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, 28 November 2018

10.00am

Room 1, Level 26
135 Albert Street
Auckland

 

Komiti Ārai Tūmatanui me Te Toko Raru Ohorere / Civil Defence and Emergency Management Group Committee

 

OPEN AGENDA

 

 

MEMBERSHIP

 

Chairperson

Cr Sharon Stewart, QSM

 

Deputy Chairperson

Cr John Watson

 

Members

Cr Josephine Bartley

 

 

Cr Ross Clow

 

 

Cr Fa’anana Efeso Collins

 

 

Cr Greg Sayers

 

 

Cr Sir John Walker, KNZM, CBE

 

 

Cr Paul Young

 

 

 

 

IMSB Members

Member Hon Tau Henare

 

 

Member Dennis Kirkwood

 

 

 

 

Ex-officio

Mayor Hon Phil Goff, CNZM, JP

 

 

Deputy Mayor Cr Bill Cashmore

 

 

(Quorum 3 members)

 

 

 

Suad Allie

Governance Advisor

 

23 November 2018

 

Contact Telephone: (09) 977 6953

Email: suad.allie@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

28 November 2018

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Apologies                                                                                                                        7

2          Declaration of Interest                                                                                                   7

3          Confirmation of Minutes                                                                                               7

4          Petitions                                                                                                                          7  

5          Public Input                                                                                                                    7

5.1     Public Input: Ministry for Primary Industries                                                    7

6          Local Board Input                                                                                                          7

7          Extraordinary Business                                                                                                8

8          Acting Director Civil Defence and Auckland Emergency Management update     9

9          Update on the Coordinating Executive Group meeting of 5 November 2018      11

10        Independent review of the CDEM Group response to the 10 April 2018 storm event                                                                                                                                        15

11        Learnings review of the fire event in Otahuhu on 7 March 2018                           67

12        Appointment of Group Controller under Section 26 of the Civil Defence and Emergency Management Act 2002                                                                            89

13        Overview of the Auckland Emergency Management tsunami work programme 93

14        Coordinating Executive Group and Committee Forward Work Programme        99  

15        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, 29 August 2018, 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 Governance 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       Public Input: Ministry for Primary Industries

Te take mō te pūrongo / Purpose of the report

1.         Hayley Carr, Ministry for Primary Industries, will address the Committee and talk to animal welfare in emergency management.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      thank Hayley Carr, Ministry for Primary Industries for her attendance.

 

 

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.”


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 

Acting Director Civil Defence and Auckland Emergency Management update

 

File No.: CP2018/22684

 

  

Te take mō te pūrongo / Purpose of the report

1.       To give the committee an update on recent issues and developments within the sector.

Whakarāpopototanga matua / Executive summary

2.       Sarah Sinclair, Acting Director Auckland Emergency Management, will give a presentation on recent issues and developments within the sector.

 

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      receive the update from Acting Director Auckland Emergency Management.

 

Ngā tāpirihanga / Attachments

There are no attachments for this report.      

Ngā kaihaina / Signatories

Author

Suad Allie - Governance Advisor

Authoriser

Sarah Sinclair – Acting Director Civil Defence and Emergency Management

 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 

Update on the Coordinating Executive Group meeting of 5 November 2018

 

File No.: CP2018/22572

 

  

Te take mō te pūrongo / Purpose of the report

1.       This report provides an update on the Auckland Coordinating Executive Group’s discussions and substantive resolutions from its meeting on 5 November 2018.

Whakarāpopototanga matua / Executive summary

2.       The Auckland Coordinating Executive Group convened for its fourth quarterly meeting on 5 November 2018. The meeting received presentations from members and other stakeholders on the outcomes of recently concluded reviews (10 April 2018 Storm event and Sims Pacific Fire), major upcoming events requiring multi-agency cooperation, as well as national and local strategic initiatives. The discussion concluded with multiple resolutions to support and strengthen inter-agency coordination and to collectively explore opportunities for corrective action resulting from the reviews.

 

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      note the contents on the Update on the Coordinating Executive Group meeting of 5 November 2018 of the agenda report and the relevant recommendations noted below made by the Coordinating Executive Group to the Committee.

Horopaki / Context

3.       The Auckland Coordinating Executive Group (CEG) comprises senior Auckland Council and CDEM sector partner agency representatives. The CEG is responsible to the Auckland CDEM Group Committee, implementing the Group’s decisions and providing strategic advice. 

4.       Chaired by the Chief Executive of Auckland Council, the CEG convenes quarterly to discuss key Auckland civil defence sector issues.  The role of CEG is to facilitate coordination, giving certainty to the Committee that matters of shared interest across the sector are being resolved in collaboration.  

Tātaritanga me ngā tohutohu / Analysis and advice

5.       The Coordinating Executive Group meeting on 5 November 2018 yielded collaborative discussion on key items spanning from reviews of recent incidents and strategic initiatives by Auckland Emergency Management and agency stakeholders. What follows is a record of those decisions and substantive resolutions made by the CEG as well as items that were discussed by the group.


 

Summary of Coordinating Executive Group discussions

Consultation on the National Disaster Resilience Strategy

6.       The Ministry of Civil Defence and Emergency Management presented on the draft National Disaster Resilience Strategy and its associated consultation process. The draft National Disaster Resilience Strategy replaces its former iteration, formalising the use of a risk-based approach to emergency management, and redefines resilience as a measure for societal wellbeing. It also incorporates recommendations from the Ministerial Review: Better Responses to Natural Disasters and Other Emergencies in New Zealand.

