Agenda of Civil Defence and Emergency Management Group Committee

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:

Tuesday, 18 November 2014

10:00am

Reception Lounge
Auckland Town Hall
301-305 Queen Street
Auckland

Civil Defence and Emergency Management Group Committee

OPEN AGENDA

MEMBERSHIP

Chairperson	Cr Sharon Stewart, QSM
Deputy Chairperson	Cr Bill Cashmore
Members	Cr Alf Filipaina
	Cr Denise Krum
	Cr Calum Penrose
	David Taipari
	Cr Sir John Walker, KNZM, CBE
	Karen Wilson
	Cr George Wood, CNZM


Ex-officio	Mayor Len Brown, JP
	Deputy Mayor Penny Hulse

(Quorum 3 members)

Tam White

Democracy Advisor

13 November 2014

Contact Telephone: (09) 307 7253

Email: tam.white@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

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 Tuesday, 19 August 2014 and the extraordinary minutes of its meeting, held on Thursday, 11 September 2014, including the confidential section, 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 3.21 provides for Public Input. Applications to speak must be made to the Committee Secretary, in writing, no later than two (2) working days 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.

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

6 Local Board Input

Standing Order 3.22 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 two (2) days 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 3.9.14 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

18 November 2014

Feedback and corrective actions from Monitoring and Evaluation

File No.: CP2014/25406

Purpose

1. To update the Civil Defence and Emergency Management Group Committee on the feedback and corrective actions from the Capability Assessment Report 2.0 (Monitoring and Evaluation conducted by MCDEM).

Executive summary

2. This report summarises the results and findings of the Monitoring and Evaluation work carried out during September 2014 by the Ministry of Civil Defence and Emergency Management.

A corrective action plan will be developed to guide the work programme for 2015.

This report will be presented by Angus McKay, Head of Emergency Management Operations.

Recommendation

That the Civil Defence and Emergency Management Group Committee:

a) receive this summary of the feedback and corrective actions and the attached Capability Assessment Report 2.0

Comments

3. Feedback and Corrective Actions from the Capability Assessment Report (September 2014).

3.1 Introduction

a) The Capability Assessment Report presents the results of the Auckland CDEM Group assessment undertaken in September 2014. The report is informed through the data provided by stakeholders through the self- assessment tool, a review of key CDEM doctrine provided by the Group and through a qualitative interview component. The full report is attached.

b) I have summarised the key findings and included some areas for the corrective action plan.

c) Overall the report is very positive, with a comparison score of 74.9% compared to the first result of 58.1%. This puts Auckland in the ‘advancing’ category (a score of 80% or more would be ‘mature’). Our target was 67%.

3.2 Results

The Assessment was based on four goals and two enablers as follows;

Goal One: Increasing community awareness, understanding, preparedness and participation in CDEM

a) The overall score for Goal one is 72.3%

b) Areas of strength:

· Public Information Management (PIM)

The use of Council’s Communication & Engagement Unit to resource the PIM function and the regular review of the PIM plan were seen as strengths.

c) Areas for Improvement

· Community Response Plans

Community response planning is acknowledged and it is recognised that this has developed over the last 3 years. A review of how these plans link to other Council community services and how the success of these plans is measured is recommended.

· Promulgation of hazard and preparedness information to the public

The report acknowledges a large amount of work is going in to Public Education. However, this work appears to be reactive rather than strategic and would benefit from better reporting and by leveraging on other Council departments to deliver our message.

· Community Resilience

The scale and complexities of Auckland are recognised and seen as an opportunity to lead the way in community resilience by adopting a broader approach with our many stakeholders.

Goal Two: Reducing the risks from hazards

a) The overall score for Goal two is 77.3%

b) Areas of strength:

· Emergency management research

The Auckland Group has leveraged from its well established research relationships in the development of emergency management tools, knowledge and practice.

· Hazard risk research

The progress in collating hazard information from the legacy councils is acknowledged. Work on the natural hazards risk management action plan is highlighted and seen as innovative as a way of embedding hazard risk management into Council business.

c) Areas for improvement:

· Hazard risk evaluation and risk reduction programmes; monitoring hazard risk and vulnerability

d) The implementation of the good work above will improve the scores in this area.

Goal Three: Enhancing capability to manage emergencies

a) The overall score for Goal three is 79.8%

b) Areas of strength:

· Warning systems

The way that Auckland Council uses its CDEM team for incident management in general gives greater operational readiness and understanding of its warning systems and procedures.

