy from a local government authority, that authority will either supply the brigade’s equipment and maintenance costs or raise the requested levy. The amount to be collected is to be agreed between the local Brigade and the local government authority.

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 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 Rural Fire Service Queensland undertake a risk management process for rural fire Brigade profiles across Queensland based on the principles in the Rural Fire Brigade Risk Management Guide, July 1999, and updated as necessary.

That RFSQ review local SAP function and delegation to enable effective and timely support for volunteers.

That the number of Bushfire Safety Officer positions be, over time, increased so that one BSO operates out of each District office.

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

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

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 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 the current Urban Fire Levy be changed to the Queensland Fire Levy.

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

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

That the focus of Rural Fire Service Queensland will be the protection of life, property and the environment from the threat and impact of wildfire.

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

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

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

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

That the new Department of Fire and Emergency Services develop a common doctrine to protect people from fire and emergencies.

That the Queensland Police Service bring this practice to the attention of the Privacy Commissioner and discuss a new service wide policy on the retention of data to ensure that their officers are not acting in breach of the law.

That a system should be designed so that the prisoner and the prisoner’s prescribed drugs are treated as one and therefore travel together through the system for whatever purpose.

That a budget based on the desired functional accountabilities should be appropriated to the Portfolio Business as part of the Government budget process.

That the ‘Functions of Chief Executive’ under the Disaster Management Act 2003 are amended to remove those functions that will become the role of the proposed Inspector General of Emergency Management.

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

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 the Queensland Police Service Disaster Management Unit work with emergency management staff in the new portfolio to produce the State disaster management plan.

That the Fire and Rescue Act 1990 be amended so that Commissioner’s position is not limited to a “person with professional experience in fire prevention and fire fighting”.

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

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

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 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 funding model for the Portfolio Business is not based on fee- for-service arrangements or notional contributions from the operational 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 Queensland Police Service and the Department of Community Safety develop intuitive, easily accessible systems that reduce the administrative burden on volunteers and their time. Greater exploitation of technology to deliver intuitive, simple and practical systems is required.

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

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

That the Queensland Police Service Disaster Management Unit be given responsibility for production of the State disaster management plan for the State Disaster Management Group’s approval.

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 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 Inspector General Emergency Management assess the effectiveness of plans and policy in relation to SES deployment and command and control.

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 proposed Chief Executive Officer Portfolio Business be responsible for developing a cost attribution model for portfolio agencies, including the Queensland Police Service, as a priority.

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

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

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

That the current employer and family recognition practices be reviewed with a view to meet the needs of volunteers, their families and their employers.

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

That the Disaster Management Act 2003 be amended to:
- specify the Commissioner of Police as Deputy Chair of the State Disaster Management Group
- identify that a Deputy Commissioner of Police would be the default choice for appointment as State Disaster Coordinator.

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 should the Westgate project proceed, that consideration must be given to opportunities to partner the investment with the private and public sectors. The business case should also consider alternative facilities such as Australian Defence Force sites.

That the current SES memoranda of agreement between the Department of Community Safety and local governments be revised to include a clear statement as to the command and control arrangements between State and respective local governments. These arrangements should also be reflected in the local disaster management plans.

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

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 the workplace health and safety reporting system be reviewed to facilitate ease of reporting.

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

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 presence of police in State Disaster Coordination Centre response teams is mandated and formalised through documented standard operating procedures.

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.

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.

That a new business case for Westgate project should be prepared by an independent party.

That the Queensland Police Service and SES develop clear operational protocols to ensure that SES assistance is not exploited.

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 volunteers should be engaged to assist in determining what constitutes ‘fit for task’ and how that should be implemented.

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 any changed arrangements to the operations of Queensland Corrective Service ensure anti-corruption, prisoner management, and accountability processes are defined and established.

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 training for volunteers be reviewed to determine which courses require national standardisation. Organisational training should then address the remaining training needs. The review should take into account the risk exposure to government agencies if changes are to be made.

