INQ239

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.

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

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

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

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

Recommendation:

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

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 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.

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 Queensland Police Service Commissioner addresses the situation regarding statistical reporting.

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 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 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.

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 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 proposed efficiency review of the Queensland Police Service examine whether:

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

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

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

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

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

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

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

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

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

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

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

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

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

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