That vehicles are fit for the purpose and the Brigade locality for which they are intended. A group of two volunteers, in conjunction with the Rural Fire Brigades Association Queensland, should be charged with reviewing current models and providing Recommendations on vehicle suitability.

That the extent of forest and plantation fuel load fire risk in South East Queensland requires a designated government resources fire team to manage this risk and proactively conduct fuel mitigation burning; and provide a wildfire response to government land.

That a Mitigation Officer position be created to assist the District offices and District Fire Management Groups (refer to Recommendations 40 to 46) in developing their fire management plans and to ensure mitigation work is being conducted.

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.

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 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 wh

That a policy be developed around the ownership, insurance and safe use and operation of All Terrain Vehicle 4WD vehicles by brigades for fire fighting purposes.

That annual planning be undertaken at each level that addresses hazard actions across all disaster management phases (ie: prevention, preparation, response and recovery), with a focus on vegetation and land management.

That the Department of Health publicly reports a comprehensive suite of performance information, including:
- response performance across all priority codes, including Code 2 (urgent) incidents and against response targets
- results of clinical audits and reviews

That the Department of Health determines the underlying causes for the rapid growth in demand for Queensland Ambulance Service emergency responses and implements strategies to address these causes and reduce the cost per head of population to service this demand.

That the Department of Health facilitates the sharing of hospital patient outcome data with Queensland Ambulance Service to help measure the effect of pre-hospital care on patient outcomesThat the Department of Health facilitates the sharing of hospital patient outcome data with Queensland Ambula

That the Department of Health enhances management reporting processes over complaints by recording the number and nature of complaints, following up outstanding complaints formally and reporting complaints data to executive management.

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

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

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

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

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 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 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 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 all Queensland Corrective Service provision of training should be contestable.

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

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.

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

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

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

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 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

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

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

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

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

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 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 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 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 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 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.

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

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 proposed efficiency review of the Queensland Police Service examine whether:

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

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.

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

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