The Inspector-General of Emergency Management recommends Queensland Fire and Emergency Services review and implement State Emergency Service (SES) protocol by 1 November 2023 outlining procedures to be undertaken to ensure persons uplifted from places of immediate danger or risk are transferred to a place of safety.

The Inspector-General of Emergency Management recommends Queensland Fire and Emergency Services develop and publish an operationally based quick reference guide that complements the training offered (as per Recommendation 5) by 1 November 2022. The guide will identify key and critical aspects of the Emergency Alert system in relation to the development, composition, request for and authorising of Emergency Alerts and will include a template and an example of ‘good’ messaging using concise, minimal language and Clear Explicit Translatable Language (CETL).  

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

The Inspector-General of Emergency Management recommends Queensland Fire and Emergency Services review the tasking protocols used to manage State Emergency Service (SES) tasks undertaken in the response phase of a disaster to enable more complete recording of details for all ‘jobs of opportunity’ (including the personal details of those assisted and/or rescued) to enable better coordination of tasks and reflect outcomes of activities by 1 November 2023.

The Inspector-General Emergency Management recommends the Department of Environment and Science ensure that all Queensland Parks and Wildlife Service regions develop a Disaster Management Operations Plan based on a standardised format. The plans should include provision for annual review to ensure they remain contemporary, interoperable with relevant disaster management plans and aligned to the Department of Environment and Science Emergency Management Plan.

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

The Inspector-General Emergency Management recommends Queensland Fire and Emergency Services consider expanding specialist Remote Area Firefighting Team capability to assist in responding to significant bushfire events which occur in rugged or inaccessible terrain.

The Inspector-General Emergency Management recommends Queensland Fire and Emergency Services and the Department of Environment and Science review the current description of Level 1, 2, and 3 bushfire incidents and the implied meaning of property in the Queensland Bushfire Plan. This review should identify and agree on clear criteria and decision points for the transfer of control and develop a standard process and templates.

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

The Inspector-General Emergency Management recommends the Department of Environment and Science review its suite of operational doctrine to ensure arrangements for situational reporting and requests for assistance are aligned to recognised multi-agency practices used in disaster management.

The Inspector-General Emergency Management recommends a collaborative review of firelines, tracks and trails on K’gari be undertaken by the Department of Environment and Science, in collaboration with the Locality Specific Area Fire Management Group and the Butchulla people, to ensure an adequate network is agreed by relevant stakeholders, and roles and responsibilities for maintenance are agreed and documented.

The Inspector-General Emergency Management recommends the arrangements and requirements for situational reporting when an incident is under the control of the Department of Environment and Science be detailed in the Queensland Bushfire Plan. These arrangements should also be outlined in relevant joint entity agreements and operational doctrine.

The Inspector-General Emergency Management recommends the Department of Environment and Science develop and implement a Wildfire Response Plan for Queensland Parks and Wildlife Service Coastal and Islands Region, to be included in the region’s Disaster Management Operations Plan.

There remains a need to maximise the effect of all offers of assistance to recovering communities. This recommendation presents an opportunity to resolve any outstanding aspects of Recommendation 4 and Actions in Response from the Cyclone Debbie Review Action Plan:
The Queensland Offers of Assistance Policy, particularly for corporate donations, should be updated and exercised prior to the next season.

The basic capacity needs of each functional recovery group and how this can be scaled up should be identified. Plans for functional recovery groups should reflect this in clear statements for every level of the system, for all relevant entities about their required function, role and responsibilities during recovery.

Recovery plans at all levels should include transition arrangements. They should be implemented during recovery. The arrangements should:
a. allow for the fluid and overlapping nature of phases of disaster management.
b. show the process to identify conditions for the transition from response and relief activities to recovery, and from recovery to business as usual. Operational plans should set out the conditions.
c. contain protocols for a formal and documented handover of responsibilities and issues.
d. set out how transitions will be clearly communicated to all stakeholders.

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.

State Government agencies with key roles and responsibilities around disaster recovery provide increased support in the development of recovery at the local level (pre-event). 

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

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

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.

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

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.

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.  

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.

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.

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.

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

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

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 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.

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

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

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

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

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 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 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.

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 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.

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

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

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

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

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

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

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

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

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

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

That the 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.

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

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

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

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

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 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 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.

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.

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.

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

that the for Minister for Police, Corrective Services and Emergency Services ensure that the formula for distribution of funding as recommended above allows rural fire brigades to control any donation or sponsorship funding raised by individual brigades.

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

that the for Minister for Police, Corrective Services and Emergency Services undertake a thorough review, including consultation with rural fire brigades, regarding the proposed formula for distribution of funding.

that QFRS cover the cost of annual vehicle inspection certificates for rural fire brigade registered vehicles.

that the for Minister for Police, Corrective Services and Emergency Services implement system of fire levies for landholders situated in urban, iZone and village brigade areas.

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

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

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

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

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

That the Queensland Reconstruction Authority develop and implement policies and procedures to ensure the adequate management and security of public records in accordance with the Public Records Act 2009.

That the Queensland Reconstruction Authority review and approve the draft organisational policies and procedures, in the areas of human resources, finance, communications and information technology.