That the Chief Executive Officer Portfolio Business consider ‘big data’ problems and solutions in line with the outcome of the efficiency review into the Queensland Police Service and ensure alignment with whole of government solutions.

That as part of reviewing its legislation, Queensland Corrective Service should ensure that amendments be made to ensure a stronger onus is placed upon a more efficient process to receive prisoners with a view to reducing the time spent in police watch houses.

That the Office of Portfolio Business follows the same budget processes as other agencies.

That the Department of Fire and Emergency Services be created through the renaming and amendment to the existing Fire and Rescue Service Act 1990 including:
- The creation of a new, ‘Fire and Emergency Services Act’ 2013.
- Transfer those sections of the Disaster Management Act 2003 pertinent to State Emergency Service and Emergency Service Units into the Fire and Emergency Services Act’ 2013.
- Removal of the specific requirement for the QFRS Commissioner to be an experienced ‘fire officer’.

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

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

Ensure effective flood gauging arrangements in the Hawkesbury-Nepean Valley

Optimise the configuration of a raised Warragamba Dam for flood mitigation of the full range of flood events and water supply, with due consideration of upstream impacts.

Determine the appropriateness and the steps required to allow the reduction of full supply level by up to five metres and/or the implementation of alternative gate operation at Warragamba Dam for the mitigation of minor to moderate flood events in the short-term.

That section 74 of the Rural Fires Act 1997 be amended to require public authorities to report to the Commissioner of the NSW Rural Fire Service within one month of the end of the financial year on activities undertaken to reduce bush fire hazards on managed land during the preceding financial year.

That Bush Fire Management Committees be required to take into account fuel age and fire frequency thresholds when developing Bush Fire Risk Management Plans

That the definition of “bush fire hazard reduction work” in the Dictionary of the Rural Fires Act 1997 be amended to include the establishment or maintenance of fire trails.

The Panel notes and endorses the NSW bush fire management system based on a multi-agency, tenure blind approach using locally focused Bush Fire Management Committees, Bush Fire Management Plans and the Bush Fire Environmental Assessment Code as best practice.

That the Rural Fires Act 1997 be amended to allow the Commissioner of the NSW Rural Fire Service to carry out hazard reduction on land without the consent of the owner after reasonable attempts to contact the landowner have failed, without serving a notice under section 66 of the Rural Fires Act.

That the NSW Rural Fire Service hold discussions with the Commonwealth Department of Sustainability, Environment, Water, Population and Communities about hazard reduction and roadside vegetation, including potential changes to the NSW Bush Fire Environmental Assessment Code.

That the NSW Rural Fire Service apply for funding from the NSW Treasury for the development of a multi-agency business case for a BRIMS replacement that includes internal management, risk communication, community engagement capability and publishing activities on websites.

That section 56 of the Rural Fires Act 1997 be amended to give the Commissioner of the NSW Rural Fire Service the power to direct a Bush Fire Management Committee to amend its Bush Fire Risk Management Plan if it is inadequate, in the opinion of the Commissioner.

That section 100I of the Rural Fires Act 1997 be amended to allow hazard reduction certificates to be issued for annual low impact works for a period of three years, where appropriate.

That the NSW Rural Fire Service and the NSW Treasury explore ways to ensure that unspent hazard reduction funds be carried over to the next financial year in a timely manner and to ensure that hazard reduction funding has a seamless transition from one financial year to the next.

That section 9(4)(b) of the Rural Fires Act 1997, which sets out the functions of the NSW Rural Fire Service, be amended to include protecting infrastructure, environmental, economic, cultural, agricultural and social assets from damage.

That section 74 of the Rural Fires Act 1997 be amended to require public authorities to report monthly to the Commissioner of the NSW Rural Fire Service on activities undertaken to reduce bush fire hazards on managed land during the preceding month and the reasons why any planned activities did not take place.

