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

Recommendation: That:
- as a priority, the Queensland Police Service expand its development of a police portal to receive and post information to the public to make it interactive; and

That the Inspector General Emergency Management be empowered to provide an assurance to Government that the disaster management system is both appropriate and capable of dealing with complex events.

That the Minister establish a public sector office to be headed by an Inspector General of Emergency Management. The Inspector General of Emergency Management will be responsible for most of the functions listed under part 16A of the current Disaster Management Act 2003.

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

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

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.

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 Chief Executive Officer portfolio business and Commissioner of Police in line with the government’s open data policy consider introducing an improved social media style forum for interaction with the community and stakeholders across the portfolio.

Those final determinations of disaster management districts include consultation with the Local Government Association Queensland, the Queensland Fire and Rescue Service and other Government departments.

That the position of Inspector General Emergency Management (in addition to some of the responsibilities of the chief executive officer under the current Disaster Management Act 2003) will:

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.

Recommendation:

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

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

That the efficiency review of the Queensland Police Service develop options for better management of community expectations and divesting the organisation of historical practices.

That the Inspector General Emergency Management provide continuing advice to Government on the level of interoperability in disaster management arrangements, as well as the level of interoperability being achieved within the new portfolio.

That the Chief Executive Officer Portfolio Business and Commissioners establish a high level working group with the ABC and commercial media to identify and implement an improved information flow to the community on disasters.

That Queensland Corrective Service, the Queensland Police Service and Queensland Health should work together to develop a position that enables prisoners to have timely access to their prescribed medication despite travel between facilities and without the need for costly re-prescription.

That, where appropriate, the Commissioner of Police appoints appropriately trained and experienced public service officers to appropriate roles in the disaster management system to support District Disaster Coordinators in their vital roles.

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

That the current Queensland Fire and Rescue Service model of functional management be expanded, shifting line management responsibility for community safety operations and professional development from Regional Assistant Commissioners to the State Commanders.

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 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 Queensland Corrective Service should increase the use of technology as an alternative to court appearances and ensure the provision of appropriate number and level of facilities under its control.

That the role of the Inspector General Emergency Management not extend to conducting reviews on behalf of agencies and that the role consider the effectiveness of all agencies and how their work contributes to a whole of Government response.

That Queensland enters into a similar arrangement with Bureau of Meteorology to have an experienced forecaster seconded to Kedron State Disaster Coordination Centre for at least the duration of fire and storm seasons.

That the Queensland Fire and Rescue Service enters into discussion with the Queensland Police Service regarding the possibility for the Queensland Police Service to assist with prosecutions that may arise out of fire safety matters.

That the current provisions enabling there to be a Ministerial Direction be maintained and actioned as the Minister sees fit.

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

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

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

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.

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 information and communication technology solution being developed to provide situational awareness, decision support, event management and that logs critical decisions receives urgent attention to ensure timely completion.

That Emergency Management Queensland be integrated with the current Queensland Fire and Rescue to become the Department of Fire and Emergency Services.

That the protocols developed by the Queensland Police Service and SES for operations define the respective roles and responsibilities as well as recognise the varying capabilities of SES units across the State.

That as the Queensland Police Service moves to a digital platform the strategy around effective targeting and alternative automated number plate recognition models should form part of the design architecture.

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

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

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

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

That efforts by the courts, the Director of Public Prosecutions, the legal profession, Queensland Corrective Services and the Queensland Police Service to adopt technology for court processes should be supported through Government funding in so far as they create efficiencies, result in lower cos

That the Chief Executive Officer Portfolio Business collaborate with the two portfolio Commissioners to:
- develop an analytical tool is to identify the most appropriate level of service
- identify the need for new or enhanced services

That systems development in the Queensland Police Service capitalises on the advances made by the Queensland Fire and Rescue Service in recent years.

That the Queensland Police Service considers adopting the broader use of ANPR in line with other Australian jurisdictions in consultation with the Privacy Commissioner.

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

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

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

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 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 as the Queensland Police Service moves to a digital platform the strategy around effective targeting and alternative ANPR models should form part of the design architecture considerations.

That the Queensland Ambulance Service is transferred to Queensland Health by a machinery-of-Government change as soon as is practicable and that the Commissioner report directly to the Director General Queensland Health.

There be a formation of an Office of Portfolio Business, providing support and governance across a range of corporate functions, which are essential to the delivery of frontline services.

That the Chief Executive Officer Portfolio Business in consultation with the Police Commissioner and the Commissioner Fire & Emergency Services should provide the direction for future information and communication technology strategies and acquisitions.

That the Queensland Police Service:
- identify policing matters that only a sworn officer can manage, or
- identify matters that can be handled more efficiently through the use of emerging technologies such as biometrics and scanners.

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)

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

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

That negotiation takes place between Queensland Health and the Queensland Ambulance Service to determine the broad governance requirements of any such arrangements.

That the Prostitution Licensing Authority be moved to the Department of Justice and Attorney General Office of Fair Trading.

That the roll-out of the Queensland Police Service digital technology should take into consideration adopting and facilitating new processes including the police response to domestic violence.

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

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

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

That Queensland Corrective Services be transferred to the Department of Justice and Attorney-General by a machinery-of-Government change as soon as is practicable.

That the new Chief Executive Officer Portfolio Business be accountable for delivering the reformed Communications Centre arrangement by the 2017–18 financial year in time for the Commonwealth Games of 2018.

That the Queensland Fire and Rescue Service undertake a review of all standing orders, incident directives and guidelines regarding response protocols with a view to reducing risk to staff and other road users associated with urgent duty driving.

That the Queensland Police Service executive team reassesses its preparedness to collaborate with other agencies to deliver a whole of Government approach to delivering community safety.

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

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

That 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 all agencies participating in these activities should, as far as legally possible, share data sets whether or not the relevance is immediately obvious.

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

That Queensland Corrective Service remains a separate program within the Department of Justice and Attorney-General so that while opportunities for improved services and efficacy can be realised, there is a clear separation from the youth justice services.

That transparency of the Ministerial direction be achieved through publishing and monitoring for effectiveness.

That the Queensland Fire and Rescue Service community safety operations be joined in the efficiency review of the Queensland Police Service focussing on both the community safety outcomes achieved and the extent to which they support the Government’s economic priorities.

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

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

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.

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

That responsibility for prisoner transport and non-managerial roles within the larger watch-houses is transferred to Queensland Corrective Service.

That as part of its efficiency review, the Queensland Fire and Rescue Service instigate an independent review of commercial operations in terms of statutory obligations and current ‘full cost pricing’ methodology to ensure:
a. compliance with all necessary obligations

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

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

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

Recommendation: That the CEO Portfolio Business collaborates with the two portfolio Commissioners to:
- develop an analytical tool to identify the most appropriate level of service
- identify the need for new or enhanced services
- reduce the level of resources where appropriate

That probation and parole should continue to work together with the Queensland Police Service to reduce the risk of reoffending and reduce crime.

That the Chief Executive Officer Portfolio Business leads an efficiency review of portfolio agencies beginning with the Queensland Police Service.

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 requir

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

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

That the Queensland Police Service Commissioner addresses the situation regarding statistical reporting.

That in establishing new disaster districts, the first guiding principle must be to align with local government boundaries and that divergence should only occur when there is a need to address a unique local circumstance.

To remove the Queensland Ambulance Service and Queensland Corrective Services from the Department of Community Safety—we recommend that it be renamed the Department of Fire and Emergency Services and be led by a Commissioner.

That the proposed efficiency review includes a focus on the rank structure of both the Queensland Police Service and the proposed Fire and Emergency Services.