Queensland Fire and Emergency Services · Performance, Strategy Division, Public Safety Business...

Queensland Fire and Emergency Services

Purpose of the report This annual report provides information about the financial and non-financial performance for 2014-15 of Queensland Fire and Emergency Services. Public availability of report This annual report can be obtained in paper form by calling 13 QGOV (13 7468) or online at www.fire.qld.gov.au/about/annualreport.asp. Enquiries and further information For enquiries or further information about this annual report, please contact the Director, Performance, Strategy Division, Public Safety Business Agency, telephone number: (07) 3364 3049 or email [email protected]. Feedback Feedback is important for improving the value of future reports. We welcome your comments about this annual report which can be made through the Get Involved website: www.qld.gov.au/annualreportfeedback. Other languages and formats

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Queensland Fire and Emergency Services 2014–15 Annual Report

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Letter of compliance

11 September 2015

The Honourable Jo-Ann Miller MP Minister for Police, Fire and Emergency Services and Minister for Corrective Services Level 24, State Law Building 50 Ann Street BRISBANE OLD 4000

Dear Minister

I am pleased to present the 2014-15 annual report and financial statements for Queensland Fire and Emergency Services.

I certify that this annual report complies with: • prescribed requirements of the Financial Accountability Act 2009 and the Financial and

Performance Management Standard 2009• detailed requirements set out in the Annual report requirements for Queensland Government

agencies.

The annual report requirements checklist is located in the appendices of this report.

K a na Ca Commissioner Queensland Fire and Emergency Services


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Contents

Letter of compliance .......................................................................................................... 2 Contents ............................................................................................................................. 3 Commissioner’s message ................................................................................................. 4

OVERVIEW .................................................................................................................................. 6 Public safety portfolio overview ....................................................................................... 6 Machinery-of-government changes .................................................................................. 7 Public Safety Portfolio committees .................................................................................. 8 About Queensland Fire and Emergency Services ........................................................... 10 Organisation structure ...................................................................................................... 16 Regions .............................................................................................................................. 17

PERFORMANCE .......................................................................................................................... 18 Key performance measures .............................................................................................. 18 Achievements .................................................................................................................... 21

CORPORATE GOVERNANCE ..................................................................................................... 45 Executive management ..................................................................................................... 45 Boards and committees .................................................................................................... 47 Ethics and code of conduct .............................................................................................. 50 Risk management and accountability .............................................................................. 51 Human resources............................................................................................................... 56

FINANCIAL SUMMARY ............................................................................................................... 59 Summary of financial performance .................................................................................. 59 Summary of financial position .......................................................................................... 60

FINANCIAL STATEMENTS.......................................................................................................... 61 APPENDICES .............................................................................................................................. 107

Acronyms ........................................................................................................................... 107 Compliance checklist ........................................................................................................ 109 Contacts and key locations ............................................................................................... 111

Content on consultancies, overseas travel and the Queensland Language Services Policy has been published on the Queensland Government Open Data Portal (www.data.qld.gov.au/).


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http://www.data.qld.gov.au/

Commissioner’s message It was my privilege to officially be appointed as Commissioner of Queensland Fire and Emergency Services (QFES) on 1 August 2015, and I extend my sincere thanks to the former Commissioner Lee Johnson and wish him and his family all the best in his retirement. QFES is the primary provider of fire and rescue, emergency management and disaster mitigation programs and services throughout Queensland, and includes Fire and Rescue, Emergency Management, Rural Fire Service Queensland (RFSQ) and the State Emergency Service (SES). QFES also supports other emergency response volunteer organisations/agencies such as Surf Life Saving Queensland, Royal Life Saving Society Queensland, Australian Volunteer Coast Guard Association and Volunteer Marine Rescue Association Queensland. There have been many highlights for QFES during 2014-15 including: • provision of a 24 hour response to the G20 events including Rapid Assessment Teams,

Decontamination Teams, an Urban Search and Rescue (USAR) Taskforce, and Safety Assessment Officers. In addition, SES and RFSQ volunteers supported the events

• finalisation of a review of the QFES regional structure with a new structure based on seven regions which embeds the former functions of Emergency Management Queensland, enhances regional service delivery and enables frontline services to better meet the Queensland community and stakeholders’ needs

• delivery of capital initiatives including the completion of replacement stations at Ingham, Pomona and Pittsworth and the delivery of replacement urban and rural fire appliances and SES floodboats

• the introduction of new recruitment and retention initiatives for SES volunteers to grow and retain an adaptable workforce

• commencement of the implementation of recommendations from the Queensland Audit Office report Bushfire prevention and preparedness including the establishment of Area Fire Management Groups in each of the 14 RFSQ Areas

• provision of assistance to landowners/occupiers in reducing the risk of bushfire and/or reducing the potential danger to persons, property or the environment in the event of a bushfire

• leading the Bushfire Taskforce to identify areas that may be at higher risk of bushfire following Tropical Cyclone Marcia (February 2015). The taskforce will be developing and implementing a program to support cyclone-affected communities to mitigate their bushfire risk

• response to Tropical Cyclones Marcia (February 2015) and Nathan (March 2015) and other severe weather events including responding to large numbers of requests for assistance directed to the SES

• promotion and enhancement of interaction with Queensland communities by providing safety messages and warnings through media campaigns and the QFES Facebook page

• conducting exercises and training focussed on disaster response activities to inform future disaster management preparedness and planning

• development of new Bushfire Prone Area Mapping to mitigate bushfire risk in order to assist in limiting inappropriate development in hazardous locations and provide a starting point for bushfire mitigation planning and community engagement on bushfire risk

• deployment of emergency response teams within the state and across jurisdictional boundaries including internationally.

The Cultural Improvement Implementation Project which commenced in 2014-15 will continue in the new financial year addressing compliance and improving systems to establish a culture that is diverse and inclusive. We are also developing a set of principles to guide our organisation into the future. The vision I see for QFES is one of a united organisation made up of three Services and many capabilities including Emergency Management.


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The inaugural Commissioner's Future of QFES Survey was conducted in April 2015 to assess employees' opinions about current organisational structures and processes including culture, equal opportunities, discrimination and leadership performance. Overall the survey results were highly positive with some areas for improvement identified. Work has already commenced and over the next 12 months follow-up work will be conducted across QFES to look at ways to implement and address these results.

The Queensland Fire and Emergency Services Strategic Plan 2015-2019 has been developed to guide us as we shape QFES into a more progressive, efficient and inclusive organisation. Our strategic plan is available online (https://fire.qld.gov.au/documents/QFES-Strategic-Plan-2015-2019.pdQ.

I would like to acknowledge our officers and volunteers who put their lives on the line to ensure the safety of others. Unfortunately 2014-15 saw some tragic incidents which impacted on some of our colleagues and their families, the explosion at a cafe in Ravenshoe in June 2015 and a catastrophic truck explosion south of Charleville in September 2014 - our thoughts are with these officers and their families and we wish them well.

I am constantly impressed with the dedication and commitment of the people who make-up the organisation. As we continue to prepare for what is expected to be a busy bushfire season, I would like to say th you to everyone for their hard work and commitment this year.

Commissioner Queensland Fire and Emergency Services

11 September 2015


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OVERVIEW

Public safety portfolio overview The public safety portfolio, under the Minister for Police, Fire and Emergency Services and Minister for Corrective Services, consists of the Office of the Inspector-General Emergency Management (IGEM); the Public Safety Business Agency (PSBA); Queensland Fire and Emergency Services (QFES); and the Queensland Police Service (QPS). The portfolio structure is designed to support an integrated and collaborative approach to service delivery.

Office of the Inspector-General Emergency Management The Office of the IGEM was formally established as a public service office on 1 July 2014 under amendments to the Disaster Management Act 2003. The Office of the IGEM provides independent assurance and advice to enable confidence in Queensland’s emergency management arrangements. It administers Part 1A of the Disaster Management Act 2003. Public Safety Business Agency PSBA was established on 1 November 2013 under the Public Service Act 2008 with the renaming of the Department of Community Safety (Public Service Departmental Arrangements Notice (No.8) 2013). On 21 May 2014, with the assent of the Public Safety Business Agency Act 2014, PSBA was established as a public service office. PSBA provides strategic and corporate services to Queensland’s public safety agencies – the Office of the IGEM, QFES and QPS – allowing them to concentrate on frontline service delivery. It also performs operational functions including Queensland Government Air (QGAir) services, State Government Security and administration of the Blue Card system. PSBA administers the: • Public Safety Business Agency Act 2014 • State Buildings Protective Security Act 1983 • Working with Children (Risk Management and Screening) Act 2000. In June 2015, an independent review of the PSBA commenced led by the Public Service Commission. The review is considering the scope, function and structure of the PSBA to ensure it is effectively supporting public safety service delivery to the community, and transparent administration and decision making on critical corporate decisions. The review will involve extensive engagement with frontline staff, including firefighters and police officers, other employees within the portfolio and relevant external stakeholders. The final report is due by 30 November 2015.

Minister for Police, Fire and Emergency Services and Minister for Corrective Services

The Honourable Jo-Ann Miller MP

Office of the Inspector-General

Emergency Management Inspector-General

Iain MacKenzie AFSM

Public Safety Business Agency

Chief Executive Officer Kelvin Anderson PSM


Commissioner (Acting) Katarina Carroll APM

Queensland Police Service Commissioner

Ian Stewart APM


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Queensland Fire and Emergency Services QFES was established as a department on 1 November 2013 under the Public Service Act 2008 (Public Service Departmental Arrangements Notice (No. 8) 2013). QFES is the primary provider of fire and rescue, emergency management and disaster mitigation programs and services throughout Queensland, and includes Fire and Rescue, Emergency Management, Rural Fire Service Queensland (RFSQ) and the State Emergency Service (SES). Through Service Agreements, QFES also supports other emergency response volunteer organisations/agencies including Surf Life Saving Queensland (SLSQ), Royal Life Saving Society Queensland (RLSSQ), Australian Volunteer Coast Guard Association (AVCGA) and Volunteer Marine Rescue Association Queensland (VMRAQ). It is the role of QFES to provide leadership, mitigation planning and a responsive service to the community. QFES aims to protect persons, property and the environment through the continued delivery of emergency services, awareness programs, response capability and capacity, and incident response and recovery for a safer Queensland. QFES administers the: • Disaster Management Act 2003 • Fire and Emergency Services Act 1990. Queensland Police Service The Police Department was initially established by the Police Act of 1863 which took effect on 1 January 1864. The QPS works with the community to stop crime and make Queensland safer. The QPS is responsible for service delivery 24 hours a day, seven days a week, focussed on preserving peace and good order, protecting the community, preventing and detecting crime, administering the law fairly and efficiently, and bringing offenders to justice. This is achieved by using technology and innovative strategies to enable a mobile, flexible and agile delivery of services to address community needs. The following legislation is administered by the QPS: • Australian Crime Commission (Queensland) Act 2003 • Child Protection (Offender Prohibition Order) Act 2008 • Child Protection (Offender Reporting) Act 2004 • G20 (Safety and Security) Act 2013 • Police Powers and Responsibilities Act 2000 • Police Service Administration Act 1990 • Public Safety Preservation Act 1986 • Queensland Police Welfare Club Act 1970 • Summary Offences Act 2005 • Terrorism (Preventative Detention) Act 2005 • Weapons Act 1990. Machinery-of-government changes On 1 July 2014, responsibility for the administration of the Blue Card system transferred to PSBA including administration of the Working with Children (Risk Management and Screening) Act 2000. In addition, corporate and business services, and education and training functions transferred to the PSBA from the QPS on 1 July 2014. For 2014-15, PSBA administered the emergency helicopter services on behalf of Queensland Health. The emergency helicopter services include Community Helicopter Providers, the contracted service for the Torres Strait, the agreement with North Queensland Helicopter Rescue Service and the agreement with the external auditor Flight Safety.


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Public safety portfolio committees Within the public safety portfolio, each agency has its own corporate governance structure (refer pages 47-50). In addition, there are two portfolio-wide corporate governance bodies – the Public Safety Portfolio Audit and Risk Committee, which provides independent assurance on risk, control and compliance frameworks and ensures the portfolio’s operations are carried out efficiently, effectively and economically, and the Public Safety Portfolio Innovation Committee, which promotes innovative ideas. A further committee, the Public Safety Executive Coordinating Committee supports coordination and collaboration across the public safety portfolio. This is not considered a decision making committee as each committee member remains accountable for his or her decisions as an accountable officer and the committee has no authority to override the decision making authority of its individual members. Public Safety Portfolio Audit and Risk Committee The Public Safety Portfolio Audit and Risk Committee has been established under, and operates in accordance with, the terms of its charter that was developed in line with Queensland Treasury’s Audit Committee Guidelines: Improving Accountability and Performance. The committee governs audit and risk matters for the public safety portfolio agencies. It provides independent assurance and assistance through prompt and constructive reports directly to each accountable officer in the portfolio, particularly when issues identified present material risk or threat to the portfolio. The committee is chaired by an independent external expert appointed to the role. Each public safety portfolio agency is represented by one member, with a second external member. The Chair may invite or give approval for other persons to attend a committee meeting. The committee meets quarterly and met on four occasions during 2014-15. The independent external Chair received $8,250 (including GST) in remuneration for services provided in 2014-15. The second external member received $1,650 (including GST). There were no other on-costs. Committee members • Graham Carpenter, Chair (external member) • Ian Stewart APM, Commissioner, QPS represented by Stephan Gollschewski APM, Deputy

Commissioner, Strategy, Policy and Performance, QPS • Katarina Carroll APM, Commissioner (Acting), QFES represented by Russell Neuendorf,

Executive Director, Operational Service Improvement and Performance, QFES • Iain MacKenzie AFSM, Inspector-General Emergency Management • Rod Wilson, Deputy Chief Executive Officer (Acting), PSBA • Marita Corbett (external member) Achievements During 2014-15, the committee: • reviewed various audits and risks for the public safety portfolio • endorsed the 2015-2016 Annual Audit Plan incorporating the Internal Audit Strategic Plan

2015-2018 • oversaw the delivery of the Approved 2014-2015 Annual Audit Plan • considered financial, operational and performance recommendations presented by PSBA Internal

Audit and the Queensland Audit Office (QAO).


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Public Safety Portfolio Innovation Committee The purpose of the Public Safety Portfolio Innovation Committee is to provide leadership for innovative ideas and initiatives to create cross portfolio value and improve public safety. The objectives of the committee are to accelerate innovative ideas and initiatives across the portfolio and build a climate of innovation within the portfolio. The committee held its inaugural meeting on 1 August 2014. Meetings are held quarterly and four meetings were conducted in 2014-15. Committee members • Kelvin Anderson PSM, Chief Executive Officer, PSBA (Chair) • Ian Stewart APM, Commissioner, QPS • Katarina Carroll APM, Commissioner (Acting), QFES • Iain Mackenzie AFSM, Inspector-General Emergency Management Achievements In 2014-15, the committee approved: • the Terms of Reference • the Portfolio Innovation Framework • the development and pilot of a challenge based approach to innovation • a communication plan for innovation reward and recognition • a portfolio innovation scholarship.

The committee funded the following pilot projects and proofs of concept: • Supply Chain and Asset Management Proof of Concept (QFES) • Electronic Brief Management System Pilot project (QPS) • testing and evaluation of ‘Cruiser Interactive’ technology to support operations and disaster

management (QFES and QPS) • pilot of augmented reality tool to assess feasibility.

Public Safety Executive Coordinating Committee The Public Safety Executive Coordinating Committee helps guide the public safety portfolio, particularly in the areas of strategy, policy and service delivery, to ensure the portfolio continues to deliver the outcomes and benefits required by the state. The committee meets fortnightly and held its inaugural meeting on 28 July 2014. During 2014-15, the committee met on 18 occasions. Committee members • Kelvin Anderson PSM, Chief Executive Officer, PSBA • Rod Wilson, Deputy Chief Executive Officer (Acting), PSBA • Ian Stewart APM, Commissioner, QPS • Katarina Carroll APM, Commissioner (Acting), QFES • Iain MacKenzie AFSM, Inspector-General Emergency Management

Achievements Achievements for 2014-15 include: • endorsed the Terms of Reference • developed communication channels to improve cross portfolio operations and performance.


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About Queensland Fire and Emergency Services Queensland Fire and Emergency Services (QFES) was established as a department on 1 November 2013 and is the primary provider of fire and rescue, emergency management and disaster mitigation programs and services throughout Queensland, and includes Fire and Rescue, Emergency Management, Rural Fire Service (Queensland) (RFSQ) and the State Emergency Service (SES). Through Service Agreements, QFES also supports other emergency response volunteer organisations/agencies including Surf Life Saving Queensland (SLSQ), Royal Life Saving Society Queensland (RLSSQ), Australian Volunteer Coast Guard Association (AVCGA) and Volunteer Marine Rescue Association Queensland (VMRAQ). It is the role of QFES to provide leadership, mitigation planning and a responsive service to the community. QFES aims to protect persons, property and the environment through the continued delivery of emergency services, awareness programs, response capability and capacity, and incident response and recovery, for a safer Queensland. The QFES vision, outlined in its Strategic Plan 2014-2018, is safe and resilient communities through partnerships. Its purpose is to enhance community safety by minimising the impacts of fire and emergency incidents on the people, environment and economy of Queensland. Under the Fire and Emergency Services Act 1990, the main functions of QFES are to: a) protect persons, property and the environment from fire and hazardous materials emergencies b) protect persons trapped in a vehicle or building or otherwise endangered, to the extent that

QFES’ personnel and equipment can reasonably be deployed or used for the purpose c) provide an advisory service, and undertake other measures, to promote -

i) fire prevention and fire control ii) safety and other procedures if a fire or hazardous materials emergency happens

d) cooperate with any entity that provides an emergency service e) perform other functions given to QFES under this Act or another Act f) perform functions incidental to its other functions g) identify and market products and services incidental to its functions. In addition, the Act also includes functions of the SES. These are to perform: a) search and rescue operations in an emergency situation b) other operations in an emergency situation c) other activities to help communities prepare for, respond to and recover from an event or a

disaster d) activities to raise the profile of the SES or raise funds to support the SES in the performance of

its functions.

Under the Disaster Management Act 2003, the chief executive of QFES has the following responsibilities for the administration of the Act: a) to establish and maintain arrangements between the state and the Commonwealth about matters

relating to effective disaster management b) to ensure that disaster management and disaster operations in the state are consistent with the:

i) state group’s strategic policy framework for disaster management for the state ii) State Disaster Management Plan iii) disaster management standards iv) disaster management guidelines

c) to ensure that persons performing functions under the Act in relation to disaster operations are appropriately trained

d) to provide advice and support to the state group and local and district groups in relation to disaster management and disaster operations.


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Objectives The Queensland Government will work closely with all Queenslanders to deliver its objectives for the community of: • creating jobs and a diverse economy • delivering quality frontline services • protecting the environment • building safe, caring and connected communities. Integrity, accountability and consultation underpin everything the Queensland Government does. The Queensland Plan is the community’s 30-year vision for the state. The Queensland Government’s Interim Response (the Interim Response) outlines the key services, programs and partnerships that will help improve Queenslanders’ way of life today and proactively position Queensland for the future. The Queensland Plan and the Interim Response can be viewed at www.queenslandplan.qld.gov.au/. The Interim Response supports the Queensland Government’s objectives for the community and identifies the priorities and key initiatives that will contribute towards implementing Queenslanders’ vision. QFES’ policies, programs and services align with the Interim Response. The QFES objectives contribute to the government’s objectives, particularly delivering quality frontline services and building safe, caring and connected communities. The QFES objectives and strategies are: 1. Responsive fire and emergency services to reduce the impact of incidents

1.1 Provide flexible service delivery models 1.2 Deliver frontline services to the community to achieve operational outcomes 1.3 Strengthen partnerships with all agencies and the community to deliver emergency

management 1.4 Deliver a training system to underpin QFES Doctrine.

2. Emergency management support to local government and other agencies

2.1 Ensure currency of the state’s disaster management arrangements in consultation with the Office of the IGEM

2.2 Maintain strong partnerships with local disaster management groups and other government agencies

2.3 Increase support to develop ‘local solutions to local issues’ 2.4 Continue to support and strengthen the prevention, preparedness, response and recovery

approach. 3. QFES volunteers and staff build partnerships with communities and individuals to mitigate risk

and build resilience 3.1 Influence strategic planning, policy and programs that better prepare the state for emergencies and disasters 3.2 Enhance the safety of the built environment through the provision of expert advice 3.3 Implement a collaborative approach to formalise Fire Management Groups 3.4 Promote safety through community education and engagement including embedding a statewide hazard mitigation period.

4. A business and safety environment that provides for good governance, safe work, resource

efficiency and effectiveness and value to the community 4.1 Implement Police and Community Safety Review, final report and The Malone Review into

Rural Fire Services in Queensland recommendations and progress the renewal agenda 4.2 Enhance community capability by broadening and strengthening the role of volunteers

based on risk 4.3 Drive a best-practice culture and a commitment to ZERO harm 4.4 Continue to improve systems and processes for volunteers and staff to enable the safe

and sustainable delivery of services.


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http://www.queenslandplan.qld.gov.au/

Further information about QFES’ policies, programs and services can be found in Achievements (refer pages 21-44). Values The 2014-15 Commissioner’s Future of QFES Survey identified that QFES embraces a culture aligned with the core values of: • Community first • Respect • Diversity and inclusion • Safety. The QFES values align with the Queensland Public Service values:

Customers first

Ideas into action Unleash potential Be courageous Empower people

• Know your customers

• Deliver what matters

• Make decisions with empathy

• Challenge the norm and suggest solutions

• Encourage and embrace new ideas

• Work across boundaries

• Expect greatness

• Lead and set clear expectations

• Seek, provide and act on feedback

• Own your actions, successes and mistakes

• Take calculated risks

• Act with transparency

• Lead, empower and trust

• Play to everyone’s strengths

• Develop yourself and those around you

To these, QFES has added:

Strategic challenges • Actual levels of preparedness • Service capacity versus community expectations and operational response • Increasing demand for services as the population grows, ages and becomes more diverse with

higher expectations • Maintaining community confidence with public safety agencies • Effective communication and information technology systems for frontline services • Workforce sustainability • Achieving seamless interoperability. In response to these issues, QFES will continue to focus on frontline service delivery and building the capacity and capability of communities to prepare for, and respond to, emergencies and disasters.


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2015-16 Outlook In 2015-16, key priorities for QFES include: • an increased focus on transformation of QFES to a more modern and inclusive organisation for

all staff and volunteers • learnings from Taskforce Marcia on how best to strategically manage excess fuel loads after

large scale weather events. Legislation administered For details of legislation administered by QFES, refer to the Public safety portfolio overview on page 7. Locations QFES delivers its services from seven regional locations throughout the state – Far Northern, Northern, Central, North Coast, Brisbane, South Eastern and South Western. They include: • 242 fire and rescue stations • 1,497 rural fire brigades, including 433 with stations/sheds • 316 SES groups • seven communication centres (one located in each QFES region) • Special Operations Support Centre located at Cannon Hill, Brisbane. In addition, frontline staff and volunteers are trained throughout the state in various education and training facilities including the School of Fire and Emergency Services Training at Whyte Island. The Emergency Services Complex in Brisbane’s northern suburbs houses emergency services including the QFES State Operations Centre (SOC), State Disaster Coordination Centre (SDCC) and a Triple Zero (000) Communication Centre. A list of contacts and key locations for QFES is available in the appendices of this report. Partners QFES works closely with its portfolio partners – the Office of the IGEM, PSBA and QPS. QFES also has strong relationships with its partners including local governments who provide shared services and support to the SES, and those in the community including the Rural Fire Brigades Association Queensland Inc., State Emergency Service Association Queensland (SESAQ) and the Queensland Volunteer Marine Rescue Committee (QVMRC). These partnerships are vital for QFES to enhance community safety by minimising the impact of fire and emergency incidents on the people, environment and economy of Queensland. • Rural Fire Brigades Association Queensland Inc.

The Rural Fire Brigades Association Queensland Inc. is a representative body for rural fire brigades. It provides information and advice to volunteers and consults with QFES on matters of policy, training, equipment, finance and vehicle safety through the RFSQ Strategic Working Groups.

• State Emergency Service Association Queensland Inc. The State Emergency Service Association Queensland Inc. (SESAQ) is a representative body for SES Association members. The SESAQ provides information and advice to volunteers and consults with QFES on matters of policy, training, equipment, finance and vehicle safety through the SESAQ Strategic Working Groups.


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• Queensland Volunteer Marine Rescue Committee The role of the Queensland Volunteer Marine Rescue Committee (QVMRC) is to provide advice to the Queensland Government and voluntary organisations involved in marine rescue activities, investigate and make recommendations on matters referred to the committee. The committee also ensures suitable guidelines are available for the standardisation of an integrated Queensland statutory service/volunteer marine rescue capability. The QVMRC is chaired by the Assistant Commissioner, SES within QFES with membership from the following agencies: - Volunteer Marine Rescue Association Queensland - Australian Volunteer Coast Guard Association - SLSQ - QPS - Department of Transport and Main Roads (Maritime Safety Queensland) - Australian Communications and Media Authority - RLSSQ.