That the NSW Rural Fire Service investigate use of appropriate modelling, such as PHOENIX RapidFire and the Bayesian Network analysis, to quantify the level of bush fire risk to critical values and assets.

That section 3(c) of the Rural Fires Act 1997, which sets out the objects of the Act, be extended to include protecting infrastructure, environmental, economic, cultural, agricultural and social assets from damage.

The committee recommends that the government develop a process by which the ATSB can request access to supplementary funding via the minister.

The committee recommends that, where relevant, the ATSB include thorough human factors analysis and discussion in future investigation reports. Where human factors are not considered relevant, the ATSB should include a statement explaining why.

The committee recommends that the Aeronautical Information Package (AIP) En Route Supplement Australia (ERSA) is updated to reflect the need for caution with regard to Norfolk Island forecasts where the actual conditions can change rapidly and vary from forecasts.

The committee recommends that the ATSB move away from its current approach of forecasting the probability of future events and focus on the analysis of factors which allowed the accident under investigation to occur. This would enable the industry to identify, assess and implement lessons relevant to their own operations.

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 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 Airservices Australia discuss the safety case for providing a hazard alert service with Fijian and New Zealand ATC (and any other relevant jurisdictions) and encourage them to adopt this practice.

The committee recommends that the minister, in issuing a new Statement of Expectations to the ATSB, valid from 1 July 2013, make it clear that safety in aviation operations involving passengers (fare paying or those with no control over the flight they are on, e.g. air ambulance) is to be accorded equal priority irrespective of flight classification.

The committee recommends that the Transport Safety Investigation Act 2003 be amended to require that the Chief Commissioner of the ATSB be able to demonstrate extensive aviation safety expertise and experience as a prerequisite for the selection process.

The committee recommends that the ATSB-CASA Memorandum of Understanding be re-drafted to remove any ambiguity in relation to information that should be shared between the agencies in relation to aviation accident investigations, to require CASA to:
• advise the ATSB of the initiation of any action, audit or review as a result of an accident which the ATSB is investigating.
• provide the ATSB with the relevant review report as soon as it is available.

The committee recommends that the government consider setting a time limit for agencies to implement or reject recommendations, beyond which ministerial oversight is required where the agencies concerned must report to the minister why the recommendation has not been implemented or that, with ministerial approval, it has been formally rejected.

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.

The committee recommends that CASA, in consultation with an Emergency Medical Services industry representative group (eg. Royal Flying Doctor Service, air ambulance operators, rotary wing rescue providers) consider the merit, form and standards of a new category of operations for Emergency Medical Services. The minister should require CASA to approve the industry plan unless there is a clear safety case not to. Scope for industry to assist as part of an audit team should also be investigated where standardisation is an issue. This should be completed within 12 months and the outcome reported publicly.

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 where the consideration and implementation of an ATSB recommendation may be protracted, the requirement for regular updates (for example 6 monthly) should be included in the TSI Act.

The committee recommends that the ATSB be required to document investigative avenues that were explored and then discarded, providing detailed explanations as to why.

The Australian National Audit Office recommends that the Department of Regional Australia, Local Government, Arts and Sport improve the arrangements for conducting value for money reviews of Victorian reconstruction projects by pursuing amendments to the operating protocol with Victoria to require that, at regular intervals, the Taskforce is provided with information on all reconstruction projects being delivered within the scope of the National Partnership Agreement.

In order to further build on the value for money review work being undertaken by the National Disaster Recovery Taskforce (on behalf of the Australian Government Reconstruction Inspectorate), the Australian National Audit Office (ANAO)  recommends that the Taskforce:
(a) apply greater scrutiny to project cost data, particularly in circumstances where the data provided for review includes lump sums; and
(b) develop the capacity to independently benchmark actual cost data for Queensland reconstruction projects.

In order to maximise the envisaged benefits from the Inspectorate’s program of value for money reviews, the Australian National Audit Office (ANAO)  recommends that the National Disaster Recovery Taskforce improve the application of the sampling approach to make it more representative of the
population of projects within the Inspectorate’s remit.

