I recommend that the Commonwealth Attorney-General liaise with ASIO to develop a policy to ensure that where correspondence is received by a government agency, minister or public office holder, from a non government entity, and that correspondence is relevant to the security assessments of the au

I recommend that the New South Wales Police Force consider expanding the panel of psychological advisers it retains and the range of disciplines it consults.

I recommend that the Commissioner of Police issue guidelines to assist officers to determine when they should exercise their powers of arrest and take an accused into custody rather than proceeding by way of a court attendance notice.

I recommend that the New South Wales Police Force develop a comprehensive policy and set of procedures in relation to family liaison capability for high-risk situations.

I recommend that: the Commonwealth Attorney-General and ASIO confer with the Australian Psychological Society regarding the restrictions in clause A 5 2 of the Code of Ethics (2007) with respect to radicalisation, terrorism and politically motivated violence; and the Australian Psychological Soci

I recommend that the New South Wales Police Force review its procedures to ensure that handovers between negotiation teams are staggered so that a fully briefed officer is always available to receive a call from the stronghold.

I recommend that the Director of Public Prosecutions develop a policy for overseeing lawyers' exercise of the discretion not to oppose bail that takes into account the seriousness of the offences involved; the experience of the prosecutor appearing; and the views of the police officer in charge o

I recommend that the New South Wales Police Force review its policies, procedures and training to ensure the rapid identification of persons killed or injured in high-risk situations.

I recommend that ASIO liaise with the Fixated Threat Assessment Centre with a view to both agencies cooperating in the identification, assessment and management of fixated, radicalised individuals.

I recommend that the New South Wales Police Force review the number, rank and function of the officers comprising the Negotiation Unit

I recommend that the New South Wales Police Force review the Management Operational Guidelines to resolve any inconsistency between them and relevant counter terrorism protocols.

I recommend that the ADF Review confer with state and territory governments about the criteria governing applications for the ADF to be called out pursuant to the Defence Act 1903(Cth) with a view to determining: whether further guidance is required on the criteria to be used by states and territ

I recommend that the Law, Crime and Community Safety Council develop a mechanism to ensure that all information on criminal history (including bail) that is relevant to the investigation and prosecution of criminal offences is readily accessible to police and prosecutors across all Australian jur

I recommend that if it has not already done so, the New South Wales Police Force acquires the audio surveillance technology that in similar circumstances would allow a device to be monitored in the Police Forward Command Post and/or the Police Operations Centre and that the organisation ensures t

I recommend that the New South Wales Police Force review its policy of requiring negotiators to relinquish that role when they are promoted to commissioned officer rank

I recommend that the Director of Public Prosecutions initiate reviews of the training in file management given to lawyers employed by the Office of the Director of Public Prosecutions to ensure important original documents are not discarded and that the files accurately reflect relevant events.

I recommend that the New South Wales Police Force remedy the lack of detailed guidance on how State Protection Group officers should interact and communicate with the Police Forward Commander, and that such guidance be included in policy documents and reinforced with training.

I recommend that the ADF Review give consideration to amending the Australia–New Zealand Counter-Terrorism Committee protocols to ensure that they provide sufficient guidance as to the respective roles of the ADF and state police tactical groups.

The sections above dealing with negotiators’ attempts to engage with Monis, their responses to his demands, and their assessment of progress demonstrate deficiencies in current practice.

I recommend that the New South Wales Police Force review the division of tasks among the various officers responsible for responding to major high-risk situations to enable Police Forward Commanders to focus exclusively on their primary goals and that officers engaged in matters not directly rela

I recommend that the ADF Review, in consultation with the police forces of the states and territories, examine the guidance available to ADF officers and state and territory police regarding: the role of ADF liaison officers; the availability of ADF assistance in the absence of a call-out; and th

I recommend that the Premier of New South Wales consider whether the Privacy and Personal Information Protection Act 1998 and the Health Records and Information Privacy Act 2002 should be amended to ensure that there is appropriate access to health related information available to ASIO (consisten

The New South Wales Police Force should consider drawing on international experience when reviewing its negotiator training

I recommend that the New South Wales Police Force consider developing a pro forma debriefing sheet containing standard questions relevant to all or most high risk situations, which can be supplemented by the negotiation coordinator and the tactical commander to maximise the likelihood of all avai

I recommend that the Commonwealth Attorney-General, in consultation with states and territories, review existing arrangements for information sharing between federal, state and territory agencies during terrorist events to determine whether those arrangements (and the guidance provided to officer

I recommend that the New South Wales Police Force, in conjunction with NSW Health, establish a Fixated Threat Assessment Centre to identify and gather information about fixated persons, assess the risks they pose, and attempt to mitigate such risks through early intervention.