7.       The draft strategy is currently undergoing consultation and will be open for submissions until 7 December 2018. CEG members agreed to participate in the consultation process and provide feedback on the draft strategy.

Review of the Auckland CDEM Group response to the 10 April 2018 storm

8.       The CEG received a presentation on the draft findings of the 10 April 2018 storm review from the independent reviewer. The review concluded that many aspects of the storm response went well, and Auckland CDEM Group members were committed to supporting Aucklanders post-storm. Valuable lessons included opportunities to further enhance emergency response performance, strengthen resilience and enable better information flows around electricity supply, as well as improve data and role clarity throughout the welfare response.

9.       The review is now complete, with a draft report having been circulated to Coordinating Executive Group members for review and feedback. The outcomes of the review will be presented at the Civil Defence and Emergency Management Group Committee on 28 November 2018.

10.     CEG members agreed to discuss detailed recommendations from the review at the group’s next meeting in Feburary 2019.

Review of the Sims Pacific Metals Fire

11.     The CEG received an update on the findings of the Sims Pacific Metals Fire. The review found learnings on the regulatory provisions around the incident site, processes and routes for communications between Local Boards and emergency responders, as well as communications with the local community to address concerns around the smoke plumes.

12.     The report has been finalised and was circulated to the CEG on 10 November 2018.  Findings will be presented to the Civil Defence and Emergency Management Group Committee on 28 November 2018.

Overview of the Auckland Emergency Management draft tsunami work programme

13.     A report was received on the Auckland Emergency Management draft tsunami work programme. To enhance preparedness and risk reduction measures, Auckland Emergency Management and partners will be undertaking the following initiatives:

·        Improvements to the accuracy of Auckland’s tsunami evacuation zones

·        enhancement of the public alerting framework for Auckland (including installation of a pilot tsunami siren scheme in Orewa and other alerting measures across the region)

·        development of the Auckland Public Education Strategy; and

·        development of the tsunami risk reduction programme, including within the Auckland Lifelines Group.

14.     CEG members expressed support for the tsunami work programme. The tsunami work programme will be presented to the Civil Defence and Emergency Management Group Committee on 28 November 2018.

Inter-agency coordination

15.     A presentation on inter-agency coordination between lead agencies and first responders in emergency response was provided. The update received positive feedback from CEG members, with agencies already working closely with Auckland Emergency Management to establish when responders should communicate the need for assistance to other agencies.

16.     The CEG chair suggested that the CEG should establish a range of scenarios which may not be declared events but would still require emergency services intervention and build a partnership structure around these scenarios.

17.     Auckland Emergency Management and agency stakeholders agreed to undertake further work to bring additional detailed understanding to triggers and thresholds used to determine how, why and when other CEG partners are informed of activations or other relevant activities.

Auckland’s Response Teams

18.     The CEG received an update on Auckland’s Response Teams and their future role in light of a new response team volunteer plan being developed at the national level.

19.     The CEG endorsed the proposal to align response teams with Auckland Council Health & Safety policies and empower them to undertake tasks that are agreed by CEG members to be able to be tasked by Auckland Emergency Management. The CEG also agreed to establish a working group to agree to suitable tasks that the response teams can undertake, and use the same group to work towards the implementation of the MCDEM steering group outcomes for the Auckland context.

Update from the Auckland Welfare Coordination Group on their work during 2018 and focus areas for 2019

20.     The CEG received a presentation on the AWCG’s work during 2018 and focus areas for 2019. The group will focus on the continued development of the Emergency Welfare Coordination in Auckland document, with workshops to flesh out individual welfare sub-functions scheduled over the coming weeks.

Update from Fire and Emergency New Zealand on ‘A Unified Fire and Emergency New Zealand’ consultation document process

21.     Fire and Emergency New Zealand provided an update on their ongoing organisational strategy review. With the objective of breaking silos and achieving collective responsibility, Fire and Emergency New Zealand is reviewing its strategic leadership, risk reduction strategy, volunteer engagement strategy and operating model.

22.     Internal consultation for the review has drawn to a close, and the next phase of design work will begin in March/April 2019. Transition to implementation is scheduled to begin from 2020 onwards.

 

Ngā tāpirihanga / Attachments

There are no attachments for this report.    

Ngā kaihaina / Signatories

Author

Stephen Town – Chief Executive

 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 

Independent review of the CDEM Group response to the 10 April 2018 storm event

 

File No.: CP2018/22621

 

  

Te take mō te pūrongo / Purpose of the report

1.       To provide a summary of the independent review of the Auckland Civil Defence and Emergency Management Group response to the 10 April 2018 storm event that saw significant power outage across the Auckland region.

2.       The report also provides a summary of the improvement actions undertaken since the storm event earlier in the year, an update on actions currently underway, as well as information on actions to be implemented across partners agencies over the coming months.

Whakarāpopototanga matua / Executive summary

3.       The 10 April 2018 storm event in Auckland resulted in a widespread power outage event with a significant number of households in the Auckland region affected over a period of up to two weeks. The Coordinating Executive Group (CEG) commissioned an independent review to understand successes and opportunities for improvement.

4.       The review, by David Smol, has identified a number of recommendations for Auckland Civil Defence and Emergency Management (CDEM); the lifeline utility sector, with focus on electricity; and the welfare response sector and associated response support.

5.       The Coordinating Executive Group (CEG) acknowledges the recommendations made in the report. The report notes how CEG and Auckland Emergency Management will progress these recommendations in future work, and acknowledges continuous improvements already underway.

