That a Rural Fire Research and Investigation Team be established to coordinate and communicate fire research knowledge, including fire behaviour as well as coordinate fire investigations and complaints for the state.

That the provisions of the Vegetation Management Act 1999 should be clarified to ensure that effective and accessible firebreaks or fire control lines are established in order that assets can be protected.

That a memorandum of understanding be developed between RFSQ and other organisations with fire fighting capacity at state level, to establish operational procedures when these organisations may be required for a joint response roles.

That to assist the Rural Fire Service Queensland and other agencies in managing wildfire risk, a planning system for wildfire management be established in legislation that complements the existing disaster management arrangements.

That Rural Fire Service Queensland undertake a risk management process for rural fire Brigade profiles across Queensland based on the principles in the Rural Fire Brigade Risk Management Guide, July 1999, and updated as necessary.

That the Rural Fire Service Queensland needs to provide greater emphasis and acknowledgement of the use of fire as a tool in sustainable land management.

That the planning system is to have a two tiered structure comprising District Fire Management Groups and linking to the State Disaster Management Group.

That the State Government recognises the legal status of rural fire brigades as per Crown Law advice and addressed by Recommendations from this Review.

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 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

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

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 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.

That the Queensland Police Service Commissioner addresses the situation regarding statistical reporting.

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 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

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

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

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.

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

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 Queensland Police Service:
- identify policing matters that only a sworn officer can manage, or
- identify matters that can be handled more efficiently through the use of emerging technologies such as biometrics and scanners.

That the Inspector General Emergency Management ensures that improvement strategies identified are acted upon and improvement strategies embedded within agencies as standard practice.

That collaboration on new initiatives such as the co-responder model in Cairns continue and if successful, initiatives should be considered for state wide or service wide adoption.

That the Inspector General Emergency Management assess the effectiveness of plans and policy in relation to SES deployment and command and control.

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

That all agencies participating in these activities should, as far as legally possible, share data sets whether or not the relevance is immediately obvious.

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.

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 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 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 roll-out of the Queensland Police Service digital technology should take into consideration adopting and facilitating new processes including the police response to domestic violence.

That the following units of Emergency Management Queensland transition to the control of the Deputy Commissioner of Regional Operations (Department of Fire and Emergency Services):
- disaster management services and State Disaster Coordination Centre operations.

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 ‘Functions of Chief Executive’ under the Disaster Management Act 2003 are amended to remove those functions that will become the role of the proposed Inspector General of Emergency Management.

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

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

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 systems development in the Queensland Police Service capitalises on the advances made by the Queensland Fire and Rescue Service in recent years.

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 following units of Emergency Management Queensland transition to the control of the position of Deputy Commissioner Rural Fire Service Queensland and State Emergency Services:
- SES Management and Support Services
- part of Regional operations

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

That the Department of Fire and Emergency Services be created through the renaming and amendment to the existing Fire and Rescue Service Act 1990 including:
- The creation of a new, ‘Fire and Emergency Services Act’ 2013.

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

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 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 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 Disaster Management Standards Branch element of Standards Improvement, transition to the Inspector General Emergency Management.

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

That the Fire and Rescue Act 1990 be amended so that Commissioner’s position is not limited to a “person with professional experience in fire prevention and fire fighting”.

That the proposed Chief Executive Officer Portfolio Business be responsible for developing a cost attribution model for portfolio agencies, including the Queensland Police Service, as a priority.