· ECC Facilities

The newly refurbished ECC and the efforts to improve data handling and situational awareness are acknowledged.

· Lifelines

The representation of commercial companies within the CDEM environment and the value they receive form hazard information is acknowledged. The lifelines coordinator is recognised as a highly competent project manager.

c) Areas for improvement:

· Capability Development

The appointment of a more strategic capability development professional with a view to longer term planning and strategic development of staff is acknowledged. Larger scale exercises and implementation of learnings is encouraged.

· Scale

The effect on response of the scale of Auckland is highlighted. More discussion around how an effective response in Auckland when faced with a medium of large scale incident is required. How a ‘whole of council’ approach to a larger incident would work needs further planning.

· Welfare

The changes anticipated nationally in the current Welfare review are expected to be implemented in 2015. How Auckland manages this revised workload is highlighted.

Goal Four: Enhancing capability to recover from emergencies

a) The overall score for Goal four is 60.5%

b) Areas of strength:

· Learning from emergency events

The way Auckland CDEM are regularly involved in incidents and smaller exercises and how they debrief and implement corrective action plans is acknowledged.

c) Areas for improvement:

· Recovery management and planning

The recovery framework for Auckland needs further development, as does the national framework. Integrating recovery management into Council’s business is in its early stages.

Enabler One: Governance and management arrangements

a) The overall score for Enabler one is 75.7%

b) Areas of strength:

· Emergency management funding

The sound asset insurance and resources available to Auckland Council are acknowledged.

c) Areas for improvement:

· Performance and accountability

The reporting of the CDEM budget to CEG and linking it to the work programme was highlighted as being different to other Groups due to our unitary status.

· Governance and management

The CDEM committee not being a main council committee and its role in strategic CDEM planning was questioned. Both the committee and how CEG and ELT work together was highlighted as being different to other Groups due to our unitary status.

· Emergency management community

The internal staff changes of the CDEM department were seen to be a challenge, however recruiting experienced emergency managers was seen to be positive. Maintaining key stakeholder relationships during these changes was seen to be a challenge.

Enabler Two: Organisational resilience

a) The overall score for Enabler two is 81.3%

b) Areas of strength:

· Organisational resilience and adaptive capacity

The robust system of business continuity planning is acknowledged and that it is regularly tested.

c) Areas for improvement:

· Risk management

The uptake of risk management across all business areas was felt to be variable. This will improve with time.

3.3 Corrective Action Plan

The following items are for inclusion in the Corrective Action Plan. A more detailed plan will be presented to CEG for approval.

3.3.1 Understand and communicate, and where practical reduce the risks of hazards to Auckland

· Improve risk reduction through more coordinated engagement with planning and policy makers through the NHRMAP (in current work programme)

· Planning for larger events and how to use the scale of Auckland Council to our advantage (in current work programme)

3.3.2 Build individual, community and business resilience against the disruption caused by the impact of a hazard

· Review of Community Response Planning (in current work programme)

· Planning for better engagement with Local Boards and other existing community groups (in current work programme)

· Public Education Strategy review (in current work programme)

· Public Education reporting and evaluation review, integration with Social Media (to be added to our work programme)

3.3.3 Civil Defence Emergency Management (CDEM) Operational Readiness, Response, and Recovery

· Review Volunteer Management Strategy (in current work programme)

· Review Capability Development Strategy (in current work programme)

· Review exercise programme, plan for larger exercises and integrate with national exercise programme (in current work programme)

· Review process for debrief and corrective action planning (in current work programme)

· Review of strategic relationships and representation on CEG (in current work programme)

· Review stakeholder relationships, prioritise relevant meetings and foster relationships with other CDEM groups (in current work programme)

· Implement National review of welfare and ensure adequate resourcing (in current work programme)

· Implement national recovery framework and integrate into council planning (in current work programme)

· Support committee and CEG to enable clear strategic planning to be undertaken (in current work programme)

3.3.4 Reduce the effects of disruptive events to Council operations through disciplined crisis and business continuity management

· Continue to review and exercise Business Continuity Plans across Council (in current work programme)

Consideration

Local board views and implications

4. Local Board views have not been sought.

Māori impact statement

5. The positions adopted in this report, does not give rise to any issues for Maori.

Implementation

6. The Corrective Action Plan will be implemented into the Work Programme for the coming year.

Attachments

No.	Title	Page
a View	Auckland CDEM Capability Assessment Report 2.0	15
b View	CDEM Work Programme Summary 2014_15	39