• Queensland Police-Citizens Youth Welfare Association

The Queensland Police-Citizens Youth Welfare Association, commonly known as PCYC, is a non-government, not-for-profit, charitable organisation that provides appropriate, affordable and accessible youth development programs and services to support young people in making positive life choices. The PCYC Emergency Services Cadet Program is delivered in partnership with PCYC and Queensland's emergency services including QFES and the QPS. For further information regarding the Emergency Services Cadet Program refer to page 22 or visit the PCYC website: www.pcyc.org.au/Youth-Programs/Emergency-Services-Cadets.aspx.

Volunteers Volunteers are critical to the successful delivery of frontline services and are essential in building community capacity and enhancing community resilience. QFES has approximately 41,000 dedicated volunteers across the state in the SES, RFSQ, Research and Scientific Branch network and Technical Rescue Unit. • State Emergency Service

The SES is a vital part of Queensland’s emergency management system and provides assistance to Queensland communities in times of disaster or emergency. The Queensland Government works in partnership with local governments through providing shared support and services that make a significant contribution to the ongoing effectiveness of the SES. This important partnership assists SES volunteers to provide a valuable volunteer emergency service to their local communities. SES groups perform search and rescue, storm damage and floodboat operations, road crash rescue, traffic management and vertical rescue, and protect persons and property from danger in disaster and emergency situations. The SES also provides valuable assistance to other emergency services and helps communities prepare for, respond to and recover from an event or a disaster. Flood and storm response is a significant part of SES activities. As at 30 June 2015, there were approximately 5,900 active SES volunteers.


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http://pcyc.org.au/Youth-Programs/Emergency-Services-Cadets.aspx

• Rural Fire Service Queensland Volunteer rural fire brigades provide fire management services for rural and semi-rural communities and urban fringe areas across approximately 93% of the state. In addition to responding to fires in their local area, and in surrounding areas in support of other brigades and emergency services, volunteer brigades undertake a range of planning and preparation activities to ensure communities are well prepared for the fire season. This includes community education activities and hazard reduction to reduce the risk from fire to people and property. The Permit to Light Fire system, in place to ensure the controlled use of fire across the state, is also largely implemented by volunteer fire wardens. Volunteer brigades are often called upon to assist other emergency service agencies during disasters such as floods and storms, and may be deployed to assist other states during fire disasters. As at 30 June 2015, there were approximately 35,000 rural fire service volunteers.

• Research and Scientific Branch volunteer (Scientific Advisor) network The Research and Scientific Branch incorporates permanent staff and volunteers who respond to hazardous materials incidents across Queensland. The volunteer network is a critical component of the branch’s expert advice service. The network includes chemists and chemical engineers who provide prompt, at-the-scene responses to emergency incidents involving chemical hazards. These specialists come from private industry, local governments and tertiary institutions across Queensland. During 2014-15, they attended a range of incidents including chemical reactions and spillages, and fires causing hazardous materials releases. As at 30 June 2015, there were approximately 40 volunteer Scientific Advisors operating across the network.

• Technical Rescue Unit – Urban Search and Rescue The Technical Rescue Unit incorporates permanent staff and volunteers who respond to natural and man-made disasters across Queensland. The volunteer network is a critical component of the Urban Search and Rescue (USAR) capability. The network includes doctors, engineers and canine specialists who deploy as part of Queensland’s USAR Taskforce. These specialists come from private industry, local governments and tertiary institutions across Queensland. During 2014-15, they attended a range of incidents including Tropical Cyclones Marcia and Nathan. They also participated in the USAR 48 hour exercise, training workshops and courses. As at 30 June 2015, there were 28 volunteers including six doctors, five engineers and 17 canine handlers.


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Organisation structure (as at 30 June 2015)

Emergency Service Volunteers

Operational Capabilityand Performance

Operations and Emergency Management

§ Seven Regions§ Emergency Management

§ Specialist Capability and Planning§ Operational Service Improvement and Performance

§ Rural Fire Service§ State Emergency Service

Commissioner Queensland Fire and Emergency Services

The Emergency Service Volunteers Division is responsible for providing overall strategic leadership, direction and support to RFSQ, the SES and other volunteer groups involved in emergency response. The Division works in partnership with local government to develop management and volunteer capability, and through the provision of high quality services, support and advice, ensures safer and more resilient communities across Queensland. The Operational Capability and Performance (OCP) Division is responsible for leading the strategic framework and vision driving performance and integrated capability across QFES. The Division works closely with QFES’ portfolio partners to ensure the planning, policy and capability of its people, services and equipment are available in readiness for service delivery to the communities of Queensland. Specialist services such as Fire Communications, Community Safety, Fire Investigation, Swift Water Rescue and BA HazMat are integral elements of OCP. The Operations and Emergency Management (OEM) Division is responsible for ensuring the response capacity of QFES operational staff in emergent situations as legislated in the Fire and Emergency Services Act 1990 and Disaster Management Act 2003. OEM provides sustainable leadership and direction through the coordination of emergency management and fire and rescue operational activities. The Division is comprised of skilled fire and emergency management professionals working in partnership with local government and communities to improve resilience and enhance operational capacity during times of emergency.


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Regions


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PERFORMANCE

Key performance measures QFES contributes to safer and sustainable communities through disaster management, community assistance, responses to structure and landscape fires, and rescue across all hazards. This also includes the SES and RFSQ, enhancing community resilience and mitigating risk through community safety programs. QFES is committed to the government priorities through revitalising frontline services and delivering essential emergency, safety, preparedness, mitigation and response services to Queensland. The table below provides an overview of the key performance measures for QFES for 2014-15.

Service Area: Fire and Emergency Services

Performance Measure Notes

Stra

tegi

c Pl

an

2014

-15

SDS

RoG

S 2013-14 Actual

2014-15 Target/ Estimate

2014-15 Actual

Rate of accidental residential structure fires reported (per 100,000 households)

1, 2

45 <60 45.4

Response times to structure fires including call taking time:

2, 3

• 50th percentile 4 7.6 minutes <7.6 minutes 7.7 minutes • 90th percentile

5 12.4 minutes <14 minutes 12.3 minutes

Percentage of building and other structure fires confined to room/object of origin

2, 3, 6

84.0% >80% 83.9%

Estimated percentage of households with smoke alarm/detector installed

7

96.6% 95% 95%

Percentage of building premises inspected and deemed compliant at first inspection

8 51.9% 50% 50.5%

Rate of Unwanted Alarms Activations per Alarm Signalling Equipment

9 - 4 2.6

Fire and emergency services expenditure per person

10 $120.34 $128.00 $131.91


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Service Area: Fire and Emergency Services (cont’d)

Performance Measure Notes

Stra

tegi

c Pl

an

2014

-15

SDS

RoG

S

2013-14 Actual

2014-15 Target/ Estimate

2014-15 Actual

Percentage of identified disaster management training capability delivered

11 57.4% 75% 61.4%

Percentage of local governments with a current disaster management plan reviewed for effectiveness

12 100% 100% 100%

Lost Time Injury Frequency Rate (LTIFR)

13 20.3 - 18.5

Level of satisfaction with Fire and Emergency Services as indicated by customer feedback and survey results

14 94.4% - 90.8%

Notes: 1. Accidental residential structure fires are those fires in a residential structure that are not deliberately lit

and with effective educational programs can be reduced or prevented from occurring. This performance measures reflects QFES’ preventative/educative role. Households data is sourced from the Australian Bureau of Statistics (ABS) Household and Family Projections, Catalogue No. 3236.0. The 2015 Report on Government Services (RoGS) reported that in 2013-14 Queensland had the lowest rate of accidental residential structure fires reported per 100,000 households of all jurisdictions and was well below the national average of 86.9.

2. Structure fires are fires in housing and other buildings. 3. Only structure fires occurring within the Levy District Boundaries (Class A-D) are included. Excluded are

non-emergency calls and those where QFES experienced delays due to extreme weather conditions or where the initial response was by another agency or brigade. Only primary exposure incidents are included.

4. This measure reports the time within which 50% of the first responding fire appliances arrive at the scene of a structure fire.

5. This measure reports the time within which 90% of the first responding fire appliances arrive at the scene of a structure fire. QFES has a long-established service delivery model for responding to structural fires within 14 minutes.

6. Only structure fires where the confinement has been determined are included in the calculations. The 2015 RoGS reported that in 2013-14 Queensland had the third highest percentage of building and other structure fires confined to room/object of origin of all jurisdictions.

7. This measure provides an indication of the percentage of households with smoke alarms installed. Results are derived from the Queensland Household Survey, November 2014.

8. This performance measure reports the percentage of building premises inspected and deemed compliant with building fire safety regulations (Fire and Rescue Service Act 1990, Building Act 1975 and Building Fire Safety Regulation 2008) and fire safety procedures on first inspection.


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Notes (cont’d) 9. This performance measure has been renamed from ‘Rate of system initiated false alarms per Alarms

Signalling Equipment’ to provide a better understanding of the calculation used for Unwanted Alarm Activations. This performance measure compares the number of unwanted false alarms responded to by QFES fire personnel with the number of connected Alarm Signalling Equipment (ASE) devices per annum. ‘Unwanted Alarm Activations’ are defined as any activation of the fire alarm and detection system that could have been avoided and the agency was notified by an automated alarm system. Data is not available for 2013-14.

10. QFES provides a wide range of disaster and emergency services under an integrated management structure. This performance measure reports the fire and emergency services expenditure divided by the estimated population of Queensland. The estimated population of Queensland is sourced from the ABS Australian Demographic Statistics, June 2013, Catalogue No. 3101.0. Information for 2013-14 is based on only eight months’ data as QFES commenced operations as a new entity on 1 November 2013. It is not comparable with 2014-15 information. For 2014-15, actual fire and emergency services expenditure per person was above the estimate by $3.91, or 3.1%. This was due to higher than forecast expenses for overtime, higher duties, new generation uniform and protective equipment, travelling, property repairs and maintenance, radio site charges, software licences, operational plant and equipment, printing and stationery and emergency management levy administration costs, offset by higher income from user charges, G20 services and gains in asset values.

11. The Disaster Management Act 2003 requires people performing functions under the Act in relation to disaster operations to be appropriately trained. The Queensland Disaster Management Training Framework outlines the core training requirements relevant to key disaster management stakeholders. This performance measure provides the percentage of disaster management training courses completed by identified stakeholders relative to the total number of courses planned to be delivered. For the purpose of reporting this measure, identified disaster management stakeholders are Local Disaster Coordinators, Local Disaster Management Group Chairs, District Disaster Coordinators and District Disaster Management Group Executive Officers. Some training courses were not delivered in 2014-15 due to operational commitments and response to disaster events. The availability of participants to undertake training was a significant factor in reducing levels of completion.

12. It is a requirement under Section 59 of the Disaster Management Act 2003 that local governments review the effectiveness of their disaster management plan at least once a year. Each local government disaster management plan undergoes an external assessment annually, to ensure the plan is compliant with the Act and meets the needs of the local area. The QPS and QFES are responsible for undertaking the external assessment using a standardised ‘traffic light’ assessment tool. For the purpose of disaster management, there are 78 local government areas, this includes 77 local governments and one town authority (Weipa). This performance measure is being discontinued in 2015-16 for Service Delivery Statement (Budget Paper) reporting purposes. This measure was focussed on measuring activity rather than efficiency and effectiveness. This measure will continue to be monitored internally and reporting around disaster management planning will be included in the annual report. The outcomes of this measure cannot be fully attributed to the actions of QFES as it is a shared responsibility and as such, QFES in collaboration with QPS, PSBA and the Office of the IGEM will continue to review the effectiveness of disaster management plans.

13. LTIFR is the frequency rate of injury for every million hours worked, for all paid QFES employees. A reduction in LTIFR is indicative of improved safety and reduced harm for our people. For 2014-15, the LTIFR includes the PSBA employees working within the mechanical workshops for QFES appliances and machinery.

14. Results are derived from the Queensland Household Survey, November 2014. This measure reports satisfaction with most recent contact. Survey participants are asked if they have had any contact with fire and emergency services in the last 12 months. Those survey participants who had contact with fire and emergency services are then asked to rate their satisfaction. This measure represents those survey participants who responded ‘satisfied’ or ‘very satisfied’. This is a new measure for 2014-15.

Key SDS – Service Delivery Statement Strategic Plan – Queensland Fire and Emergency Services Strategic Plan 2014-2018


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Achievements Capacity Regional service delivery structure A review of the QFES regional structure was finalised in 2014-15 with a new regional structure based on seven regions effective from 1 August 2014 (refer page 17). The revised structure embedded the former functions of Emergency Management Queensland into the QFES regional service delivery structure. The revised model will: • enhance regional service delivery and support • enable frontline services to meet the needs of Queensland communities and stakeholders • enhance integration and identify synergies • enhance the level of support to frontline service delivery and continue to enable local response to

manage and mitigate local risks • enhance the level of support to the volunteer workforce. Capital initiatives PSBA has responsibility for delivering new and ongoing capital initiatives to support the operational capability of QFES. This includes new or upgraded fire and rescue stations, new and replacement fire and emergency service vehicles, and a range of information and communications technology initiatives. Significant fire and emergency services capital initiatives for 2014-15 include: • completed a replacement permanent-auxiliary fire and rescue station at Ingham and replacement

auxiliary fire and rescue stations at Pomona and Pittsworth • delivered 39 replacement fire and rescue appliances and 37 replacement rural fire appliances • delivered five floodboats to SES groups (Caboolture, Giru, Harrisville, Logan East and

St George). Auxiliary Firefighter Charter Auxiliary Firefighters are firefighters located in regional communities across Queensland and at a small number of stations in the outer suburbs of the south-east corner. Auxiliary Firefighters attend structural and environmental fires, road crashes, chemical spills and many other rescue scenarios. They also conduct building compliance inspections and community education activities. As at 30 June 2015, there were 2,066 Auxiliary Firefighters who respond from 186 fire and rescue services stations to protect the Queensland community.

The Auxiliary Firefighter Charter, established on 6 May 2014, provides the framework for the relationship between the Queensland Government, QFES and the Queensland Auxiliary Firefighters Association (QAFA). It also outlines the principles for decision-making, procedures and consultation between QFES management, Auxiliary Firefighters and their representatives. QFES and QAFA signed a memorandum of understanding in August 2014 with the purpose of developing a mutual understanding as described in the charter, and to reflect agreement between QFES and QAFA on revised employment conditions as detailed in the revised Standing Order on Auxiliary Employment Conditions. QFES and QAFA continue to meet regularly to discuss and review all relevant matters.


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SES Structure The former Emergency Management Queensland components that transitioned to QFES were split to provide an Emergency Management function that sits within the Operations and Emergency Management Division, and to form the SES State Office. In October 2014, the SES Assistant Commissioner position was created which answers to the Deputy Commissioner for Emergency Service Volunteers. The creation of the SES State Office and the recognition of the SES as a key QFES service occurred in order to enhance the management and support of the SES. SES recruitment and retention initiatives In 2014-15 the introduction of new recruitment and retention initiatives provided opportunities to grow and retain an adaptable SES workforce that is less reliant on SES group locations and traditional volunteering practices. Emergency Services Cadet Program The Emergency Services Cadet Program is delivered in partnership with the Queensland Police-Citizens Youth Welfare Association (commonly known as PCYC) and QFES through a Service Level Agreement. The Queensland Government has committed $310,000 per annum for the period July 2014 to June 2017 to support the effective delivery of youth engagement in the program by supporting staff and program resource costs, and a PCYC management fee. The program is offered to youths between the ages of 12 to 17. Cadets learn a diverse range of emergency service skills and are encouraged to explore a career pathway in emergency services and volunteering. The program gives cadets an opportunity to experience a wide range of emergency service skills, including interaction with QFES officers. As at 30 June 2015, 11 PCYC Emergency Services Cadet Groups are in operation. These groups are located at Biggenden, Childers, Gayndah, Hervey Bay, Hughenden, Inglewood, Mackay, Palm Island, Pomona, St Laurence and Wolffdene. Palm Island is a school-based program that is delivered within the school curriculum program. Pomona and St Laurence cadet groups utilise school based facilities to operate with the support of emergency service members. Program highlights for 2014-15 include: • the Volunteer Marine Rescue State Board voted to include the cadets as its youth strategy

across the state. Over a three year period (2014–2017), PCYC will continue to work in collaboration with Volunteer Marine Rescue to develop ongoing marine rescue training for inclusion in the cadet program

• SES has embraced and supported the cadet program across the state with seven cadet locations operating out of SES facilities along with SES volunteers providing mentoring and support (Biggenden, Childers, Gayndah, Hervey Bay, Hughenden, Inglewood and Mackay)

• Wolffdene Cadet Group is operating out of the Cedar Creek Wolffdene Rural Fire Brigade site • the PSBA Registered Training Organisation has provided support for cadets to undertake

Certificate II Public Safety including access to content qualified trainers.


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Preparedness Bushfire prevention and preparedness On 16 December 2014, the QAO tabled in Parliament its report Bushfire prevention and preparedness. In response to the QAO’s recommendations, QFES: • established Area Fire Management Groups (AFMGs) in each of the 14 RFSQ Areas as an

approach to fire mitigation across the state. RFSQ is establishing an additional three Areas and additional AFMGs will be created for those Areas, bringing the total to 17. The Terms of Reference have been established to outline the role of AFMGs in encouraging, supporting and co-ordinating bushfire mitigation activities in local areas and providing a proactive strategy to fire hazard mitigation through planning and action

• provided support through AFMGs, to locality specific Fire Management Groups in partnering and planning, and assisted development of localised Area Fire Management Plans (AFMP) in cooperation with local governments. The localised AFMPs are developed annually and provided to the AFMG for inclusion in the AFMP

• continued Operation Cool Burn during 2014-15 for hazard mitigation prior to the 2015 bushfire season. Operation Cool Burn focuses on assisting landowners/occupiers in reducing the risk of bushfire and/or reducing the potential danger to persons, property or the environment in the event of a bushfire through a unified QFES approach, together with partners from state and local government agencies, related industry associations and landowners/occupiers.

Refer External accountability for further information (page 53). Bushfire Taskforce In April 2015, a Bushfire Taskforce was established, led by QFES, to identify areas that may be at higher risk of bushfire following Tropical Cyclone Marcia which crossed the Queensland coast on 20 February 2015. The taskforce will develop and implement a pioneering program which will help cyclone-affected communities mitigate their bushfire risk. Following Tropical Cyclone Marcia there was a heightened risk of serious bushfires in the affected areas due to the amount of downed trees and other debris. The research and results from the work of this taskforce will set a precedent for strategically managing excessive fuel loads after large-scale weather events in Queensland, such as cyclones. Retired CSIRO Bushfire Fuel and Fire Behaviour Scientist Mr Jim Gould conducted assessments of bushfire fuel loads, working with specialists in the QFES Predictive Services Unit. RFSQ will work closely with agencies such as Rockhampton Regional Council, Livingstone Shire Council, Queensland Parks and Wildlife Service and the Department of Natural Resources and Mines to target areas of concern identified by Mr Gould. A draft report has been produced by Mr Gould including the development of a fuel assessment tool for use in the field to accurately assess fuels after a cyclone/major event. This guide will be a supplement to the Overall Fuel Hazard Guide that is already used across Queensland to assess fuel loads. As at 30 June 2015, the final report and assessment tool from Mr Gould is pending. Deaf Services Queensland A positive partnership and working relationship developed with Deaf Services Queensland during 2014-15 ensures hearing-impaired Queenslanders have better access to fire and severe weather safety information. The partnership enables interpreters to be available at emergency announcements and broadcasts to inform hearing-impaired Queenslanders about severe weather events and enable them to make swift and important decisions about their own situation and circumstances.


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Predictive Services Unit The Predictive Services Unit (PSU) is responsible for managing the Fire Behaviour Analysis (FBAN) capability in QFES. QFES was the first Australasian fire agency to have a person successfully gain FBAN qualification. Inspector Andrew Sturgess received the qualification in late 2013 and QFES now has a second qualified FBAN, Station Officer Graeme Martin. Inspector Sturgess is the Manager of the PSU. The PSU has delivered training across the state, services and partner agencies. Inspector Sturgess was deployed to assist with wildfires in British Columbia, Canada in August 2014 and Station Officer Martin will be deployed for four weeks from July 2015. Inspector Sturgess and Station Officer Martin were also deployed to Victoria during the 2014 fire season on three occasions of extreme fire danger. They also led 12 trainees that were deployed to Victoria to assist during this time. The PSU continues to develop QFES’ FBAN capabilities to better support fire managers. ‘Phoenix’ was operationalised in Queensland for the first time during the 2014 fire season. ‘Phoenix’ proved to be a powerful tool to assist fire managers both operationally and in mitigation, planning and a preparedness capacity. As a bushfire spreads, ‘Phoenix’ can capture characteristics such as rate of spread, ember density, spotting and flame height. These outputs can then be displayed using Total Operation Mapping (TOM) and Google Earth. In 2015, the PSU increased from three to five staff including a Principal Information Analyst. The unit has delivered a prototype model that builds on the Phoenix simulation tool to include the uncertainty in the fire inputs. This tool known as Simulation Analysis Based Risk Evaluation (SABRE) will produce products that include probabilities of fire behaviour rather than a single deterministic output that is currently created using Phoenix. This is a nationally significant project. Probability is the first part in risk mapping fire across the state. The next step is to include the consequences and values that are likely to be impacted by the fire. This decision support tool will enhance the entire disaster management decision-making cycle, including planning, preparedness, response and recovery. The PSU is working with the Country Fire Authority, Victoria and CSIRO to better understand grass fire behaviour. The unit also worked alongside Mr Jim Gould, retired CSIRO Bushfire Fuel and Fire Behaviour Scientist, as part of the Bushfire Taskforce to define the increased level of bushfire risk following damage to local vegetation in QFES Central Region following Tropical Cyclone Marcia. The ongoing development of the PSU is indicative of QFES’ commitment to supporting fire managers with the latest science and technology to make Queensland communities more resilient than they have ever been. Operation Cool Burn QFES continues its focus on bushfire hazard mitigation. Operation Cool Burn, designated from April to July each year, provides QFES staff and volunteers with clear guidelines on identifying and preparing bushfire prone areas and assisting communities to be well prepared for the fire season. Operation Cool Burn drives a proactive focus on community education and assisting land owners/occupiers to plan hazard mitigation. It includes measurable outcomes on activities such as: • identifying bushfire prone areas • prioritising areas to conduct mitigation activities • engaging with landholders, both owners and occupiers, to assist them in reducing fire risk

through activities such as controlled burns. In 2015, activities were shaped by the lessons learnt from the 2014 operation. As well as engaging improved software tools targeted at enhanced risk reduction, the 2015 focus was on developing closer relationships with local disaster management groups and local level disaster management planning.


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During the 2015 operational period (1 April 2015 to 31 August 2015), Operation Cool Burn: • identified 712 bushfire prone locations within the state • completed 191 impact mitigation activities • provided approximately 17,700 members of the community with PREPARE.ACT.SURVIVE.

information • conducted 257 hazard reduction burns. These activities assist with mitigating the risk of bushfire in prone locations and QFES’ preparedness for the coming bushfire season (known as Operation Vector) which officially commences on 1 August 2015. Operation Westwind Queensland’s fire season normally starts in late winter in the far north to north-west, and during spring moves south into the central inland and coastal areas to the south-east border. The fire season continues through summer in southern and far south-western Queensland. The 2014 official bushfire season, known as Operation Westwind, commenced on 1 August 2014 and concluded on 30 November 2014. On 1 August 2014, the Standing Order for ‘Operation Westwind’ was released. This Standing Order is a designated operational period with direction for a unified approach to bring QFES’ bushfire capability to a high level of readiness and preparedness, allowing for rapid mobilisation and response to bushfires. All landholders, both owners and occupiers, are responsible for managing the risk of fire on their land. QFES assisted landholders to prepare for bushfires, by: • undertaking approximately 6,000 hazard reduction burns across the state, during the ‘Operation

Cool Burn’ period, including assisting other agencies to reduce the risk of bushfires on their land • providing advice and establishing conditions for hazard reduction burns through the Permit to

Light Fire System • actively promoting bushfire preparedness in communities across Queensland through the

PREPARE.ACT.SURVIVE. campaign • carrying out an annual assessment of Neighbourhood Safer Places, which are a place of last

resort if bushfire survival plans fail • providing access to current local bushfire information through the ‘Current Incidents’ facility on

the RFSQ website (www.ruralfire.qld.gov.au/map.html). The website informs users of the current situation regarding bushfires in their area and displays relative current community warnings.

Operation Delta Queensland’s storm and cyclone season, known as Operation Delta within QFES, occurred from 1 November 2014 to 30 April 2015. The focus of the operation was on QFES’ capability within the disaster management arrangements and working with QFES’ partners to ensure a swift and effective service to the public. During this period QFES, alongside QPS and partners in PSBA and other government departments, responded to Tropical Cyclone Marcia (February 2015) and Tropical Cyclone Nathan (March 2015). QFES also coordinated the repatriation of residents from Vanuatu after the devastation of Tropical Cyclone Pam in March 2015 and responded to two tropical lows in Far Northern Region and two severe weather events in Brisbane Region, which resulted in swiftwater activities, SES requests for assistance and rapid damage assessments (RDAs). The SDCC received 1,890 weather advices from the Bureau of Meteorology during the 2014-15 storm and cyclone season. In total the SDCC Watch Desk received 13,453 requests for assistance through the SES 132 500 telephone system and Requests for Assistance (RFA) Online for the 2014-15 season. This figure does not include all calls made within the Brisbane City Council Local Government area as the majority of these are automatically routed to Brisbane City Council’s call centre.


