I hereby give notice that an ordinary meeting of the Civil Defence and Emergency Management Group Committee will be held on:

 

Date:                      

Time:

Meeting Room:

Venue:

 

Wednesday, 22 February 2017

10.30am

Room 1, Level 26
135 Albert Street
Auckland

 

Civil Defence and Emergency Management Group Committee

 

OPEN AGENDA

 

 

 

MEMBERSHIP

 

Chairperson

Cr Sharon Stewart, QSM

 

Deputy Chairperson

J Cr ohn Watson

 

Members

Cr Ross Clow

 

 

Cr Fa’anana Efeso Collins

 

 

Cr Richard Hills

 

 

Cr Denise Lee

 

 

Cr Dick Quax

 

 

Cr Sir John Walker, KNZM, CBE

 

Ex-officio

Deputy Mayor Bill Cashmore

 

 

Mayor Hon Phil Goff, JP

 

IMSB Member

Hon Tau Henare

 

 

Dennis Kirkwood

 

 

(Quorum 3 members)

 

 

 

Sonja Tomovska

Governance Advisor

 

15 February 2017

 

Contact Telephone: 09 890 8022

Email: sonja.tomovska@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 


 

TERMS OF REFERENCE

 

Responsibilities and powers

 

The Civil Defence Emergency Management Group Committee is a statutory committee required under S12(1) of the Civil Defence and Emergency Management Act 2002 (CDEM Act) and is responsible for:

 

·    being Auckland’s strategic forum for civil defence and emergency management planning and policy

·    establishing an emergency management structure for the Auckland region

·    developing, approving, implementing and monitoring the Auckland Civil Defence Emergency Management Group Plan

·    developing, approving, implementing and monitoring other relevant strategies and policies relevant to the powers and functions of the Civil Defence and Emergency Management Group as identified in the CDEM Act

·    performing the statutory functions of a civil defence emergency management group

·    representing Auckland in the development of national emergency management policy including approving relevant policy and legislative submissions to external bodies

·    engaging with Local Boards and local board portfolio holders on civil defence and emergency management issues.

 

 

The Civil Defence Emergency Management Group Committee will exercise the statutory powers outlined in the Civil Defence Emergency Management Act 2002 and the Auckland Civil Defence Emergency Management Group Plan.  The Civil Defence Emergency Management Group Committee is authorised to approve use of the established emergency funding facility provided for emergency management.

 

Relevant legislation includes but is not limited to:

 

Civil Defence Emergency Management Act 2002; and
Hazardous Substances and New Organisms Act 1996.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Exclusion of the public – who needs to leave the meeting

 

Members of the public

 

All members of the public must leave the meeting when the public are excluded unless a resolution is passed permitting a person to remain because their knowledge will assist the meeting.

 

Those who are not members of the public

 

General principles

 

·           Access to confidential information is managed on a “need to know” basis where access to the information is required in order for a person to perform their role.

·           Those who are not members of the meeting (see list below) must leave unless it is necessary for them to remain and hear the debate in order to perform their role.

·           Those who need to be present for one confidential item can remain only for that item and must leave the room for any other confidential items.

·           In any case of doubt, the ruling of the chairperson is final.

 

Members of the meeting

 

·           The members of the meeting remain (all Governing Body members if the meeting is a Governing Body meeting; all members of the committee if the meeting is a committee meeting).

·           However, standing orders require that a councillor who has a pecuniary conflict of interest leave the room.

·           All councillors have the right to attend any meeting of a committee and councillors who are not members of a committee may remain, subject to any limitations in standing orders.

 

Independent Māori Statutory Board

 

·           Members of the Independent Māori Statutory Board who are appointed members of the committee remain.

·           Independent Māori Statutory Board members and staff remain if this is necessary in order for them to perform their role.

 

Staff

 

·           All staff supporting the meeting (administrative, senior management) remain.

·           Other staff who need to because of their role may remain.