 

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      note the contents of the Independent review of the CDEM Group response to the 10 April 2018 storm event agenda report and of the independent review of the response to the 10 April 2018 storm

b)      note the improvement actions undertaken, and to be undertaken, by the Auckland Civil Defence and Emergency Management Group in response to the recommendations contained in the independent storm response review. 

Horopaki / Context

6.       The 10 April 2018 storm event in Auckland resulted in a widespread power outage event with a significant number of households in the Auckland region affected.  The response to this event saw the largest welfare exercise, and indeed the largest Civil Defence and Emergency Management (CDEM) response, undertaken in Auckland since the formation of Auckland Council in 2010. 

7.       Though power outages were experienced across the entire region, for remote communities, outages were concentrated primarily in the west, northwest, and far south areas. 

8.       Power was restored for the majority of households within the first few days but some outages, and in particular in some remote areas, lasted for almost two weeks.  Auckland Emergency Management and CDEM Group partners worked intensively during this time to share information, support Vector and Counties Power to restore power and to coordinate welfare support for those effected throughout this event. 

9.       As reported to the Committee on 30 May 2018 (CP2018/08310 refers), on 3 May 2018 the Coordinating Executive Group (CEG) agreed to ‘commission an external review of the event to understand and capture successes and any improvements’. 

10.     David Smol, ex-CEO of the Ministry of Business, Innovation and Employment, was commissioned to carry out the independent review on behalf of the CEG.  The Project Brief/Terms of Reference (Attachment A) notes that the purpose of the independent review was to seek to ‘understand successes and areas for improvement arising out of the response by the Auckland CDEM Group’. Through the review the CEG also sought to ‘identify steps that could be taken to ensure that risk is minimised/mitigated for events of a similar or greater magnitude/impact in the future’.   

11.     The independent report (Attachment B) outlines, among other things: the context for and purpose of the review; the method by which the review was carried out; the legislative and national frameworks for CDEM in New Zealand; a summary of CDEM in Auckland; a timeline for the 10 April 2018 storm and CDEM Group response; and an overview of the CDEM Group response including an assessment of the overall effectiveness of the response.

12.     The report notes it is aimed at identifying opportunities to further strengthen CDEM’s capability. The report provides a number of recommendations for the CEG to consider. 

Tātaritanga me ngā tohutohu / Analysis and advice

The Auckland CDEM Group overview

13.     The Independent’s report states that ‘The Auckland CDEM Group led a response that enabled a return to normality for the vast majority of those impacted within two weeks or so. It also states that ‘The extent, duration and consequence of the power outages turned out to be much greater than initially anticipated and, in the view of many, was unacceptable given the scale of the event and the likely frequency of events of similar scale in the future’. 

14.     The report concludes by stating that ‘the Auckland CDEM community is well placed to address these challenges and opportunities (of issues relating to the electricity system and the challenge of supporting local communities to build greater self-resilience), drawing on the existing base of resources, relationships and of people – both the CDEM professionals and the many others who step-up and contribute in times of crisis’.

15.     That said, as with any CDEM activation there is always room for improvement.  Mr Smol’s report identifies a number of recommendations. 

16.     Since the storm event, Auckland Emergency Management, with the CEG and others, have worked through a number of improvements; in systems, in process and in training and development.  This work continues.  

Response to Recommendations

17.     The CEG has acknowledged the recommendations contained within the independent review of the 10 April 2018 storm response.  Commentary on action taken since the storm is provided for the Committee’s consideration and information. 

18.     Since the event, Auckland Emergency Management has separated the Director and Controller roles. This was reported to the Committee on 29 August 2018 (CP2018/15736 refers). This separation is already in use in some other regions. The Director role in an emergency situation is being further defined at present and will take the report recommendations into account.

19.     Auckland Emergency Management has formalised a ‘peace time’ Incident Management Team (IMT) of Response function leads, who meet weekly to build collective knowledge, improve role clarity, and improve systems, processes and understanding prior to an event. Recent workshops have particularly focussed on process around activating and establishing the Emergency Coordination Centre (ECC). The function leads are developing depth in function leadership capability, across Auckland Emergency Management staff and Auckland Council Emergency Support (ACES) volunteers into the lead roles allowing for a minimum of five back-ups for each IMT function lead, with more depth for key roles such as Controller.

20.     Auckland Emergency Management and CEG have worked together to improve collaboration through a variety of approaches, including sharing lessons from the storm, collective discussion on cross agency activation, and local focus on aligning first responses in community resilience planning. Collaboration will continue to be strengthened, and the work programme will be modified to reflect the findings of the review, among other things.

21.     The Auckland Lifelines Utility Coordinator, including the wider lifelines sector, as well as Auckland Welfare Coordination Group have examined lessons learnt and developed programmes of work to improve response and resilience going forward. Auckland Emergency Management will support and facilitate changes, where feasible to do so, in line with the recommendations made in the review.

22.     In further support of the review’s recommendations, over the coming year, Auckland Emergency Management will focus on running emergency exercises, both internally and with other CEG agencies, to test and build understanding. Where suitable, exercising with other CEG partners will take place to ensure activation and response is seamless. Auckland Emergency Management also intends to focus on effectively planning for and utilising voluntary groups, and on building resilience in vulnerable communities. Auckland Emergency Management is developing work streams in these two areas which have been discussed at previous CEG and Committee meetings, and will be added to the forward work programme for approval at the next Committee meeting

23.     Incident Management Team (IMT) meetings will continue to be held, as a mechanism for ‘desktop’ exercising, improving procedures and protocols, and to ensure new Ministry of Civil Defence and Emergency Management (MCDEM) Coordinated Incident Management System (CIMS) and capability requirements are embedded. The IMT already includes MCDEM representatives. It is proposed that CEG partners will also attend IMT in the future.