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http://www.ruralfire.qld.gov.au/map.html

Volunteer associations • Surf Life Saving Queensland (SLSQ) and the Royal Life Saving Society Queensland

(RLSSQ) SLSQ and RLSSQ provide the Queensland community with a quality, volunteer, beach rescue emergency service and vital ‘learn to swim’ education and training. QFES has Service Agreements in place with SLSQ and RLSSQ. This funding program assists these volunteer services in providing a capable beach rescue service to keep Queensland beaches safe. In 2014-15, SLSQ was provided with $5.94 million to continue providing these vital lifesaving services. This funding supported the operations of 59 Surf Life Saving Clubs, six branches and the State Centre, and included $440,000 for the maintenance costs of a twin engine helicopter. Other initiatives supported by this funding include the Life Saving Services Development Fund and assistance with WorkCover premiums.

QFES also has three separate Service Agreements in place with SLSQ spanning the period 1 July 2012 to 31 August 2017: − Service Agreement 1 – 1 July 2012 to 30 June 2015 to support effective beach

patrol/surveillance and fostering community awareness of ‘white water’ safety issues − Service Agreement 2 – 1 July 2012 to 30 June 2015 for support to effective beach

patrol/surveillance and to support additional beach patrol and lifeguard services − Service Agreement 3 - 1 September 2013 to 31 August 2017 for supporting the operation of

the SLSQ helicopter.

In addition, the Queensland Government has a ‘Heads of Agreement’ with SLSQ to provide Surf Life Saving volunteers with appropriate training, equipment and skills to enable them to be effectively mobilised during natural disasters. A new Service Agreement was signed by RLSSQ for the period 1 July 2014 to 30 June 2016 providing RLSSQ with a total of $676,588 (including GST) which will cover the funding arrangements necessary to support its services. In 2014-2016, RLSSQ will be provided with an additional $48,000 per annum (excluding GST) to continue to support the operations of two Queensland clubs, at Bulcock Beach and Tallebudgera Creek. This funding includes support initiatives such as the ‘Swim and Survive’ program and administration costs.

• Volunteer Marine Rescue Association Queensland (VMRAQ)

In 2014-15, $1.59 million was provided through a Service Agreement with the VMRAQ, to support the state association. This funding helped with the operations of 25 squadrons in five zones (Gulf of Carpentaria, Northern, Central, Moreton Bay and Southern). A further $44,803 was provided to assist with administration costs. Negotiations are currently underway with respect to a new Service Agreement for funding in 2015-2017.

• Australian Volunteer Coast Guard Association (AVCGA)

In 2014-15, funding of $1.46 million was provided through a Service Agreement with the AVCGA. In addition, $44,803 was provided to assist with administration costs. Negotiations are currently underway with respect to a new Service Agreement for funding in 2015-2017. This funding will support the operations of the state association, 22 flotillas and four squadrons in Queensland (North, South, Central and Sunshine Coast).


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Area Fire Management Groups and Plans QFES has established AFMGs with Terms of Reference to outline the role of AFMGs in encouraging, supporting and coordinating bushfire mitigation activities in local areas. AFMGs provide a proactive strategy to bush/vegetation fire hazard mitigation through planning and action, supporting locality specific Fire Management Groups to deal with local hazards and develop localised AFMPs. There are 14 AFMGs across Queensland, made up of representatives from QFES (including RFSQ and SES staff and volunteers), commonwealth, state and local government land management agencies, fire wardens, landholders and relevant private industry. RFSQ is introducing three additional Area Offices located in Gladstone, South Coast and Burnett and AFMGs will be established to service these additional Areas. AFMGs meet twice a year and locality specific Fire Management Groups meet at least once a year prior to bushfire season. Bushfire Regional Interdepartmental Committees The State Interdepartmental Committee for Bushfires (SIDC) was formed in 1995 as a result of the recommendations contained in the Queensland Bushfire Strategy Report. The key purpose of the SIDC is to provide advice and recommendations on policies and procedures relating to rural fire management in order to achieve a consistent and comprehensive approach to bushfire prevention and suppression activities. The SIDC membership is comprised of state and local government representatives and private organisations. Reporting to the SIDC are seven Regional Interdepartmental Committees for Bushfire Management (RIDC), one per QFES region. The role of the RIDCs is to maintain an active oversight of regional bushfire mitigation and prevention strategies, coordinate and support AFMGs in the delivery of bushfire risk assessment, mitigation and prevention strategies and report to the SIDC including localised information and issues received through AFMGs. The SIDC holds two meetings per year. During 2014, meetings were held in March and July and in 2015 a meeting was held in June (as at 30 June 2015). Queensland youth strategy The Queensland Youth Strategy connecting young Queenslanders 2013 was released on 30 June 2013. The strategy is a whole-of-government initiative which aims to provide young people with connections and support so they can achieve their full potential and lead happy and productive lives. Key achievements for QFES for 2014-15 included: • the PCYC, in partnership with the QFES and QPS, delivered a range of crime prevention and

youth development initiatives, including the PCYC Emergency Services Cadet Program • QFES utilised online tools such as Facebook to provide information, including safety tips, to

young people about weather and natural disasters • opportunities for young people to volunteer were promoted through the SES and RFSQ.


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Training and Exercises Disaster management exercise program In response to the 2012 Queensland Floods Commission of Inquiry recommendations, an exercise program was established to increase the capacity and capability of Queensland’s Disaster Management Arrangements. These exercises are focussed on disaster response activities and allow participants to experience and test the disaster management arrangements in either a discussion exercise or simulated environment, to inform future disaster management preparedness and planning. A range of exercises and training occurred during 2014-15 in order to test the interoperability of a number of local government areas, disaster districts, and Queensland Government agencies in emergency and disaster scenarios, including: • ‘Headache’ series of two major exercises within the Brisbane Region inclusive of additional

desktop discussions, ‘war gaming’ style exercises and field exercises involving three local government areas

• ‘Aspirin’ series of two major exercises within the North Coast Region inclusive of additional desktop discussions, ‘war gaming’ style exercises and field exercises involving four local government areas

• ‘IncSnap’ series of exercises involving the Far Northern and Northern Regions • the first instalment of ‘Exercise Connect’ conducted within the Brisbane Region inclusive of

additional desktop discussions, ‘war gaming’ style exercises and field exercises involving two local government areas.

QFES also managed and delivered a number of courses and/or training activities, including: • Queensland Disaster Management Arrangements (QDMA) awareness training (e-learning)

through QFES core skills training program managed through the School of Fire and Emergency Services Training

• 130 multi-agency exercises coordinated across the state. In August 2014, a review of the operations of the SDCC was completed and recommended the implementation of a capability based model. Following QFES’ G20 commitments in November 2014, QFES, in partnership with QPS and PSBA, began the implementation of a two year capability development program. A minimum workforce of 300 has been identified to staff the SDCC during activations therefore a training target of 150 per year was established. During the 2014-15 severe weather season, known as Operation Delta, over 200 personnel from QFES, QPS, PSBA and whole-of-government undertook capability development courses to work within the SDCC. An evaluation of SDCC operations, conducted during the activation for Tropical Cyclones Marcia and Nathan in 2015, confirmed the validity of the capability model and provided focus for the continuing training and exercise program for the 2015-16 severe weather season. Queensland Disaster Management Training Framework The delivery of effective training is a key component in building the capability of Queensland disaster management stakeholders. The Disaster Management Act 2003 provides the legislative requirement for those involved in disaster management to be appropriately trained. QFES coordinates the delivery of disaster management training through the Queensland Disaster Management Training Framework (QDMTF). Since the launch of the Disaster Management Learning Management System (LMS) on 31 March 2015, a total of 1,460 disaster management stakeholders from across various agencies within Queensland have enrolled onto the system. The web based learning and student management system is another avenue for Queensland disaster management stakeholders to obtain training to complete QDMTF courses online, nominate for face-to-face workshops, download training resources, access their disaster management training records and transcripts, provide evaluations and print certificates.


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The LMS supports and enhances the disaster management training programs currently delivered in accordance with the QDMTF by Emergency Management officers from QFES. The Disaster Management LMS has been customised with specific learning pathways which reflect the QDMTF and Queensland disaster management stakeholder roles. The customised learning pathways enable individual, group or role training needs analysis. The Disaster Management LMS and all disaster management training is provided at no charge to disaster management stakeholders. All current disaster management stakeholders are eligible to register for access to the Disaster Management LMS. This includes officers from local government, Queensland Government departments, Australian government agencies, and non-government organisations or groups with disaster management roles or functions. SES Leadership Strategy The SES Leadership Strategy was developed in 2012-13 in response to key recommendations from the 2012 Queensland Floods Commission of Inquiry. Through education and training the strategy uses best practice leadership development initiatives to highlight the importance of learning, mentoring and authentic leadership. The strategy focuses on growing the core competencies of SES leaders by taking active steps in selecting, developing, maintaining and assisting SES leaders in their complex leadership issues. Two key initiatives of the strategy are: • Emergency Leadership Development (ELD) – in 2014-15 the ELD program was delivered to

47 SES volunteers in two separate courses with 43 graduates at 30 June 2015 • Queensland SES Local Controllers’ Conference – the conference is an informative forum that

provides an opportunity to exchange ideas and discuss the future direction of the SES. It also includes a trade show where private suppliers and SES Logistics Unit display a wide range of equipment. The 2015 SES Local Controllers’ Conference was held from 1 to 3 May and was attended by 47 Local Controllers, 14 Area Controllers and three Deputy Local Controllers from across the state, with SES senior officers and staff also in attendance.

State Disaster Coordination Centre Following Tropical Cyclone Ita in April 2014, the opportunity was taken to review the role and functions of the State Disaster Coordination Centre (SDCC) under the auspices of the Inspector-General, Emergency Management. In June 2014, the State Disaster Coordination Centre: Room for Improvement Strategy report was endorsed. A recommendation was that a senior partnership between QFES and QPS, plus a strategic partnership with PSBA, be created to deliver a whole-of-government workforce solution. The outcome was an agency workforce commitment based on these partnerships, with QFES and QPS providing a third of the workforce each, while PSBA and whole-of-government provide one-sixth of the workforce each. This necessitated the development and implementation of a major training program with preliminary familiarisation training being undertaken in disaster management modules and the SDCC Event Management System (EMS). A range of recommendations are being implemented to enhance the SDCC’s ability to respond to emergency situations. Recommendations include: • a revised staffing model with a greater collaboration by QFES and QPS • co-location of QPS officers within the SDCC • focused partnership arrangements with PSBA and other key government agencies • enhanced planning and intelligence capabilities.


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In addition, a Bureau of Meteorology staff member commenced in September 2014 and is permanently embedded in the SDCC structure, enabling rapid information gathering in preparation for weather related events State Disaster Coordination Centre Event Management System The SDCC EMS is an initiative to develop a fit for purpose event management system to coordinate and manage all of the information pertaining to a potential or actual disaster event and to enable the effective and efficient response of frontline resources and disaster management organisations. The SDCC EMS Watch Desk component was implemented on 25 August 2014 and the Aviation capability for EMS was introduced in November 2014. An EMS Lite version was developed and implemented for the 2014-15 storm and cyclone season for the QDMA capabilities. A full version is being trialled and will be utilised for the 2015-16 season. Information eXchange Platform The Information eXchange Platform (IXP), launched in October 2014, enables RFAs raised by local governments to be securely and successfully exchanged between event management systems at a local (Guardian), district (DIEMS) and state (EMS) level. Previously a RFA was undertaken manually via facsimile, telephone and email and was difficult to monitor. Through IXP, users are provided real-time situational awareness, making request handling a user-friendly process and visible to all emergency management staff. IXP allows for prompt sharing of information across all tiers of disaster management. This end-to-end connectivity provides a single source of truth about the situation at hand and permits improved operational efficiency to help members of the community challenged by emergency events. IXP was used for the first time during Tropical Cyclone Marcia with RFAs exchanged in real-time between Local Disaster Coordination Centres, District Disaster Coordination Centres and the SDCC, allowing local government, who initiated the request, to monitor status and item delivery details. Requests included cyclone shelter management teams; additional SES, QFES and QPS members; and photographic support for intelligence purposes. Work is underway to improve the capabilities of the IXP to enable the exchange of situation report data between local, district and state disaster management groups. These reports summarise the impact of disaster events on the community, current issues, future risks and statistical information and are provided to the Premier, Ministers, disaster district coordinators and local governments to inform decision-making.


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Prevention Residential care buildings The Department of Housing and Public Works (DHPW) has put standards in place for both newly built residential care buildings and those built prior to June 2007 to improve fire safety standards. Depending on the assessed risk by DHPW of the existing residential care building, those of a higher risk had until 1 September 2014 and those of a lower risk have until 1 September 2016, to meet the new standards. The results of these assessments are available on the DHPW internet site (www.hpw.qld.gov.au/construction/BuildingPlumbing/FireSafety/Pages/FireSafetyResidentialCareBuildings.aspx). Following compliance by the required date, the buildings will continue to form part of the QFES inspection matrix and be inspected by station crews. A training package for residential care buildings has been developed and provided to station crews on the Core Skills Training Program. The training package was rolled out during July 2014. Compliance with the Queensland Development Code is critical for the safety of those most vulnerable Queenslanders who live in residential care facilities. Budget accommodation QFES continues to perform a leading role in the enforcement of fire safety measures through the identification and inspection of illegal Budget Accommodation Buildings. Budget Accommodation Buildings are required to have fire safety mechanisms in place such as fire safety management plans, emergency lighting and early warning systems. QFES officers conduct joint inspections with local governments to identify buildings operating as Budget Accommodation. The QFES Compliance and Prosecution Unit manages all enforcement and prosecution action against operators of Budget Accommodation that do not meet the minimum fire safety standard requirements. During 2014-15, QFES conducted 809 inspections at 426 premises suspected of operating as illegal and unsafe Budget Accommodation Buildings. These activities resulted in: • 164 Requisitions by Commissioner issued to reduce the risk • 18 Notices by Commissioner issued to improve fire safety within the premises • 12 Infringement Notices issued for breaches of fire safety • 32 successful prosecution cases completed against 31 entities in relation to offences detected at

23 buildings resulting in a total of $169,500 fines imposed by the courts. The QFES Compliance and Prosecution Unit continues to assist QFES regions with the provision of expert investigation capabilities including surveillance resources and is working with agencies at commonwealth, state and local levels in ongoing investigations related to the unsafe accommodation of young international travellers engaged in the horticulture industry. Volunteer Community Educators The Volunteer Community Educator (VCE) role is a non-operational brigade role, dedicated to providing bushfire and fire safety education to communities by promoting and delivering educational programs such as: • Bushfire Prepared Communities • PREPARE.ACT.SURVIVE. • Bushfire Action Plans • other location specific programs. Throughout 2014-15, RFSQ continued to actively recruit volunteers to become part of the VCE network with 462 volunteers as at 30 June 2015. VCEs are supported with ongoing professional development such as the Certificate III in Public Safety and Public Information Officer training.


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http://www.hpw.qld.gov.au/construction/BuildingPlumbing/FireSafety/Pages/FireSafetyResidentialCareBuildings.aspx

http://www.hpw.qld.gov.au/construction/BuildingPlumbing/FireSafety/Pages/FireSafetyResidentialCareBuildings.aspx

VCEs liaise with local brigades, volunteers, members of the public, private sector organisations and community groups. The VCE initiative has been particularly effective in assisting QFES to work with local governments and local communities in implementing local hazard reduction and response plans in preparation for the fire season. VCEs have also taken up a key role as Public Information Officers during emergencies, disseminating vital information to local communities. RFSQ has initiated the activation of VCEs to support incidents by delivering community messages and warnings. These volunteers will also be deployed with SES volunteers to undertake community welfare checks following an incident. This allows QFES to provide an all hazards approach to community messaging and public information. Following the successful implementation of VCEs to promote bushfire preparedness in communities, this role has now been introduced to SES volunteers. As at 30 June 2015, 152 SES volunteers have undertaken the VCE Training Program. A small team of SES volunteers joined with RFSQ volunteers to be deployed to Rockhampton post Tropical Cyclone Marcia as VCEs. Queensland Strategy for Disaster Resilience During the period 2007-2014, Queensland experienced natural disasters that took 43 lives and cost in excess of $14 billion. The Queensland Strategy for Disaster Resilience, released in June 2014, was developed to create Australia’s most disaster resilient state. As part of the strategy, QFES has a key role in minimising disaster impacts through flexible and adaptive planning, understanding risks and proactively preparing for disasters. In order to increase the level of disaster risk awareness and preparedness in the community, QFES staff are working with local governments to engage at a local level and deliver key messages about local risks. Regional engagement activities have included community safety days. In collaboration with local government and other stakeholders, work is continuing on developing comprehensive information holdings to inform risk understanding and emergency management planning on towns and catchments across Queensland. As part of the town profiling work, the locations of aged care facilities across the state are being identified. Regional staff will utilise this information to engage at a local level to assist aged care facilities develop evacuation plans. Regionally based QFES staff are aware of the importance of Business Continuity Planning for aged care facilities through their local networks. QFES recognises that residents in aged care facilities are vulnerable people and therefore engage through local and district disaster management groups to further build resilience and planning activities with these facilities. QFES partners with local governments across the state to provide guidance and support in the development of Local Disaster Management Plans. The QPS is responsible for conducting the evaluation of local plans, and when invited, regional QFES Emergency Management Coordinators participate in the annual evaluation. Disability Services Plan 2014-15 Each Queensland Government agency is required to develop a disability service plan that includes actions to deliver the Queensland Disability Plan 2014-19: Enabling choices and opportunities (the Queensland disability plan) in accordance with the Disability Services Act 2006. The Queensland disability plan has two key aims - to promote the rights of people with a disability to enable them to lead valued and fulfilling lives and to prepare Queensland for the National Disability Insurance Scheme. The Public Safety Portfolio Disability Services Plan 2014-2015 (the portfolio plan) was released in September 2014 and in line with the Queensland disability plan, outlines actions to improve capacity and accessibility of health services in conjunction with key partners. The portfolio plan seeks to educate, inform and engage with Queenslanders with a disability to reduce the rate and impact of public safety incidents including crimes, road crashes and fires. The portfolio will work with Queenslanders with a disability to build resilient communities and ensure community preparedness for disaster events.


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In support of the portfolio’s plan, QFES continued to deliver the Special Fire Ed educational package which educates children in the key aspects of fire safety and evacuation. This package incorporates the Fire Sign Ed educational package and contains information on specialised smoke alarms for people with a hearing impairment (including the profoundly deaf) and additional information for families and carers. QFES also continued to deliver the community education program Safehome which incorporates information for people with a disability to support them in increasing fire and general safety measures in their homes. E-contact Social media enhances interaction between QFES and Queensland communities enabling QFES to provide the community with safety messages and warnings. The QFES Facebook page had more than 158,000 fans at 30 June 2015, compared to 116,500 fans in June 2014. In addition, the QFES Twitter account had more than 24,200 followers at 30 June 2015 compared to 13,400 followers at 30 June 2014. Media and social media campaigns The public safety portfolio agencies, in particular QFES and QPS, have established award-winning and best practice examples of social media use by government agencies during crisis situations such as disaster management. The agencies are also prolific in the use of social media as a community engagement strategy, developing policy and procedures to guide staff usage. During 2014-15, the PSBA Media Branch managed a number of media and social media campaigns on behalf of QFES including: • a bushfire awareness campaign to inform people of the dangers and to provide at-risk residents

with targeted information on receiving warnings and executing survival plans • disaster preparedness campaign - the campaign urged Queenslanders to prepare their homes

for Queensland’s wild summer weather • If it’s flooded, forget it: - the campaign encouraged motorists and other members of the

community to heed warnings and avoid flooded roads and other areas • Bushfire Season: Know Your Bushfire Warnings - the campaign encouraged residents to know

their bushfire warnings and to download and implement a Bushfire Survival Plan. The campaign was rolled out online, on social media and through radio stations across Queensland

• Winter Fire Safety - the campaign reminded homeowners to take simple steps to ensure their family’s safety during the colder months including developing a fire escape plan. The Get out. Fire about. campaign was launched as part of the Winter Fire Safety campaign to highlight the importance of having a well-practiced fire escape plan. The Get out. Fire about. campaign was rolled out online, on social media and through radio stations across Queensland

• Don’t be a Fool #SignGuy’ ad campaign - QFES partnered with Deaf Services Queensland to produce a Facebook campaign targeting the deaf and hearing impaired community. The campaign leveraged off the profile of ‘The Sign Guy’ Mark Cave, a Deaf Services Queensland Auslan interpreter who gained a significant social media following for his work as an interpreter during media conferences related to Tropical Cyclone Marcia. The campaign focused on encouraging the deaf and hearing impaired community to change their smoke alarm batteries on 1 April as part of the Don’t Be a Fool, Change Your Smoke Alarm campaign. The campaign had a Facebook reach of more than 138,000 page views

• SuperVols ad campaign - Supervols was a Facebook campaign produced by the PSBA Media and Multimedia team on behalf of QFES. The campaign was produced to highlight the fantastic work conducted by QFES volunteers as part of National Volunteer Week during May 2015. The campaign featured volunteers from RFSQ, the SES, the USAR Taskforce and a QFES volunteer scientific officer. The campaign had a Facebook reach of more than 15,000 page views.


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Response and Recovery Decontamination units During 2014-15, QFES continued the roll-out of state-of-the-art decontamination units across the state. The units can be used for mass decontamination and are able to assist during USAR efforts as well as major traffic crashes. They can be rapidly deployed to an incident allowing people affected by exposure to a hazardous material such as gas, corrosive liquid or suspicious powder, to move through intensive decontamination showers within two minutes of the unit arriving at the scene. The units are fully self-contained and capable of generating their own power and carrying their own water and are able to be configured for long-duration incidents to assist police, firefighters and other emergency workers who may be required to spend many hours at the scene of a crime or a major traffic crash as they provide basic services such as running water and toilet facilities. The units can also be used to complement a forward command facility during natural disasters such as bushfires and floods. Units are in place at Brisbane, Cairns, Gold and Sunshine Coasts, Rockhampton, Toowoomba and Townsville, with Mackay and Gladstone being prepared for delivery. Rapid Damage Assessment Rapid Damage Assessment (RDA) is a methodology used to collect information from affected communities in the immediate aftermath of a major disaster. In 2014-15, QFES responded to events in proactive staging, or post-event response of RDA teams and equipment across Queensland including: • deployment of RDA teams and equipment into Brisbane Region for severe thunderstorm event,

performing 3,355 RDAs (November 2014) • staging RDA teams and equipment into Central and North Coast Regions in preparation for the

potential impact of Tropical Cyclone Marcia which impacted on Central Queensland in February 2015, with 8,236 RDAs performed.

• staging RDA teams in Far Northern Region in preparation for potential impact from Tropical Cyclone Nathan in March 2015, with 46 RDAs performed.

Specially trained QFES USAR personnel use hand-held electronic devices to rapidly survey damage to buildings and infrastructure following events such as cyclones, earthquakes, bushfires, storm surges and floods. This information is used by emergency managers and public and private sector agencies to enable a more focused and coordinated response and recovery. Reducing unwanted fire alarms Unwanted alarms have a negative impact on firefighters and the wider community by increasing safety concerns for fire crews and the public, disrupting the community and industry, creating complacency and imposing unnecessary costs to attend these incidents. QFES established a project team in 2013-14 to advance an initiative that provides a sustainable response model to automatic alarm activations. The project team is advancing a number of options based on technology and doctrine including upgrades to the Emergency Services Computer Aided Dispatch (ESCAD) system to reduce the response to alarm signals that re-set after a few seconds and allow more information to be transmitted from a premise to Firecom (Fire Communications Centres). These upgrades enable Firecom to contact the premises to confirm the need for a response where an alarm signal is active for less than ten seconds. The initial response will be a telephone call from Firecom to the premises to gather further information, with an appliance proceeding to any premises that manually reports an incident or cannot be contacted. Any sustained alarm will receive an immediate response. In addition, the project team is working with the QFES Community Safety Operations Branch to continue to engage with premise owners to upgrade alarm systems and investigate new ways to prevent alarm activations not triggered by a fire.


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QFES also provides Building Certifiers with advice on how to reduce unwanted alarms in new buildings. This advice, provided at the assessment and inspection stage of the building project, has resulted in a reduction of 86% in unwanted alarms in the 47 buildings tested since September 2007 (as at 30 June 2015). QFES also provided recommendations to 246 existing problem buildings to ensure effective management of unwanted alarms. One hundred buildings have adopted those recommendations resulting in an overall reduction in unwanted alarms of 77.43% since November 2006 (as at 30 June 2015). In 2005-06, there was an average of 3.7 unwanted alarms per alarm signaling device. The 2014-15 average is 2.6; an overall reduction of 30% in unwanted alarms per alarm signaling device across Queensland since the introduction of the Unwanted Alarm Unit in 2005-06. SES Assistance App and SES 132 500 The SES Assistance App provides Queenslanders with an alternative to calling 132 500 to request SES assistance for floods and storms. The app steps the user through a series of questions about their request before logging the job with the SES. The app is expected to save an average of eight minutes per call by automatically capturing the job information and assigning it to the relevant region. The SES app means people are able to access the service faster following a severe weather event. The app is available to download on Apple and Android devices via iTunes and Google play. Requests for assistance can also be lodged at www.132500.qld.gov.au. The SES Assistance App will be further enhanced through automated data transfer to the new SES Tasking and Management System (TAMS). SES is expected to launch TAMS in August 2015 which will provide even greater efficiency and delivery of service to Queenslanders. During 2014-15, the SES 132 500 number received 48,467 calls for assistance (a 67% increase from 2013-14 when 15,955 calls were received), and SES volunteers undertook 123,024 hours of operation (a 44% increase from 2013-14 when 68,024 hours of operation were performed). Urban Search and Rescue Queensland’s Urban Search and Rescue (USAR) Taskforce is a specialised team of internationally-accredited emergency services workers equipped to respond to extreme emergency circumstances, such as natural disasters. The team maintains classification by the United Nations (UN) International Search and Rescue Advisory Group (INSARAG) for international response at the ‘Heavy’ level, the highest standard available. The team was the eighth in the world, and the first in Australia, to achieve this accreditation and along with New South Wales remains one of only two commonwealth supported international USAR teams in Australia. The USAR Taskforce capability is a multi-agency, multi-disciplinary force that is rapidly deployable, highly adaptable and self-sustaining in remote and austere environments. It consists of a highly trained, diversely skilled and well equipped workforce that provides options for incident controllers and key decision makers during large scale, rapid onset events. The Specialist Response Section at Cannon Hill in Brisbane mobilises, assembles and deploys USAR Taskforce personnel to deliver various capabilities as required and tasked through the SOC.