 

Local Board members

 

·           Local Board members who need to hear the matter being discussed in order to perform their role may remain.  This will usually be if the matter affects, or is relevant to, a particular Local Board area.

 

Council Controlled Organisations

 

·           Representatives of a Council Controlled Organisation can remain only if required to for discussion of a matter relevant to the Council Controlled Organisation.

 

 


Civil Defence and Emergency Management Group Committee

22 February 2017

 

ITEM   TABLE OF CONTENTS                                                                                        PAGE

1          Apologies                                                                                                                        9

2          Declaration of Interest                                                                                                   9

3          Confirmation of Minutes                                                                                               7

4          Petitions                                                                                                                          7  

5          Public Input                                                                                                                    7

5.1     Presentation by the Buddhist Compassion Relief Tzu Chi Foundation New Zealand                                                                                                                                7

6          Local Board Input                                                                                                          7

7          Extraordinary Business                                                                                                8

8          Notices of Motion                                                                                                          8

9          Public Alerting Framework                                                                                           9

10        Report from the International Association of Volcanology's 'Cities on Volcanoes' Conference                                                                                                                   23

11        Elected Member Engagement Framework                                                               25

12        Virtual Resilience Department                                                                                   29  

13        Consideration of Extraordinary Items 

 

 


1          Apologies

 

At the close of the agenda no apologies had been received.

 

 

2          Declaration of Interest

 

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

 

 

3          Confirmation of Minutes

 

That the Civil Defence and Emergency Management Group Committee:

a)         confirm the ordinary minutes of its meeting, held on Wednesday, 14 December 2016, as a true and correct record.

 

 

4          Petitions

 

At the close of the agenda no requests to present petitions had been received.

 

 

5          Public Input

 

Standing Order 7.7 provides for Public Input.  Applications to speak must be made to the Democracy Advisor, in writing, no later than one (1) clear working day prior to the meeting and must include the subject matter.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.  A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

 

5.1       Presentation by the Buddhist Compassion Relief Tzu Chi Foundation New Zealand

Purpose

1.       Representatives of the Buddhist Compassion Relief Tzu Chi Foundation New Zealand will be present to speak to the meeting regarding their work in New Zealand and overseas. 

 

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      receive a presentation on the work of the Buddhist Compassion Relief Tzu Chi Foundation New Zealand.

 

 

 


 

6          Local Board Input

 

Standing Order 6.2 provides for Local Board Input.  The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time.  The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give one (1) day’s notice of their wish to speak.  The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

 

This right is in addition to the right under Standing Order 6.1 to speak to matters on the agenda.

 

At the close of the agenda no requests for local board input had been received.

 

 

7          Extraordinary Business

 

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

 

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

 

(a)        The local  authority by resolution so decides; and

 

(b)        The presiding member explains at the meeting, at a time when it is open to the public,-

 

(i)         The reason why the item is not on the agenda; and

 

(ii)        The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

 

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

 

“Where an item is not on the agenda for a meeting,-

 

(a)        That item may be discussed at that meeting if-

 

(i)         That item is a minor matter relating to the general business of the local authority; and

 

(ii)        the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

 

(b)        no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

 

 

8          Notices of Motion

 

At the close of the agenda no requests for notices of motion had been received.

 


Civil Defence and Emergency Management Group Committee

22 February 2017

 

Public Alerting Framework

 

File No.: CP2017/01335

 

  

 

Purpose

1.       To seek the endorsement of the Auckland Civil Defence and Emergency Management Group Committee (the committee) of the draft Public Alerting Framework for Auckland for consultation with local boards. 

Executive summary

2.       Following significant preliminary work carried out by Auckland CDEM and considered by the Coordinating Executive Group (CEG) and this committee, in August 2016 the development of a Public Alerting Strategy was approved. 

3.       Since then, Auckland CDEM, with the CEG, has developed a draft Public Alerting Framework for Auckland.  This has been designed to, among other things, assist with decisions taken by the committee, local boards and others on the prioritisation of budgets and options for enhancing public alerting across the Auckland region. 