24.     In summary, the Auckland CDEM Group acknowledges the recommendations made. Some of the recommendations are already being enacted, as part of ongoing development. It is proposed that partners continue to collaborate to build shared understanding and shared systems and processes, across the response functions and lead agencies.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

25.     Local board views, canvassed through workshops and interviews, were considered as part of the independent review of the CDEM Group response to the 10 April 2018 storm.  As noted within the independent report, a number of local board members expressed concern about the availability of information and support to their local communities.  The report recommends that local boards continue to be supported to play an appropriate part in future CDEM Group responses.  This work is underway and is exemplified in some of the recent CDEM Group efforts in Piha (West Auckland) which has seen greater levels of CDEM Group collaboration and joint work with the local board and others in building community resilience.  It is expected that lessons learnt through this pilot project in Piha will be used to inform the work of Auckland Emergency Management and other CDEM Group partners in resilience-building initiatives across the region. 

Tauākī whakaaweawe Māori / Māori impact statement

26.     This report, and the independent review of the CDEM Group response to the 10 April 2018 storm, has no particular impacts on Māori.  That said, the recommendations contained within the report have been made within the context of wider reforms[1] taking place within the CDEM sector which, if fully implemented, will see, among other things, ‘greater recognition, understanding and integration of iwi/Māori perspectives and tikanga in emergency management’. Auckland Emergency Management, through its Māori Responsiveness Framework, will continue to consider and respond to any impacts on Māori either as a direct result of improvements identified through the CDEM Group response to the 10 April 2018 storm or through wider changes within the sector.   

Ngā ritenga ā-pūtea / Financial implications

27.     There are no financial implications arising from this report.  The recommendations, and action to be undertaken to respond to those recommendations, do not require any additional budget over and above existing budgets held within Auckland Emergency Management and CDEM Group partners.

Ngā raru tūpono / Risks

28.     It is important that the CDEM Group takes on board the recommendations contained within the independent review of the CDEM Group storm response to ensure that improvement actions are implemented and that the CDEM Group is as prepared as possible to respond to future large-scale emergency events in the future.  The independent review contains a number of recommendations concerned with risk mitigation within the context of large-scale and potentially more damaging storm events on a scale and frequency as predicted in the future.  It is important, therefore, that insights gained through this review are used to help inform future planning for and practicing of the response to larger-scale events. 

Ngā koringa ā-muri / Next steps

29.     As stated above, since the 10 April 2018 storm event, Auckland Emergency Management, with the CEG and others, have worked through a number of improvements; in systems, in process and in training and development.  This work continues.  The CDEM Group will continue to implement actions identified through this review as well as existing actions within Auckland Emergency Management’s post-event evaluation action plan which tracks progress on actions identified through exercises and CDEM Group activations.

 

Ngā tāpirihanga / Attachments

No.

Title

Page

a

Project Brief

19

b

Independent Report

23

     

Ngā kaihaina / Signatories

Author

Sarah Sinclair – Acting Director Civil Defence Emergency Management

Authorisers

Dean Kimpton - Chief Operating Officer

Stephen Town - Chief Executive

 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 


 


 


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28 November 2018

 

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 

Learnings review of the fire event in Otahuhu on 7 March 2018

 

File No.: CP2018/21083

 

  

Te take mō te pūrongo / Purpose of the report

1.       To report the findings from the independent review of the response to the fire at 263 James Fletcher Drive in Ōtāhuhu on 7 March 2018 (the event) and advise on proposed actions.

Whakarāpopototanga matua / Executive summary

2.       The Chair of the Coordinating Executive Group of the Auckland Civil Defence and Emergency Management Group requested that a review be undertaken to determine whether there are learnings from the recent fire at Sims Pacific Metals at 263 James Fletcher Drive in Ōtāhuhu on 7 March 2018. 

3.       The Chair commissioned independent consultants to carry out this review and their report is provided as Attachment A.

4.       The purpose of this review is to determine the effectiveness of the coordination between the various lead and supporting agencies, as defined by the Civil Defence Emergency Management Act 2002, and related national guidance, for this event.  In particular, the review has looked at how the response to the event impacted the local community.

5.       Five findings have been made as a result of this learnings review, those being:

·        overall, the response to the fire was well managed

·        the nature of the resulting smoke plume was not known and therefore getting accurate information to the community was difficult

·        the smoke plume was not of a scale that triggered a formal response under the coordinated information management system

·        communication with the community was not as timely as it could have been

·        the activity undertaken by Sims Pacific Metals on this site is a ‘permitted activity’ under the Auckland Unitary Plan and subject to compliance with relevant standards.  The site is undergoing an upgrade to comply with the requirements of an abatement notice issued in 2014.

6.       Six recommendations are made as a result of these findings.  An additional recommendation proposes an action plan be developed to ensure that these recommendations can be monitored. Auckland Council staff advise that one of the independent review recommendations should be a shared undertaking of the Coordinating Executive Group.