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 Australian Department of Health and Ageing work with the states and territories to provide a uniform notifiable diseases list across Australia, with consistent reporting requirements across each state and territory and consistent public health information on infectious diseases disseminated to the public. This work should be a priority of Australian Health Ministers’ Advisory Council (AHMAC).

The relevant government agencies that have a significant role in managing the biosecurity threat develop a coordinated approach which addresses the health threats to Australians and recognises the impact on the economy.

The Australian National Audit Office (ANAO) recommends that the Department of Regional Australia, Local Government, Arts and Sport, in preparation for the forthcoming reviews of the National Partnership Agreements, identify the most effective means of obtaining the project level information on the respective reconstruction programs required by the Agreements to be reported on and, if appropriate, seek amendments to the Agreements.

The committee recommends that the Australian Government direct an appropriate portion of the proceeds derived from the auction of spectrum to fund the allocation of 20 MHz of spectrum in the 700 MHz band for the purposes of a national public safety mobile broadband network.

The committee recommends that the Attorney-General's Department facilitate a public consultation process on a regulatory framework for overflow arrangements between public safety agencies and commercial carriers.

The committee recommends that Commonwealth, state and territory governments ensure that all facilities caring for vulnerable groups, in particular hospitals, schools, childcare and aged care facilities, have emergency management plans, relevant to their geographic settings, in place and regularly revised.

The committee recommends that disincentives to insurance, such as taxes and levies applied by the states and territories, should be removed as part of a national reform process.

The Emergency Services Agency should develop a strategy for monitoring the development and implementation of all Government land managers’ operational plans.

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.

The Emergency Services Agency should specify preparation and approval requirements for bushfire operational plans, particularly those for lands in the Bushfire Abatement Zone.

The Emergency Services Agency should improve its management of the Community Fire Unit Program by:
a) developing governance and administrative documentation for the planning, management, administration and evaluation of the Program;
b) reviewing and consolidating standard operating procedures and operational guidance for participants in the Program; and
c) maintaining accurate records of activities, including training undertaken by Program participants and the issuing of stores and equipment to program participants.

The Emergency Services Agency should review the operations of the Strategic Bushfire Management Plan Implementation Working Group to determine if it is the most appropriate mechanism for ‘monitoring the scope and effectiveness’ of the Strategic Bushfire Management Plan. If it is retained, ways to improve its effectiveness should be identified and implemented.

The Territory and Municipal Services Directorate should annually (and on a cumulative basis) track and report on funds allocated for, and spent on, its Bushfire Operations Plan to the Minister for Police and Emergency Services.

The Justice and Community Safety Directorate, in managing future amendments to the Emergencies Act 2004, should propose amendments which require the Emergency Services Agency to maintain information on privately-owned assets of public interest that are vulnerable to bushfire without the need to include this information in the Strategic Bushfire Management Plan.

The Territory and Municipal Services Directorate should enhance internal monitoring of its implementation of bushfire management activities and spending under the Bushfire Operations Plan by routinely reconciling figures in this plan with those in the Directorate’s corporate financial system.

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 should comply with the Emergencies Act 2004 requirements for the Strategic Bushfire Management Plan by including in this Plan an explicit statement of all resources needed to meet the objectives of the Plan.

The Emergency Services Agency should continue to work with National Land managers and develop a National Land bushfire management framework to address bushfire risks on National Land.

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.

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

I recommend that arrangements be put in place which would remove the requirements for Masters of Volunteer Marine Rescue vessels to hold a commercial certificate of competency. Operators could then be qualified through the FESA Volunteer Marine Rescue Training pathway as skippers and crew. This would increase the number of available skippers in the event of a search and rescue incident and would make appropriate training easier to arrange. 

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. 

Procedures to relocate IMTs need to be established in doctrine and exercised to ensure continuity of control.