4.       It is recommended that the committee endorses the draft framework for consultation with local boards.  It is expected that consultation on the framework will allow for the development of an enhanced model for public alerting in Auckland.  The results of this consultation and advice on the next steps will be brought to the committee on 24 May 2017. 

 

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      endorses the draft Public Alerting Framework for Auckland for consultation with local boards; and

b)      notes that the results of this consultation, either preliminary or in full, as well as advice on the next steps for public alerting in Auckland, will be brought to the Committee on 24 May 2017. 

 

Comments

5.       Auckland Civil Defence and Emergency Management (CDEM) has a range of public alerting options available to be used during an emergency including: billboards, SMS text messaging, emails, helicopter and mobile loudspeakers, Red Cross hazard app, radio broadcasts, social media and websites, and fixed tsunami sirens. 

6.       In June 2015, the committee considered a review of legacy public alerting systems.  Since then, the CDEM Coordinating Executive Group (CEG) has considered the issue and preliminary workshops have been held with local boards on public alerting and the future of tsunami sirens. 

7.       In August 2016, the committee agreed (CP2016/17176 refers) to approve “the development of a public alerting strategy, noting that the strategy will inform future consideration of alerting systems in Auckland”.  Since then, Auckland CDEM has, with the CEG, developed a draft Public Alerting Framework for Auckland (Attachment A). 

 

 


 

Public Alerting Framework for Auckland   

8.       The draft Public Alerting Framework for Auckland is purposefully high-level and non-prescriptive.  The document notes that it has been designed to:

·    explain what public alerting in a CDEM sense is, what it can and cannot do;

·    give detail on the range of channels for public alerting currently available in Auckland;

·    highlight the advances being taken with regards to public alerting at a national level;

·    provide some commentary on tsunami sirens, their uses and limitations; and

·    assist with decisions taken by the Auckland CDEM Group Committee, local boards and partners and stakeholders with regards to the prioritisation of budgets and options for enhancing public alerting across the Auckland region. 

9.       The framework, which has been drawn from international research and best practice, notes a number of ‘principles’ or key success factors that make up an effective public alerting system:

·     Resilience

·     Reach

·     Redundancy

·     Response

·     Reliability

·     Resourced

10.     The document also gives details on the range of public alerting channels available in Auckland and notes the significant advances being taken at the national level with regards to cell broadcasting and common alerting protocols. 

Tsunami sirens

11.     The draft framework includes commentary on tsunami sirens; their uses and limitations.  It notes that any decision taken to add additional tsunami sirens to Auckland’s siren network must give careful consideration of:

·     Hazards: “the threat of a tsunami event occurring over a given timeframe that will have a negative effect on people, infrastructure and the environment”

·     Risks: “tsunami risk not only represents the possibility that a tsunami hazard could occur, but also its likelihood and consequences on people, infrastructure and the environment”   

12.     The document notes that without effective public education and engagement activities sirens are not generally effective in alerting the public to take action and may cause greater confusion when activated.  That said, sirens can be useful and, in particular, can be used to alert the public at night when other potential forms of communication (e.g. cell phones and radio broadcasting) may not be as effective. 

Next steps

13.    In order to assist with discussions and decision making with regards to Auckland’s current and future siren network Auckland CDEM is in the process of assessing the relative hazard and risk profiles of Auckland’s many coastal communities.     

14.     Auckland CDEM will soon be embarking on consultation with local boards with regards to the draft Public Alerting Framework for Auckland and the hazard and risk profiles of Auckland’s coastal communities.

15.     Provision for capital expenditure exists within Auckland Council’s Long-term Plan for public alerting including tsunami sirens.  This funding provision excludes operational expenditure. It is expected that through consultation with local boards that a draft enhanced tsunami siren network will be developed.  Depending on the level of buy-in and likely uptake from local boards to the enhanced network there may be opportunities for the development of a cost-sharing model.  This will be determined following initial consultation with local boards, a determination of the scale of any enhanced siren network and available budgets to install that network. 