 

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      note the findings of the learnings review and its recommendations; those being

i)    that overall, the response to the fire was well managed

ii)   that Auckland Council investigate additional (and possibly mobile) ways of testing toxicity of smoke plumes for future incidents and consider how this could be included in its Standard Operating Procedures

iii)   that the response agencies and support agencies should undertake a coordinated review of relevant Standard Operating Procedures / response procedures to ensure that they are consistent and current and allow for integrated activation and response 

iv)  that the response and support agencies review communications responsibilities and procedures for a major incident that has an impact away from the prime site of the incident

v)   that the role and resources available to local boards to communicate with their communities be considered as an additional communication mechanism in any review of Standard Operating Procedures relating to communications for major incidents

vi)  that Auckland Council continue to monitor compliance with the current consents /abatement notices and work to clarify the timeline for the completion of the upgrade works of the site

vii) that an exercise be held once a review of Standard Operating Procedures has been completed to confirm that arrangements for response and communication for an event such as the Sims Pacific Metals fire are appropriate.

b)      request that the Coordinating Executive Group develop an action plan to implement the actions in recommendation a), and that progress be reported to the committee in June 2019

c)      note that these findings will be conveyed to the Māngere-Ōtāhuhu Local Board.

 

Horopaki / Context

7.       The independent learnings review was initiated because of concerns raised by the chair of the Māngere-Ōtāhuhu Local Board directly after the fire at Sims Pacific Metals on 7 March 2018. The chair wishes to understand whether and how the risks associated with this plant, which is so close to residential areas, is being well managed.  There is an expectation that the relevant findings will be shared with the Māngere-Ōtāhuhu Local Board.

Review process

8.       The learnings review included:

·        an examination of relevant documentation interviews with response agencies and other agencies

·        discussions with Auckland ward councillors and members of the Māngere-Ōtāhuhu Local Board

·        engagement with the local community

·        confirmation from response agencies and Auckland Council staff of the accuracy of this report.

Summary of the event

 

9.       A fire was detected by a security guard at Sims Pacific Metals at 263 James Fletcher Drive in Otahuhu on 7 March 2018 at 1:56 am.  The fire was responded to by Fire and Emergency New Zealand (FENZ) who set up an incident management team which is a standard response process for an incident such as this.

10.     St John’s response to the fire included triaging, treating and transporting patients to Middlemore Hospital, liaising with Health and Emergency Service partner agencies and supporting the lead agency FENZ at the scene for the duration of the incident.

11.     The fire generated a significant smoke plume, which became clearly apparent as the sun rose, with the wind direction taking it predominantly south of the site covering significant parts of the Māngere-Ōtāhuhu local board area. The smoke extended as far as the Auckland airport.

12.     Public communication was a key area that this review considered and is reported on in more detail later in this paper.  Auckland Council’s Manager of Corporate Communications coordinated public messaging from the morning of the incident, which included the use of social media channels and media outlets. 

13.     A letter drop by the Auckland Regional Public Health Service (ARPHS) was made at about 2:00pm on the day of the fire with advice on staying indoors. 

Tātaritanga me ngā tohutohu / Analysis and advice

14.     Five broad findings were made as a result of the review.  In summary:

a.    overall, the response to the fire was well managed

b.    the nature of the resulting smoke plume was not known and therefore getting accurate information to the community was difficult

c.    the event was not of a scale that triggered a formal response under the coordinated information management system

d.    communication with the community was not a timely as it could have been

e.    the activity undertaken by Sims Pacific Metals on this site is a ‘permitted activity’ under the Auckland Unitary Plan and subject to compliance with relevant standards.  The site is undergoing an upgrade to comply with the requirements of an abatement notice issued in 2014.

15.     The independent review report proposes six recommendations to address the findings above, which are outlined on pages 5-10 of the report and summarised as follows:

·        that Auckland Council investigate additional (and possibly mobile) ways of testing toxicity of smoke plumes for future incidents and consider how this responsibility could be included in its Standard Operating Procedures.

·        that the response agencies and support agencies should undertake a coordinated review of relevant Standard Operating Procedures/response procedures to ensure that they are consistent and current and allow for integrated activation and response

 

·        that the response and support agencies review communications responsibilities and procedures for a major incident that has an impact away from the prime site of the incident.

·        that the role and resources available to local boards to communicate with their communities be considered as an additional communication mechanism in any review of Standard Operating Procedures relating to communications for major incidents.

·        that Auckland Council continue to monitor compliance with the current consents /abatement notices and work to clarify the timeline for the completion of the upgrade works of the site

·        that an exercise be held once a review of Standard Operating Procedures has been completed to confirm that arrangements for response and communication for an event such as the Sims Pacific Metals fire are appropriate.

16.     Auckland Council’s responsibilities under the Resource Management Act 2002 are to monitor air quality relate to activities that are planned and provided for rather than accidental fires or discharges.  It is not clear whether there are responsibilities for any agency for smoke plumes resulting from fires.  

17.     Staff advise that the Coordinating Executive Group facilitate further work into responsibilities and possibilities of testing smoke from an accidental fire, which should include the following:

·    whether smoke from emergency response activities is adequately covered under existing regulations and guidance, including understanding of how and when ‘mobile’ monitoring of smoke could occur

·    whether any agency has responsibility for testing smoke plumes resulting from fire fighting

·    the technological feasibility of mobile smoke testing, including what substances can be tested for

·    which agency could undertake the testing and under what circumstances

·    whether smoke testing needs to be incorporated into an existing Standard Operating Procedure

·    if any national guidance or framework might be needed or useful (smoke plumes are not just an Auckland occurrence).

18.     The independent review report also recommends that an action plan be completed by the Coordinating Executive Group and that progress is reported back to this committee in June 2019.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

19.     The impact of this fire and smoke plume was noticed over a wide area of south Auckland, with the wind direction taking it predominantly south of the Sims Pacific Metals site covering significant parts of the Māngere-Ōtāhuhu local board area. The smoke extended as far as the Auckland airport.