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http://www.132500.qld.gov.au/

During 2014-15, USAR personnel activities included: • Brisbane severe thunderstorm, November 2014

− deployed Heavy USAR Taskforce for RDA operations and to conduct other operations in support of the SES following the severe thunderstorm

• G20 Summit, November 2014 − deployed Medium USAR Taskforce in Brisbane in support of G20 operations

• Brisbane storm, December 2014 − deployed Medium USAR Taskforce

• Far Northern Region Severe Weather, February 2015 − deployed swiftwater and RDA personnel in support of regional operations

• Western Australia Bushfires, February 2015 − deployed base camp management personnel to the Western Australian bushfires campaign

• Tropical Cyclone Marcia, February 2015 − deployed a Heavy USAR Taskforce to Rockhampton, as well as multiple swiftwater teams

to Central and Northern Regions − deployed a Flexible Habitat Capability (FHC) to Rockhampton to house disaster relief staff − deployed a FHC to Yeppoon to house disaster relief staff

• Tropical Cyclone Nathan, March 2015 − deployed several swiftwater and RDA teams − deployed two Medium USAR Taskforces due to the duration of the event.

QFES also shared the first response role for international deployments with Fire and Rescue New South Wales (three months on, three months off). The USAR Taskforce moved to alert status for the following international events: • Typhoon Hagupit, Philippines, December 2014 • Tropical Cyclone Pam, Vanuatu, March 2015 • Typhoon Mayask, Philippines, April 2015 • Nepal Earthquake, April 2015 • Tropical Cyclone Noul, Philippines, May 2015 • Nepal Earthquake, May 2015. The QFES Special Operations Support Centre at Cannon Hill in Brisbane, provides logistical cell coordination and deployment for the USAR and technical rescue personnel. The Commonwealth Government, through the Department of Foreign Affairs and Trade, continues to provide QFES with a funding grant for the ongoing development and maintenance of USAR capability and capacity to deploy internationally within six hours. A component of the grant is the taskforce’s international engagement in support of capability and capacity development globally. In 2014-15, engagement and other activities included: • the provision of mentoring to the Japanese Disaster Relief Team for its successful

UN INSARAG recertification at the Heavy level • the provision of mentoring to the New Zealand International USAR Team for its successful initial

certification as INSARAG Heavy USAR team • commencement of mentoring for Fairfax, United States of America’s international USAR team

towards its reclassification in 2016 • attendance at INSARAG Asia-Pacific international earthquake simulation exercises in Mongolia • participation as a member of the INSARAG training working group • AusMat (Australian Medical Assistance Teams) training in Darwin • participation in INSARAG East Asia Summit on Rapid Disaster Response Workshop in Bali • attendance at INSARAG Asia-Pacific Regional Earthquake exercise in China


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• attendance at the INSARAG Team Leaders meeting in Qatar • attendance at INSARAG Asia-Pacific Regional meeting in Korea • provision of an expert classifier in support of the INSARAG reclassification of the Czech

Republic International USAR team. Deployments and Events Deployments QFES, through the SOC, works closely with other emergency services to provide emergency response operations across organisational and jurisdictional boundaries, including internationally, during major disaster events. The SOC provides the coordination necessary to ensure effective and efficient deployment of QFES personnel whether intrastate, interstate and internationally. The SOC was activated on eight occasions during 2014-15 amounting to a total of 81 days. A total of 807 people worked in the SOC during these activations to enable the following deployments to occur: • 55 personnel were deployed in support of the South West Region bushfires

(October-November 2014), providing Incident Management Team (IMT), Air Operations, field crews and support personnel

• a Fire Behaviour Analyst from the PSU was deployed to Canada in August 2014 to provide advice and support to the British Columbian Fire Service following a request for assistance

• 138 personnel were deployed during and after the Brisbane severe thunderstorm in November 2014 to support the expanded operational demands of the event, within the affected region

• 83 QFES staff and volunteers, and Queensland Parks and Wildlife officers, were deployed to Western Australia to assist in assembling IMTs and delivering fire ground operations in Lower Hotham and Walpole in February 2015

• 26 swiftwater personnel were deployed to support expanded swiftwater risk following the Far Northern Severe weather event in February 2015

• 585 personnel (including QFES staff and volunteers) were deployed to support additional operational response requirements, across USAR, swiftwater, IMT, field crews, communications and Emergency Management in response to Tropical Cyclone Marcia in February 2015

• 265 personnel (including QFES staff and volunteers) were deployed to support additional operational response requirements across USAR, swiftwater, IMT, field crews, media, communications and Emergency Management in response to Tropical Cyclone Nathan in March 2015.

Additionally, the SOC supported the state through coordination and briefings during the following operational seasons and events: • G20 events in November 2014. • Brisbane severe thunderstorm in November 2014. • Operation Westwind, 1 August 2014 – 30 November 2014 • Operation Delta, 1 November 2014 – 30 April 2015 • Operation Cool Burn, 1 April 2015 - 31 August 2015. In 2014-15, SES deployments included: • in support of Tropical Cyclone Marcia and in addition to local SES volunteers and staff, the SES

deployed into affected regions with 415 volunteers for operational response, and 15 personnel (staff and volunteers) as Liaison Officers to support task forces

• in support of Tropical Cyclone Nathan and in addition to local SES volunteers and staff, the SES deployed into affected regions with 27 volunteers for operational response and one person as a Liaison Officer to support task forces


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• 50 specialist SES emergency response volunteers with support staff to New South Wales in April 2015 to assist with the massive clean-up effort following days of heavy rain and flooding and to provide relief to local emergency response crews

• as a result of the severe weather event which affected the Brisbane Region on 1 May 2015 the SES deployed both local and regional volunteers.

2018 Gold Coast Commonwealth Games QFES preparations for the 2018 Gold Coast Commonwealth Games (GC2018) are underway. In July 2014, Inspectors Greg Tomlinson and Daryl Rush travelled to Glasgow where they were embedded within a team of officers from the Scottish Fire and Rescue Service throughout the 2014 Commonwealth Games to learn about the service’s role in the event. Their learnings, particularly in the areas of logistics, infrastructure and planning, will be invaluable to QFES as preparation progresses for GC2018. In December 2014, the QFES Board of Management approved the establishment of the QFES Commonwealth Games 2018 Program. The QFES Program Management Office established a team of four in January 2015 to identify key deliverables, develop the QFES budget submission and to develop a Concept of Operations (ConOps). Lessons learned from Glasgow 2014 have been invaluable in identifying the need for QFES to plan early and resource appropriately for GC2018. Key achievements of the QFES Commonwealth Games Office for 2014-15 include: • approval of the QFES GC2018 budget submission including a structured approach to meet the

QFES requirements through to GC2018 • development of the QFES ConOps • establishment of QFES within the structure of the GC2018 • establishment of QFES as the Chair organisation of the Community Safety and Emergency

Management Working Group within the Security Functional Area, and membership of numerous other key GC2018 functional areas and working groups.

G20 events In late 2014, Brisbane hosted the G20 Leaders’ Summit and Cairns hosted the G20 Finance Ministers’ and Central Bank Governors’ meeting. Members from 19 countries plus the European Union and other countries invited by the Commonwealth Government attended the Leaders’ Summit with up to 36 Internationally Protected Persons, 4,000 delegates and 3,000 media representatives attending the Leaders’ Summit in Brisbane. In addition, up to 2,000 delegates and media representatives were involved in the Finance Ministers’ and Central Bank Governors’ meeting in Cairns. QFES’ planning for G20 commenced in January 2012 and culminated in a significant resource commitment including a 24 hour G20 Command based at Kedron in Brisbane; Rapid Assessment Teams and Decontamination Teams providing specialist capability to the QPS Dignitary Protection Unit; a medium-sized USAR Taskforce to provide dedicated fire cover and technical response at specific locations; Safety Assessment Officers at all G20 event locations; and staff located at the Chandler Command, the Brisbane Convention and Exhibition Centre and the Police Operations Centre. In addition, approximately 310 SES and RFSQ volunteers supported QFES’ G20 effort in roles that included coordination and management, motorcade route security, transport drivers, catering, staging and communication.


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Natural Disaster Relief and Recovery Arrangements The Commonwealth and State Natural Disaster Relief and Recovery Arrangements (NDRRA) provide disaster response and recovery assistance in the form of grant and loan assistance to eligible impacted members of the community. The NDRRA also provides funding for the restoration of essential public infrastructure and for the reimbursement of extraordinary response operation costs. During 2014-15, the NDRRA were activated on eight occasions in response to storms, floods and cyclone events, with 48.5% of Queensland’s land mass activated, incorporating 39 local government areas. Events included South East Queensland Low (April/May 2015); Tropical Cyclone Nathan and associated rainfall and flooding (March 2015); North Queensland severe weather and flooding (February 2015); Severe Tropical Cyclone Marcia and South East Queensland trough (February 2015); Western Queensland heavy rainfall and flooding (January 2015); Central Eastern Queensland heavy rainfall and flooding (January 2015); Central Queensland heavy rainfall and flooding (December 2014); and the Brisbane severe thunderstorm (27 November 2014). The estimated cost of events occurring in 2014‑15 was approximately $580 million. Disaster management On 18 February 2015, the SDCC was activated in preparation for Tropical Cyclone Marcia which crossed the coast on 20 February 2015. Tropical Cyclone Marcia was a rare event in that it intensified from a Category 1 to a Category 5 system in 30 hours. Whereas cyclones on average intensify at a rate of one category per 24 hour period in suitable conditions. The SDCC was staffed by approximately 100 personnel during the day shift and 50 personnel during the night shift including QFES, QPS, PSBA and whole-of-government staff. A total of 542 staff were utilised in the centre during the seven day activation. Tropical Cyclone Marcia inflicted significant damage in the communities of Yeppoon, Rockhampton and surrounds with NDRRA activated for 12 local government areas. The SDCC assisted the communities with evacuations, flood recovery and relief. Eighteen Emergency Alert Campaigns and 33 requests for state assistance were actioned as well as the submission of six Requests for Defence Assistance to the Civil Community for support in areas of aerial reconnaissance, post-disaster assessment and removal of debris in badly affected areas. QFES tasks included swiftwater rescue, USAR, hazardous material identification and neutralisation, making scenes safe, assisting to secure damaged premises, clearing debris and wash-out of premises. Approximately 8,100 SES requests were received to provide assistance for roof damage, fallen trees and localised flooding. In addition, QFES undertook more than 8,200 RDAs in the impacted areas. The QPS received approximately 600 disaster-related calls for service for the affected areas in Rockhampton and Yeppoon Police Divisions, the majority being for fallen power lines, flooding, traffic hazards and community assistance. The then Acting Commissioner Katarina Carroll, served as the interim Disaster Recovery Coordinator for the initial two weeks after the event with Chief Superintendent Brian Codd, QPS heading recovery efforts for the affected regions as the Disaster Recovery Coordinator. The Disaster Recovery Coordinator’s role includes coordinating the recovery process for affected areas and coordinating the recovery and reconstruction efforts of government and non-government agencies. The local governments serving the communities of Rockhampton and Yeppoon are continuing to work with local, state and commonwealth recovery agencies and community groups to formulate a coordinated planning process to ensure impacted communities are provided with both short and long term priorities to assist in the recovery process. These priorities include reconstruction of physical infrastructure, economy, environment and continued personal support for those affected.


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On 19 March 2015, the SDCC activated in preparation for Tropical Cyclone Nathan, which crossed the far north Queensland coast between Cape Melville and Cape Flattery as a Category 4 cyclone in the early hours of 20 March 2015. The SDCC was staffed by approximately 60 personnel during dayshift and 45 on nightshift including QFES, QPS, PSBA and whole-of-government staff. A total of 265 staff were utilised in the centre during the activation period. More than 100 SES RFA were received, predominantly for fallen trees, leaking roofs and localised flooding. Damage from the cyclone was minimal with the most significant damage to the Hope Vale banana plantation which suffered 30-40% damage. NDRRA were activated for Counter Disaster Operations and Restoration of Essential Public Assets for Cook Shire Council, Hope Vale Aboriginal Shire Council, Lockhart River Aboriginal Shire Council and Wujal Wujal Aboriginal Shire Council.

Critical incident response and recovery When a critical incident affects one or more Queensland communities, an immediate response by QFES is critical to saving lives and property. Prevention of loss and community recovery is a priority of the Queensland Government and takes precedence over the delivery of less essential government programs. Section 98(1)(d) of the Public Service Act 2008 requires chief executives to adopt management practices that are responsive to government priorities. The Public Service Commission Chief Executive Directive No. 10/14: Critical incident response and recovery provides for a whole-of-government response to disasters. The SDCC workforce incorporates the critical incident reserve pools to support the government’s commitment to response and recovery by redirecting the collective energies of the Queensland public service workforce from less critical priorities to the critical priorities of the protection of life and property and longer-term human and social recovery. During the 2014-15 disaster season known as ‘Operation Delta’, the SDCC workforce assisted in responding to Tropical Cyclones Marcia and Nathan. The coordination, training and management of the SDCC workforce is the responsibility of QFES. In preparedness for future events, QFES will deliver a training program for capabilities in the SDCC and sections within the SOC from June 2015 to September 2015, resulting in 57 days of training and a whole of SDCC exercise planned for October 2015. SES local government subsidy QFES provides a SES local government subsidy to all local governments each financial year. The purpose of this subsidy is to assist local governments in defraying administrative and operational costs associated with running SES units/groups. The formula for the distribution of the subsidy takes into account relevant factors including the size of a local SES contingent and the population, area and natural hazard risk profile of the local government area. Funding of approximately $1.5 million was allocated in 2014-15, demonstrating the government’s support towards local government and SES groups in Queensland.


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Innovation Commissioner’s Future of QFES Survey The inaugural Commissioner’s Future of QFES Survey (survey) was conducted in April 2015. Griffith University was commissioned to administer this survey to all paid QFES employees. The aim of the survey was to assess employees’ opinions about current organisational structures and processes including culture, equal opportunities, discrimination and leadership performance. The development and provision of this survey was critical to understand where QFES is at and to shape the future direction of the organisation. This survey provided an opportunity for the paid QFES workforce to have its say in an anonymous environment. A total of 1,085 survey responses were received. This represented around one third of the paid workforce and all quantitative and (de-identified) qualitative submissions were included in the analysis. Overall the survey results were highly positive toward QFES with some areas for improvement identified. Work has already commenced and over the next 12 months follow-up work will be conducted across QFES to look at ways to implement and address these results. As part of this process, a future survey will be developed and conducted across all QFES volunteers. Cultural Improvement Implementation Project The Cultural Improvement Implementation Project (CIIP) was established on 20 January 2015. The intent of the CIIP is to demonstrate a clear commitment to cultural reform and compliance with continued, concentrated effort to achieve enduring cultural change and recognise QFES as an organisation that embraces diversity. The CIIP will support the: • QFES Identity and Culture Transformation

− transforming culture through leadership − develop QFES cultural reform strategy − implement and measure cultural reform − strategic doctrine.

• One Team Working Together − common operating environment − QFES structural reform − embed and review current operating model − capability and workforce framework − implement new business training model − workforce sustainability review.

Project outcomes include: • the establishment of a Harassment Contact Officer network, consisting of 12 regionally based

Harassment Contact Officers and a centralised Harassment Information Line • enhanced promotion and increased awareness of the Fire and Emergency Services Support

Network (FESSN), accessible to full-time, part-time and volunteer members and family members • establishment of a training package to ensure all recruits are aware of workplace behaviour

expectations, providing recruits with the necessary skills and processes to know where to seek assistance if required

• new arrangements to support female recruits through their training and on allocation to location • a review of the QFES Basegrade Firefighter Recruitment including lateral entry requirements for

qualified officers from other Australasian fire and rescue agencies. A Complaints Management Framework and supporting policies are also being developed and reviewed after engagement with key stakeholders.


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In addition to these project outcomes, a Workplace Behaviour Training package was developed and delivered to over 800 personnel, from the Commissioner to Station Officer level, prior to 30 June 2015. The second phase of Workplace Behaviour Training has been developed and will see the package delivered to all firefighters and paid employees by 30 November 2015. The final phase of Workplace Behaviour Training will require consultation and engagement with key stakeholders to develop and deliver the package to all QFES volunteers. Information technology QFES Air Operations Unit and PSBA Acquisition Services are working together to facilitate engagement of companies supplying Unmanned Aerial Systems/Remotely Piloted Systems. Presumptive legislation In December 2014, new presumptive legislation was announced for firefighters who suffer from life threatening cancer to enable easier access to compensation, without having to prove correlation between cancerous illness and work circumstances. QFES Newsroom As Tropical Cyclone Marcia crossed the coast in February 2015, media outlets across Queensland turned to the QFES Newsroom, launched November 2015, to source key safety messages, high-quality video, still images and sound files. Television, radio, newspaper and online journalists downloaded and published QFES content to give the public ready access to situational awareness and help inform decision-making. The newsroom publishes traditional QFES media releases alongside multi-media packages enabling journalists to choose the elements suitable to their particular audience. Packages include: • interviews with operational staff for radio use • footage livestreamed from the SDCC and from remote locations in the field for online and

television access • photographs taken by staff and volunteers in central Queensland for use by online and print

news outlets. QFES staff, stakeholders and the public can subscribe through the PSBA website, to receive an email alert each time content is published, while bona-fide media can register to download multi-media content (https://newsroom.psba.qld.gov.au/). Regulatory and jurisdiction amendments Regulatory and jurisdiction amendments implemented during 2014-15 include: • following an internal review of the Building Fire Safety Regulation 2008 (the Regulation) some

changes were recommended to ensure the Regulation remained consistent with community and industry expectations whilst maintaining a rigorous standard of building fire safety. Amendments to the Regulation, implemented in December 2014, have realised benefits to building owners and occupiers by exempting buildings less than 300m² from displaying evacuation signs and diagrams, removing the requirement to appoint an evacuation coordinator and removing the requirement for a copy of the evacuation plan and other documents for the building to be stored, for example, in a fire proof safe

• the removal of the requirement for certain building development applications to be referred to QFES for referral agency advice which is required under the Sustainable Planning Regulation 2009 from January 2015. Areas of advice referral were identified that would not adversely affect community or firefighter safety. Types of applications that no longer require referral and subsequently no charging of fees include buildings only requiring hydrant coverage via a single street hydrant and applications involving minor alternative building solutions.


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https://newsroom.psba.qld.gov.au/

Emergency Vehicle Priority Emergency Vehicle Priority (EVP) technology was trialled in early 2013 with 50 EVP-intersections on the Gold Coast providing ten Queensland Ambulance Service (QAS) and ten QFES vehicles with green lights during emergency response situations. As an ambulance or fire appliance approaches a set of traffic lights with its emergency beacons on, EVP requests the traffic management system to give a green light, which it does when it is safe to do so. The system is designed to minimise the disruption to traffic and seeks to return to normal traffic conditions as quickly as possible after the emergency vehicle has passed. Analysis of data collected during the trial showed a 10-20% improvement in travel times along the main routes used. Subsequent independent analysis of the pilot by the Australian Road Research Board has shown a 17-26% improvement. As at 30 June 2015, EVP is active on 698 EVP-intersections providing 215 ambulances and 64 fire appliances with green lights during emergency response situations in Brisbane, Gold Coast, Bundaberg, Townsville and Moreton Bay council areas. It is planned to implement EVP in other locations throughout 2015-16 including continued expansion across South East Queensland. Plans to trial EVP in ten QPS vehicles on the Gold Coast in late 2015 are well underway. There will be a trial to include Brisbane City Council Intersections in EVP in 2015 as well. EVP has received numerous awards including the National and Queensland 2013 iAward in the Service Domain – Government Category for its outstanding information and communications technology innovation dedicated to delivering improved government service delivery to the community. In October 2014, the PSBA, in conjunction with the Department of Transport and Main Roads, won the People and Community Category of the Queensland Spatial Excellence Awards, recognising the innovative use of spatial information and tools behind delivering the EVP project. In November 2014, the EVP Project also won the ITS (Intelligent Transport Systems) Australia Government category award for the successful EVP implementation in Samford Road, Brisbane. Portable Automatic Weather Stations The Portable Automatic Weather Stations (PAWS) were delivered in late 2014 with stations in Maryborough, Rockhampton, Toowoomba and Townsville. PAWS has the ability to greatly enhance intelligence on the fire ground, transmitting directly from the device to Bureau of Meteorology forecasters. During the reporting period, PAWS were used at fires at Canungra and Ripley Valley as well as numerous fires in Central and Northern Regions. The military-grade technology is able to analyse weather, providing accurate real time weather data from where it is set up which, along with knowledge of fuel load and topography information, can be used by the Fire Behaviour Analyst to work out spread and fire behaviour. National Bushfire Mitigation Programme The National Bushfire Mitigation Programme offers all states and territories support for jurisdictional-specific bushfire mitigation work. Under the National Partnership Agreement, the commonwealth will provide Queensland with $0.904 million over three years (commenced 2014-15), to be matched by an equal financial or in-kind contribution from Queensland. In addition, all states and territories will benefit from $2.2 million of Australian Government funding to extend the existing National Burning Project involving collaboration with all other jurisdictions, including through the Australasian Fire and Emergency Service Authorities Council (AFAC), of which Queensland is an active member. The National Bushfire Mitigation Programme will be used to underpin the Queensland Government’s policy priorities for mitigating bushfire risk and enhancing the role rural fire brigades play in early preparation activities ahead of the bushfire season. Queensland’s program includes development of advanced bushfire hazard mapping and access to key hazard mapping data for government and agency stakeholders to support local governments in land use planning and bushfire risk assessment.


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Mapping technology An operational trial of a new Risk Evaluation and Disaster Information Portal (redi-Portal) - with an initial focus on bushfire and storm tide hazard – was released to over 200 users across QFES, Queensland Parks and Wildlife Service, Department of Natural Resources and Mines, QPS, various AFMGs, local government disaster management groups and district disaster management groups. Redi-Portal provides a wealth of information and tools to give a common operating picture on where, what and who is at risk from natural disasters. Following the success of this initiative the operational trial has been extended until June 2016. New Bushfire Prone Area Mapping was developed during 2014-15 for South East Queensland. The mapping will be incorporated into more than 50% of local government planning schemes in Queensland by 31 January 2017. Good land use planning is one of the most cost effective ways to mitigate bushfire risk by limiting inappropriate development in hazardous locations. The mapping also provides a starting point for bushfire mitigation planning and community engagement on bushfire risk.


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CORPORATE GOVERNANCE Executive management Board of Management profiles Katarina Carroll APM Commissioner (Acting) The Commissioner is responsible for leading and managing the efficient functioning of fire and rescue, emergency management and disaster mitigation programs and services throughout Queensland. The Commissioner represents the organisation at local, community, state, national and international forums. Mark Roche AFSM Deputy Commissioner, Operations and Emergency Management (Acting) The Deputy Commissioner, Operations and Emergency Management is responsible for ensuring the capacity and readiness of QFES operational staff in emergency situations as legislated in the Fire and Emergency Services Act 1990 and Disaster Management Act 2003. The Deputy Commissioner is also responsible for a number of portfolios including industrial relations and is a member of several project boards and steering committees across the industry. Bryan Cifuentes Deputy Commissioner, Emergency Service Volunteers (Acting) The Deputy Commissioner, Emergency Service Volunteers is responsible for providing overall strategic leadership, direction and support to RFSQ, SES and other volunteer groups involved in emergency response. The role has a significant focus on volunteer partnerships, management and development to provide high quality services, support and advice to ensure outstanding organisational performance and safer communities across Queensland. Ian Mitchell AFSM MIFireE Deputy Commissioner, Operational Capability and Performance (Acting) The Deputy Commissioner, Operational Capability and Performance is responsible for leading strategic framework and vision driving performance and integrated capability across QFES. The Division oversees the Specialist Capability and Planning, and Operational Service Improvement and Performance Directorates and works closely with portfolio partners. The Deputy Commissioner represents QFES on a number of major committees and boards including the Government Wireless Network Program Implementation Board, the Public Safety Triple Zero and Frontline Integration Forum and is the Chair of the Human Resources Information Solution (HRIS) Project Board. Russell Neuendorf AFAIM MCIPS MIPAA MASQ GIA(Cert) Executive Director, Operational Service Improvement and Performance The Executive Director, Operational Service Improvement and Performance ensures effective governance structures and frameworks through capability standards, business planning and management systems, performance analysis and reporting, risk management and audit, program management, innovation and transformation as well as QFES commercial and community engagement initiatives and activities. This role works closely with partner agencies to ensure compliance with whole-of-government frameworks and obligations.


