The Civil Aviation Safety Authority provides full disclosure of audit findings at audit exit briefings in accordance with international best practice.

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

The Civil Aviation Safety Authority changes the current two-tier regulatory framework (act and regulations) to a three-tier structure (act, regulations and standards), with:

The Civil Aviation Safety Authority shares the risk assessment outputs of Sky Sentinel, its computerised risk assessment system, with the applicable authorisation holder.

The Civil Aviation Safety Authority assures consistency of audits across all regions, and delivers audit reports within an agreed timeframe.

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

The Civil Aviation Safety Authority 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 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 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 

The Australian Government develops the State Safety Program into a strategic plan for Australia’s aviation safety system, under the leadership of the Aviation Policy Group, and uses it as the foundation for rationalising and improving coordination mechanisms.

The Civil Aviation Safety Authority implements a system of using third-party commercial audits as a supplementary tool to its surveillance system.

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:

The Regional Director-Defence Support-Northern NSW, make contact with Deputy Commissioner ~~~~~ Director of Operational Services Rural Fire Service, to arrange a headquarters driven bipartite review of the events of 16 October 2013 with a review to mitigation of future fire events generally, and

The Marrangaroo Training Area Regional Environmental Officer confer with the local Rural Fire Service at least annually and determine a hazard reduction regime capable of implementation.

All documents be reviewed to remove ambiguity and perceived inconsistencies.

A Stryker unit, or an upgraded firefighting unit, be present at the range sentry point, remain manned and ready to deploy during range activites, with its driver in direct radio contact with the Range Safety Officer.

Firefighitng capability at Marrangaroo Training Area be upgraded so that Australian Defence Force members are not placed in situations of unacceptable risk.

Defence should not procure any firefighting vehicle for Marrangaroo Training Area without first consulting relevant personnel within the Rural Fire Service on an appropriate type of vehicle, and obtaining training for the personnel proposed to use it.

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 w

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. 

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. 

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 ha

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

Defence engage with both the Bureau of Meteorology and the Rural Fire Service to determine a more suitable index system.

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

Defence Security Authority conduct an investigation into the whereabouts of items of anaccounted explosive ordnance issued to Defence Explosive Ordnance Training School Exercise Marrangaroo.

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. 

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. 

Defence undertake a review of its ability to respond to a fire within Marrangaroo Training Area, whether bushfire or structural. The underlying assumption should be that the only response available to fight a fire within Marrangaroo Training Area will be provided by Defence.

Range Control Officer Marrangaroo Training Area liase with the local Rural Fire Service units to develop a map indicating the areas of the range likely to contain unexploded ordnance. 

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 Explosiv

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.

The Australian Government should schedule an independent and public review of the progress of reforms to natural disaster funding arrangements five years after implementation has commenced. This review should examine the operation and efficacy of the arrangements, including the:

The Australian Government should:
• legislate the current eligibility criteria for the Australian Government Disaster Recovery Payment (AGDRP) and remove Ministerial discretion

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

State and territory governments should be required to report on the following accountability requirements:
• published risk assessments in accordance with the National Emergency Risk Assessment Guidelines

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 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

State and territory governments should prioritise and accelerate implementation of the Enhancing Disaster Resilience in the Built Environment Roadmap, including reviewing the regulatory components of vendor disclosure statements.

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 (eligibl

State and territory governments should:
• clearly articulate the statewide natural hazard risk appetite in land use planning policy frameworks by identifying the risks posed by natural hazards and specifying appropriate planning controls for each given level of risk

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.

State governments, where they have not already done so, should provide local governments with statutory protection from liability for releasing natural hazard information and making changes to local planning schemes where such actions have been taken ‘in good faith’ and in accordance with state p

The Australian Government should gradually increase the amount of annual mitigation funding it provides to state and territory governments to $200 million.

State and territory taxes and levies on general insurance should be phased out and replaced with less distortionary taxes.

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

State and territory governments should develop benchmark prices for the reconstruction of essential public assets and submit these to the Australian Government for approval within one year.

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.

Governments at all levels should make new and currently held natural hazard data publicly available in accordance with open public sector information principles. When collecting new natural hazard data or undertaking modelling, all levels of government should:

Governments should task the Australia–New Zealand Emergency Management Committee with leading the development of guidelines for the collection and dissemination of natural hazard mapping, modelling and metadata.

Within three years, the Australian Government should develop and implement a framework for untied grants for community recovery assistance to state and territory governments.

All governments should put in place best-practice institutional and governance arrangements for the provision of public infrastructure, including road infrastructure. These should include:

State and territory governments, local governments and insurers should explore opportunities for collaboration and partnerships.

Insurers should provide additional standardised information to households regarding their insurance policies, the natural hazards they face and indicative costs of rebuilding after a natural disaster.

The ANAO recommends that the Department of Defence take steps to strengthen the priority afforded by Defence units to meeting these reporting requirements.

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

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.

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.

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.

As a minimum requirement, all vehicles entering the fireground must be fitted with an accessible fire blanket – one per person in each vehicle plus roll down, in-cab, radiant heat shields.

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.

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

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.

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.

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.

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

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

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

Western Australia Health should carry out targeted clinical audits in volunteer country sub-centres until longer term solutions are in place

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

Western Australia Health should carry out targeted clinical audits in volunteer country sub-centres until longer term solutions are in place

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

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 include in contracts minimum standards for emergency and secondary ambulance services and effective mechanisms to monitor these

Western Australia Health should require service providers to report more comprehensive performance data using additional cost and clinical indicators

St John Ambulance should develop quantitative performance targets for community paramedics and report these to Western Australia Health

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

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

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

Local Government Victoria should lead the design and implementation of strategies to support councils to further develop social capital needed for recovery.

The Department of Justice should review the current model for rapid impact assessment to improve the quality of the information collected.

Regional Development Victoria should implement the recommendations from the Department of Planning and Community Development's review of the Community Recovery Fund to improve the delivery of relief and recovery programs in the future.

The Department of Premier and Cabinet should lead: x the development of an evaluation framework, based on work undertaken to date by the Department of Human Services, to be used in assessing the impact of relief and recovery programs in the recent floods and in future disaster events x an evaluat

The Department of Premier and Cabinet should develop clear guidelines for departments in designing community disaster relief and recovery programs.

Rural Finance Corporation (Department of Treasury and Finance) and Regional Development Victoria should coordinate any future disaster relief and recovery programs for businesses.

The Department of Human Services should develop an improved model for communication for future disasters that provides a single point of information and contact for disaster affected communities

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

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

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

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 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 strengthen performance management of firefighter effectively manage personal unplanned leave

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 improve specialised human resources support to frontline managers

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

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

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

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

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

That the Government makes land use planning and building construction to prevent and mitigate bushfire risk a high priority and establishes a means to progress improvements in this area, such as a designated body or group, as soon as possible.