20.     The Māngere-Ōtāhuhu Local Board raised concerns about the timeliness and effectiveness of the communications approach and asked that this learnings review be undertaken.

21.     The community who were surveyed did not raise concerns over the response to the fire itself.  However, they did not believe they received useful advice about what to do about the smoke in a timely manner.

Tauākī whakaaweawe Māori / Māori impact statement

22.     The Māngere-Ōtāhuhu local board area is located on the upper reaches of the Manukau Harbour and embraces a mix of residential land (Māngere, Ōtāhuhu, Favona) and industrial and commercial land (around Ōtāhuhu). In 2016, 16% of the residents in this area identified as Māori.

23.     The recommendations contained in this report seek to reduce the negative impacts that any potential future incident of a similar nature has for those residents and for the local environment.

Ngā ritenga ā-pūtea / Financial implications

24.     There are no financial implications arising from this report.

Ngā raru tūpono / Risks

25.     This learnings review seeks to mitigate risks for any future events of a similar nature. 

Ngā koringa ā-muri / Next steps

26.     The Māngere-Ōtāhuhu Local Board have received a copy of the independent review report.

27.     At the time of writing this report, a face to face briefing of the Māngere-Ōtāhuhu Local Board is planned, but the date not finalised.  Their views on the findings of this report will be sought and conveyed to the Coordinating Executive Group.


 

 

Ngā tāpirihanga / Attachments

No.

Title

Page

a

Sims Pacific Metals fire - learnings review

73

     

Ngā kaihaina / Signatories

Author

Rose Leonard - Executive Officer

Authoriser

Stephen Town - Chief Executive

 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 

Appointment of Group Controller under Section 26 of the Civil Defence and Emergency Management Act 2002

 

File No.: CP2018/22589

 

  

Te take mō te pūrongo / Purpose of the report

1.       To appoint Ben Hankinson, Head of Emergency Management Operations at Auckland Emergency Management, as an Auckland Civil Defence and Emergency Management Group Controller.

Whakarāpopototanga matua / Executive summary

2.       Under Section 26 of the Civil Defence Emergency Management Act 2002, each Civil Defence and Emergency Management Group must appoint “at least one suitably qualified and experienced person or persons” to undertake the duties of the Group Controller.

3.       It is recommended that Ben Hankinson, Head of Emergency Management Operations at Auckland Emergency Management, be appointed as an Auckland CDEM Group Controller.

 

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      appoint Ben Hankinson, Head of Emergency Management Operations at Auckland Emergency Management, as an Auckland Civil Defence and Emergency Management Group Controller; and

b)      note that an updated list of Group Controllers, Group Recovery Managers, and Group Welfare Managers will be brought to the 27 February 2019 meeting of the Auckland Civil Defence and Emergency Management Group Committee for consideration.

Horopaki / Context

4.       Under Section 26 of the Civil Defence Emergency Management Act 2002, each Group must appoint, either by name or by reference to the holder of an office, “at least one suitably qualified and experienced person to be the person or persons who are to perform the functions and duties and exercise the powers of the Group Controller.”

5.       The recording of the Committee’s decision in the minutes of the meeting will formalise any appointment under the Civil Defence Emergency Management Act 2002 and fulfill the requirements of that Act.

Tātaritanga me ngā tohutohu / Analysis and advice

6.       Ben Hankinson, Head of Emergency Management Operations at Auckland Emergency Management, has been identified as a suitable and qualified candidate for Group Controller.

7.       Mr. Hankinson is well-versed in emergency management matters and oversees operations capability within Auckland Emergency Management, including the maintenance of the Emergency Coordination Centre, the alternate Emergency Coordination Centre at Elcoat and the Mobile Emergency Operations Centre. He has successfully completed the joint Auckland Emergency Management and University of Auckland Controller’s Programme. 

 

8.       It is recommended that Mr. Hankinson is appointed as a Group Controller as per Section 26 of the Civil Defence Emergency Management Act 2002.

9.       If this recommendation is accepted, this appointment will be noted in the Auckland Civil Defence and Emergency Management Group Plan. This is a requirement of the Ministry of Civil Defence and Emergency Management’s Director’s Guideline for Civil Defence and Emergency Management Group and Local Controllers[2].

10.     A revised and updated list of Auckland’s Group Controllers, Recovery Managers and Welfare Managers will be brought to the committee for its consideration at the meeting on 27 February 2019 as part of the update process agreed by this Committee on 29 August (CP2018/15736 refers).

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

11.     Group Controllers are responsible for performing and exercising a number of functions, duties and powers. Civil defence emergencies do generally have local impacts. Though no specific local views have been considered in the drafting of this report, the recommendation to appoint an additional Group Controller has no specific local impact.

Tauākī whakaaweawe Māori / Māori impact statement

12.     There are no particular impacts on Māori arising from this report, although it is expected that any Group Controller will uphold the principles of Auckland Emergency Management’s Māori Responsiveness Framework.

Ngā ritenga ā-pūtea / Financial implications

13.     There are no financial implications arising from this report.

Ngā raru tūpono / Risks

14.     The Auckland Civil Defence and Emergency Management Group is required to appoint suitably qualified and experienced personnel to perform the functions and duties and exercise the powers of the Group Controller. It is important, therefore, that an adequate number of Group Controllers are appointed to fulfil these requirements.

Ngā koringa ā-muri / Next steps

15.     Upon the Committee’s appointment of Mr. Hankinson as a Group Controller, Auckland Emergency Management will continue formal onboarding processes to enable the appropriate exercising of duties and functions.