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Board of Management profiles (cont’d) Tom Dawson AFSM Assistant Commissioner, South Western Region John Watson AFSM Assistant Commissioner, Brisbane Region Two regional Assistant Commissioners are included in the membership of the Board on a rotational basis to provide regional input and perspective to discussions and decisions. Regional Assistant Commissioners have full responsibility and delegated accountability for all operational and business management aspects of their region, ensuring an all hazards approach to prevention, preparedness, response and recovery phases of service delivery to Queensland communities. Rod Wilson Deputy Chief Executive Officer (Acting), PSBA The Deputy Chief Executive Officer within PSBA is responsible for supporting the delivery of outcomes for portfolio partner agencies through executive oversight of Frontline and Digital Services, Business Services, Human Resources, Operations including State Government Security and Blue Card Services, and QGAir. In addition, the role oversees the continued support of information and communications technology functions to QAS within Queensland Health.


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Boards and committees The QFES governance structure comprises the: • Board of Management • QFES Finance Committee • QFES People and Safety Committee • QFES Operational Communications Committee. The QFES Senior Executive Management Forum and QFES Regional Management Team Forum support coordination and collaboration across the QFES. The QFES governance committee structure and the line of reporting with other bodies is as follows:

QFES Board of Management

QFES Finance Committee

QFES People and Safety Committee

QFES Operational Communications

Committee

External Committee/ForumsInterdepartmental

CommitteesAFAC Committees etc.

QFES Senior Executive Management Forum

QFES Regional Management Team Forums

There are also two public safety portfolio decision-making bodies: • Public Safety Portfolio Audit and Risk Committee • Public Safety Portfolio Innovation Committee. A further committee, the Public Safety Executive Coordinating Committee supports coordination and collaboration across the public safety portfolio but does not form part of the QFES corporate governance decision-making structure. Details about the public safety portfolio committees can be found on pages 8-9.


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Board of Management The Board of Management is the key governance group for QFES. The Board provides leadership and direction on strategic and operational issues and supports the Commissioner as the accountable officer in achieving efficient, effective and financially responsible management of QFES. The Board also ensures QFES continues to meet its objectives and the requirements of government. The Board meets bi-monthly unless otherwise determined by the Chair. Extraordinary meetings may be called at the discretion of the Chair. During 2014–15, the Board met on nine occasions. Board members • Katarina Carroll APM, Commissioner (Acting) (Chair) • Mark Roche, Deputy Commissioner (Acting), Operations and Emergency Management • Bryan Cifuentes, Deputy Commissioner (Acting), Emergency Service Volunteers • Ian Mitchell, Deputy Commissioner (Acting), Operational Capability and Performance • Russell Neuendorf, Executive Director, Operational Service Improvement and

Performance • Tom Dawson, Assistant Commissioner, South Western Region (rotational) • John Watson, Assistant Commissioner, Brisbane Region (rotational) • Rod Wilson, Deputy Chief Executive Officer (Acting), PSBA

Achievements During 2014-15 the Board: • established the Governance Committee Structure and Strategic Risk Management

Framework • implemented a three Divisional Operating Model • established the Program Management Office to provide oversight and governance of

QFES projects • progressed organisational review recommendations.

QFES Finance Committee The QFES Finance Committee provides expert advice and supports the Commissioner as the accountable officer to achieve efficient, effective and financially responsible management as required by the Financial Accountability Act 2009. The committee aims to achieve the following: • maximise value for money for the government and the community • maximise organisational resource capacity and capability • align resources to government, portfolio and agency priorities and objectives, and

relative demand • ensure strategic alignment of programs, projects and initiatives across QFES (whether

QFES is the lead or individual as a user) • provide advice to the Board of Management on any strategic, financial resource

allocation risks. The committee meets monthly, unless otherwise determined by the Chair. During 2014-15, the committee met on 18 occasions.


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QFES Finance Committee (cont’d) Committee members • Mark Roche, Deputy Commissioner (Acting), Operations and Emergency Management • Ian Mitchell, Deputy Commissioner (Acting), Operational Capability and Performance

(rotational) • John Cawcutt, Assistant Commissioner (Acting), Brisbane Region (rotational) • Russell Neuendorf, Executive Director, Operational Service Improvement and

Performance (Chair) • Wayne Brummer, General Manager (Acting), Business Services Division, PSBA • William Norfolk, Executive Manager, Finance, Business Services Division, PSBA • Paul Hyde, Director, Built Assets, Business Services Division, PSBA

Achievements During 2014-15 the committee: • reviewed the QFES financial performance • considered submissions for changes to budgets or new allocations that were managed

within the overall budget • developed forward budget strategy and submissions.

QFES People and Safety Committee The QFES People and Safety Committee’s purpose is to ensure that QFES has policy and management systems in place so that staff and volunteers can perform their roles safely and efficiently. The committee meets monthly unless otherwise determined by the Chair. The inaugural meeting of the committee is scheduled for 11 August 2015. Committee members • Ian Mitchell, Deputy Commissioner (Acting), Operational Capability and Performance

(Chair) • Mark Roche, Deputy Commissioner (Acting), Operations and Emergency Management • Neil Gallant, Assistant Commissioner, RFSQ • Peter Jeffrey, Assistant Commissioner (Acting), SES • Steve Grant, Assistant Commissioner, Emergency Management • Tom Dawson, Assistant Commissioner, South Western Region (Auxiliary Sponsor)

(rotational) • Colin Anderson, Director, Safety and Wellbeing, PSBA • Shane Donovan, Director, Workforce Strategy, PSBA • Sue Smith, Director, Office of Commissioner • Andrew Short, Director, School of Fire and Emergency Services Training, PSBA

QFES Operational Communications Committee The QFES Operational Communications Committee is responsible for the overall Concept of Operations as well as the strategic direction and performance of QFES Operational Communications to support the delivery of services. The committee meets monthly unless otherwise determined by the Chair. Extraordinary meetings may be called at the discretion of the Chair. During 2014-15, the committee met on three occasions.


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QFES Operational Communications Committee (cont’d) Committee members • Ian Mitchell, Deputy Commissioner (Acting), Operational Capability and Performance

(Chair) • Neil Gallant, Assistant Commissioner, RFSQ • Peter Jeffrey, Assistant Commissioner (Acting), SES • Steve Grant, Assistant Commissioner, Emergency Management • Neil Reid, Assistant Commissioner (Acting), Specialist Capability and Planning • Paul Smeath, Executive Manager, Government Wireless Network • Bevan Moore, Executive Manager (Acting), State Fire Communications • Russell Neuendorf, Executive Director, Operational Service Improvement and

Performance • Leesa Mills, Executive Director (Acting), Strategy and Consulting, Strategy Division,

PSBA • Donna Dalton, Director, Innovation, Strategy Division, PSBA • David Preston, Director (Acting), Business Engagement, Frontline and Digital

Services, PSBA

Achievements During 2014-15 the committee: • coordinated initiatives across QFES • engaged with partners in joint strategic planning for communications • commenced the QFES Technology Strategy.

Ethics and code of conduct Ethical standards The PSBA Ethical Standards Unit's (ESU) primary responsibility is to assess complaints regarding the conduct of staff and volunteers within the Office of the IGEM, PSBA and QFES (the agencies). The ESU assesses complaints in accordance with the Management of Complaints About Employees, Volunteers & Contractors Policy and Procedure. As outlined in the procedure, certain categories of complaints will be formally investigated by the ESU, whilst others will be referred back to management within the relevant agency to deal with, often subject to oversight by the ESU. In addition, the ESU has the following key roles and responsibilities: • recording all complaints in the agencies' complaints management system except for Conduct and Performance Excellence (CaPE) Category 1 matters (Category 1 matters involve inappropriate interpersonal conduct with colleagues, clients or other stakeholders, inappropriate behaviour relating to minor management matters and performance requiring improvement) • acting as the agencies’ central liaison point for the Crime and Corruption Commission and the

Queensland Ombudsman, and discharging the agencies’ statutory obligations under the Crime and Corruption Act 2001

• overseeing the agencies' Public Interest Disclosure framework and assisting the agencies in fulfilling their statutory obligations under the Public Interest Disclosure Act 2010 • coordinating requests for Internal Review lodged by persons who are dissatisfied with the way their complaints have been handled by the agencies.


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Code of conduct QFES operates under the Code of Conduct for the Queensland Public Service. The code contains the ethics principles for the public sector and their associated set of values prescribed in the Public Sector Ethics Act 1994. It also contains standards of conduct for each ethics principle. The ethics principles are: • Integrity and impartiality • Promoting the public good • Commitment to the system of government • Accountability and transparency. The code describes how we will conduct ourselves in delivering services to the Queensland community. As the provider of strategic and corporate services to the public safety portfolio agencies, PSBA is responsible for public sector ethics and code of conduct training for the portfolio, excluding QPS which retains responsibility in these areas for QPS employees. PSBA was established on 1 November 2013, with staff transitioning to PSBA up until 30 June 2014. Staff that transitioned to the PSBA were previously employed in a number of different organisations such as the former Department of Community Safety, including Emergency Management Queensland and QFES, QPS and State Government Security. A number of different public sector ethics and code of conduct processes were in place in these organisations. Standardised public sector ethics and code of conduct training has been implemented across the portfolio (excluding QPS). In addition, online training tools are being rolled out during 2015 across QFES and will be progressed throughout the Office of the IGEM and PSBA in 2015-16. Risk management and accountability External accountability This section provides information about external agencies and processes which examined the operations of QFES during 2014-15 with findings/recommendations requiring consideration. Independent review of an incident involving QFES employees On 3 October 2014, the then Premier engaged the former Public Service Commission Chief Executive Margaret Allison to conduct an independent review of the QFES and PSBA handling of sexual harassment and workplace bullying, in response to an incident involving Queensland firefighters. In accordance with the terms of reference for the review, the report was delivered to the then Premier on 19 December 2014. The report has two parts – an independent assessment of the organisational management of the particular incident involving QFES staff, and observations about culture within QFES that gave rise to the incident in question. The report provides a range of recommendations, including: • changes to QFES policies and practices to improve gender equity • strategies to ensure that QFES provides a safe working environment for all staff, free from

discriminatory practices • better organisational responses to complaints, including those serious matters involving bullying

and/or sexual harassment • clarification and formalisation of the role PSBA plays in the delivery of services to QFES and the

leadership of organisational reforms.


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In addition, wide-ranging recommendations were included to improve the environment in which women firefighters are recruited, trained, assigned, supported and promoted. A key recommendation is to ensure that QFES is well supported in implementing the review recommendations that are endorsed by government, and to ensure the oversight of progress by the Minister for Police, Fire and Emergency Services and Minister for Corrective Services. The review report is available online (www.premiers.qld.gov.au/publications/categories/reports/qfes-report.aspx). The Cultural Improvement Implementation Project (CIIP) was established on 20 January 2015. The intent of the CIIP is to remodel and address the barriers and enablers that were identified in the review report, demonstrating a clear commitment to cultural reform and compliance with continued, concerted effort to achieve enduring cultural change and recognise QFES as an organisation that embraces diversity. The CIIP will support the: • QFES Identity and Culture Transformation:

− transforming culture through leadership − develop QFES cultural reform strategy.

• One Team Working Together: − common operating environment − QFES structural reform − embed and review current operating model.

For further information refer to pages 41-42. Queensland Audit Office The Queensland Audit Office (QAO) supports the role of the Auditor-General of Queensland in providing Parliament with an independent assessment of the financial management and performance activities of public sector entities. The QAO provides an independent audit service and reports to Parliament to enhance public sector accountability. QAO reports are available online (www.qao.qld.gov.au). During 2014-15, the following reports were tabled by the QAO in Parliament relating to QFES: • Report to Parliament 1: Internal control systems 2013-14

This report summarises the results of QAO’s evaluations of the systems of financial controls and of QAO’s selective testing of controls that operated within state government departments during 2013-14. The report also includes evaluations of the effectiveness of delegation of financial responsibility and risk assessment processes used by accountable officers to manage their financial risks. The QAO made no specific recommendations for QFES in the report. At the time of the review, the QFES external and risk management framework were still being established following machinery-of-government changes and as a result, QFES was not considered further in this element of the report. However, QFES continued to focus on developing and refining its risk management framework during 2014-15.


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http://www.premiers.qld.gov.au/publications/categories/reports/qfes-report.aspx

http://www.premiers.qld.gov.au/publications/categories/reports/qfes-report.aspx

https://www.qao.qld.gov.au/

• Report to Parliament 4: State public sector entities for 2013-14 This report discusses the status and nature of the audit opinions QAO issues, comments on the accuracy, timeliness and quality of financial reporting, and explains how QAO assessed the significant financial transactions and estimates disclosed by state public sector entities. Findings relating to QFES were: − QFES received an unmodified audit opinion which met accuracy requirements − QFES was assessed as having a moderate internal control framework − the timeliness requirements for financial reporting for QFES were assessed as not being met.

However, the QAO recognised that this was due to the machinery-of-government changes that occurred during 2013-14 which had a significant impact on financial systems and reporting capability at financial year-end.

QFES has undertaken work to appropriately address audit issues during 2014-15 which are monitored by the Public Safety Portfolio Audit and Risk Committee.

• Report to Parliament 10: Bushfire prevention and preparedness. The audit’s objective was to determine if Queensland is better able to prevent and prepare for bushfires following the 2009 Victorian Bushfires Royal Commission, The Malone Review into Rural Fire Services in Queensland (2013) and the Police and Community Safety Review, final report (2013).

The QAO recommended that QFES: 1) strengthens its oversight role as lead agency for mitigating Queensland’s bushfire risk to

acceptable levels by: • coordinating land managers’ efforts to assess and mitigate bushfire risk • formalising the role of fire management groups to manage Queensland’s fuel loads,

including reporting planned and conducted hazard reduction burns and the effectiveness of hazard reduction burns

• amending its bushfire mitigation planning to address prevention, preparedness, response and recovery and to manage Queensland’s residual bushfire risk

• developing and implementing a coordinated strategy to address arson, deterring would-be offenders and rehabilitating convicted offenders

• working with local councils to develop and communicate local bushfire plans for communities located in high risk, bushfire-prone areas.

2) improves engagement with communities to prepare for and respond to bushfires by: • increasing focus on monitoring the effects of educational materials it develops • reviewing and amending its bushfire warnings and alert protocols to provide clear and

consistent messages to residents about the action to be taken before and during a bushfire.

In response to the recommendations, QFES has: • established AFMGs as an approach to fire mitigation across the state. There is one AFMG

in each of the 14 RFSQ areas. RFSQ is establishing three additional area offices, creating an additional three AFMGs, to bring the total AFMGs to 17. Terms of Reference have been established to outline the role of AFMGs in encouraging, supporting and co-ordinating bushfire mitigation activities in local areas and providing a proactive strategy to fire hazard mitigation through planning and action

• provided support, through AFMGs, to locality specific Fire Management Groups to develop localised AFMPs in cooperation with local government. FMPs are developed each year and provided to the AFMG for incorporation into the Area FMP

• continued Operation Cool Burn during 2014-15 for hazard mitigation prior to the 2015 bushfire season. Operation Cool Burn focuses on assisting landowners/occupiers in reducing the risk of bushfire and/or reducing the potential danger to persons, property or the environment in the event of a bushfire through a unified QFES approach, together with partners from state and local government agencies, related industry associations and landowners/occupiers.


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Queensland Coroner In accordance with the Coroner’s Act 2003, the State Coroner is responsible for investigating reportable deaths including deaths that were violent or unnatural, such as accidents, falls or suicides, and where the cause of death is unknown. During 2014-15, the State Coroner delivered findings of a Coronial Inquest into a house fire at Slacks Creek in August 2011 with two recommendations specifically relating to QFES. In response to these recommendations: • a discussion paper outlining the relevant issues and proposing legislative amendment has been

prepared. Ministerial support was given to progress this issue to consultation. Consultation with the Department of the Premier and Cabinet, Queensland Treasury and the Department of Housing and Public Works has commenced. The Office of Best Practice Review has also been consulted with a formal response to the Preliminary Impact Assessment awaited. It is expected that interdepartmental consultation will be completed in the second half of 2015, and will be followed by external consultation with industry

• QFES amended its community education brochures to further highlight the importance of smoke alarms and home escape plans (these brochures are available online at www.qfes.qld.gov.au/communitysafety/smokealarms/default.asp and www.qfes.qld.gov.au/communitysafety/home/escape-plan.asp)

• QFES distributed information cards explaining the Coroner’s recommendation in regards to photoelectric interconnected smoke alarms and the need for an escape plan to its more than 30,000 volunteers and paid firefighters. In addition, the Winter Fire Safety Campaign 2015 took on a strong focus to encourage Queenslanders to have and practice escape plans.

Internal audit The PSBA Internal Audit Unit is an independent unit that provides advice across a wide range of disciplines including risk, assurance, information technology, finance, compliance and general consulting activities for the Office of the IGEM, PSBA, QFES and QPS. The Head of Internal Audit (HIA), PSBA is also the nominated HIA for the Office of the IGEM, QFES and QPS in accordance with the Financial Accountability Act 2009. The work of the Internal Audit Unit is undertaken in accordance with the Institute of Internal Auditors’ standards and under an approved charter that is consistent with relevant audit and ethical standards. In accordance with the Financial and Performance Management Standard 2009, an annual audit plan and four year strategic plan sets the direction of the unit. The unit, as secretariat to the Public Safety Portfolio Audit and Risk Committee, ensures that all relevant guidelines, particularly Queensland Treasury’s Audit Committee Guidelines: Improving Accountability and Performance, are adhered to and that the functioning of the unit complies with these guidelines in all material respects. The unit assists management to achieve its objectives by using a systematic, disciplined approach to review and improve the effectiveness of risk management and internal control and governance processes, improving the overall level of compliance and accountability. Under its approved charter, the unit can undertake a series of review types including compliance (effectiveness), performance (efficiency), financial management and information technology, to identify areas of risk and to improve outcomes. Systems are in place to ensure the effective, efficient and economic operation of the audit function.


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http://www.qfes.qld.gov.au/communitysafety/smokealarms/default.asp

http://www.qfes.qld.gov.au/communitysafety/home/escape-plan.asp

Achievements for 2014-15 include: • full delivery of the Approved 2014-2015 Annual Audit Plan through a combination of in-house

and co-sourced delivery. Specific QFES coverage included: − Fire and Emergency Management Review − At Station Review − Government Wireless Network Review − Communications Centre Operations and Information Systems Governance Review − QFES Buildings Approval Review − QFES Incident Data Integrity Review − Review of Gambling Benefit Fund

• no carry forward of 2014-15 audit activities. All planned reviews have commenced, fieldwork completed and are at either draft or final report stage. All planned reviews are expected to be finalised by the end of July 2015

• a saving of 55 days audit delivery was used to undertake two additional reviews from the Approved 2015-2016 Annual Audit Plan - Watch List

• Internal Audit was requested by QFES to undertake additional adhoc reviews and investigation work into sensitive work practices. That work was completed and reported to management. Internal Audit recommendations were accepted and are in the process of implementation

• successful negotiation and management of a multi-faceted, co-sourced delivery model consisting of three separate contracts providing over 1,000 days of internal audit delivery.

Information systems and recordkeeping PSBA, as the provider of strategic and corporate services to Queensland’s public safety portfolio including QFES, is responsible for recordkeeping and information systems across the portfolio. PSBA provided advice and assistance to portfolio partners during the reporting period resulting in improved efficiencies. During the reporting period, PSBA undertook a significant amount of work in order to digitise all hardcopy building safety files for the QFES Brisbane Region. A steering committee will be established to consolidate management of activities already undertaken, and to provide strategic management and oversight of this exercise. It is planned for other QFES Regions and other portfolio agencies to leverage this initiative to reduce the reliance on hardcopy documents. During 2014-15, Queensland State Archives approved the retention periods for records managed by QFES that are not covered in the whole-of-government General Retention and Disposal Schedule for Administrative Records.


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Human resources Workforce planning, attraction and performance Workforce profile The total number of full-time equivalent staff for QFES (including Auxiliary Firefighters) was 3,044.22 as at 30 June 2015. Between 1 July 2014 and 30 June 2015, the QFES permanent separation rate was 3.25%. Employee assistance The Employee Assistance Service, managed by PSBA, helps prevent and manage mental health issues for employees across the public safety portfolio by providing advice, counselling and referral to external services for a full range of organisational and personal issues. Specialist officers are available to assist staff and include internal and external psychologists, social workers and trained Peer Support Officers. The Fire and Emergency Services Support Network, comprised of approximately 160 Peer Support Officers and 90 counsellors, provide support on mental health and wellbeing issues to QFES and PSBA employees who are located at Kedron. Health and fitness The Safety and Wellbeing Branch, within PSBA Human Resources Division, continues to work with management, staff and the unions to improve employee health, fitness and wellbeing for all employees. The HealthStart Program is being offered to the portfolio agencies as it moves through each geographical area of Queensland and a number of recreational and fitness activities were provided for employees to participate in as part of Corporate Teams. Q-Balance Q-Balance is a program designed to enhance the skills and knowledge of female leaders in public safety agencies. The program encourages: • awareness of leadership strengths and how to use them to drive organisational performance • ability to diagnose and negotiate the specific challenges for women in public safety leadership

roles and to use influence to shape solutions • ability to balance the ways of established organisational culture with other approaches required

to meet needs • increased internal capacity as a female leader and ability to bring others along on that journey. Q-Balance involves two residential workshops linked by three months of workplace development support. The first workshop commenced in June 2015 at the QPS Academy at Oxley. Across the public safety portfolio, women who identified as exercising significant leadership within their organisation were encouraged to submit an expression of interest outlining how the program would be of benefit to them as an individual and to their workplace. A large number of applications were received which resulted in 21 successful portfolio nominations and an additional six nominations from the Australian Federal Police and QAS. The program has been so well supported that future courses are scheduled to commence in August 2015 with more planned for 2016.


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QFES firefighter recruitment Six firefighter training courses for permanent firefighting staff were conducted at the School of Fire and Emergency Services Training in 2014-15 with 103 recruit firefighters appointed, of which 18 are female. In addition to this, 196 Auxiliary Firefighters completed Auxiliary Recruit Program Pre-operational Training during 2014-15 of which 33 are female. QFES firefighting capacity also includes RFSQ volunteers who are recruited and trained in accordance with the needs of the local community. Working for Queensland Employee Opinion Survey The Working for Queensland Employee Opinion Survey is the annual, whole-of-government survey which measures workplace climate across the Queensland public service. The survey explores employee perceptions of matters impacting three key outcomes: Agency engagement, Job engagement and Satisfaction, and Intention to leave, with the aim of identifying better ways of working. The results serve as a benchmark which will assist with measuring changes in agency performance. The 2015 survey was conducted from 27 April to 15 May. The results for QFES are:

Response Rate Agency engagement Job engagement and Satisfaction Intention to (not) leave

2015 2014 2015 2014 2015 2014 2015 2014

QFES 30% 36% 70% 68% 85% 83% 76% 74%

Since the 2014 survey, QFES finalised its organisational restructure which may have had some impact on results. These results will be used by QFES to monitor progress against business improvement actions taken to date and to inform new business initiatives and priorities. Workplace Engagement, Productivity and Safety Accord In December 2014, the Queensland Government and United Firefighters’ Union of Queensland (UFUQ) signed the Workplace Engagement, Productivity and Safety Accord. The accord outlined a number of key strategies to deliver improved fire and emergency services to the Queensland community. The accord will deliver: • flexible rostering arrangements • a modernised award with upgraded employment conditions for Auxiliary Firefighters • improvements in workplace health and safety standards • continued consultation and communication between QFES and the UFUQ.

A number of matters are progressively being reviewed and will be implemented through 2015-16. Workplace health and safety Workplace health and safety is a priority for the public safety portfolio agencies including QFES. During 2014-15, the Safety and Wellbeing Branch within the PSBA Human Resources Division received 833 reports of work related incidents for QFES. A total of 553 of these incidents resulted in an accepted WorkCover Queensland claim for compensation. Of these accepted WorkCover Queensland claims, 161 injuries resulted in a work absence of one or more days. The three most common injury types for QFES were sprains and strains (27.5%), trauma to muscle (15%) and back pain (12%), with the most common injury mechanisms being manual handling (31%), slips/trips/falls (21%) and hit by/contact with object (14%). The QFES Lost Time Injury Frequency Rate (LTIFR) for 2014-15 was 18.5, a reduction and improvement when compared to the 2013-14 rate of 20.3.


57

Throughout 2014-15 two Injury Management Centres for QPS and QFES/PSBA continued to consolidate the improved and integrated business processes of injury management. As at 30 June 2015, the number of QFES cases under management of the Injury Management Centres totalled 160. Significant priority and an allocation of resources have been given to a renewed approach to the prevention and management of psychological injury within the public safety portfolio agencies. The goal of this approach is to de-stigmatise psychological illness and encourage employees to seek assistance.

In addition, Regional Health and Safety Advisers have commenced providing services to the portfolio agencies including RFSQ and SES. Early retirement, redundancy and retrenchment No redundancy, early retirement or retrenchment packages were paid to staff of QFES during 2014-15.


