The Interagency Guidelines for Road closure needs to be reviewed to incorporate a mechanism to identify bone-fide local landholders to facilitate their movement in and out of cordoned areas in sympathy with the Stay and Defend requirements.

Ensure the S61 helicopter has all appropriate channels for water bombing operations throughout the State by including this requirement on a pre-deployment checklist.

A review of community messages, their construction and component parts, the process to activate them and the technology required to deliver the messages by digital and non-digital media should be undertaken.

Potential IMG membership should be identified in local hazard management plans. The information needs to be kept current. The contact details for each member should be recorded.

Full briefings of traffic management personnel should be provided prior to dispatch to work areas – why road closed, what their authority level is, level of current risk etc

The ISU should be provided with a person with local knowledge at Level 3 incidents.

Pre-season multi- agency refresher training for Ground Controllers should be undertaken each year.

Provide a photocopier in the Mobile Communications Facility or the mobile equipment cache that is capable of large volume production of collated documents.

Portable, reliable mobile repeaters are required to provide radio communications into areas not covered by existing repeater networks. These repeaters need the capacity to be linked.

Public meetings are to be encouraged for all Level 3 incidents that affect, or have the potential to affect communities.

Prior to the bushfire season, potential IMG members, many of whom are members of the Local Emergency Management Committee (LEMC) should be made aware of, and possibly exercise, their role as an IMG member.

The declaration of a potential Level 3 incident should be notified to FESA who can facilitate an early warning to CFCO’s in the Shire and surrounding LGA’s.

Information packs to be provided to road traffic personnel to assist with enquiries by public or provision to members of public and landholders who are defending homes/stock etc

Pre-season refresher training to include an emphasis on check in/out procedures

There is an established need to develop mobile accommodation and accommodation facility support solutions that allows an acceptable standard of accommodation to be provided to fire fighters in close proximity to the incident.

There needs to be a system that allows laptop computers brought to an incident to be configured at the start of the season and allow them to be easily activated to the correct configuration when they arrive at the incident.

A centralised emergency services website should be established that the public can access for reliable and up to date information on any incident. The website must be capable of reliably servicing a very high traffic load and be easily updated by HMA’s.

A formal OAMG meeting should be convened as early as possible for incidents with the potential to be Level 3 incidents.

Dedicated information packages should be made available to personnel operating Vehicle Control Points at the shift briefing.

Media liaison personnel are needed to ‘ride’ shotgun’ on media personnel to facilitate them getting their stories without imposing on the effectiveness of operations.

Wherever possible the ISU should be co-located with Operations and Logistics Sections to ensure effective communications and the ICC in which they operate should be located in the affected community.

Potential OAMG membership should be identified in DEMC protocols and local hazard management plans. The information needs to be kept current. The contact details for each member should be recorded.

ABC Radio should be a participant in IMG and/or OAMG. LEMC and DEMC should plan for this involvement in Local and District Emergency Management Plans.

When an OAMG is established, a formal declaration of its establishment needs to be transmitted to all organisation/agencies involved. The declaration should clearly establish the reporting arrangements for Incident Controllers to the OAM as described in Westplan Bushfire.

The information templates used by the ISU in developing public information boards need to be standardised and posted on the DEC Fire Management Services webpage to allow access and use by the ISU.

The responsibilities and obligations for an OAM and OAMG (when established) needs to clarified and codified in Westplan Bushfire with regard to • Provision of information to participating organisations about the progress and potential of an incident; • Dealing with information disseminated to the

That arrangements be put in place for signage to be retained at Norseman and available at short notice to enable motorists to be warned of potential problems existing on the Great Eastern Highway west of Coolgardie.

That to the extent it has not already done so, DEC take action to ensure that in future cases relevant weather forecast information, particularly information as to significant wind changes, is promptly transmitted through the Incident Management Team and made available to persons with field opera

That in any consideration being given to the allocation of responsibility for control of operations in respect of major fires, consideration be given to the availability of technology and other resources, particularly when particular skills are required to make best use of such technology or reso

That if the Bushfires Amendment Bill 2009 is to be enacted, procedures be put in place which would ensure that in the event of an escalating fire, FESA would receive sufficient information to make an informed judgment as to whether or not to take control of all operations.