16.     An updated list of Group Controllers, Recovery Managers and Welfare Managers will be brought to the Committee for consideration at the 27 February 2019 meeting.

 

Ngā tāpirihanga / Attachments

There are no attachments for this report.    

Ngā kaihaina / Signatories

Author

Craig Glover - Head of Strategy and Planning

Authoriser

Sarah Sinclair – Acting Director Civil Defence Emergency Management

 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 

Overview of the Auckland Emergency Management tsunami work programme

 

File No.: CP2018/22590

 

  

Te take mō te pūrongo / Purpose of the report

1.       The purpose of this report is to present Auckland Emergency Management’s high-level tsunami work programme.

Whakarāpopototanga matua / Executive summary

2.       The Auckland Civil Defence and Emergency Management Group Plan classifies tsunami as a ‘high’ priority hazard.  Since the adoption of the Group Plan in 2016 several risk reduction and other actions related to tsunami have either been completed or been initiated. 

3.       Due to, among other things, an assessment of Auckland’s current formal public alerting capability and of Auckland’s potential vulnerability to tsunami risk, Auckland Emergency Management has collated current actions currently being undertaken and proposed actions to be developed in the tsunami risk reduction space in Auckland. 

4.       A high-level tsunami work programme has been developed that includes a number of short, medium and more longer-term actions of relevance to tsunami risk reduction. Importantly, the work programme signals the need to prioritise increasing the level of accuracy of Auckland’s tsunami evacuation zone mapping. 

5.       The work programme was endorsed by the Coordinating Executive Group on 5 November 2018 and is attached for the Committee’s consideration.

 

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)         note the contents of this report; and

b)         endorse the steps being taken and actions to be implemented to reduce tsunami risk as outlined in the tsunami work programme as Attachment A of the agenda report.

Horopaki / Context

6.       A tsunami is a series of powerful waves caused by large, sudden disturbances on or near the ocean floor. All of Auckland's coastline is vulnerable to tsunami. Tsunami can hit the coast with massive force, creating strong currents and can travel considerable distances inland across low-lying areas. They are most commonly caused by earthquakes but may also be caused by underwater volcanic eruptions or landslides.

7.       Some tsunami can be very large and cause widespread destruction, others can be small but still dangerous to those near or in the coastal waters.

·      Distant tsunami are generated more than three hours away (for example Chile).

·      Regional tsunami are generated between one and three hours’ away (for example Kermadec trench).

·      Local tsunami are generated less than one hour away from the New Zealand coast. For a local source tsunami which could arrive in minutes, there may not be time for an official warning.

Tātaritanga me ngā tohutohu / Analysis and advice

Need for prioritised enhancements in planning and risk reduction

8.       Recent research by GNS Science suggests that, for Auckland and parts of the upper North Island, large potentially tsunami-causing earthquakes off the north-east coast of New Zealand may not be able to be felt by the public.  Emergency planning and public preparedness has, until this point, assumed that self-evacuation in response to natural warnings (i.e. large, felt earthquakes) would take place.  Given this new research, steps are being taken to improve and enhance Auckland’s ability to reach at-risk populations through formal warnings.  

9.       Since 2017, Auckland Emergency Management has had use of the Emergency Mobile Alerting (EMA) platform developed by MCDEM.  This system substantially enhances the ability of response agencies to alert the public to significant life-safety events.  That said, MCDEM has stated that, at best, up to 60% of mobile phones in New Zealand are capable at present of receiving cell broadcast alerts.  MCDEM anticipates that close to 100% capability will be achieved over the next 3-5 years as old handsets are replaced by more modern, capable devices.  It must be noted, however, that full, or as near-as full, capability to receive warnings does not necessarily mean that this system will be an effective warning system for the entire at-risk population in all circumstances.  If phones are switched off, are not able to be heard for whatever reason, or if cell-broadcast towers are compromised and unable to transmit then not everyone will be able to be alerted through this system.

10.     Given that, at present, a substantial proportion of the population would be unable to be alerted using the EMA system and that secondary systems may be needed, Auckland Emergency Management is considering how best to supplement EMA in the short to medium term.  The tsunami work programme includes active programmes to encourage members of the public to subscribe to Auckland Emergency Management’s SMS alerting system as well as other systems such as voice/PA tsunami sirens and/or other approaches at select high-risk locations. 

Tsunami evacuation zone mapping and the importance of accurate data

11.     The work programme also identifies the need to enhance Auckland’s tsunami evacuation zone mapping as a key priority.  The current mapping, which is based on conservative models, overestimates and does not give a realistic assessment of Auckland’s tsunami risk.  Using the current zones, it is estimated that up to 150,000 Aucklanders live within areas at risk of tsunami.  It is highly likely that with revised modelling the numbers at-risk will decrease significantly.  Given the importance of accurate data to minimise the risk of over-evacuation and of emergency planning efforts, the work programme signals intentions to increase the accuracy of Auckland’s tsunami evacuation zones as soon as possible.  

12.     The effect of having the most accurate data will be to significantly reduce the number of those at-risk of tsunami and of over-alerting and unnecessary evacuations.

All-of-council and Coordinating Executive Group approach to risk reduction

13.     It is important to note that the tsunami work programme takes an all-of-council approach to tsunami risk reduction.  Auckland Emergency Management recognises the value of working in partnership and so some actions will be led by other relevant Auckland Council departments.