58

FINANCIAL SUMMARY Summary of financial performance The following table summarises the operating result and financial position for QFES 2014-15 and the previous financial year.

Statement of profit or loss and other comprehensive income

2014-15 $’000

2013-141 $’000

Total income from continuing operations 631,317 428,350

Total expenses from continuing operations 624,979 399,842

Other comprehensive income 688 -

Total comprehensive income 7,026 28,508

Statement of financial position

Total assets 116,513 103,237

Total liabilities 39,752 27,931

Net assets (equity) 76,761 75,306 Note: 1. QFES was established as a state government department on 1 November 2013. Therefore, the annual financial statements for QFES 2013-14 covered the eight month period from 1 November 2013 to 30 June 2014 only. In addition, the Office of the Inspector-General of Emergency Management administratively reported under QFES in 2013-14 but was established as a separate government reporting entity from 1 July 2014. Hence, the information for 2013-14 is not comparable with that for 2014-15. Income and expenses from continuing operations QFES is funded to deliver fire, rescue and a wide range of emergency management and emergency incident response and recovery services through an emergency management levy paid by the owners of prescribed properties across the state. QFES also received income from other sources, including a state contribution in lieu of the emergency management levy, grants and other contributions, including goods and services provided below fair value by the PSBA, user fees and charges from building and infrastructure fire safety, alarm monitoring, commercial and unwanted alarm attendance services, charges for attendance at incidents, parliamentary appropriations, a commonwealth government contributions and grants, sponsorships, and other income. QFES incurred expenses to deliver fire, rescue and emergency services in partnership with the community. QFES also fully funded capital expenditure by it and the PSBA for new and upgraded, or relocated properties, vehicles, information and communications equipment and systems and operational equipment from its annual income and monies held in the Emergency Management Fund.


59

For 2014-15, QFES received income from continuing operations of $631.32 million and incurred expenses from continuing operations of $624.98 million. These were comprised of: Income • appropriation income for services $19.0 million • state contribution $61.5 million • user charges and fees $53.7 million • emergency management levies $435.5 million • grants and other contributions $58.3 million (including goods and services provided below fair

value from the PSBA $48.1 million) • other income $3.3 million.

Expenses • employee expenses $330.1 million • supplies and services $100.6 million • grants and subsidies $139.2 million (including a grant to the PSBA to partly fund the goods and

services it provided for QFES $121.9 million) • depreciation and amortisation $4.8 million • impairment losses $0.2 million • other expenses $50.0 million (including goods and services provided below fair value from the

PSBA $48.1 million). QFES reported an operating surplus of $6.3 million for 2014-15. The surplus contributes to its 2014-15, and future year’s capital expenditure.

Summary of financial position QFES was in a positive financial position at the end of the financial year. The total equity or net assets of QFES at the end of 2014-15 were $76.8 million. This was comprised predominantly of: Assets • cash and cash equivalents $38.2 million • trade and other receivables $40.2 million • intangible assets $13.5 million • property, plant and equipment $20.8 million • inventory $2.6 million • other assets $1.2 million. Liabilities • trade and other payables $20.9 million • accrued employee benefits $18.7 million • other current liabilities $0.2 million. There were no significant events after balance date that could be expected to impact the operating result for QFES for the year ended 30 June 2015.


60


ABN: 93 035 163 778

Financial Statements

for the year ended

30 June 2015

General Information

These financial statements cover Queensland Fire and Emergency Services.

Queensland Fire and Emergency Services (the ‘department’) is a Queensland Government Department established under the Public Service Act 2008.

The department is controlled by the State of Queensland which is the ultimate parent.

The head office is located at:

125 Kedron Park Road KEDRON QLD 4031

The financial statements have been prepared to provide the following users with information relevant to the department’s performance and its financial position:

• Minister for Police, Fire and Emergency Services and Minister for Corrective Services; • Members of the Legislative Assembly of Queensland; • Community organisations; • Government and semi-government instrumentalities; and • Our partners.

A description of the nature of the entity’s operations and its principal activities is included in the notes to the financial statements.

For information in relation to the Queensland Fire and Emergency Services financial statements, visit the following website:

http://www.qfes.qld.gov.au


61

Note Contents Page

Statement of Profit or Loss and Other Comprehensive Income ...........................................63

Statement of Financial Position .............................................................................................64

Statement of Changes in Equity ............................................................................................65

Statement of Cash Flows ......................................................................................................67

1. Objectives and principal activities of the department ................................................................... 68

2. Significant accounting policies ...................................................................................................... 68

3. Adoption of new and revised accounting standards ..................................................................... 78

4. Reconciliation of payments from consolidated fund to appropriation revenue for servicesrecognised in the Statement of Profit or Loss and Other Comprehensive Income ...................... 79

5. User charges and fees ................................................................................................................. 79

6. Emergency management levy ...................................................................................................... 79

7. Grants and other contributions ..................................................................................................... 79

8. Key management personnel and remuneration expenses ........................................................... 80

9. Employee Expenses ..................................................................................................................... 84

10. Supplies and services ................................................................................................................... 84

11. Grants and subsidies .................................................................................................................... 85

12. Other expenses ............................................................................................................................ 85

13. Reconciliation of operating surplus to net cash from operating activities ..................................... 86

14. Receivables .................................................................................................................................. 86

15. Intangible assets ........................................................................................................................... 87

16. Property, plant & equipment ......................................................................................................... 88

17. Payables ....................................................................................................................................... 91

18. Accrued employee benefits .......................................................................................................... 91

19. Asset revaluation reserve movement reconciliation ..................................................................... 92

20. Commitments for expenditure ...................................................................................................... 92

21. Contingencies ............................................................................................................................... 93

22. Financial instruments and risk management ................................................................................ 94

23. Subsequent events after reporting date ....................................................................................... 96

24. Schedule of administered items ................................................................................................... 97

25. Trust transactions and balances ................................................................................................... 98

26. Budget vs actual comparison ....................................................................................................... 99

Certificate of the Queensland Fire and Emergency Services .............................................104

Independent Auditor’s Report .............................................................................................105


62

Queensland Fire and Emergency Services Statement of Profit or Loss and Other Comprehensive Income For the year ended 30 June 2015

The reporting period covered by these financial statements is 1 July 2014 to 30 June 2015 and the comparative figures for the previous year cover the period 1 November 2013 to 30 June 2014. The above Statement of Profit or Loss and Other Comprehensive Income should be read in conjunction with the accompanying notes.

Note 2015 2014$'000 $'000

Income from continuing operationsAppropriation revenue for services 4 80,508 53,526 User charges and fees 5 53,695 32,634 Emergency management levies 6 435,499 260,222 Grants and other contributions 7 58,293 78,261 Other revenue 12(c) 3,322 3,707 Total income from continuing operations 631,317 428,350

Expenses from continuing operationsEmployee expenses 9 330,138 211,701 Supplies and services 10 100,574 68,045 Depreciation & amortisation expense 15,16 4,776 3,288 Grants and subsidies 11 139,223 43,732 Impairment losses 22(b) 229 153 Revaluation decrement - 6 Other expenses 12 50,039 72,917 Total expenses from continuing operations 624,979 399,842

Operating result from continuing operations 6,338 28,508

Other comprehensive incomeNet changes in fair value of land and buildings 19 688 - Other comprehensive income 688 -

Total comprehensive income 7,026 28,508


63

Queensland Fire and Emergency Services Statement of Financial Position As at 30 June 2015

The above Statement of Financial Position should be read in conjunction with the accompanying notes.

Note 2015 2014$'000 $'000

Current assetsCash and cash equivalents 13 38,239 26,567 Trade and other receivables 14 40,162 38,488 Inventory 2,630 2,013 Other current assets 1,223 1,784 Total current assets 82,254 68,852

Non-current assetsIntangible assets 15 13,474 15,803 Property, plant & equipment 16 20,785 18,582 Total non-current assets 34,259 34,385

Total assets 116,513 103,237

Current liabilitiesTrade and other payables 17 20,865 8,077 Accrued employee benefits 18 18,660 17,564 Other liabilities 227 2,290 Total current liabilities 39,752 27,931


Net assets 76,761 75,306

EquityContributed equity 41,227 46,798 Asset revaluation reserve 688 - Accumulated surplus 34,846 28,508 Total equity 76,761 75,306


64

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66

Queensland Fire and Emergency Services Statement of Cash Flows For the year ended 30 June 2015

* Comparative amounts differ from previously published financial statements as a result of changes to account

classifications in the current year’s financial statements. However, the overall cash position of the department has not been affected.

The above Statement of Cash Flows should be read in conjunction with the accompanying notes.

Note 2015 2014$'000 $'000

Cash flow from operating activities

Inflows:Service appropriation receipts 78,218 53,526 User charges and fees * 53,892 20,506 Emergency management levies 433,702 259,089 Grants and other contributions * 10,233 7,661 GST collected from customers 2,665 1,391 GST input tax credits from ATO 10,300 8,994 Interest receipts 1,213 1,111 Other receipts * 980 2,636 Total cash receipts from operating activities 591,203 354,914

Outflows:Employee expenses * (330,649) (204,901) Supplies and services * (85,806) (68,992) Grants and subsidies (139,223) (43,732) GST paid to suppliers (9,483) (10,144) GST remitted to ATO (3,118) (982) Other payments * (1,668) (741) Total cash payments for operating activities (569,947) (329,492)

Net cash flow from operating activities 13 21,256 25,422

Cash flow from investing activities

Outflows:Payments for property, plant and equipment * (4,031) (5,167) Total cash payments for investing activities (4,031) (5,167)

Net cash flow from investing activities (4,031) (5,167)

Net increase in cash and cash equivalents 17,225 20,255

Cash and cash equivalents at beginning of reporting period 26,567 - Increase/(decrease) in cash and cash equivalents due to Government restructuring (5,553) 6,312

Cash and cash equivalents as at 30 June 38,239 26,567


67

Queensland Fire and Emergency Services Notes to the financial statements For the year ended 30 June 2015

1. Objectives and principal activities of the department

Queensland Fire and Emergency Services (the ‘department’) was established on 1 November 2013 to provide fire and emergency services in partnership with the community and enhance community safety by minimising the impact of fire and emergency incidents on the people, environment and economy of Queensland.

The department is responsible for saving lives, protecting property and helping preserve the natural environment. The department also provides management support for the Rural Fire Service Queensland, the State Emergency Service and administered state government grants to other volunteer emergency service organisations.

Funding for the departmental services delivered by the department has come from parliamentary appropriations and the following revenue sources:

• Advisory and consultancy services; • Commercial and community training; • Commercial contract services; • Commonwealth grants; • Contributions, including donations and sponsorships; • Fees for attendance at incidents; and • Emergency management levies.

2. Significant accounting policies

The accounting policies set out below have been applied consistently to all periods presented in the financial statements. Certain comparative amounts have been reclassified to conform to the current year’s presentation.

(a) Statement of compliance

The financial statements are general purpose financial statements that have been prepared in accordance with section 42 of the Financial and Performance Management Standard 2009. In addition, the financial statements comply with Queensland Treasury’s Minimum Reporting Requirements and Australian Accounting Standards, Australian Accounting Interpretations, other authoritative pronouncements of the Australian Accounting Standards Board (AASB) where applicable to not-for-profit entities. Unless otherwise stated, these financial statements have been prepared in accordance with the historical cost convention.

(b) The reporting entity

The financial statements include the value of all revenues, expenses, assets, liabilities and equity of the department. The department does not have any subsidiaries, investment in associates or jointly controlled operations that need to be included in these financial statements.

(c) Administered transactions and balances

Where the department administers, but does not control, certain resources on behalf of the Government, it has responsibility and is accountable for administering related transactions and items. It does not have the discretion to deploy the resources for the achievement of the department's objectives.

Administered transactions and balances are disclosed in note 24. These transactions and balances are considered immaterial in comparison to the department’s overall financial performance or financial position and therefore no budget vs actual comparison has been included in note 26.

(d) Trust and agency transaction and balances

The department undertakes certain trustee transactions on behalf of trust beneficiaries. As the department acts only in a custodial role in respect to these transactions and balances, they are not recognised in the financial statements but are disclosed in note 25.


68

Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 2. Significant accounting policies (continued)

(e) User charges and fees

User charges and fees controlled by the department are recognised as revenues when the related services are provided and can be measured reliably with a sufficient degree of certainty. Further details of the department’s user charges and fees are contained in note 5.

Taxes, fees and fines collected but not controlled by the department are reported as administered revenue and disclosed in note 24.

(f) Grants and other contributions

Grants, contributions, donations and gifts that are non-reciprocal in nature are recognised as revenue in the year in which the department obtains control over them. Where grants are received that are reciprocal in nature, revenue is accrued over the term of the funding arrangements.

Contributed assets are recognised at their fair value. Contributions of services are recognised only when a fair value can be determined reliably and the services would have been purchased if they had not been donated.

(g) Special payments

Special payments include ex gratia expenditure and other expenditure that the department is not contractually or legally obligated to make to other parties. The total of all special payments is disclosed separately within Other Expenses (note 12). However, descriptions of the nature of special payments are only provided for special payments greater than $5,000.

(h) Services received/provided free of charge or for nominal value

Contributions of services are recognised only if the services would have been purchased if they had not been donated and their value can be measured reliably. Where this is the case, an equal amount is recognised as revenue and an expense in the profit or loss.

(i) Financial instruments

Initial recognition and measurement

Financial assets and financial liabilities are recognised when the department becomes a party to the contractual provisions of the instrument. For financial assets, this is equivalent to the date that the department commits itself to either purchase or sell the asset (i.e. trade date accounting is adopted). Financial instruments are recognised initially at cost which includes transaction costs, when the related contractual rights or obligations exist, except where the instrument is classified at fair value through profit or loss in which case transaction costs are expensed to the profit or loss immediately.

Cash and cash equivalents

Cash and cash equivalents include all cash and cheques receipted but not banked at 30 June with financial institutions.

Receivables and payables

Trade debtors are recognised at the amounts due at the time of sale or service delivery. Settlement of these amounts is generally required between 14 to 30 days from the invoice date. Unsecured trade payables are initially recognised at fair value, net of transaction costs and are usually paid within 30 days of recognition.

Other debtors generally arise from transactions outside the usual operating activities of the department and are recognised at their assessed values. Settlement terms depend on the nature of the receivable. No interest is charged (other than for overdue emergency management levies) and no security is obtained.


69


(i) Financial instruments (continued)

Classification and subsequent measurement

The department’s financial instruments are classified and measured as follows:

Cash and cash equivalents – held at fair value Receivables – held at amortised cost Payables – held at amortised cost

Amortised cost is calculated as the amount at which the financial asset or financial liability is measured at initial recognition, less any reduction for impairment.

Receivables and payables

Receivables and payables are non-derivative financial instruments with fixed or determinable payments that are not quoted in an active market and are subsequently measured at amortised cost. Further details of the department’s trade and other receivables are contained in note 14. Further details of the department’s trade creditors and other payables are contained in note 17.

Impairment

At each reporting date, the department assesses whether there is objective evidence that a financial instrument has been impaired. A financial asset is considered to be impaired if objective evidence indicates that one or more events have had a negative impact on the estimated future cash flows of that financial asset.

Individually significant financial assets are tested for impairment on an individual basis. Certain categories of financial asset that are assessed not to be impaired individually are, in addition, assessed for impairment on a collective basis.

An impairment loss in respect of a financial asset measured at amortised cost is calculated as the difference between its carrying amount and the present value of the estimated future cash flows discounted at the original effective interest rate. All impairment losses are recognised in the profit or loss.

Derecognition of financial instruments

Financial assets are derecognised when the asset is disposed of to another party whereby the entity no longer has any continuing involvement in the risks and benefits associated with the financial asset. Financial liabilities are derecognised where the related obligations are either discharged, cancelled or expire.

(j) Inventories

Inventories are measured at the lower of cost and net realisable value. Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion and selling expenses. The cost of inventories is assigned on a first in, first out basis, and comprises the cost of purchase including costs of bringing the inventories to location. However they don’t include training costs which are expensed as incurred.

Inventories held for internal consumption are those inventories which the department consumes in its normal course of business. These are valued at cost or weighted average cost and include expenditure incurred in acquiring inventories and bringing them to their existing condition. The cost of inventories held for internal consumption is adjusted, where applicable, for any loss of service potential.


70


(k) Property, plant & equipment

Acquisitions of property, plant and equipment

Actual cost is used for the initial recording of all acquisitions of assets controlled by the department. Cost is determined as the value given as consideration plus costs incidental to the acquisition and costs incurred in getting the assets ready for use.

Assets acquired at no cost or for nominal consideration, other than from an involuntary transfer from another Queensland department, are recognised at their fair value at the date of acquisition in accordance with AASB 116 Property, Plant and Equipment and Queensland Treasury’s Non-current Asset Policies for the Queensland Public Sector.

Where assets are received free of charge from another Queensland department (whether as a result of Machinery-of-Government or other involuntary transfer), the acquisition cost is recognised at the carrying amount in the books of the transferor immediately prior to the transfer together with any accumulated depreciation.

Assets under construction are recorded as capital work in progress until the date of practical completion, at which time they are transferred to the appropriate asset class.

Items of property, plant and equipment with a cost, or other value, equal to or in excess of the following thresholds are recognised in the financial statements in the year of acquisition:

Building and land improvements $10,000 Heritage and cultural $5,000 Land $1 Major plant and equipment $5,000 Plant and equipment $5,000

Recognition and measurement

Land, buildings, and heritage and cultural assets are measured at fair value in accordance with AASB 116 Property, Plant and Equipment, AASB 13 Fair Value Measurement and Queensland Treasury’s Non-Current Asset Policies for the Queensland Public Sector. These assets are stated in the statement of financial position at their revalued amounts, being the fair value at the date of revaluation, less any subsequent accumulated depreciation and subsequent accumulated impairment losses where applicable.

Asset classes measured at fair value are revalued on an annual basis either by appraisals undertaken by an independent valuer, an internal expert, or by the use of appropriate and relevant indices. Revaluations performed by either an independent valuer or internal experts are undertaken at least once every five years. However, if a particular asset class experiences significant and volatile changes in fair value, that class is subject to specific appraisal in the current reporting period, where practicable, regardless of the timing of the last specific appraisal.

The State Valuation Service (SVS) supplies the indices used for land and residential buildings and provide assurance of their robustness, validity and appropriateness for application to the relevant assets. Indices used are also tested for reasonableness by management to assess and confirm the relevance and suitability of indices provided, based on the department’s own particular circumstances.

Any revaluation increase arising on revaluation is recognised in other comprehensive income, except to the extent that it reverses a revaluation decrease for the same asset previously recognised in the profit or loss, in which case the increase is credited to the profit or loss to the extent of the decrease previously expensed.

A decrease in the carrying amount arising on the revaluation of freehold land and buildings is recognised in the profit or loss to the extent that it exceeds the balance, if any, held in the non-current assets revaluation reserve relating to a previous revaluation of that asset. On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount of the asset and any change in the estimate of remaining useful life.


71


(k) Property, plant & equipment (continued)

Recognition and measurement (continued)

Materiality concepts under Queensland Treasury APG 19 – Materiality are considered in determining whether the difference between the carrying amount and the fair value of an asset is material (in which case revaluation is warranted).

Separately identified components of assets are measured on the same basis as the assets to which they relate.

The department’s land and buildings are divided into regions across the State and the valuation of these land and buildings is undertaken on a rolling program. The table below shows the program of revaluation for 2014-15:

Year Region

2014-15 Northern Region, Far Northern Region, Brisbane Region (in part)

The 2014-15 valuations were certified by the Manager Client Valuations, SVS and were reviewed and accepted by the department.

Fair value measurement

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date under current market conditions (i.e. an exit price).

Fair value measurement of a non-financial asset takes into account a market participant’s ability to generate economic benefits by using the asset in its highest and best use.

All assets and liabilities of the department for which fair value is measured or disclosed in the financial statements are categorised within the following fair value hierarchy, based on the data and assumptions used in the most recent specific appraisals:

• Level 1 – represents fair value measurements that reflect unadjusted quoted market prices in active markets for identical assets and liabilities;

• Level 2 – represents fair value measurements that are substantially derived from inputs (other than quoted prices included within level 1) that are observable, either directly or indirectly; and

• Level 3 – represents fair value measurements that are substantially derived from unobservable inputs.

Observable inputs are publicly available data that are relevant to the characteristics of the assets/liabilities being valued. Observable inputs used by the department include, but are not limited to, published sales data for land and general office buildings.

Unobservable inputs are data, assumptions and judgements that are not available publicly, but are relevant to the characteristics of the assets/liabilities being valued.

Significant unobservable inputs used by the department include subjective adjustments made to observable data to take account of the characteristics of the department’s assets/liabilities, internal records of recent construction costs (and/or estimates of such costs) for assets' characteristics/functionality, and assessments of physical condition and remaining useful life. Unobservable inputs are used to the extent that sufficient relevant and reliable observable inputs are not available for similar assets/liabilities.

None of the department’s valuations of assets or liabilities are eligible for categorisation into level 1. There were no transfers of assets between fair value hierarchy levels during the period.

More specific fair value information about the department’s property, plant & equipment is outlined in Note 16.


72


(k) Property, plant and equipment (continued)

Depreciation

Depreciation is calculated on a straight-line basis so as to write off the net cost or other revalued amount of each asset over its expected useful life to its estimated residual value commencing from the time the asset is held ready for use. The estimated useful lives, residual values and depreciation method are reviewed at the end of each annual reporting period, with the effect of any changes recognised on a prospective basis. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.

Land is not depreciated as it is deemed to have an unlimited useful life.

Assets under construction (work-in-progress) are not depreciated until they have reached their service delivery capacity. Service delivery capacity relates to when construction is complete and the asset is first put to use or is installed ready for use in accordance with its intended application. These assets are then reclassified to the relevant classes with property, plant and equipment.

Where assets have separately identifiable components that are subject to regular replacement, these components are assigned useful lives distinct from the asset to which they relate and are depreciated accordingly.

Any expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new depreciable amount is depreciated over the remaining useful life of the asset to the department. Major spares purchased specifically for particular assets are capitalised and depreciated on the same basis as the asset to which they relate.

A review has been conducted on all assets to determine the current economic life to the entity. Any change to an asset's economic life was applied as at 30 June 2015.

Depreciation rates for each class of depreciable assets are outlined below:

Class Rate

Buildings and land improvements 1% to 2.5% Heritage and cultural 1% to 10% Plant and equipment 5% to 33.33%

Disposal

The gain or loss arising on disposal or retirement of an item of property, plant and equipment is determined as the difference between the sale proceeds and the carrying amount of the asset and is recognised in the profit or loss.

On the subsequent sale or retirement of revalued land and buildings, the attributable revaluation surplus remaining in the non-current assets revaluation reserve is transferred directly to retained earnings. No transfer is made from the non-current assets revaluation reserve to retained earnings except when an asset is derecognised. Further details of the department’s disposal of property, plant and equipment are contained in note 16.


73


(l) Intangible assets

Intangible assets acquired separately are recorded at cost less accumulated amortisation and any accumulated impairment losses. Intangible assets with a cost or other value equal to or greater than $100,000 are recognised in the financial statements. If the purchase cost is less than $100,000, the item is expensed.

Amortisation is charged on a straight-line basis over the intangible asset’s estimated useful life. The estimated useful life and amortisation method is reviewed at the end of each annual reporting period, with any changes in these accounting estimates being accounted for on a prospective basis. Intangible assets are amortised from the date they are available for use. The residual value is zero for all the department's intangible assets.

It has been determined that there is not an active market for any of the department’s intangible assets. Expenditure on research activities relating to internally generated intangible assets is recognised as an expense in the period in which it is incurred

The amortisation rate and the related asset class are outlined below:

Class Rate

Internally generated computer software 10%

Further details of the department’s intangible assets are contained in note 15.

(m) Impairment of non-financial assets

All non-current physical and intangible assets are assessed for indicators of impairment on an annual basis. If an indicator of possible impairment exists, the department determines the asset's recoverable amount. Any amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss.

An asset's recoverable amount is determined as the higher of the asset's fair value less costs to sell and depreciated replacement cost. An impairment loss is recognised immediately in the profit or loss unless the relevant asset is carried as at a revalued amount, in which case the impairment loss is treated as a revaluation decrease.

Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment loss is recognised immediately in profit or loss, unless the relevant asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.


74


(n) Employee benefits

A liability is recognised for benefits accruing to employees in respect of wages and salaries, employee superannuation contributions and annual leave and long service leave levies when it is probable that settlement will be required and they are capable of being measured reliably. Workers' compensation insurance is a consequence of employing employees, but is not classified as an employee benefit and is therefore recognised separately as employee related expenses.

As sick leave is non-vesting, an expense is recognised for this leave as it is taken.

Annual and long service leave

The department is a member of the Queensland Government’s Annual Leave Central Scheme (ALCS). A levy is payable to cover the cost of employee’s annual leave (including leave loading and on-costs) and long service leave. The levies are expensed in the period in which they are payable. Amounts paid to employees for annual leave are claimed from the scheme quarterly in arrears.

Superannuation

QSuper is the superannuation plan for Queensland Government employees with employer contribution rates determined by the Treasurer on the advice of the State Actuary. These are expensed in the period in which they are paid or payable. The department’s obligation is limited to its contribution to QSuper.

The QSuper scheme has defined benefit and defined contribution categories. The liability for defined benefits is held on a whole-of-government basis and reported in those financial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.