Signatories

Authors	Angus McKay - Head of Emergency Management Operations
Authorisers	Clive Manley - Civil Defence and Emergency Management Director

Civil Defence and Emergency Management Group Committee

18 November 2014

CDEM TEAM WORK PROGRAMME SUMMARY – FY 2014/2015

Top Service Delivery Objectives
(Auckland Council CDEM 2014/15 Business Plan)

· Understand and communicate, and where practical reduce the risks of hazards to Auckland

· Build individual, community and business resilience against the disruption caused by the impact of a hazard

· Civil Defence Emergency Management (CDEM) Operational Readiness, Response, and Recovery

· Reduce the effects of disruptive events to Council operations through disciplined crisis and business continuity management

Understand and communicate, and where practical reduce the risks of hazards to Auckland

Hazards

· Hazard Reports - 21 Local Board Hazard Reports completed and communicated to communities. (June 2015)

· Tsunami Work Programme - Evacuation route mapping, public alerting options for communities. (June 2015)

· Flood Work Programme - Flood monitoring data and development of public alerting system. Identify and communicate life safety risk areas. (June 2015)

· Natural Hazards Risk Management Action Plan - Report development, Council hazards portal development. (November 2015)

Planning

· Contingency Plans – Update volcanic and tsunami contingency plans. Develop Rangitoto and Tonga-Kermadec response plans. (June 2015)

· Evacuation – Prioritise and facilitate stakeholders with the development of operational evacuation plans. (June 2015)

Intelligence

· Situational Awareness – Development of system provide real-time monitoring. CCTV enhancements, social media and rapid impact assessments. (on-going to 2016)

· Intel Analytical Tools – Integration of census and demography data and development of analytical tools to effectively process intelligence. This includes RiskScape. (integration into CRP’s by Dec 2014, RiskScape continuing).

Additional Projects

· Integrated Public Alerting – All warning systems to be activated from one portal. (On-going into 2016)

· MCDEM Resilience Projects – National app rollout. Porting IOS app to native android and windows. (June 2015)

· Social Media Policy (Feb 2015)

Build individual, community and business resilience against the disruption caused by the impact of a hazard

· Community Response Plan Strategy for Review (December 2014)

· Engagement with communities affected to develop evacuation routes, signage and communication plan

· Review & develop new guidance (training) packages for Community Response Groups (CRGs)

· Prepare guidance packages for CRGs with pilot with Mahurangi East with subsequent rollout to other CRGs

· Work with Local Boards and their CDEM representatives

Complete new Community Response Plans (CRPs) for the following Areas:

· Albany (5180)

· Coatesville (2000)

· Riverhead (2000)

· Birkdale Beach Haven (17292)

· Bethels-Waitakere

· Henderson Massey (107685)

· Upper Harbour (43530)

· Waitemeta (21168) CBD Completed

· Eden-Albert (91089)

· Puketapapa (53079)

· Howick Ward (126039)

· Otara (29931)

· Papatoetoe ( 41697)

· Mangere-Otahuhu (76302)

Review Community Response Plans (CRPs) where there is a significant change due to new Tsunami Inundation Mapping:

· Omaha

· Point Wells

· Mahurangi East

· Waiwera

· Orewa

· Whangaparoa

· Browns Bay Coastal

· Milford Mirangi Bay

· Devonport

· Piha-Karekare

· Great Barrier Island

· Waiheke Island

· CBD

· Howick Ward

· Kawakawa Bay

Public Education

· Public Education Strategy action plan for 14/15 year developed (September 2014)

· Renew Public Education Strategy (June 2105)

· Update of eLearning website (December 2014)

· Delivery of new public education guides and online resources (June 2015)

· Alternative distribution centre for Public Education Resources (September 2014)

· Increase our understanding of Community Resilience by building on the Colmar Brunton (MCDEM Owned) Annual Survey with other Auckland Council CDEM Surveys - Local sampling (methodology to be worked out by September 2014). “You are more prepared than you think you are”

· Community group requests and public events

· Complete new Public Education booklet (by September)

· Collaborate across Auckland council with consistent messaging

· Public Education reporting and evaluation review, integration with Social Media

Civil Defence Emergency Management (CDEM) Operational Readiness, Response, and Recovery

ECC Work Programme

· Complete Refurbishment of the Bledisloe Emergency Coordination Centre and maintain effective operation