That a review be conducted of DEC’s ability to manage major fires and consideration be given to increased direct involvement by FESA in fire management role in the case of major fires on reserves or on unallocated Crown lands.

SEMC and EM WA should: review procedures for plan preparation and approval so that agencies can prepare their plans in a more timely way

Agencies should: annually assess their capability to respond to emergencies and take measures to address any shortfalls

SEMC and EM WA should: ensure agencies fulfil their obligations under the Act

SEMC and EM WA should: submit outstanding legislative changes to Parliament as a matter of priority

SEMC and EM WA should: formally and regularly assess which hazards the state should prepare for

SEMC and EM WA should: define key roles within the emergency management framework

SEMC and EM WA should: assess the state’s level of preparedness at least annually, identifying gaps and significant risks

Agencies should: update out-of-date Westplans and support plans as a matter of urgency

SEMC and EM WA should: work with local government to ensure up-to-date, comprehensive local arrangements are in place

Agencies should: identify overlaps between Westplans and develop written procedures for these circumstances

SEMC and EM WA should: monitor and take action to ensure local plans are in place and cover areas where the hazard could occur

Agencies should: ensure their Westplans and support plans have supporting local arrangements in place

SEMC and EM WA should: ensure that all agencies can access other agencies’ operations centres when needed and that the procedures to do so are documented

Agencies should: ensure their internal emergency management arrangements are up-to-date and regularly reviewed

SEMC and EM WA should: ensure that agencies have a common or compatible crisis information management system in place

SEMC and EM WA should: ensure all agencies use the same approach to managing incidents.

Agencies should: train their staff who will be involved in emergencies in incident management.

The Department of Premier and Cabinet should clarify the roles and responsibilities of departments and agencies under Part 6 of the Act and CIP framework to reduce confusion and gaps.

The Department of Premier and Cabinet should provide definitive guidance on identifying essential services for declaration to better inform relevant departments in discharging their responsibilities under Part 6 of the Act.

The Department of Premier and Cabinet should identify risks arising from the joined-up nature of the approach to protecting essential services and critical infrastructure, and to assist departments and agencies to develop associated risk management arrangements at the whole-of-government level.

The Department of Premier and Cabinet should establish clear oversight and coordination of the arrangements for both Part 6 of the Terrorism (Community Protection) Act 2003 and the CIP framework by an appropriate body, such as the Government Security and Continuity Network Coordination Group with

The Department of Premier and Cabinet should lead the development of a performance management framework for measuring, monitoring and reporting on the implementation of Part 6 of the Act and the CIP framework.

The Department of Premier and Cabinet should clarify the requirements in relation to establishing Security and Continuity Networks in designated sectors, so that there is a shared understanding of those requirements.

The Department of Premier and Cabinet should provide clear guidance on terms such as ‘audit’, ‘auditor’ and ‘adequacy of the exercise’ to assist departments, Victoria Police and industry to implement requirements more reliably.

The Department of Premier and Cabinet and Victoria Police, in consultation with departments, should standardise reporting on training exercises conducted under Part 6 of the Act and the CIP framework to promote greater consistency and to enable better identification of lessons learned and continu

Representatives of lead departments should obtain necessary security clearances so appropriate officers can access information relevant to their sectors.

Reports on the training exercises should be retained in an appropriately secured central repository so that consolidated results of the exercises can be drawn together effectively. 

The Department of Premier and Cabinet, in consultation with Victoria Police, should develop clear guidance to distinguish between declared essential services and critical infrastructure to assist departments, Victoria Police and industry in implementing Part 6 of the Act and the CIP framework mor

That the Tasmania Fire Service consider improvements in radio units installed in breathing apparatus:

That the Tasmania Fire Service provide further training in respect to sprinkler systems, namely:
(a) That fire fighters of Tasmania Fire Service receive further training in the operation of sprinkler systems.

That the Tasmania Fire Service provide additional training in the use of thermal camera imaging:

That Aurora ensure that regular audits are conducted of all electrical systems of all commercial buildings to confirm that they comply with modern standards.

