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

That the roll-out of the mobile service program business case mentioned earlier
- Be specific about gateways and milestones; and
- If the new technology enables improved data, the Queensland Police Service revisit previous statistical reporting and identify any major anomalies.

That primacy of control for disaster operations remains with the Queensland Police Service and be reinforced.

That the proposed efficiency review consider whether special service functions are core business, whether this practice is sustainable, and other options such as the use of casual employees.

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

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

That the 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 the funding model for the Portfolio Business is not based on fee- for-service arrangements or notional contributions from the operational services.

That should the Mobile Strategy in its current form be approved by government the CEO Portfolio Business and the Deputy Commissioner Operations:
- monitor the success of the mobility strategy

That the Commissioners of Police and the Queensland Fire and Rescue Service review the current district disaster boundaries as a matter of urgency in-line with the findings and recommendations of the Auditor–General’s report into the Queensland disaster management system.

That primacy of control should rest with the State Disaster Coordinator. This position should, by default, be the Deputy Commissioner, Regional Operations, Queensland Police Service.

That the proposed efficiency review of the Queensland Police Service examine whether:

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

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

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

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

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

That Queensland Health continues to recognise and foster the important contributions of Local Ambulance Committees to supporting effective community focused ambulance services across the State.

That the Queensland Police Service Disaster Management Unit is to be permanently located at the State Disaster Coordination Centre to work on a day to day basis with the proposed new Department of Fire and Emergency Services.

That funding, staffing and responsibility associated with administration of the NDRP be transferred from Emergency Management Queensland to the Department of Local Government, Community Recovery and Resilience.

That the review of this Queensland Fire and Rescue Services business unit be done in conjunction with the efficiency review proposed for the Queensland Police Service.

That the Queensland Fire and Rescue Service examine alternative contractual arrangements with building owners which would reduce the need for physical attendance at alarm activations.

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.

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

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

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 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

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

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

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 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 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 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 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 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 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 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 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 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 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 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 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 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 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 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.