· Maintain Alternate ECC

· Establish a new alternate ECC, exploring options for mobile deployment (move out of Pitt St, December 2014). Integrate Expanded ECC in new design

· Continue to take an active part in EMIS Governance Group and User Groups Meetings and review use of EMIS in ECC

· Develop WebEOC alternate Information System. Facilitate new server, system upgrade and design of new boards as required. (June 2015)

· SOP Maintenance (six monthly reviews)

· Ensure reliable operation of public alerting options and regular checks / maintenance. (six monthly tests of all systems)

· Training of all operational aspects of the ECC

· Ensure CDEM Exercise Program aligns with National Exercise Programme and Capability Needs Assessment of our department. Ensure effective debriefing process followed and Corrective Action Plans are prepared and implemented. (annual review of exercise programme)

· Support ADRA exercise (November 2014)

· Stakeholder Engagement to ensure smooth operation of ECC (regular meetings with Emergency Services, inclusion in all debrief)

· Radio Communications – rationalise existing resources, ensure resilience of radio infrastructure network and participate in Whole of Government Radio Project

· Volunteer Management and developing new Volunteer Strategy in line with MCDEM guidelines (by December 2014)

· Welfare Support training: Development of Animal Welfare, Disability volunteer and Diversity training sessions and develop Leadership module content

· WebEOC - registration and needs assessment continued and training for CDC ACEs, ECC welfare desk staff

· Strengthen relationships with: Vulnerable communities - CALD and disability reference groups; Marae partnerships; Muslim community

Logistics

· Logistic Scenario Planning and Strategy Review (June 2015)

· GIS mapping of resource list

Training and Development

· Capability, training and development of CDEM department

Recovery

· Support and strengthen recovery sector groups

· Planning for March 2015 Tabletop exercise

Welfare

· AWCG - Welfare in Response - new National Plan (begin planning in February 2015)

· Part 2 of the CDC review - hazard mapping overlays and population impacts together with process for Council owned sites (September 2014)

· Operational guidelines - review and implementation (using learnings from October exercise 2014)

· AWCG training re new registration form and needs assessment (as soon as Registration and Needs assessment work finalised)

· Identify and Develop ongoing Leadership module / framework (November 2014)

Reduce the effects of disruptive events to Council operations through disciplined crisis and business continuity management

The crisis and business continuity portfolio extends across council and CCOs to provide a coordinated approach to crises and the continuance of business as usual following an event or series of events. To have a recognised approach to business continuity management Council adheres to ISO 22310:2012 ‘Societal security – Business continuity management systems – Requirements’ and ISO 31000:2009 ‘Risk Management Principles and Guidelines’.

The work programme to maintain a high level of preparedness includes:

· Conducting risk workshops with departmental and critical teams’ lead teams to identify and assess risks that may affect teams reaching their business objectives

· Compiling and maintaining business continuity plans for each department and critical team. The plans include the identification of short term critical outputs, staff requirements and other resources; medium and long outputs and requirements

· Formulating BCPs for individual key buildings providing extensive pre-event planning for loss/part loss of key building

· Training of lead teams and staff in the implementation of the Plans and procedures during an event

· Conducting training exercises (desk top and practical) to simulate events and management responses

· Coordinating key department involved in mitigating events, e.g. Property, IS, Health and Safety to provide a cohesive response across multiple business units

· Collaborating with CCOs to provide coordination during a multiple departmental approach including CCOs

Coordination and training of over 40 Business Continuity Coordinators who provide points of contact for each department. BC Coordinators act as a virtual team to the Manager Crisis and Business Continuity for the dissemination of information, feedback and general updating of plans

Civil Defence and Emergency Management Group Committee

18 November 2014

Update on the requsest for critical engineering lifelines to use bus lane access

File No.: CP2014/25567

Purpose

1. Vector and other critical engineering lifelines is seeking use of bus-lanes to respond during major storm events and / or when there is particularly heavy traffic congestion such as during major events.

Executive summary

2. A report requesting use of the bus-lanes by critical engineering lifelines during a major event was tabled at the 19 August 2014 Civil Defence and Emergency Management Group Committee meeting. It was agreed that the Civil Defence and Emergency Management Group recommend to Auckland Transport and the New Zealand Transport Agency that an agreement be formed with Vector and other critical engineering lifelines for use of bus and T2 lanes under agreed circumstances.