That the recommendations contained in the Police Operational Debrief Report of 22 October 2007 to 7 November 2007, submitted to the Coroner, be further considered by the Tasmania Police for adoption where considered appropriate by Tasmania Police.

That Tasmania Fire Service implement Recommendation 5 above; and that Aurora continue to co-operate with that Service.

That the Tasmania Fire Service establish clear systems and protocols for dealing with fires.

That any building fitted with heat-activated closing devices or fire and smoke doors be assessed to establish if it constitutes a fire hazard under section 165 of the Building Act 2000 and that, where appropriate, such doors be replaced with smoke activated doors.

That the Coroner prepare a discussion paper and draft guidelines for the clarification of investigative roles of the Tasmania Police Service, the Tasmania Fire Service, and the Coroners Office for adoption in relation to future fires where a Coroner’s Inquest is established.

That the Tasmania Fire Service conduct an audit of all shopping centres to ensure that there exists within those centres adequate fire protection and evacuation systems.

That the Tasmania Fire Service provide additional training in power disconnection and improvements in communication between Tasmania Fire Service and Aurora:
(a) That fire fighters receive training as to the available methods for power disconnection.

The SDMG commission the Department of Community Safety and seek the necessary funding to develop and enhance the Statewide Disaster Management information and communications system building on alternatives already in place and in consultation with all levels of Government.

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

The Commissioner of Police, through a dedicated Assistant Commissioner (supported by a cohort of Assistant Commissioners to ensure adequate coverage), be assigned responsibility for overall control of each natural Disaster Management event in Queensland as the preferred arrangement.

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.

District and State levels utilise the current Act to make pre-emptive declarations of a disaster event (likely disasters) so as to be proactive in leading and controlling disaster events.

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&quot

Suggested escalation trigger points be discussed with District Disaster Coordinators and Local Disaster Coordinators, and if considered practical and useful, be incorporated in Local, District and State Disaster Management Plans.

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 Plan incorporate linkages with all Lead Agencies and officers in control of National Plan or Agreement response.

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.

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.

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

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.

Revised governance arrangements be implemented involving Disaster Management Groups at the three levels supported by EMQ as outlined in this report to achieve continuous improvement in the Disaster Management arrangements in the State.

Planning and consultation be undertaken by EMQ with all levels of the Disaster Management system to ensure that necessary risk-based disaster evacuation plans are prepared at Local, District and State levels, supported by necessary community education and preparedness programs.

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.

The SDMG take into account key improvement initiatives and change processes suggested when deciding on an effective implementation strategy for agreed recommendations.

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.

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.

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 SDMG lead an initiative to integrate and/or inter-connect all of the control centres involved at all levels of the Disaster Management system in Queensland as part of the project to integrate State communications.

The Department of Community Safety and Councils develop MOUs to reflect the genuine partnership that exists in present arrangements including an emphasis on the use of the agreed State disaster arrangements to task and deploy SES units following State/Local consultation.

SERCon consider a review of existing community-based educational programs, with a view to informing the community
on flood recovery.

SERCon consider that the proposed State Recovery Committee review the recommended considerations arising from
this report and those of the Mayor’s Communiqué (2009) (Appendix 9 in Volume 2) and the Far North

SERCon consider meeting with the State Emergency Management Committee, Directors General and agency heads to
discuss the role, function and responsibility of individual agencies in recovery arrangements.

SERCon consider the continued development of a State Recovery Sub-Plan (including complementary local and district
sub-plans).

SERCon consider that the proposed State Recovery Committee provide an interim report to government on these and
related recommendations within 12 months of being so tasked.

SERCon consider development of an education program for other government and non-government agencies (with
particular reference to those within the emergency services portfolio) on flood recovery arrangements,
assistance, duties and responsibilities.

SERCon consider the establishment of a body, such as a State Recovery Committee, with responsibility for the
oversight and management of emergency recovery operations in general, and in specific instances.

That the Rural Fires Act 1997 be amended to provide to designated Fire Investigation Officers of the Rural Fire Service the power to enter any land upon which a bushfire has occurred for the purposes of investigation for a period of up to 24 hours after a fire has been declared out.