The Department of Fire and Emergency Services to investigate and adopt a system that will allow the public to opt in, monitor and receive, through a ‘push mechanism’, bushfire and other emergency warnings, maps and information using a wide variety of devices including personal hand held smart dev

The Departments of Parks and Wildlife and Fire and Emergency Services to adopt the policy that all bushfire Level 3 Incident Management Teams in the Perth Hills and the South West will be integrated and pre-formed from the start of the 2016/17 fire season with substantial involvement of both the

The State Emergency Management Committee to adopt, across all hazards, the doctrine of: · the primacy of life; · the ‘Strategic Control Priorities’ (as documented by the Department of Fire and Emergency Services); and · community warnings that are timely, tailored and relevant.

The Department of Parks and Wildlife to plan for the highest priority hazard reduction burning effort around settlements and critical assets in the South West and Perth Hills.

The State Government to create a Rural Fire Service to enhance the capability for rural fire management and bushfire risk management at a State, regional and local level.

The Department of Parks and Wildlife to continue emphasis on landscape hazard reduction burning with the annual objective of treating 140,000 hectares per annum in Land Management Zone C.

The Department of Fire and Emergency Services, utilising the Office of Bushfire Risk Management, to develop a simplified and fast track hazard reduction burn (and other fuel mitigation techniques) planning and approval process to ensure the timely conduct of township and asset protection burns by

The State Emergency Management Committee, in consultation with Western Australian Farmers Federation, the Association of Bush Fire Brigades, the Contractors Association of WA, and the Forest Industries Federation of WA, to establish systems for the voluntary registration of: · farmer firefighting

The State Government to explore options for streamlining the functions and the independence of the State Emergency Management Committee Secretariat and the Office of Bushfire Risk Management with a view to including an inspectorate function, and appointing a person who is dedicated to that role.

The Department of Fire and Emergency Services to work with the Department of Planning and Local Governments to adopt a policy which enables Local Governments to identify, register and communicate, ‘Places of Bushfire Last Resort’ in settlements and townsites where the life risk from bushfire is v

The Departments of Fire and Emergency Services and Parks and Wildlife to investigate and adopt an emergency services resource management system that will enable the registration, tasking, tracking, management and coordination of emergency management personnel, vehicles, plant and aircraft.

The Department of the Premier and Cabinet to conduct an independent review of the current arrangement for the management and distribution of the Emergency Services Levy.

The State Emergency Management Committee to establish a State Bushfire Coordinating Committee as a sub-committee of SEMC.

The Department of Fire and Emergency Services to issue a photo identification card to DFES members, members of Bush Fire Brigades, volunteer emergency services, Incident Management Teams, forestry industry brigade members and Networked Government Emergency Agency members.

The State Emergency Management Committee to review the policy for traffic management at emergency incidents so it reflects national ‘best practice’. This includes the production and issuing of an aide-memoire to guide traffic management, emergency and incident management personnel.

The Departments of Parks and Wildlife and Fire and Emergency Services to develop options for the expansion of the ‘Bushfire Mitigation Grant Scheme’ 20 January 2016 Waroona Fire Special Inquiry utilising both State and Commonwealth Government funding to enable the implementation of hazard reducti

The State Government to establish an arrangement to develop a ‘network’ of Western Australian State Government agency personnel who can be called upon for bushfire and emergency incident management capability within Western Australia.

Live resource tracking system that can be used by all response agencies

A unified and integrated fire sector across the whole fire hazard

Resourcing models appropriate to local needs, including fire risk and remoteness

Resolve reoccurring issues with systems and processes

IAP formats and processes appropriate to the nature of the emergency response.

Cross-agency resource management system

Coordinated and targeted mitigation of fire risk

Structures to incorporate local knowledge and situational awareness into the fire response

Co‐designed arrangements that support a unified response to fire

Appropriate and scalable resourcing models for remote locations

Flexible pre‐formed multi‐ agency IMTs

Review of institutional arrangements in the fire sector

IGEM recommends that Emergency Management Victoria continue to lead the development and application of a comprehensive sector wide preparedness model for integration within and across emergency management arrangements in Victoria.

The Committee finds that on the evidence presented, that the Fuel Reduction Burn Program should be maintained and have its budget directly funded to ensure that the program continues and does not hinder other services or programs.

The Committee recommends the State Fire Commission be fully reimbursed for the costs of the State Emergency Service transfer in years 2014 to 2017.

The Committee finds that on the evidence presented, that the State Fire Commission should assess whether community engagement programs of the State Fire Services and State Emergency should be centralised.