Recommendation

That the Civil Defence and Emergency Management Group Committee:

a) receive the update on the request for critical engineering lifeline to use bus lane access.

Comments

3. After discussion with Auckland Transport it was established that the Traffic Bylaw 2012 makes provision for this in Part 6 Clause 30(3)

4. Any restrictions made under parts 2 and 3 of this bylaw do not apply to-

(a) A vehicle that is actually engaged in urgent repair work to a public utility service;

(b) A vehicle that is being used as an emergency vehicle in attendance at an emergency situation; or

This system relies on utility companies writing in to Auckland Transport in response to getting an infringement notice, specifying that the vehicle was engaged in emergency works.

Auckland Transport has agreed to look at the scope of a blanket guideline for the enforcement team so they do not need to be interpreting the provision on a case by case basis. A further update to this report will be provided to the next committee meeting.

Consideration

Local board views and implications

5. Local Board views have not been sought

Māori impact statement

6. The positions adopted in this report do not give rise to any issues at this stage

Implementation

7. There are no implementation issues at this stage

Attachments

There are no attachments for this report.

Signatories

Authors	Hantie van der Stoep - PA to Clive Manley Civil Defence and Emergency Management Director
Authorisers	Clive Manley - Civil Defence and Emergency Management Director

Civil Defence and Emergency Management Group Committee

18 November 2014

Civil Defence & Emergency Management Work Programme Update

File No.: CP2014/25319

Purpose

1. To update the Civil Defence and Emergency Management Group committee on the Auckland Civil Defence & Emergency Management team’s work programme.

Executive summary

2. This report is a regular report that will keep the Civil Defence and Emergency Management Group Committee up to date on the Auckland Civil Defence & Emergency Management team’s work programme.

The report will be presented by Angus McKay, Head of Emergency Management Operations.

Recommendation

That the Civil Defence and Emergency Management Group Committee:

3. receive the update on the Auckland Civil Defence & Emergency Management team’s work programme.

Comments

4. CDEM TEAM WORK PROGRAMME UPDATE – 29/10/14

A new structure for the CDEM team came into place on 11^th October 2014. This structure gives better definition to the Planning, Operations and Business Continuity parts of the work programme.

Top Service Delivery Objectives
(Auckland Council CDEM 2014/15 Business Plan)

4.1 Understand and communicate, and where practical reduce the risks of hazards to Auckland

4.2 Build individual, community and business resilience against the disruption caused by the impact of a hazard

4.3 Civil Defence Emergency Management (CDEM) Operational Readiness, Response, and Recovery

4.4 Reduce the effects of disruptive events to Council operations through disciplined crisis and business continuity management

4.1 Understand and communicate, and where practical reduce the risks of hazards to Auckland

4.1.1 Hazards Advice: For Tsunami, Flooding, Storm Surge, Volcano, Earthquake, Wildfire – Analyse conditions, understand impact, plot inundation/impact areas, inform CRPs, and develop warning systems

§ Tsunami: Staff attended a national workshop on evacuation and land use planning for tsunami on 15 and 16 October. Work continues on deriving evacuation routes and identifying signage requirements for community consultation.

§ Flooding: Staff are working closely with Council’s stormwater unit to identify high risk locations for flash flooding on a catchment by catchment basis. Public alerting options are being evaluated and a trial being considered for the Opanuku Stream in West Auckland.

§ Land Instability: Favourable discussions have been held with the University of Auckland and Earthquake Commission (EQC) regarding potential co-funding of research. Two studies are being proposed to map an inventory of historical and potential land instability across the region and develop an operational model to potentially forecast future landslide events.

§ Coastal Inundation: Proposed research for the investigation of wave development causing inundation on Tamaki Drive is being scoped. Co-funded research between CDEM, Auckland Transport, the University of Auckland and Tonkin and Taylor is being considered. In addition, Council is working closely with the Joint Transport Operations Centre to refine Standard Operating Procedures for the recurrent inundation of Tamaki Drive.

4.1.2 Scientific Advisory Groups: To manage the formation and reconsolidation of Scientific Advisory Groups for the provision of specialist advice to inform all CDEM activities

§ MCDEM and members of the National Tsunami Advisory Group are being consulted on future support options for direct and improved technical advice during tsunami threats.

§ Volcanologists and scientists involved with the DEVORA research programme are working closely with CDEM to improve the connection between research results and volcanic contingency planning.