14.     The work programme at Attachment A is high-level and is provided for the Committee’s consideration.  The intention for the work programme is that it be kept as a ‘live’ document that is updated regularly to reflect actions complete, current best practice, and changes in tsunami planning and response at the national level and other factors.   

15.     Once fully developed, costed and factored in to work programmes, the work programme will be considered again by the Coordinating Executive Group for further input and advice.  The CEG will be taking a leading role in its development and implementation.  Updates will be brought before the Committee as required. 

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

16.     Ongoing local board input, and support, will be critical to ensuring the ongoing implementation of the tsunami work programme. Auckland Council will also do this through Coastal Compartmental Management Plans and other initiatives.

Tauākī whakaaweawe Māori / Māori impact statement

17.     There are no particular impacts on Māori arising from this report.

Ngā ritenga ā-pūtea / Financial implications

18.     It is expected that the tsunami work programme will be delivered from within existing budgets.  Once fully developed, and costed, the Coordinating Executive Group will consider how best to prioritise items within the tsunami work programme for delivery. 

Ngā raru tūpono / Risks

19.     Large, potentially destructive tsunami, while rare, are Auckland’s, and New Zealand’s, single most significant life safety risk.  The tsunami work programme outlines various actions underway and to be implemented to reduce risk from tsunami in Auckland.  

Ngā koringa ā-muri / Next steps

20.     Once fully developed, costed and factored in to work programmes, the tsunami work programme will be brought to the Coordinating Executive Group for further input. The Coordinating Executive Group will assume a leading role in ensuring the work programme’s development and ongoing implementation.  Updates on the tsunami work programme will be brought before the Committee as required. 

 

Ngā tāpirihanga / Attachments

No.

Title

Page

a

High-level Auckland Emergency Management tsunami work programme

97

     

Ngā kaihaina / Signatories

Author

Craig Glover - Head of Strategy and Planning

Authoriser

Sarah Sinclair – Acting Civil Director Civil Defence Emergency Management

 



Civil Defence and Emergency Management Group Committee

28 November 2018

 

 



Civil Defence and Emergency Management Group Committee

28 November 2018

 

 

Coordinating Executive Group and Committee Forward Work Programme

 

File No.: CP2018/22611

 

  

Te take mō te pūrongo / Purpose of the report

1.       To provide an updated forward work programme for Financial Year 2018/2019 for the Civil Defence and Emergency Management Group Committee’s consideration, following endorsement by the Coordinating Executive Group (CEG).

Whakarāpopototanga matua / Executive summary

2.       The CEG and Auckland CDEM Group committee forward work programme is a standing agenda item at CEG and committee meetings to help monitor the groups’ key activities and deliverables.

3.       The forward work programme outlines what the CEG and Committee will be working on over the FY2018/2019 financial year and consist of projects derived from actions in the Auckland CDEM Group Plan.

4.       Auckland Emergency Management is responsible for reviewing the forward work programme at the beginning of each new financial year. The CEG and Committee FY2018/2019 forward work programme is attached to this report, and was endorsed by the CEG on 9 August 2018.

 

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a)      note the contents of the Coodinating Executive Group and Committee Forward Work Programme agenda report; and

b)      endorse the proposed changes to the Forward Work Programme.

 

Horopaki / Context

5.       The Auckland CDEM Group Plan includes a ‘Framework for Action’, which summarises actions across the 5 ‘R’s that Auckland must progress to become a resilient region.

6.       In line with these commitments, the CEG and Committee forward work programme includes actions for the 2018/2019 financial year as well as ongoing strategic initiatives from past actions.

Tātaritanga me ngā tohutohu / Analysis and advice

7.       The Emergency Welfare Coordination in Auckland strategic document (previously known as Auckland’s Welfare Plan) stems from action 56 of the Auckland CDEM Group Plan Framework for Action.

8.       Following the presentation of the Emergency Welfare Coordination in Auckland Discussion Document at Committee in August 2018, the Auckland Welfare Coordination Group has been undertaking a series of consultation exercises with key stakeholders in an effort to finalise the document. Due to the need for further consultation, the document is due to be finalised in early 2019 and will be presented to the Committee for approval in February 2019.

 

9.       The Natural Hazards Risk Management Action Plan (NHRMAP) has been delayed until May 2019 due to further work required on the content and on consultation with key partners. Auckland Emergency Management is leading this piece of work in collaboration with the Coordinating Executive Group and other key stakeholders.

10.     The Forward Work Programme is a live document that will be continuously updated based on suggestions from CEG and Committee members, as well as the needs of the wider Auckland region. Based on recommendations from the CEG meeting of 5 November 2018, the Forward Work Programme will be updated to reflect the MCDEM business plan, wider changes occurring across the emergency management sector as well as other matters including recommendations made by the independent review of the 10 April 2018 storm. 

Ngā koringa ā-muri / Next steps

11.     The CEG and Committee Forward Work Programme for FY2018/2019 will guide the groups’ work plan for the current financial year.

 

Ngā tāpirihanga / Attachments

No.

Title

Page

a

CDEM Group committee and CEG Forward Work Programme 2018/19

101

     

Ngā kaihaina / Signatories

Author

Craig Glover - Head of Strategy and Planning

Authoriser

Sarah Sinclair – Acting Civil Director Civil Defence Emergency Management

 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 


Civil Defence and Emergency Management Group Committee

28 November 2018

 

 

    



[1] Delivering better responses to natural disasters and other emergencies, Government response to the Technical Advisory Group’s recommendations, August 2018

[2] MCDEM, Director’s Guideline for CDEM Group and Local Controllers, 2014