The Committee finds that on the evidence presented, the State Fire Commission introduces key performance indicators reporting in relation to its work in community engagement to measure its success in program delivery and community engagement.

The Committee finds that on the evidence presented, that a review and reform of the Fire Services Act 1979 is necessary.

The Committee finds that on the evidence presented, that section 107 of the Fire Service Act should be amended to provide greater clarity in relation to discretionary spending by the Chief Officer or alternatively, the Act should be amended to include the authorisation for the State Fire Commissi

The Committee finds that on the evidence presented, that the State Government should establish an independent Chair to govern the State Fire Commission and that this governance arrangement should be included in the reform of the governing legislation.

The Committee finds that on the evidence presented, that volunteer firefighters are at risk of being undervalued and underrated and that the Government should use best endeavours to ensure the full acknowledgement and recognition of these services.

The Committee finds that on the evidence presented, that the Government should undertake a review of how firefighting equipment and gear in Tasmania can be better standardised with interstate equipment and gear to improve cross-jurisdiction resource utilisation.

The Tasmanian fire agencies develop a multi-agency position to ensure that training for incident controllers includes training in how the transition from local incident control to Divisional Command is managed.

Further conversations take place between TFS and SES to identify what skills and capabilities may be transferable between the agencies, not just in the event of a future fire, but in case of future hazards for which SES is the primary response agency, including food, earthquake and tsunami.

All Tasmanian fire agency staff who are assigned to aviation-related roles be required to complete the formal nationally recognised training appropriate to that role.

The Tasmanian fire agencies develop a joint multi-agency Fire Preparedness Matrix to guide decision-making in response to severe fire weather conditions or capacity issues.

That suffcient Tasmanian firefghters are trained in winch operations to sustain a ‘first strike’ capability until they can be reinforced (if necessary) by interstate capability; and that consideration be given to how winch-capable aircraft can be sourced to support this activity at fire incidents

The Tasmanian fire agencies review: • their pre-season engagement with groups such as (but not limited to) environmental groups who might beneft from a greater understanding of fire management tactics, in order to inform them of and receive feedback on intended approaches to firefghting and fire

The Tasmanian fire agencies take steps at a national level to share learnings from the 2016 fires about the administration of interstate assistance and support the codifcation of the workings, structure and reporting lines of an Interstate and International Liaison Unit for future complex deploym

The Tasmanian fire agencies consider the development of fire operational guidelines to avoid long-term environmental impacts such as: • • • strategies and tactics that will minimise the impact of fire management activities conditions under which earthmoving equipment and fire chemicals may be use

That a full review be undertaken of the benefts and costs of training a cadre of Tasmanian volunteer firefghters in remote area firefghting, with reference to the experience of jurisdictions interstate that already do so.

The Tasmanian fire agencies commission a review into the efectiveness of aerial firefghting in the 2016 fires, in order to better understand and to document for future reference the cost-efectiveness of specifc fire suppression strategies and tactics in different vegetation types.

The Tasmanian fire agencies think more broadly about how staff who are already employed by Government could support the management of future emergencies.

The fire agencies consider how the Regional Fire Operations Centre (RFOC) as a concept adds value once a level 3 IMT is up and running in a region.

Improve the strategic resource-to-risk skills mix (recruitment, retention, capacity), including investigating difference models of volunteering within the TFS Brigade Network.

Provide information on landslide hazards and risks to decision makers.

Integrate Storage Operating Rules with downstream flood response plans.

Develop innovative response models of patient care to improve surge capacity.

Investigate the costs and benefits of delivering a public education and awareness program.

Develop coastal inundation education materials that meet the needs of exposed communities.

Include heatwave in existing preparedness programs.

Develop a statewide flood hazard map for use within the Tasmanian Planning System.

Investigate usefulness of satellite data for PPRR (prevention, preparedness, response, recovery) planning.

Identify and anlalyse the location of critical infrastructure within defined flood areas.

Improve maintenance of flood mitigation infrastructure.

Develop, implement, review and exercise inter-agency community evacuation and recovery plans across the State.

Include consideration of coastal inundation in land use planning for new developments and uses.

Further development of Landslide Hazard Banding of the State (MRT).

Develop arrangements to identify and communicate with people vulnerable to heat stress

Maintain adequate seasonal fire crew resources across the fire agencies.

Provide training sessions to GPs to improve their understanding of their roles, options and obligations relating to human influenza pandemic.

Integrate clean-up arrangements into emergency plans.

Increased regulation of landslide risk assessment.

Develop and deliver earthquake hazard awareness products.

Develop and implement a community storm safe awareness program.

Improve understanding of the weather systems that cause storm surge events to improve predictability and warnings.

Assess water supply resilience in the case of an interruption.