4.1.3 Understanding and reporting on “Situational Awareness”: Review “Best Practice”, develop processes for gathering “Situational Information” during a Crisis or Emergency, and develop methods of reporting information to “Key Stakeholders”

§ CDEM continues to work with key stakeholders to ensure that automated processes are established for efficient intelligence transfers are occurring during events.

§ While situational awareness and intelligence transfer was very successful during the October power outage, it is recognized that enhancements can be made. In coming weeks, staff will be working closely with Vector to improve the quality and resolution of outage information being shared between agencies.

§ During the same event, the use of Auckland CDEM Facebook and Twitter accounts was very successful for community outreach and improving regional situational awareness.

4.1.4 Evacuation Planning: Review best practice, develop mass evacuation plans for Auckland (including managing transport corridors)

§ The preparation for the development of operational evacuation plans has now commenced. A workshop at the 15 September Coordinating Executive Meeting identified three areas of focus for detailed evacuation planning. These include scenario based, such as volcano and tsunami, location based, such as the Auckland isthmus or CBD, and agency based plans, such as the Auckland Transport Response Group Plan.

§ While detailed plans are developed communities continue to undertake detailed evacuation planning through Community Response Plans.

4.2 Build individual, community and business resilience against the disruption caused by the impact of a hazard

· Community Response Plan Strategy under review, some areas are keen to participate and should be encouraged. Community engagement in central urban areas is a work in progress, initiatives to use existing networks such as ‘neighbourly’ and rate payer associations in conjunction with Local Board ownership are being investigated. Existing plans are being reviewed and updated.

· Engagement with communities to understand their Hazards and come up with local solutions is being trialled in Omaha. Evacuation routes, signage and a communication plan around tsunamis should be in place for Christmas.

· New guidance (training) packages for Community Response Groups (CRGs) have been designed. A pilot session was held with Mahurangi East and was well received. This package will be rolled out across the region.

· Large Community Exercise to take place in November. This will involve the Leigh and Pt Wells CRG’s and will exercise their response to a tsunami event.

4.2.1 New Community Response Plans under way:

· Titirangi

· Coatesville

· Riverhead

· Wellsford

· Birkdale Beach Haven

· Bethels-Waitakere

· Henderson Massey

· Greater Helensville

· Eden-Albert

· Otara

· Papatoetoe

· Mangere-Otahuhu

· Howick Pakuranga

4.2.2 Public Education

· ‘Get Ready Get Thru’ week held in September. Involved the whole team in public presentations across the region. Collaboration with community police in South Auckland allowed us to use their new mobile public education bus, the response teams were displayed at supermarkets on the North Shore and two events centrally at the Museum and Maritime Museum were well attended. We complemented these public events with promotions and engagement using social media which gave us many new followers for our facebook and twitter accounts.

· Work continues on producing a new public education booklet. This is in its final stages of development and should be ready for the new year. This booklet aims to consolidate several publications into one and to make it relevant for Auckland.

· Alternative distribution centre for Public Education Resources is underway.

· The Colmar Brunton (MCDEM Owned) Annual Survey has been finalised, however the results are under review by MCDEM. Initial reports are that Aucklanders have improved their readiness, however we are working on producing our own methodology to gauge Auckland’s level of preparedness.

4.3 Civil Defence Emergency Management (CDEM) Operational Readiness, Response, and Recovery

4.3.1 ECC Work Programme

· Establish a new alternate ECC, exploring options for mobile deployment (move out of Pitt St, December 2014). Integrate Expanded ECC in new design

· SOP review carried out and new procedures presented to CEG for approval.

· Daylight Savings test of public alerting options carried out.

· Radio Communications – rationalise existing resources, ensure resilience of radio infrastructure network and participate in Whole of Government Radio Project.

· Volunteer Management and developing new Volunteer Strategy in line with MCDEM guidelines. Increased use of Auckland Council staff (ACES) volunteering in the ECC. New training programmes for each discipline in the ECC developed and used.

· ECC activated during Penrose power outage for 4 days. Coordination of all services through the ECC worked well and debrief held.

· Attended national groups on EMIS

4.3.2 Logistics

· Logistic Scenario Planning and Strategy Review underway

· Appointment to Maritime NZ Oil Spill National Response Team.

4.3.3 Training and Development

· Heavily involved in the national Integrated Training Framework design of new intermediate courses in Emergency Management.

· Attended the National Exercise Programme Group

· Development of CRG training courses.