At Level 3, the available fire management expertise should be applied overwhelmingly to the fire management aspects of emergency management, possibly in incident control, and certainly in situations planning and operations roles.

Section 13 arrangements need to be clarified across key agencies.

In multi-agency responses the culture, training and equipment characteristics of each of the agencies should be considered in their employment.

For incidents of this complexity, effective control in the critical phase (first 24-36 hours of the fire) requires an appropriately resourced IMT.

Opportunities be sought to utilise local government representatives in other areas of the IMT particularly in public information or other community related functions.

DEC’s fire management expertise should be augmented by multi-agency IMTs that incorporate the expertise of other agencies and in fast developing situations the appropriate decisions will need to be made early.

IMTs need to establish early and effective liaison with Local Governments.

Clear direction to divisional and sector commanders and a common communications platform enables maximum return to be gained from the application of tactical resources and this rests on good incident action planning, and good command and control.

Communications planning for geographic regions with recognised black spots and specific communications challenges should be prepared in advance of an emergency in order to support the IMT Communications Planning Officer

Predetermined locations for Level 3 IMTs should be reviewed and adequately resourced with necessary communications and IT capacity.

Reporting and control should be through the incident chain of command and not through agency chains of command

Incident Controllers should be supported by a planning function that combines experienced weather forecasters, fire behaviour experts and local knowledge.

Strategic direction seeks to identify and resource those areas of tactical action that offer the greatest advantage.

As presently implemented, the AIIMS planning role is under-developed and provides insufficient support to the Incident Controller.

The role of district and local emergency management committees should be reviewed to ensure they are appropriately engaged in the active management of emergencies across the PPR R continuum

An intensive exercise/training program should be developed and maintained across agencies to identify and establish a pool of current Incident Controllers who are capable of managing a Level 3 incident.

Contingency planning is a critical function in the early stages of an escalating incident, and should provide the foundation of an IAP.

Contingency planning before the fire may have supported the IMT in recognising and seizing strategic opportunities earlier.

Greater investment in training on specific functions within the AIIMS structure will improve the support provided to the Incident Controller.

Legislative change may be needed to enable FES A to better manage fire- fighting resources across the state.

Within the AIIMS IMT doctrine the roles of the Incident Controller and Deputy Incident Controllers should be defined and well-practiced.

The expected scenario, with a view to the worst-case scenario should provide the basis for an IAP.

To be effective, multi-agency IMTs will need to be exercised regularly and supported by sound and comprehensive doctrine.

Logistics and resource officers in IMTs need to collaborate and establish full awareness and control over the available resources.

A system of vehicle tracking should be fitted to all fire appliances and linked to the common operating picture. Good communications planning is essential for good command and control.

The state should identify the number of fully trained, experienced and accredited Level 3 Incident Controllers required to be available at any time and establish a process for identification of suitable personnel, ongoing training and accreditation.

Critical operational procedures such as ‘Red Flag Warnings’, on a common fireground need to be consistent across DFES, DEC and Local Government. In particular, the operational procedure of Red Flag Warnings needs to be adopted by all WA fire agencies.

WA adopts a culture of joint IMTs in future. At Regional and State levels, DFES and DEC maintain standing contributions.

Future coordination/support/control of integrated emergency management across all agencies in Albany needs to be merged and located in a single joint facility. This issue needs to be reviewed statewide.

DFES and Local Government Bushfire Brigades ensure that only those with the required AIIMS competence have the authority to manage Level 1 incidents, noting they may not be Fire Control Officers.

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.

WA fire agencies adopt a common set of standing orders, operational procedures, training and competencies for rural firefighting that are produced in hard copy, leading to integrated multi-agency training, IMTs, Regional and State coordination/control centres.

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 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 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 Western Australian Government amend current State occupational health and safety legislation so that it includes a definition for ‘health’ that includes psychological health.

The Premier amend Clause 35 of the Public Sector Award 1992 so that State Government employees who volunteer to assist the Australian Red Cross during a disaster are not required to take personal or annual leave.