The State Disaster Management Group focus on Disaster Management strategy and policy with sub-committees or appropriate levels in the Disaster Management system assigned detailed disaster planning or risk management assessment roles. ƒ New group members be provided with an induction briefing about the State's Disaster Management arrangements by the Executive Officer prior to attending their first meeting.

The Department of Community Safety (through EMQ) be assigned in the Act with the responsibility to develop, maintain, monitor and continuously improve the State's Disaster Management arrangements and systems. ƒ The Executive Director, EMQ, be a member of SDMG with the Director-General, Department of Community Safety. ƒ The position of Executive Officer, SDMG, be assigned appropriate support roles to SDMG. ƒ An officer other than the Executive Director, EMQ, or the State Controller of a disaster event, perform the role of Executive Officer to the SDMG. ƒ A dedicated Assistant Commissioner of Police be assigned the role of control, coordination and overall responsibility for Queensland's response to disaster events other than those subject to National Plans and Agreements.

The suggested summary of legislative changes guide the legislative response to the report incorporating consultation with key stakeholders at State, District and Local levels.

The Chairperson of SDMG (where leadership is not already defined in relevant National Plans) nominate a senior officer to assume overall responsibility for control and coordination of each disaster event to ensure a decisive and effective response. ƒ At Local level the Act provide for the CEO in consultation with the LDMC to appoint a public official/s with required training and competence as Local Controller.

Executive Officers to DDCs be serving Police Officers. ƒ Regional and Area officers of EMQ be members of Local and District Disaster Management Groups to enable them to fulfil their Statewide support and governance roles.

Current procedures to activate disaster recovery funding arrangements be retained and processes be reinforced.

EMQ resources be directed to continually improving, monitoring and regularly evaluating the State's Disaster Management system with a priority focus on providing support to Local Government levels including interlinking exercises involving District and State arrangements.

The State Disaster Management Plan incorporate linkages with all Lead Agencies and officers in control of National Plan or Agreement response. All of these Plans and Agreements should have a formal requirement to ensure officers in charge work within the State's Disaster Management framework to deliver Disaster Management responses.

The SDMG lead an initiative to deal at all levels with offers of assistance and donations from the general public in the event of disasters.

The Act be amended (Sections 45, 46, 47) to enable verbal directions in times of disaster responses from a State Controller to DDC to Local Controller, which must be committed to writing promptly to formalise the record.

The State Disaster Management Act be strengthened by a description of the phases of Disaster Management with emphasis on the key elements within each phase including the recovery phase; ƒ Lead Agencies and nominated leaders in each area of Queensland for each of the four key elements of recovery be identified and provided with the appropriate training and familiarisation of their role to ensure the adequacy of planning at District and Local level throughout Queensland;ƒ Lead Agencies be responsible for maintaining strong relationships with counterparts at the Federal Government level to ensure necessary Federal support for State and Local recovery initiatives after disaster events; ƒ Response arrangements remain in place until the State Controller is satisfied that recovery leadership arrangements are in place at Local, District and State levels; Recovery leadership and support from State level remain in place until local recovery is substantially completed.

The Act be amended to make it clear that Disaster Controllers/Coordinators at all levels are to be authorised public officials with the necessary training and authority to properly discharge the role and provide an effective direct line of support, coordination and control of disaster events. ƒ The Act and State Plan provide guidance about appropriate role and functions of elected representatives during all disaster event phases. ƒ The Major Incidents Group and State Security Committee be merged to become the State Disaster and Security Council with role as suggested in this report.

The basic tenet of a local community response as the foundation of Queensland's Disaster Management framework, with a clear description of the relationships between the levels and description of the phases of Disaster Management, needs to be more strongly emphasised in the "objects" of the legislation and "how objects are to be achieved".

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

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

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

QFRS establish a structured risk management process for rural fire management, which involves regional and area offices, to enhance decision making processes and ensure opportunities are maximised and losses are minimised. This process should be linked to forward planning and incorporate existing processes such as:
▪ brigade hazard identification and reduction plans (brigade fire management plans).
▪ brigade one year operational and three year management plans.
▪ local action plans for iZone brigades (high risk areas).

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

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

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

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

QFRS establish a suitable process to reliably capture that information.

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

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

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

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

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

QFRS implement a system to monitor the condition and safety of brigade buildings and equipment. 

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

I recommend that CASA consider creating firm guidelines that require consideration of workload, lines of authority, potential conflicts of interest and any other factors that impact upon the ability of “key personnel” to discharge their responsibilities within an aviation organisation when its officers are approving appointments to those positions. 

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

It is recommended that public sector entities establish frameworks which will provide for more effective governance over business continuity management.

To ensure an effective and co-ordinated approach to communication throughout the Queensland disaster management system, it is recommended that —
• the State Disaster Management Group supported by the Department of Emergency Services review the currency of the Communications and Information Protocols for Disasters and Major Incidents and communicate the protocols to all relevant stakeholders;
• a suitable Memorandum of Understanding/Partnering Agreement for district disaster co-ordination be developed between the Department of Emergency Services and the Queensland Police Service which clearly outlines their respective roles and responsibilities; and
• the Department of Emergency Services finalise its review of protocols which outline the respective roles and responsibilities of the State and local governments.

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