· Development of Welfare leadership training courses

· Development of ACES training courses

· Team training in learning styles and ‘blue sky’ thinking to tie in with Group Plan work.

4.3.4 Welfare and Recovery

· CDEM leadership training, September. CDEM identified 17 current community based volunteers and council staff with leadership potential. An initial workshop has been held with these team members to understand strengths within the cadre, and to identify areas for us to focus further training and development with this group.

· WebEOC registration and needs assessment
The registration and needs assessment boards have been developed for WebEOC. These replace the Red Cross registration form which has now been withdrawn. Key CDEM staff and volunteers have been trained in using WebEOC for registration and needs assessment.

· Exercise Toxic Plume: 17-18 October
This exercise was held at Ellerslie Racecourse over two days. Friday’s scenario focused on the roles and responsibilities of the AWCG in planning during response and Saturday’s activities involved key CDEM volunteers and agencies working together to transition a Civil Defence Centre from a one stop shop for services into a full welfare facility. Over 70 people were involved; including CDEM and Auckland Council staff, CDEM staff from Northland and Southland, key AWCG agencies and teams from Inland Revenue Department, Red Cross, Ministry of Social Development, Auckland Regional Public Health Service and the Salvation Army. This exercise provided a valuable opportunity to exercise key SOPs for welfare, encourage collaboration amongst welfare stakeholders, share knowledge and experiences with other groups, and test the online WebEOC process.

4.4 Reduce the effects of disruptive events to Council operations through disciplined crisis and business continuity management

4.4.1 Business continuity management

· Business Continuity exercise held on the 14 August, involving six teams from different divisions in Council. Overall, successful outcome with lessons learnt folded back in business continuity mitigation processes.

· Well managed response to the recent Penrose power outage from those teams affected; Libraries & Information, Parks Sports and Recreation, (Leisure centres and pools), demonstrating business continuity awareness to situations that affect Council facilities.

· All Business Continuity Plans have been updated.

· Auckland Council Pandemic Plan has been revised to take into account the current Ebola virus disease.

· David Middleton attended Exercise ‘Ill Traveller’ held at the Auckland International Airport to test the effectiveness of the airport authorities and associated agencies to respond to a suspected Ebola patient on board an incoming flight.

Consideration

Local board views and implications

5. Local Board views have not been sought

Māori impact statement

6. The positions adopted in this report do not give rise to any issues for Maori

Implementation

7. There are no implementation issues

Attachments

There are no attachments for this report.

Signatories

Authors	Angus McKay - Head of Emergency Management Operations
Authorisers	Clive Manley - Civil Defence and Emergency Management Director

Civil Defence and Emergency Management Group Committee

18 November 2014

Update on the Auckland Rural Fire work programme

File No.: CP2014/25472

Purpose

1. To update the Civil Defence and Emergency Management Group committee on the Auckland Rural Fire work programme.

Executive summary

2. This report is a regular report that will keep the Civil Defence and Emergency Management Group up to date on the Auckland Rural fire work programme.

3. The report will be presented by Bryan Cartelle, Principal Rural Fire Officer.

Recommendation

That the Civil Defence and Emergency Management Group Committee:

a) receive the update on the Auckland Rural Fire work programme.

Comments

4. Currently building a replacement fire appliance for Great Barrier Island, this is to replace an old appliance on the island. The total build cost for the appliance is $166k, we have received a subsidy from the National Rural Fire Authority of $125k giving a cost to build of $41k to Auckland Rural Fire

5. Fire Permit issue is being changed to an electronic system to streamline fire permit issue and follow up, the electronic issue will compile a database for re issue and targeting key messages. This database will also be used for fire complaint identification.

6. A Fire Reduction video is currently being produced for public viewing on all ferries taking passengers to the islands of the Hauraki Gulf. The message will be based on accepted use of fire and conservation values.

7. A series of 6 Fire Reduction posters have been produced and printed for distribution to key council offices, libraries, local board offices and key rural supplies depots. The messages on the posters are awareness. All these posters will be distributed pre fire season.

8. Auckland Rural Fire and Civil Defence Response Teams held the annual honours evening at the Aotea Centre on the night of 11 October. The evening is in recognition of the significant contribution that the volunteers make to training, responding to incidents and community events. This event also recognises the significant contribution that partners and families make to the success of the Rural Fire and Civil Defence Response Teams in supporting their partners. Many National Certificates and service medals were awarded. Of special note Auckland Rural Fire had two Long Service Good Conduct Medals for 14 years each and four Gold Star medals from the Awhitu Brigade, three who served 25 years each and one person who served 31 years.

