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

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

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

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

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

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 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 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.

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

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

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

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

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

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 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.