16.     Any enhancement of Auckland’s siren network would only be rolled out following extensive community engagement and awareness raising activities.  

Consideration

Local board views and implications

17.     The draft Public Alerting Framework for Auckland builds on feedback received from local boards in June and July 2016.  The draft document will be used as the basis for discussion with local boards on public alerting in general and tsunami sirens in particular.

18.     The results of local board consultation, either preliminary or in full will be brought to the Committee on 24 May 2017.  

Māori impact statement

19.     There are no particular impacts on Māori arising from this report.  The draft Public Alerting Framework for Auckland notes the importance of community resilience, of reaching all members of the community and of having systems in place to ensure that public alert messages are understood and ubiquitous. Any requirements to consult with Mana Whenua on, for example, the placement of additional tsunami sirens will be reported to this committee as appropriate. 

Implementation

20.     Consultation on the Public Alerting Framework for Auckland with local boards will begin in March 2017.  Auckland CDEM is project managing this project; its consultation, procurement and planning.  An update on the next steps with regards to implementation will be brought to the Committee on 24 May 2017.

Attachments

No.

Title

Page

a

Public Alerting Framework for Auckland

13

      

Signatories

Author

Craig Glover - Head of Strategy and Planning

Authorisers

John Dragicevich - Director Civil Defence and Emergency Management

 


Civil Defence and Emergency Management Group Committee

22 February 2017

 


 


 


 


 


 


 


 


 


 


Civil Defence and Emergency Management Group Committee

22 February 2017

 

Report from the International Association of Volcanology's 'Cities on Volcanoes' Conference

 

File No.: CP2017/01338

 

  

 

Purpose

1.       To present to the Civil Defence and Emergency Management Group Committee on Auckland CDEM’s recent presentation to the International Association of Volcanology’s ‘Cities on Volcanoes’ Conference in Puerto Varas, Chile. 

 

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      receive a presentation on Auckland CDEM’s recent report to the International Association of Volcanology’s ‘Cities on Volcanoes’ Conference.

 

 

Attachments

There are no attachments for this report.    

Signatories

Author

Emma Hunt - Hazards and Planning Advisor

Authorisers

Craig Glover - Head of Strategy and Planning

John Dragicevich - Director Civil Defence and Emergency Management

 


Civil Defence and Emergency Management Group Committee

22 February 2017

 

Elected Member Engagement Framework

 

File No.: CP2017/01340

 

  

 

Purpose

1.       To seek the endorsement of the Auckland Civil Defence and Emergency Management Group Committee (the committee) on the proposed Auckland Civil Defence and Emergency Management (CDEM) elected member engagement framework.

Executive summary

2.       At its meeting in November 2015, the committee resolved to invite local boards to have a greater role in emergency management ‘in order to expedite greater engagement with local communities to improve individual responsibility for preparedness, community resilience responsibilities and maximising opportunities with partners’ (resolution number CIV/2015/38).

3.       To acknowledge the above and to ensure elected members understand their roles and responsibilities across the 4Rs framework: Reduction, Readiness, Response and Recovery two key actions are included in the Auckland CDEM Group Plan 2016 – 2021 (Group Plan):

Action 31
Develop guidance to leaders, elected members and advisory panels on what they can do to increase resilience within their community and support elected members through a comprehensive framework across the 4Rs.

Action 78
Ensure that elected members champion resilience and are competent to deliver their CDEM responsibilities.

4.       To support elected members in the above actions, and to ensure they understand their roles and responsibilities, CDEM will lead the development of an elected member engagement framework.  This report recommends the committee endorse the development of the framework and nominate one or more members of the committee to assist in the development and piloting of the framework.

 

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      endorse the development of an elected member engagement framework.

b)      nominate one or more committee members to assist in the development and piloting of the elected members engagement framework.