Time off in lieu of overtime (TOIL) and accrued time

Liabilities for TOIL and accrued time are recognised in the Statement of Financial Position as the amount unpaid at reporting date in respect to all employee services and related on-costs such as workcover premiums, long service leave levies and employer superannuation contributions. Provisions for TOIL and accrued time are shown as current liabilities and are measured based on remuneration rates expected to be paid when the liabilities are settled.

Key management personnel and remuneration

Key management personnel and remuneration disclosures are made in accordance with section 5 of the Financial Reporting Requirements for Queensland Government Agencies issued by Queensland Treasury. Refer to Note 8 for the disclosures on key management personnel and remuneration.

Further details of the department’s employee benefits are contained in note 9.

(o) Insurance

The department’s non-current physical assets and other risks are insured through the Queensland Government Insurance Fund (QGIF) and other commercial insurance providers, premiums being paid on a risk assessment basis. In addition, the department pays premiums to WorkCover Queensland in respect of its obligations for employee compensation.

(p) Leases

Leases in which a significant portion of the risks and rewards of ownership are not transferred to the department as lessee are classified as operating leases (note 20). Payments made under operating leases (net of any incentives received from the lessor) are charged to the profit or loss on a straight-line basis over the period of the lease.


75


(q) Contributed equity

Non-reciprocal transfers of assets and liabilities between wholly owned Queensland State Public Sector entities as a result of Machinery-of-Government changes are adjusted to ‘Contributed Equity’ in accordance with Urgent Issues Group Interpretation 1038 Contributions by Owners Made to Wholly Owned Public Sector Entities. Appropriation for equity adjustments is similarly designated.

(r) Taxation

The department is a State body as defined under the Income Tax Assessment Act 1936 and is exempt from Commonwealth taxation with the exception of Fringe Benefits Tax (FBT) and Goods and Services Tax (GST).

Revenue, expenses, assets and liabilities are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO). In these circumstances GST is recognised as part of the cost of acquisition of an asset or as part of an item of expense. Receivables and payables are recognised inclusive of GST. The net amount of GST recoverable from, or payable to, the ATO is included as a current asset or current liability in the statement of financial position. Cash flows are included in the statement of cash flows on a net basis. The GST component of cash flows arising from investing and financing activities which is recoverable from, or payable to, the ATO is classified within operating cash flows.

(s) Accounting estimates and judgements

In the application of the department’s accounting policies, management is required to make judgments, estimates and assumptions about carrying values of assets, liabilities, income and expenses that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period or in the period of the revision and future periods if the revision affects both current and future periods.

Estimates and assumptions with the most significant effect on the financial statements are outlined in the following notes:

• Valuation of Property, plant & equipment – note 16 • Contingencies – note 21.

(t) Other presentation matters

Amounts included in the financial statements have been rounded to the nearest $1,000 or, where the amount is $500 or less, to zero, unless disclosure of the full amount is specifically required. Sub-totals and totals may not add due to rounding, but the overall discrepancy is no greater than two thousand dollars.

Comparative amounts may differ from previously published financial statements as a result of changes to account classifications in the current year’s financial statements or due to rounding. Further explanations of comparative amounts that have changed significantly have been included in the Statement of Cash Flows, note 4, note 12 and note 13.


76


(u) Machinery-of-Government changes

The functions and responsibilities of Fire and Rescue Service and Emergency Management Services were transferred from the Public Safety Business Agency (the ‘PSBA’) to Queensland Fire and Emergency Services as a consequence of a machinery-of-government change as per the Public Service Departmental Arrangements Notice (No.8) 2013, with effect from 1 November 2013.

As a result of these changes, the following asset and liabilities were transferred to the department:

Revenue and expenses relating to Fire and Rescue Service and Emergency Management Services for the full year, including transactions processed by the Public Safety Business Agency prior to the transfer were:

Controlled Note 2014$'000

AssetsCash 6,313 Receivables 29,596 Inventory 1,575 Other current asset 6,094 Property, plant and equipment and other non-currentassets 32,469

76,047 LiabilitiesPayables 28,351 Accrued employee entitlements -

28,351

Net Assets 47,696

Administered 2014$'000

AssetsReceivables 43

43 LiabilitiesTransfer to Government payable 43

43

Net Assets -

Controlled 2014$'000

Revenue 628,589 Expenses 586,119

42,470

Administered 2014$'000

Revenue 82 Expenses 82

-


77


(u) Machinery-of-Government changes (continued)

Through an interim administrative arrangement, the Office of the Inspector-General of Emergency Management’s (the ‘office’) activities and responsibilities were reported within the department during the 2013-14 financial year. From 1 July 2014 a separate entity for the office was created and as a result of this change, the following assets and liabilities were transferred to the office:

3. Adoption of new and revised accounting standards

(a) Standards and Interpretations affecting the reported results or financial position

There are no new or revised Standards and Interpretations adopted in these financial statements affecting the reporting results or financial position.

(b) Standards and Interpretations affecting presentation and disclosure

The following new and revised Standards and Interpretations have been adopted in the current period and have affected the presentation and disclosure in these financial statements.

AASB 1055 ‘Budget Reporting’ (effective 1 July 2014)

In response to this new standard, the department has included in these financial statements a comprehensive new note ‘Budget vs Actual Comparison’ (note 26). This note discloses the department’s original published budget figures for 2014-15 compared to actual results, with explanations of major variances, in respect of the department’s Statement of Profit or Loss and Other Comprehensive Income, Statement of Financial Position and Statement of Cash Flows.

Note 26 includes a comparison between the original published budgeted figures for 2014-15 compared to actual results and explanations of major variances, in respect of the department’s major classes of administered income, expenses, assets and liabilities.

(c) Standards and Interpretations not yet adopted

As at the date of authorisation of these financial statements, all other Australian accounting standards and interpretations with future commencement dates are either not applicable to the department's activities, or have no material impact on the department for the year ended 30 June 2015.

Controlled Note 2015$'000

AssetsCash 779 Receivables 48 Inventory - Other current asset 30 Property, plant and equipment and other non-currentassets 27

884 LiabilitiesPayables 205 Accrued employee entitlements 10

215

Net Assets 669


78

Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 4. Reconciliation of payments from consolidated fund to appropriation revenue for services recognised in the

Statement of Profit or Loss and Other Comprehensive Income

* The 2014 comparative amounts above have been changed to meet the reporting requirements outlined in

Queensland Treasury’s APG 2 – Contributions received by not-for-profit agencies. However, this change has no impact on the department’s overall operating result for 2014.

5. User charges and fees

6. Emergency management levy

7. Grants and other contributions

Note 2015 2014$'000 $'000

Budgeted appropriation revenue 79,158 - Transfers from/to other departments - 56,729 Lapsed output appropriation (940) (3,203) Total departmental services receipts (cash) 78,218 53,526

Plus: Opening balance of deferral appropriation payable to Consolidated Fund 2,290 - Less: Closing balance of deferred appropriation payable to Consolidated Fund (227) (2,290)

Plus: Deferred appropriation payable to Consolidated Fund (expense) 12 227 2,290 Appropriation revenue for services recognised in Profit or Loss * 80,508 53,526

2015 2014$'000 $'000

Fees for services 16,935 11,366 Operational fees and charges 33,734 18,790 Sale of services 3,020 2,478 Services to the Commonwealth 6 - Total 53,695 32,634

2015 2014$'000 $'000

Gross emergency management levy revenue 444,016 265,308 Less: pensioner discount (8,517) (5,086) Net emergency management levy revenue 435,499 260,222

2015 2014$'000 $'000

Commonwealth receipts 1,643 531 Donations - assets & other items 79 1,205 Energy grants credit scheme 191 147 Grants from State Government Departments 4,095 4,946 Motor Accident Insurance Commission 3,527 1,353 Rural fire brigade contributions 50 115 Services received below fair value 48,060 69,433 Sponsorships 648 531 Total 58,293 78,261


79

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80

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81

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atio

n de

tails

are

in re

spec

t of t

he re

lievi

ng a

rrang

emen

ts fo

r thi

s po

sitio

n fro

m 5

Jan

uary

201

5 to

the

end

of th

e fin

anci

al y

ear.

Mon

etar

y ex

pens

eNo

n m

onet

ary

$'00

0$'

000

$'00

0$'

000

$'00

0C

omm

issi

oner

, QFE

S*

261

-

3

42

30

6

C

omm

issi

oner

, QFE

S**

203

-

2

15

22

0

D

eput

y C

omm

issi

oner

, Ope

ratio

ns &

Em

erge

ncy

Man

agem

ent

193

-

3

20

21

6

D

eput

y C

omm

issi

oner

, Em

erge

ncy

Ser

vice

s Vo

lunt

eers

209

-

2

17

22

8

Dep

uty

Com

mis

sion

er, O

pera

tiona

l Cap

abili

ty &

Per

form

ance

219

-

3

20

24

2

As

sist

ant C

omm

issi

oner

, Sou

th W

este

rn R

egio

n16

3

-

3

18

184

Assi

stan

t Com

mis

sion

er, C

ultu

ral I

mpr

ovem

ent a

nd

Com

mon

wea

lth G

ames

195

-

3

20

21

8

E

xecu

tive

Dire

ctor

, Ope

ratio

nal S

ervi

ce Im

prov

emen

t &

Per

form

ance

162

-

3

18

18

3

From

1 J

uly

2014

to 3

0 Ju

ne 2

015

Shor

t ter

m e

mpl

oyee

ben

efits

Long

term

em

ploy

ee

expe

nses

Post

-em

ploy

men

t ex

pens

esPo

sitio

n (d

ate

resi

gned

if a

pplic

able

)To

tal e

xpen

ses

Note


82

Que

ensl

and

Fire

and

Em

erge

ncy

Serv

ices

N

otes

to th

e Fi

nanc

ial S

tate

men

ts

For t

he y

ear e

nded

30

June

201

5 8

Key

man

agem

ent p

erso

nnel

and

rem

uner

atio

n (c

ontin

ued)

b)

Rem

uner

atio

n ex

pens

es (c

ontin

ued)

* P

rior t

o th

e es

tabl

ishm

ent o

f thi

s po

sitio

n, th

e of

ficer

app

oint

ed to

relie

ve in

this

role

was

rem

uner

ated

at t

he le

vel o

f Ins

pect

or.

The

abov

e re

mun

erat

ion

is fo

r the

pe

riod

1 N

ovem

ber 2

013

to 3

0 Ju

ne 2

014

and

incl

udes

this

pos

iton.

**

Prio

r to

the

esta

blis

hmen

t of t

his

posi

tion,

the

offic

er a

ppoi

nted

to re

lieve

in th

is ro

le w

as re

mun

erat

ed a

t the

leve

l of A

ssis

tant

Com

mis

sion

er.

The

abov

e re

mun

erat

ion

is fo

r the

per

iod

1 N

ovem

ber 2

013

to 3

0 Ju

ne 2

014

and

incl

udes

this

pos

iton.

Mon

etar

y ex

pens

eNo

n m

onet

ary

$'00

0$'

000

$'00

0$'

000

$'00

0C

omm

issi

oner

, QFE

S18

3

-

2

31

216

Dep

uty

Com

mis

sion

er, O

pera

tions

& E

mer

genc

y M

anag

emen

t12

2

20

3

23

168

Dep

uty

Com

mis

sion

er, E

mer

genc

y S

ervi

ces

Volu

ntee

rs*

87

-

3

16

10

6

Dep

uty

Com

mis

sion

er, O

pera

tiona

l Cap

abili

ty &

Per

form

ance

**12

9

-

3

22

154

Exe

cutiv

e D

irect

or, O

pera

tiona

l Ser

vice

Impr

ovem

ent &

P

erfo

rman

ce11

1

-

7

20

138

From

1 N

ovem

ber 2

013

to 3

0 Ju

ne 2

014

Shor

t ter

m e

mpl

oyee

ben

efits

Long

term

em

ploy

ee

expe

nses

Post

-em

ploy

men

t ex

pens

esTo

tal e

xpen

ses

Note

Posi

tion

(dat

e re

sign

ed if

app

licab

le)


83

Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 9. Employee Expenses

The number of employees as at 30 June, including both full-time and part-time employees measured on a full time equivalent basis (reflecting Minimum Obligatory Human Resource Information (MOHRI)) is:

10. Supplies and services

Note 2015 2014$'000 $'000

Employee benefitsWages and salaries 246,036 151,858 Employer superannuation contributions 27,994 17,690 Long service leave levy 5,786 3,726 Annual leave levy 30,234 18,935

Employee related expensesWorkers' compensation premium 5,645 3,515 Payroll tax expense - 8,910 Fringe benefits tax expense 629 270 Training expenses 2,498 1,392 Other employee related expenses 11,316 5,405 Total 330,138 211,701

2015 2014

Number of employees 3,044 2,965

2015 2014$'000 $'000

Aircraft related costs 4,471 2,066 Bank charges 1 1 Communication expenses 14,836 9,463 Computer expenses 3,033 1,324 Consultancies and contractors 6,446 4,731 Emergency management levy administration fees 6,403 3,954 Maintenance and repairs 7,050 5,223 Marketing expenses 782 138 Materials and consumables 290 244 Motor vehicle expenses 15,752 11,310 Operating lease rentals 2,515 1,819 Operational and other equipment purchases 13,077 9,053 Property expenses 9,664 8,244 Public education expenses 118 104 Rural fire brigade operating costs 2,523 1,976 Stationery expenses 1,336 603 Subscriptions 273 200 Temporary assistance - staff agency 18 11 Travel and accommodation 6,551 3,222 Legal fees 279 139 Other 5,156 4,220 Total 100,574 68,045


84

Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015

11. Grants and subsidies

12. Other expenses

(a) Total audit fees payable to the Queensland Audit Office relating to the 2014-15 audit are quoted to be $120,300 (2014: $49,000). There are no non-audit services included in this amount.

(b) The comparative amount has increased by $356,000 due to a reclassification in the current year’s presentation. Other income in the profit or loss has also increased by $356,000 due to this change. However the overall operating result has not changed.

(c) Ex-gratia payments:

The department made ex-gratia payments to an injured auxiliary firefighter as compensation for loss of business income.

The department made ex-gratia payments for a Queensland Police Service recommended security upgrade of an employee’s private residence.

Note 2015 2014$'000 $'000

GovernmentState government grants 121,948 32,346

OtherAir sea rescue, coast guard and life saving organisations 8,567 2,423 Local authorities 6,466 5,819 State emergency services 231 169 Volunteer rural fire brigades 1,139 1,728 General grants to other organisations 872 1,247 Total 139,223 43,732

2015 2014$'000 $'000

Deferred appropriation payable to Consolidated Fund 4 227 2,290 Donations/gifts/sponsorships 64 5 External audit fees 12(a) 121 102 Goods and services provided below fair value 48,060 69,136 Insurance premiums - other 2 8 Insurance premiums - QGIF 1,119 725 Licensing and registration fees 213 192 Loss on disposal of property, plant and equipment 12(b) 81 510 Inventory written off 3 (57) Other 21 6

Special payments:Ex-gratia payments 12(c) 128 - Total 50,039 72,917


85


13. Reconciliation of operating surplus to net cash from operating activities

* Comparative amounts differ from previously published financial statements as a result of changes to account classifications in the current year’s financial statements. However, the overall cash position of the department has not been affected.

14. Receivables

Note 2015 2014$'000 $'000

Operating surplus 6,338 28,508

Adjustments for:Depreciation property, plant & equipment 2,447 1,605 Amortisation intangibles 2,329 1,683 Loss/(gain) on sale of property, plant and equipment * 81 510 Revaluation/Impairment of property, plant and equipment - 6 Goods & services acquired via non-cash transactions * (304) (1,298)

Changes in assets and liabilities:

(Increase)/Decrease in AssetsReceivables * (2,463) (1,915) Inventory (617) (438) GST receivables 364 (741) Other current assets 520 703

Increase/(Decrease) in LiabilitiesCreditors * 14,867 (1,269) Unearned income (2,063) (8,732) Employee Entitlements * (243) 6,800

Net cash flow from operating activities 21,256 25,422

2015 2014$'000 $'000

Trade debtorsEmergency management levy 22,287 20,490 User charges 5,105 6,681 Less: Allowance for impairment (554) (990)

26,838 26,181

GST receivable 1,634 2,461 GST payable - (453)

1,634 2,008

Annual leave reimbursements 7,421 7,707 Long service leave reimbursements 1,303 1,442 PSBA receivables 1,147 - Accrued revenue 1,343 954 Sundry receivable 476 196

11,690 10,299

Total 40,162 38,488


86


15. Intangible assets

Movement reconciliation

Internally generated software

Work in progress Total

Note $'000 $'000 $'000

Gross value 23,081 - 23,081 Accumulated amortisation (7,278) - (7,278)Carrying amount as at 1 July 2014 15,803 - 15,803

Amortisation (2,329) - (2,329)Carrying amount as at 30 June 2015 13,474 - 13,474

Gross value 23,081 - 23,081 Accumulated amortisation (9,607) - (9,607)Carrying amount as at 30 June 2015 13,474 - 13,474

Internally generated software

Work in progress Total

$'000 $'000 $'000

Gross value - - - Accumulated amortisation - - - Carrying amount as at 1 November 2013 - - -

Transfers to/(from) other Queensland Government entities 9,674 7,812 17,486 Transfer between categories 7,812 (7,812) - Amortisation (1,683) - (1,683)Carrying amount as at 30 June 2014 15,803 - 15,803

Gross value 23,081 - 23,081 Accumulated amortisation (7,278) - (7,278)Carrying amount as at 30 June 2014 15,803 - 15,803


87

Que

ensl

and

Fire

and

Em

erge

ncy

Serv

ices

N

otes

to th

e Fi

nanc

ial S

tate

men

ts

For t

he y

ear e

nded

30

June

201

5 16

. Pr

oper

ty, p

lant

& e

quip

men

t

Mov

emen

t rec

onci

liatio

n

Note

Land

Build

ings

&

land

im

pro v

emen

ts

Herit

age

&

cultu

ral a

sset

sM

ajor

pla

nt &

eq

uipm

ent

Plan

t &

equi

pmen

tW

ork

in

Prog

ress

Tota

l

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0

Gro

ss v

alue

25

4

8,4

94

1

19

-

2

5,62

3

294

34,

784

Accu

mul

ated

dep

reci

atio

n

-

(3,3

00)

(

39)

-

(12

,863

)

-

(

16,2

02)

Carr

ying

am

ount

as

at 1

Jul

y 20

14

254

5

,194

8

0

-

12,

760

2

94

1

8,58

2

Addi

tions

-

203

-

-

3,

617

1

30

3,95

0 D

ispo

sals

-

-

-

-

(6

)

-

(6

)Tr

ansf

ers

to/(f

rom

) oth

er Q

ueen

slan

d G

over

nmen

t ent

ities

-

(150

)

-

-

-

-

(

150)

Asse

ts re

ceiv

ed/(c

onfe

rred

) via

don

atio

ns

-

-

-

-

(11

7)

-

(

117)

Rev

alua

tion

incr

emen

t/(de

crem

ent)

3

7

6

50

1

-

-

-

68

8 Tr

ansf

er b

etw

een

cate

gorie

s

-

1

66

-

-

7

(17

3)

-

As

set w

rite-

ons/

(writ

e-of

fs)

-

-

-

-

287

-

28

7 D

epre

ciat

ion

-

(288

)

(

6)

-

(2,1

55)

-

(2

,449

)Ca

rryi

ng a

mou

nt a

s at

30

June

201

5

291

5

,775

7

5

-

14,

393

2

51

2

0,78

5

Gro

ss v

alue

29

1

1

7,14

3

120

-

29,

317

2

51

4

7,12

2 Ac

cum

ulat

ed d

epre

ciat

ion

-

(11,

368)

(

45)

-

(14

,924

)

-

(

26,3

37)

Carr

ying

am

ount

as

at 3

0 Ju

ne 2

015

29

1

5,7

75

75

-

1

4,39

3

251

20,

785


88

Que

ensl

and

Fire

and

Em

erge

ncy

Serv

ices

N

otes

to th

e Fi

nanc

ial S

tate

men

ts

For t

he y

ear e

nded

30

June

201

5

16.

Prop

erty

, pla

nt &

equ

ipm

ent (

cont

inue

d)

Mov

emen

t rec

onci

liatio

n (c

ontin

ued)

The

depa

rtmen

t has

pla

nt a

nd e

quip

men

t with

a w

ritte

n do

wn

valu

e of

zer

o th

at a

re s

till b

eing

use

d in

the

prov

isio

n of

ser

vice

s. T

he to

tal a

cqui

sitio

n co

sts

of th

ese

asse

ts w

as $

6.67

M (2

014:

$5.

17M

).

Note

Land

Build

ings

&

land

im

pro v

emen

ts

Herit

age

&

cultu

ral a

sset

sM

ajor

pla

nt &

eq

uipm

ent

Plan

t &

equi

pmen

tW

ork

in

Prog

ress

Tota

l

$'00

0$'

000

$'00

0$'

000

$'00

0$'

000

$'00

0

Gro

ss v

alue

-

-

-

-

-

-

-

Ac

cum

ulat

ed d

epre

ciat

ion

-

-

-

-

-

-

-

Ca

rryi

ng a

mou

nt a

s at

1 N

ovem

ber 2

013

-

-

-

-

-

-

-

Addi

tions

12

9

1,1

18

-

6

2,78

8

323

4,

364

Dis

posa

ls

-

-

-

-

(15

8)

-

(

158)

Tran

sfer

s to

/(fro

m) o

ther

Que

ensl

and

Gov

ernm

ent e

ntiti

es

-

3,4

12

83

-

1

0,84

8

645

14,

988

Asse

ts re

ceiv

ed/(c

onfe

rred

) via

don

atio

ns

-

1,0

78

-

-

71

-

1,14

9 R

eval

uatio

n in

crem

ent/(

decr

emen

t)

-

(6)

-

(6

)

-

-

(1

2)Tr

ansf

er b

etw

een

cate

gorie

s

-

2

-

1

0

52

8

(

674)

(13

4)As

set w

rite-

ons/

(writ

e-of

fs)

12

5

(1

09)

-

-

(2

7)

-

(11)

Oth

er m

ovem

ents

-

-

-

-

-

-

-

D

epre

ciat

ion

-

(301

)

(

3)

(

10)

(1,2

90)

-

(1

,604

)Ca

rryi

ng a

mou

nt a

s at

30

June

201

4

254

5

,194

8

0

-

12,

760

2

94

1

8,58

2

Gro

ss v

alue

25

4

8,4

94

1

19

-

2

5,62

2

294

34,

783

Accu

mul

ated

dep

reci

atio

n

-

(3,3

00)

(

39)

-

(12

,862

)

-

(

16,2

01)

Carr

ying

am

ount

as

at 3

0 Ju

ne 2

014

25

4

5,1

94

80

-

1

2,76

0

294

18,

582


89

Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 16. Property, plant & equipment (continued)

Categorisation of fair value recognised

Level 3 significant valuation inputs and relationship to fair value

Specialised buildings including heritage and cultural assets are valued using the depreciated replacement cost method. The fair value of these assets at financial year end was $5.770M (2014: $5.186M).

Unobservable inputs include construction costs, cost estimates for differences in functionality, physical condition and level of customisation. The range of unobservable inputs is from $81 to $2,000 per m2 with a weighted average of $1,105 per m2. Any increases or decreases in direct costs per square metre would result in significantly higher or lower fair value. These amounts have not changes from the prior year.