The Chief Executive Officer of the Fire and Emergency Services Authority request the Australasian Fire and Emergency Services Authorities Council to include a new module in the Australasian Inter-service Incident Management System to guide the provision of welfare services for emergency service workers during a disaster.

The Minister for Health immediately establish the road trauma counselling service to be funded by the Road Trauma Trust Account.

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 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 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.

The Attorney General and the Ministers for Health and Mental Health fund their departments to establish a peer support program by the end of 2013 for their staff undertaking stressful tasks during a disaster or critical incident.

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 Ministers for Emergency Services, Environment and Police ensure that their departments develop as a high priority a computer system for tracking their staff and the number of traumatic events they have attended over a particular period.

The Ministers for Environment, Police, Child Protection and Emergency Services fund additional chaplaincy services, particularly for staff and volunteers based in rural and regional Western Australia.

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.

Departmental chief executives of the Western Australia Police, Department of Environment and Conservation and the Fire and Emergency Services Authority should be made personally responsible for the psychological health (as a result of critical incident trauma) of their staff and volunteers. This obligation should be reflected in their performance agreements.

The Ministers for Emergency Services, Environment and Police provide additional funds in the 2013-14 Budget so that the State’s emergency response agencies can implement a Psychological First Aid approach to preparing staff to deal with critical incidents and disasters, as is used in other Australian jurisdictions.

The Department of Sustainability and Environment will develop clear policy for the coordinated management of rural drainage, clarifying the legal framework, and identifying authorities with responsibility for the management and ongoing maintenance of formal schemes, and their development:
• where appropriate, an expedited approvals process for works be applied in line with recommendation 5.4; and
• a central component of policy will be the principle of beneficiary pays.

The Department of Sustainability and Environment will develop a code of practice on the removal of vegetation around critical public assets, in consultation with councils, CMAs and asset managers. Regional Flood Strategies will support this code of practice as part of shared flood risk management planning.

The state government should provide core, ongoing funding to the responsible authority for the FloodSafe community education program. Funding should be provided for education about prevention, response and recovery phases and include information on rates notices about the height of particular floods.

The Department of Sustainability and Environment should develop guidelines for streamlining the permitting system for works on waterways for incorporation in the revised Victoria Flood Management Strategy. An exemption process will be introduced, with particular application to identified reaches of rivers and streams that require ongoing vegetation management and maintenance:
• that government will amend the Victorian Planning Provisions to create a new exemption for native vegetation removal under clause 52.17, for the purpose of ‘flood protection’; and
• Catchment management authorities will amend their respective ‘Works on Waterways’ bylaws to reflect these changes.

The state government review the current funding approach used for the operation, maintenance and upgrade of river gauges, with a view to improving the river gauge network.

The revised Victoria Flood Management Strategy should clearly articulate the policy guidelines for the management of vegetation and debris in Victorian waterways, for the purposes of flood protection and mitigation, taking into account the localised potential flooding effects of in‐stream vegetation in townships.
To that end:
• the Victoria Flood Management Strategy will provide flood risk criteria for identifying specific reaches of rivers and streams that require ongoing vegetation management and maintenance, and to be subject to a revised permitting system;
• in their Regional Flood Strategies, CMAs will identify specific reaches of rivers and streams in their catchments, that require ongoing vegetation management and maintenance, and to be subject to a revised permitting system;
• each CMA will develop an In‐stream Management Policy to clarify responsibilities for the management of all waterways, including vegetation management. This will clearly articulate the circumstances under which the CMA will approve the removal of vegetation. This policy to be reviewed every three years; and
• where appropriate CMAs will develop agreements with local regional councils.