 

 

Comments

5.       During the Group Plan consultation phase with local boards, and in recognition of Auckland’s shared governance structure, local boards were invited to consider a more formal role in emergency management planning across the 4Rs (reduction, readiness, response and recovery) for Auckland.

6.       Workshop sessions were held with local boards which focussed on understanding the challenges and opportunities local boards may experience supporting the response and recovery efforts of their communities in local emergencies.  It was also noted that local boards play a key role in achieving community-led outcomes and building community capacity and capability which ultimately leads to resilience. 

7.       In March 2016, a report was submitted to the committee noting that formal feedback during the Group Plan consultation with local boards would inform high-level local board content in the Group Plan.  Below is an extract from the ‘roles and responsibilities of local boards’ section from the Group Plan:    

8.       As well as working with local board members it is important that councillors also understand their roles and responsibilities before, during and after an emergency.  To recognise this the Group Plan has identified two specific actions that relate to all elected members:

Action 31
Develop guidance to leaders, elected members and advisory panels on what they can do to increase resilience within their community and support elected members through a comprehensive framework across the 4Rs.

Action 78
Ensure that elected members champion resilience and are competent to deliver their CDEM responsibilities.

9.       To support elected members in the above actions, and to ensure they understand their roles and responsibilities across the 4Rs, CDEM will lead the development of an elected member engagement framework.

10.     The framework will cover the following topics:

·    Governance and leadership;

·    Roles and responsibilities;

·    4Rs framework: Reduction, Readiness, Response and Recovery; and

·    Building resilience

11.     The framework will also support the identification of activities that build resilience across the built, economic, natural and social environments in local board plans and encourage collaborative local planning to achieve regional outcomes.

12.     The elected member engagement framework is part of the Kura Kāwana programme – council’s comprehensive three-year development programme to support elected members as governors and decision-makers.  The programme is tailored to council’s unique governance model and aimed at effectively supporting elected members in their role.

 

Consideration

Local board views and implications

13.     As part of the Kura Kāwana programme CDEM staff will present and workshop the elected member engagement framework with local boards during cluster meetings in March.  The workshop will seek to convene a working group to assist in the development and piloting of the framework. 

Māori impact statement

14.     It is anticipated that the development of the elected member engagement framework will give effect to the CDEM Māori Responsiveness Plan to ensure the programme strengthens the capability of Māori through engagement and planning with local boards to support communities to build a resilient Auckland.

Implementation

15.     The development of the framework will be led by CDEM, with support from a working group consisting of elected members.  The framework will be piloted with the working group which will inform the next iteration which will be delivered across the Auckland region.    

 

Attachments

There are no attachments for this report.    

Signatories

Author

Kiri Maxwell, Senior Advisor – Strategy and Partnerships

Authorisers

Craig Glover - Head of Strategy and Planning

John Dragicevich - Director Civil Defence and Emergency Management

 


Civil Defence and Emergency Management Group Committee

22 February 2017

 

Virtual Resilience Department

 

File No.: CP2017/01342

 

  

 

Purpose

1.       To seek approval to proceed with the establishment of a ‘virtual resilience department’ to be led by Auckland CDEM. 

Executive summary                           

2.       Auckland Council has, starting with ‘Resilient Auckland’, the Auckland CDEM Group Plan (2016-2021), embraced the concept of ‘resilience’ as a key principal guiding the work that the organisation does, its planning and implementation. 

3.       More recently, Auckland CDEM has been leading a number of resilience-related ‘workstreams’ on behalf of the organisation.

4.       This report recommends the establishment of a ‘virtual resilience department’ to ensure that the concept of resilience is fully embedded in Auckland Council strategies, plans, work programmes and budgets. 

 

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      approve the establishment of a ‘virtual resilience department’ to be led by Auckland CDEM to drive the integration of ‘resilience’ across Auckland Council strategies, plans, work programmes and budgets.   