Level 3 fair value movement reconciliation

Note Level 2 Level 3 Total$'000 $'000 $'000

Land 291 - 291 Buildings & land improvements 80 5,695 5,775 Heritage & cultural assets - 75 75 Carrying amount as at 30 June 2015 371 5,770 6,141

Asset Category

From 1 July 2014 to 30 June 2015

Level 2 Level 3 Total$'000 $'000 $'000

Land 254 - 254 Buildings & land improvements 88 5,106 5,194 Heritage & cultural assets - 80 80 Carrying amount as at 30 June 2014 342 5,186 5,528

From 1 November 2013 to 30 June 2014

Asset Category

NoteBuildings &

land improvements

Heritage & cultural assets

Total

$'000 $'000 $'000

Gross value 8,404 119 8,523 Accumulated depreciation (3,298) (39) (3,337)Carrying amount as at 1 July 2014 5,106 80 5,186

Additions 203 - 203 Transfers to/(from) other Queensland Government entities (144) - (144)Revaluation increment/(decrement) 652 1 653 Transfer between categories 166 - 166 Depreciation (288) (6) (294)Carrying amount as at 30 June 2015 5,695 75 5,770

Gross value 17,059 120 17,179 Accumulated depreciation (11,364) (45) (11,409)Carrying amount as at 30 June 2015 5,695 75 5,770


90

Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 16. Property, plant & equipment (continued)

Level 3 fair value movement reconciliation (continued)

17. Payables

18. Accrued employee benefits

Note

Buildings & land

improvements


Total

$'000 $'000 $'000

Gross value - - - Accumulated depreciation - - - Carrying amount as at 1 November 2013 - - -

Additions 1,114 - 1,114 Transfers to/(from) other Queensland Government entities 3,192 83 3,275 Assets received/(conferred) via donations 1,078 - 1,078 Revaluation increment/(decrement) 31 - 31 Transfer between categories 47 - 47 Other movements (56) 1 (55)Depreciation (300) (4) (304)Carrying amount as at 30 June 2014 5,106 80 5,186

Gross value 8,404 119 8,523 Accumulated depreciation (3,298) (39) (3,337)Carrying amount as at 30 June 2014 5,106 80 5,186

Note 2015 2014$'000 $'000

Trade payables 21,229 6,722 Tax liabilities (388) 1,355 Sundry payable 24 - Total 22 20,865 8,077

2015 2014$'000 $'000

Current employee benefitsAnnual leave levy payable 7,688 8,961 Long service leave levy payable 1,529 1,459 Wages & related costs outstanding 8,294 6,902 Sundry payable 1,149 242 Total current employee benefits 18,660 17,564


91


19. Asset revaluation reserve movement reconciliation

20. Commitments for expenditure

(a) Operating lease commitments

Non-cancellable operating leases (inclusive of GST) contracted for but not capitalised in the financial statements include:

(b) Capital expenditure commitments

(c) Other expense commitments

Other operating expenses (inclusive of GST) committed to but not recognised in the financial statements include:

Note LandBuildings &

land improvements


Total

$'000 $'000 $'000 $'000

Carrying amount as at 1 July 2014 - - - - Revaluation increment 37 650 1 688 Carrying amount as at 30 June 2015 37 650 1 688

Note 2015 2014$'000 $'000

Payable – minimum lease payments- not later than 12 months 2,031 3,085 - between 12 months and five years 3,978 7,012 - greater than five years 846 6,984 Total 6,855 17,081

2015 2014$'000 $'000

Class of AssetPlant & equipment 1,067 1,091 Total 1,067 1,091

Payable- not later than 12 months 1,067 1,091 Total 1,067 1,091

2015 2014$'000 $'000

Payable- not later than 12 months 15,287 12,157 - between 12 months and five years 8,332 15,734 - greater than five years - - Total 23,619 27,891


92

Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 20. Commitment for expenditure (continued)

(d) Grants and subsidies commitments

The 2014 comparative figures for the Australian Volunteer Coast Guard Association and the Volunteer Marine Rescue Assoc. Queensland above have been reduced by $2,145M and $2,364M respectively to reflect only signed agreement amounts, being for one year. Amounts stated as commitments in the department’s 2014 financial statements were calculated for a 3 year period. This change has no impact on the department’s overall operating result for 2014.

21. Contingencies

a) Litigation in progress

The department has received notification of a number of cases that are not yet subject to court action. These cases may result in subsequent litigation. At reporting date, it is not possible to make an estimate of any probable outcome of these actions, or any financial effect.

At 30 June 2015, the following cases were filed in the courts naming the State of Queensland acting through the department as the defendant:

It is not possible to make a reliable estimate of the final amount payable, if any, in respect of the litigation before the courts at this time.

The department’s non-current physical assets and other risks are insured through the Queensland Government Insurance Fund (QGIF). Under the QGIF, the department will be able to claim back, less a $10,000 deductable, the amount paid to successful litigants. This includes any cases currently in progress.

Note 2015 2014$'000 $'000

Royal Life Saving Society of Queensland 381 103 Surf Life Saving Queensland 5,499 5,147 Australian Volunteer Coast Guard Association 1,453 1,417 Volunteer Marine Rescue Assoc. Queensland 1,627 1,586 Grants to Local Government 1,770 3,263 Other 635 1,523 Total 11,365 13,039

2015 2014$'000 $'000

Payable- not later than 12 months 8,153 10,668 - between 12 months and five years 3,212 2,371 - greater than five years - - Total 11,365 13,039

Type of Cases 2015 2014

Personal injury claims 3 2Anti-descrimination claims 2 1Other litigation 1 1Total cases 6 4

Number of Cases


93

Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 21. Contingencies (continued)

b) Natural disaster relief and recovery arrangements (NDRRA)

The department currently has a number of claims lodged with the Queensland Reconstruction Authority for reimbursement under the NDRRA regime. Those claims have yet to be finalised and it is therefore not possible to reliably measure any associated revenue at balance date.

22. Financial instruments and risk management

The department has exposure to the following risks from their financial instruments:

• Credit risk • Liquidity risk • Market risk

This note presents information about the department’s exposure to each of the above risks, their objectives, and policies and processes for measuring and managing risk. Further quantitative disclosures are included throughout these financial statements.

The totals for each category of financial instruments are as follows:

(a) Overview of financial risk management policies

Financial risk management policies are established to identify and analyse the risks faced by the department, to set appropriate risk limits and controls and to monitor risks and adherence to limits. Risk management policies and systems are reviewed regularly to reflect changes in market conditions and the department’s activities. Financial risk management is implemented pursuant to Government and departmental policy and is primarily managed by the Public Safety Business Agency on behalf of the department.

(b) Credit risk

Credit risk is the risk of financial loss to the department if a customer or counterparty to a financial instrument fails to meet its contractual obligation, and arising principally from the department’s financial instruments. The carrying amount of the department’s financial assets represents the maximum credit exposure. The following table details the department’s trade and other receivables exposed to credit risk (prior to collateral and other credit enhancements) with ageing analysis and impairment provided for thereon. Amounts are considered as ‘past due’ when the debt has not been settled within the terms and conditions agreed between the department and the customer or counter party to the transaction. Receivables that are past due are assessed for impairment by ascertaining solvency of the debtors and are provided for where there are specific circumstances indicating that the debt may not be fully repaid to the department.

The department had no collateral and other credit enhancements as at reporting date.

Note 2015 2014$'000 $'000

Financial assetsCash and cash equivalents 38,239 26,567 Trade and other receivables 22(b) 40,162 38,488 Total financial assets 78,401 65,055

Financial liabilitiesTrade and other payables 22(c) (20,865) (8,077) Total financial liabilities (20,865) (8,077)


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Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 22. Financial instruments and risk management (continued)

(b) Credit risk (continued)

Movement in allowance for impairment

Note GrossLess than 30 days

Between 31 & 90

days

Greater than 90

days$'000 $'000 $'000 $'000

2015Emergency management levy 22,287 22,287 - - User charges 5,105 3,991 941 173 Less: Allowance for impairment (554) - (381) (173) GST receivable 1,634 1,634 - - Annual leave reimbursements 7,421 7,421 - - Long service leave reimbursements 1,303 1,303 - - PSBA receivables 1,147 1,147 - - Accrued revenue 1,343 1,343 - - Sundry receivable 476 476 - -

40,162 39,602 560 -

GrossLess than 30 days

Between 31 & 90

days

Greater than 90

days$'000 $'000 $'000 $'000

2014Emergency management levy 20,490 20,490 - - User charges 6,681 5,586 811 284 Less: Allowance for impairment (990) - (706) (284) GST receivable 2,461 2,461 - - GST payable (453) (453) - - Annual leave reimbursements 7,707 7,707 - - Long service leave reimbursements 1,442 1,442 - - Accrued revenue 954 954 - - Sundry receivable 196 196 - - Total 38,488 38,383 105 -

Note 2015 2014$'000 $'000

Carrying amount at beginning of reporting period 990 1,604

Increase/(decrease) in allowance recognised in profit or loss (229) (153)

Amounts written-off during the year 275 219 Impairment loss reversed during the year (435) (614) Amounts recovered during the year (47) (66) Carrying amount at 30 June 554 990


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Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 22. Financial instruments and risk management (continued)

(c) Liquidity risk

Liquidity risk is the risk that the department will not be able to meet its financial obligations as they fall due. The department’s approach to managing liquidity risk is to ensure, as far as possible, that it will always have sufficient funds to meet its liabilities when due, under both normal and stressed conditions, without incurring unacceptable losses or risk damage to the department’s reputation. Typically the department ensures that it has sufficient cash on demand to meet expected operational expenses. This excludes the potential impact of extreme circumstances that cannot reasonably be predicted. Mitigation of liquidity risk is achieved through maximising funds available in the department’s bank account.

Trade and other payables are the department’s only financial liabilities. All trade and other payables are non-interest bearing. The department expects that all future obligations will be met within payment terms.

(d) Fair value

Fair values are those amounts at which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s length transaction. Cash and cash equivalents, trade and other receivables and trade and other payables are short-term financial instruments whose carrying value is equivalent to fair value.

(e) Interest rate risk

The department is not exposed to any interest rate risk on its financial assets or its financial liabilities as at reporting date.

The department has authorisation to operate in overdraft with a specified limit in accordance with the Financial Accountability Act 2009. The departmental overdraft limit is $75M (2014: $75M).

23. Subsequent events after reporting date

There were no subsequent events that occurred after reporting date.


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24. Schedule of administered items

The department manages the collection of fines imposed in relation to breaches of the fire safety legislation. A summary of the financial transactions and balances for administered items are as follows:

Note 2015 2014$'000 $'000

Administered incomeOn-the-spot fines 82 85 Total administered income 82 85

Administered expenses

Transfer of administered income to Government 82 85 Total administered expenses 82 85

Operating result - -

2015 2014$'000 $'000

Administered assetsCash and cash equivalents - - Receivables 106 82 Total administered assets 106 82

Administered liabilitiesTransfer to Government payable 106 82 Total administered liabilities 106 82

Net Assets - -

Equity - -


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25. Trust transactions and balances

Queensland Fire and Emergency Services can appoint for of the seven trustees and provides administrative support to manage transactions and balances for the Queensland Volunteer Rural Fire Brigades Donation Fund (the ‘fund’). The fund was formed on 1 January 2013 for the charitable purpose of supporting the volunteer based emergency service activities of rural fire brigades. The fund has a reporting period of 1 July 2014 to 30 June 2015 and the 2014 comparative amounts disclosed are for the full 12 months to 30 June 2014.

Hanrick Curran Chartered Accountants are the auditors for the fund for the above reporting period. A summary of the financial transactions and balances for the fund are as follows:

Note 2015 2014$'000 $'000

AssetsCash 5 16

5 16 LiabilitiesDonations payable to brigades 5 16

5 16

Net Assets - -

EquitySettlement sum - - Total equity - -

2015 2014$'000 $'000

IncomeDonations received 124 285

ExpensesDonations paid to brigades 124 285 Operating result - -


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26. Budget vs actual comparison

Statement of Profit or Loss and Other Comprehensive Income

Note

Original Budget 2015

Actual2015 Variance

Varianceof

Budget$'000 $'000 $'000 %

Income from Continuing OperationsAppropriation revenue for services 79,158 80,508 1,350 2%User charges and fees 26(a) 49,740 53,695 3,955 8%Emergency management levies 436,130 435,499 (631) 0%Grants and other contributions 26(b) 53,403 58,293 4,890 9%Other revenue 2,268 3,322 1,054 46%Total income from continuing operations 620,699 631,317

Expenses from continuing operationsEmployee expenses 26(c) 314,462 330,138 15,676 5%Supplies and services 26(d) 116,496 100,574 (15,922) -14%Depreciation and amortisation 26(e) 3,453 4,776 1,323 38%Grants and subsidies 135,788 139,223 3,435 3%Impairment losses - 229 229 100%Other expenses 49,825 50,039 214 0%Total Expenses from continuing operations 620,024 624,979

Operating Result from continuing operations 675 6,338

Other comprehensive incomeNet changes in fair value of land and buildings - 688 688 100%Other comprehensive income - 688

Total comprehensive income 675 7,026


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Notes to the Financial Statements For the year ended 30 June 2015

26. Budget vs actual comparison (continued)

Statement of Financial Position

Note

Adjusted Budget 2015

Actual2015 Variance

Variance of

Budget$'000 $'000 $'000 %

Current assetsCash and cash equivalents 26(f) 8,625 38,239 29,614 343%Trade and other receivables 39,765 40,162 397 1%Inventory 1,821 2,630 809 44%Other current assets 1,111 1,223 112 10%Total current assets 51,322 82,254

Non-current assetsIntangible assets 26(g) 16,260 13,474 (2,786) -17%Property, plant & equipment 26(g) 26,842 20,785 (6,057) -23%Total non-current assets 43,102 34,259

Total Assets 94,424 116,513

Current liabilitiesTrade and other payables 26(h) 24,098 20,865 (3,233) -13%Employee benefits 26(i) 17,274 18,660 1,386 8%Other liabilities 4 227 223 5575%Total current liabilities 41,376 39,752


Net Assets 53,048 76,761

EquityContributed equity 47,044 41,227 (5,817) -12%Asset revaluation reserve - 688 688 100%Accumulated surplus 6,004 34,846 28,842 480%Total Equity 53,048 76,761


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Queensland Fire and Emergency Services Notes to the Financial Statements For the year ended 30 June 2015 26. Budget vs actual comparison (continued)

Statement of Cash Flows

Note

Adjusted Budget 2015

Actual2015 Variance

Variance of

Budget$'000 $'000 $'000

Cash flow from operating activities

Inflows:Service appropriation receipts 79,158 78,218 (940) -1%User charges and fees 26(a) 49,222 53,892 4,670 9%Emergency management levies 436,130 433,702 (2,428) -1%Grants and other contributions 5,344 10,233 4,889 91%GST collected from customers - 2,665 2,665 100%GST input tax credits from ATO - 10,300 10,300 100%Interest receipts 1,523 1,213 (310) -20%Other receipts 745 980 235 32%Total cash receipts from operating activities 572,122 591,203

Outflows:Employee expenses 26(c) (314,462) (330,649) (16,187) 5%Supplies and services 26(d) (116,496) (85,806) 30,690 -26%Grants and subsidies (135,788) (139,223) (3,435) 3%GST paid to suppliers - (9,483) (9,483) 100%GST remitted to ATO - (3,118) (3,118) 100%Other payments (1,248) (1,668) (420) 34%Total cash payments for operating activities (567,994) (569,947)

Net cash flow from operating activities 4,128 21,256

Cash flow from investing activities

Outflows:Payments for property, plant and equipment 26(g) (7,489) (4,031) 3,458 -46%Payments for intangibles 26(g) (1,120) - 1,120 -100%Total cash payments for investing activities (8,609) (4,031)

Net cash flow from investing activities (8,609) (4,031)

Net increase in cash and cash equivalents (4,481) 17,225 21,706 -484%

Cash and cash equivalents as at 1 July 13,884 26,567 12,683 91%Cash and cash equivalents transferred through Machinery of Government (778) (5,553) (4,775) 614%

Cash and cash equivalents as at 30 June 8,625 38,239


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Explanations of major variances a) The increase in user charges and fees is primarily due to an increase in building fire safety fee revenues for

the year. This is as a consequence of higher than forecasted building and construction industry activity in the 2014-15 financial year.

b) The increase in grants and other contributions is due mainly to the recovery of expenses incurred by the department for counter disaster operations activities at Natural Disaster Relief and Recovery Arrangements (‘NDRRA’) activated events in 2012-13 and 2013-14 ($3.2M). As well, the department received a contribution of $1.2M from the Queensland Police Service as a contribution towards the additional costs it incurred in providing services for the G20 event in Brisbane and Cairns.

c) The increase in employee expenses is primarily the result of:

i) increased project-related and higher duties salary expenses predominantly related to the progressive implementation of findings and recommendations of the Police and Community Safety Review, The Malone Review into Rural Fire Services in Queensland and the Independent review of an incident involving Queensland Fire and Emergency Services employees ($2.8M);

ii) overtime related to deployments for severe weather events, G20, and operational events ($9.8M); and

iii) new generation uniform and protective equipment expenses relating to the introduction of new departmental uniforms ($3.2M).

d) The decrease in supplies and services is partly a result of reprioritisation of a budget provision provided to meet the costs of implementing the recommendations and findings of the three reviews which impacted the department. Funds from this other supplies and services provision was transferred to employee expenses categories to provide for:

i) other staff expenses for new generation uniforms and protective equipment ($3.2M);

ii) salary expenses for a wide range of project-related above establishment roles and in establishment roles to staff additional rural fire service area offices and rural administrative support ($1.2M); and

iii) additional station officer roles created to reconcile the department’s approved Full Time Equivalent budget with the approved salary and related expenses budgets and forward estimates ($1.4M).

In addition, lower than planned motor vehicle, property repairs and maintenance, operational equipment, professional services and contractor expenses, communications expenses, marketing and advertising expenses, other supplies and operating lease rental expenses also contributing to this decrease during the continued realignment of the department’s operations and structure commenced in the 2012-13 year.

e) The increase in actual depreciation and amortisation expenses when compared with the Service Delivery Statements (‘SDS’) Budget was due mainly to an understatement of the depreciation and amortisation expense budgets, which were developed when the 1 November 2013 Public Safety Business Agency (PSBA) – Queensland Fire and Emergency Services (QFES) Machinery of Government (‘MoG’) changes occurred. A correcting post MoG change was approved and actioned at the October 2014 forward estimates update, which resulted in both the depreciation and amortisation budgets and forward estimates being transferred back to the department from the PSBA.


102


f) The increase in cash assets is primarily due to:

i. the return of cash ($12.3M) to the department by the PSBA as a result of lower than budgeted major capital works and vehicles capital expenditure in 2014-15 and also for projects and capital acquisitions delivered by the PSBA on behalf of the department;

ii. lower than budgeted operational plant and equipment and operational information systems capital expenditure by the department ($1.7M); and

iii. operating income above the budgeted amount and operating expenses below the budgeted amount for 2014-15 ($16.9M).

g) The decrease in intangibles and property, plant and equipment reflects reductions in the net book values of existing assets held by the department during 2014-15 ($7M). Investments in replacement and upgraded plant and equipment were lower than planned ($0.6M) and no investments were made in intangibles ($1.1M), both also contributing to the decrease in nett asset values.

h) The decrease in payables is due mainly to reductions in the value of goods and services purchased in 2014-15 together with improved vendor payment performance.

i) The increase in employee benefits is due to increased project-related and higher duties salary expenses and associated year-end accrued benefits.


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Accountable Officer's declaration For the year ended 30 June 2015

Certificate of the Queensland Fire and Emergency Services

The general purpose financial statements have been prepared pursuant to section 62(1) of the Financial

Accountability Act 2009 (the Act), section 42 of the Finance and Performance Management Standard 2009 and other prescribed requirements. In accordance with section 62(1) (b) of the Act, we certify that in our opinion:

1. the prescribed requirements for establishing and keeping the accounts have been complied with in allmaterial respects;

2. the financial statements have been drawn up to present a true and fair view, in accordance with prescribed accounting standards, of the transactions of the Queensland Fire and Emergency Services forthe financial year ended 30 June 2015 and of the financial position of the department at the end of that year; and

3. these assertions are based on an appropriate system of Internal controls and risk management processesbeing effective, in all material respects, with respect to financial reporting throughout the reporting period.

K. Carroll APM

Accountable Officer Commissioner

Date:3/ August 2015 Brisbane, Queensland

R. WilsonB.Bus (Mgt), MIPA, GAICDGrad Cert Exec Ldrshp

Chief Finance Officer

Date: i \ August 2015 Brisbane, Queensland


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105


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APPENDICES

Acronyms

AFMG Area Fire Management Group

AFMP Area Fire Management Plan

ARRs Annual report requirements for Queensland Government agencies

AVCGA Australian Volunteer Coast Guard Association

CIIP Cultural Improvement Implementation Project

ConOps Concept of Operations

DHPW Department of Housing and Public Works

ELD Emergency Leadership Development

EMS Event Management System

ESU Ethical Standards Unit

EVP Emergency vehicle priority

FAA Financial Accountability Act 2009

FBAN Fire Behaviour Analysis

FESSN Fire and Emergency Services Support Network

FHC Flexible Habitat Capability

FPMS Financial and Performance Management Standard 2009

GC2018 2018 Gold Coast Commonwealth Games

HIA Head of Internal Audit

IGEM Inspector-General Emergency Management

IMT Incident Management Team

INSARAG International Search and Rescue Advisory Group

IXP Information eXchange Platform

LMS Learning Management System

LTIFR Lost Time Injury Frequency Rate

NDRRA Natural Disaster Relief and Recovery Arrangements

OCP Operational Capability and Performance

OEM Operations and Emergency Management


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Acronyms (cont’d)

PAWS Portable Automatic Weather Stations

PCYC Queensland Police-Citizens Youth Welfare Association (commonly known as PCYC)

PSBA Public Safety Business Agency

PSU Predictive Services Unit

QAFA Queensland Auxiliary Firefighters Association

QAO Queensland Audit Office

QDMA Queensland Disaster Management Arrangements

QDMTF Queensland Disaster Management Training Framework

QFES Queensland Fire and Emergency Services

QGAir Queensland Government Air

QGEA Queensland Government Enterprise Architecture

QPS Queensland Police Service

QVMRC Queensland Volunteer Marine Rescue Committee

RDA Rapid Damage Assessment

RFA Requests for Assistance

RFSQ Rural Fire Service Queensland

RIDC Regional Interdepartmental Committee for Bushfire Management

RLSSQ Royal Life Saving Society Queensland

RoGS Report on Government Services

SDCC State Disaster Coordination Centre

SES State Emergency Service

SESAQ State Emergency Service Association Queensland Inc.

SIDC State Interdepartmental Committee for Bushfires

SLSQ Surf Life Saving Queensland

SOC State Operations Centre

TAMS Tasking and Management System

UFUQ United Firefighters’ Union of Queensland

UN United Nations

USAR Urban Search and Rescue

VCE Volunteer Community Educator

VMRAQ Volunteer Marine Rescue Association Queensland


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Compliance checklist

Summary of requirement Basis for requirement Annual report reference

Letter of compliance

• A letter of compliance from theaccountable officer or statutorybody to the relevant Minister/s

ARRs – section 8 2

Accessibility • Table of contents

• Acronyms

ARRs – section 10.1 3

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• Public availability ARRs – section 10.2 1

• Interpreter service statement Queensland Government Language Services Policy

ARRs – section 10.3

1

• Copyright notice Copyright Act 1968


1

• Information Licensing QGEA – Information Licensing


1

General information

• Introductory Information ARRs – section 11.1 6-17

• Agency role and main functions ARRs – section 11.2 7, 10-16, 111-112

• Operating environment ARRs – section 11.3 10-15

• Machinery of government changes ARRs – section 11.4 7

Non-financial performance

• Government’s objectives for thecommunity

ARRs – section 12.1 11-12, 21-44

• Other whole-of-government plans /specific initiatives

ARRs – section 12.2 27, 32

• Agency objectives andperformance indicators

ARRs – section 12.3 10-15, 18-20

• Agency service areas and servicestandards

ARRs – section 12.4 18-20

Financial performance

• Summary of financial performance ARRs – section 13.1 59-60

Governance – management and structure

• Organisational structure ARRs – section 14.1 16

• Executive management ARRs – section 14.2 45-50

• Government bodies (statutorybodies and other entities)

ARRs – section 14.3 N/A

• Public Sector Ethics Act 1994 Public Sector Ethics Act 1994


51


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Summary of requirement Basis for requirement Annual report reference

Governance – risk management and accountability

• Risk management ARRs – section 15.1 8

• External accountability ARRs – section 15.2 51-54

• Audit committee ARRs – section 15.3 8

• Internal audit ARRs – section 15.4 54-55

• Information systems andrecordkeeping

ARRs – section 15.5 55

Governance – human resources

• Workforce planning andperformance

ARRs – section 16.1 56-58

• Early retirement, redundancy andretrenchment

Directive No.11/12 Early Retirement, Redundancy and Retrenchment


58

Open Data • Consultancies ARRs – section 17


3

• Overseas travel ARRs – section 17


3

• Queensland Language ServicesPolicy

ARRs – section 17


3

• Government bodies ARRs – section 17


N/A

Financial statements

• Certification of financial statements FAA – section 62

FPMS – sections 42, 43 and 50


104

• Independent Auditors Report FAA – section 62

FPMS – section 50


105-106

• Remuneration disclosures Financial Reporting Requirements for Queensland Government Agencies


75, 80-83


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Contacts and key locations

State Office Emergency Services Complex Cnr Park and Kedron Park Roads Kedron Qld 4031

GPO Box 1425 Brisbane Qld 4001

13 QGOV (13 74 68)

Brisbane Region Emergency Services Complex Cnr Park and Kedron Park Roads Kedron Qld 4031


(07) 3635 1917

Central Region Level 3 Suncorp-Metway Building 34 East Street Rockhampton Qld 4700

PO Box 1531 Rockhampton Qld 4700

(07) 4938 4891

Far Northern Region

Level 8 William McCormack Place 2 5b Sheridan Street Cairns Qld 4870

PO Box 920 Cairns Qld 4870

(07) 4032 8759

North Coast Region 98 Lennox Street Maryborough Qld 4650

(07) 4190 4818

Northern Region Level 1 101 Sturt Street Townsville Qld 4810

PO Box 5845 Townsville Qld 4810

(07) 4796 9024

South Eastern Region

32 Tansey Street Beenleigh Qld 4207

PO Box 927 Beenleigh Qld 4207

(07) 3287 8510

South Western Region

19 Steger Road Charlton Qld 4350

(07) 4592 5201

State Emergency Service

Emergency Services Complex Cnr Park and Kedron Park Roads Kedron Qld 4031


(07) 3635 3441

Rural Fire Service Queensland

Emergency Services Complex Cnr Park and Kedron Park Roads Kedron Qld 4031


(07) 3635 3834


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Flood/Storm Emergency www.132500.qld.gov.au 132 500

Area offices and local stations QFES has a network of area offices and fire and rescue stations located throughout Queensland. You can locate or contact your nearest office or station by calling 13 QGOV (13 74 68).

State Emergency Service and Rural Fire Brigades For information relating to the State Emergency Service and Rural Fire Brigades contact 13 QGOV (13 74 68).


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