That statements of obligations, issued under the Water Industry Act 1994 for water authorities, be amended to include a provision whereby managing authorities must:
• make available to the public information designed to inform and educate local communities, particularly those communities living downstream of water storages ‐ this information will relate to dam operations, the rules governing those operations, and the capacity, or lack thereof, of storage infrastructure to provide protection in the event of major flooding; and
• ensure this information forms part of an ongoing program of interaction with local communities, to be conducted at a minimum of every two years, and providing community members with the opportunity to raise questions, discuss issues, and be informed on current dam operations.

The Department of Sustainability and Environment will develop guidelines for the management of levees in emergencies, during and after a flood event, which can be incorporated into local flood response plans. The department will also provide, as part of these guidelines, a set of criteria for assessing the ongoing viability of ad hoc levees post‐flood. The Emergency Management Act 1986 will be amended to support the implementation of these guidelines. A more effective means for councils to remove illegal levees will also be examined by the Department of Sustainability and Environment.

The state government give consideration to enacting legislation to provide protection from legal liability for public authorities conducting works on priority levees in good faith, acting reasonably and responsibly in the public interest, and in accordance with standards agreed to under approved schemes. Public authorities should not be excluded from liability if they have acted negligently.

The funding model for works on levees and their ongoing maintenance be revised, to be primarily based on the beneficiary pays principle. The state government should give consideration to wholly funding, or contributing to, the initial upgrade of high priority levees to an agreed standard. The construction of any new public levees will be the subject of a cost‐benefit analysis to be undertaken by DSE and the public authority, and be supported by a floodplain management study. Levees deemed low priority will be wholly the responsibility of the beneficiaries.

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

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

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

Fire services can improve outcomes by developing a checklist for use by incident controllers

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

Regulators can help to achieve improved outcomes by acknowledging that changes to legislation and the BPEM guidelines may be required to help address the identified issues

Fire services can improve outcomes by implementing standard procedures that ensure the welfare and safety of crews and the public are not compromised

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 develop and implement a new formula for the distribution of its recurrent SES subsidy, which takes into account relevant factors including the size of a local SES contingent and the population, area and natural hazard risk profile of the local government area concerned.

CS Energy should review its emergency action plan and business procedures to ensure they are wholly consistent and give appropriate consideration to flooding as a possible emergency event.

The Queensland Government should amend the Environmental Protection Act 1994 so as to permit an emergency direction to be given orally where it is not practicable to provide the direction in writing, with provision for its subsequent confirmation in writing

Emergency Management Queensland should ensure its staff, SES members and disaster managers are familiar with the directives it develops in relation to these matters.

The assessment of flood mitigation manuals should be completed by a person with appropriate expertise who has had no involvement in its development, at any stage, and who can be seen to be independent of all individuals who were so involved.

The Queensland Government should consider amending the Environmental Protection Act 1994 to provide a definition of the term ‘emergency’ for the purposes of section 468 of that Act.

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.

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 Queensland Government should amend the Water Supply (Safety and Reliability) Act 2008 to designate the Minister as the person who must approve a flood mitigation manual.

The Queensland Government should consider amending the Environmental Protection Act 1994 so that it allows for the relaxation of environmental authority conditions, by transitional environmental program or otherwise, as to discharge of water: • pre-emptively, in advance of rainfall or flooding events, or • for all mines in a catchment that is flooding.

The Queensland Government should legislate to oblige each owner of a referable dam to have an emergency action plan approved by the appropriate Queensland Government agency. Such plans should be reviewed periodically

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

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.

The Queensland Government should legislate to clarify the purposes for which a transitional environmental program can be granted. In particular, if the government considers the transitional environmental program the appropriate regulatory mechanism to deal with the discharge of water from mines during flood, section 330 of the Environmental Protection Act 1994 should be clarified to make it clear that it extends to that use.

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 pursue the execution of the ‘Local Arrangements’ with councils where a Memorandum of Agreement is in place. The contents of the arrangements should be reviewed and updated regularly

CS Energy should amend its business procedure to remove any ambiguity as to the establishment of communications with Seqwater and to acknowledge the formal communications protocol regarding releases.