 

Comments

5.       ‘Resilience’ is a measure of people’s ability and the capacity of our communities, built environments, businesses and organisations, infrastructure and natural ecosystems to adapt to the demands of a new situation, bounce forward and thrive following a stressful event or in the face of on-going adversity (such as the impacts of climate change). 

6.       ‘Resilient Auckland’, the Auckland CDEM Group Plan (2016-2021), recognises that everyone from individuals and families; communities; business; and government both central and local must work together to build a resilient Auckland. 

7.       Building resilience is not a linear process with a definable end point, nor is building resilience a static condition.  The key to increasing resilience is to understand what provides an individual within a system and the systems themselves with resilience and what can make an individual more resilient.  This requires an integrated cross-functional approach to building resilience within and across these complex and interconnected systems. 

8.       Internationally, this resilience approach is framed in three United Nations agreements which all have critical actions that build qualities of resilience:

Sustainable Development Goals: promoting economic growth concurrently with addressing social needs (such as education, health and job opportunities), and climate change and supporting environmental protection;

Paris Climate Agreement: reducing greenhouse gases, increasing sustainability and adapting to climate change impacts; and

Sendai Framework: reducing disaster risk and losses in lives, livelihoods and health, and losses in the natural, economic, social and cultural environment.

9.       In Auckland, reducing risks, vulnerability, disparities and increasing resilience is tackled through numerous Council, business, not for profit and community led strategic documents operational plans and initiatives. Whilst many of these initiatives do not state “resilience” as an objective, they contribute to building equity, social connectivity and an ability to be adaptive and cope with change.

10.     Auckland Council has, starting with ‘Resilient Auckland’, embraced the concept of ‘resilience’ as a key principal guiding the work that the organisation does, its planning and implementation.  More recently, Auckland CDEM has been leading a key ‘workstream’ to integrate resilience into the review of the Auckland Plan and is working closely with the Ministry of Civil Defence and Emergency Management on the development of the National Disaster Resilience Strategy. 

“Virtual Resilience Department”

11.     In May 2016 the Centre for Disaster Resilience, Recovery and Reconstruction at the University of Auckland convened a workshop with Auckland CDEM for senior employees of Auckland Council with an interest in ‘resilience’.  The workshop convenor, Professor Suzanne Wilkinson, subsequently delivered the findings of this workshop which recommended to the Chief Executive Officer and Chief Operations Officer that Auckland Council takes an ‘integrated, cross-council, collaborative and coordinated approach’ to driving resilience across the organisation.  It was recommended that this approach be led by Auckland CDEM with senior representatives from various departments of Auckland Council and that it take the form of a ‘virtual resilience department’. This recommendation was endorsed by the Chief Executive Officer and Chief Operations Officer last year.

12.     On 3 February 2016 the Coordinating Executive Group received a report on this initiative and agreed to a paper on the ‘virtual resilience department’ to be prepared for this Committee and to seek “approval to proceed with the concept”.  

13.     It is recommended that Auckland CDEM establish and lead the development of the ‘virtual resilience department’ on behalf of Auckland Council.  If the Committee agrees, Auckland CDEM will establish a ‘steering group’ of senior officers from across Council to form the ‘virtual resilience department’, agree its terms of reference and work programmes. 

Consideration

Local board views and implications

14.     There are no local board implications arising from this report.

Māori impact statement

15.     There are no particular impacts on Māori arising from this report.  Any impacts on Māori arising from either the development or implementation of the ‘virtual resilience department’ will be reported to this Committee as appropriate.

Implementation

16.     Implementation of this initiative will be led by Auckland CDEM with officers from across Auckland Council forming the membership of the steering group.  Progress updates on this and other similar initiatives will be brought to this Committee as appropriate. 

Attachments

There are no attachments for this report.    

Signatories

Author

Craig Glover - Head of Strategy and Planning

Authorisers

John Dragicevich - Director Civil Defence and Emergency Management