9. Auckland Rural Fire hosted 2 day Rural Fire Regional Incident Management Team exercise 5/6 November with the Northern Rural Fire Authority, Whangarei, Kaipara, Auckland and Waikato fire authorities. The exercise focused on a multi- agency incident supporting a campaign fire.

10. Auckland Rural Fire continue to support the National Rural Fire Authority in a Pilot Study based on the national fire risk management strategy

11. Continued to develop the Outdoor Fire Bylaw to compliment Councils statutory requirements. Hearing to be in November with a view if By-law implementation late December or early January

12. The Principal Rural Fire Officer and the Deputy Principal Rural Fire Officer have initiated a round of Fire Station visits and audits to support the brigade Chiefs and Deputies in setting future training needs and CAPEX or OPEX priorities.

13. Delivered 25 Rural fire unit standard courses to Volunteer Rural Fire Forces totalling 253 participants.

Consideration

Local board views and implications

14. Local Board views have not been sought.

Māori impact statement

15. The positions adopted in this report do not give rise to any issued for Maori.

Implementation

16. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Authors	Hantie van der Stoep - PA to Clive Manley Civil Defence and Emergency Management Director
Authorisers	Clive Manley - Civil Defence and Emergency Management Director

Civil Defence and Emergency Management Group Committee

18 November 2014

Update on the Harbour Master work programme

File No.: CP2014/25464

Purpose

1. To update the Civil Defence and Emergency Management Group committee on the Auckland Harbour Master work programme.

Executive summary

2. This report is a regular report that will keep the Civil Defence and Emergency Management Group Committee up to date on the Harbour Master work programme.

3. This report will be presented by Gregory Meikle, Maritime Pollution Response Coordinator.

Recommendation

That the Civil Defence and Emergency Management Group Committee:

a) receive the update on the Harbour Master work programme.

Comments

4. There are no significant marine oil spills to report since the last meeting however we have responded to 8 incidents of oil in the water. Not all reports turn out to be oil and the largest quantity in this last period was approximately 20 litres.

5. The Maritime New Zealand National Marine Oil Spill Response Strategy (2015 – 2019), has completed its consultation process and has been approved by the project steering group (Gregory Meikle, the Regional On Scene Commander, was involved in the steering group). We are now waiting for the endorsement of the MNZ Board before its official release.

6. Gregory Meikle attended an Australian Maritime Safety Authority (AMSA) Incident Controllers course held at Mt Macedon, Victoria. This course focusses on leadership and management in large scale level 3 incidents.

7. Planning is underway for a Tier II oil spill response exercise to be held on 27^th November. This is both an equipment exercise and a revalidation exercise for trained responders and ensures we maintain a minimum number of trained responders and keeps responders fresh with the various types of equipment.

8. Over the 29 – 31 October period the Harbormaster’s team was exercising with Maritime NZ (MNZ) and commissioning new equipment which will be housed at the Maritime Pollution Response Service (MPRS) at Te Atatu. Working with MNZ is important as a lot of the National Response Team stockpile is dependent on local resources for deployment. The use of our barge HM05, is ideal as a great working platform for this equipment and builds our response capability appropriately.

9. A full National Response Team (NRT) exercise is being conducted in Auckland 8 – 11 December and again both our barges will play a large role in the training and exercising of the NRT.

10. Fuel figures:


Bunkering Summary

Month	HFO	IFO	AGO/MGO	SLUDGE	OTHER	Totals per Month
May-14	6,399,000	0	2,539,900	25,000	63,400	9,027,300
Jun-14	6,055,000	2,320,000	2,741,653	0	0	11,116,653
Jul-14	3,580,000	0	2,282,377	0	100,000	5,962,377
Aug-14	9,456,000	250,000	1,200,896	190,000	115,822	11,212,718
Sep-14	4,755,000	0	2,418,318	50,000	13,400	7,236,718
Totals by Type	30,245,000	2,570,000	11,183,144	265,000	292,622	44,555,766

All amounts are quoted in litres

Consideration

Local board views and implications

11. Local Board views have not been sought

Māori impact statement

12. The positions adopted in this report do not give rise to any issues for Maori

Implementation

13. There are no implementation issues

Attachments

There are no attachments for this report.

Signatories

Authors	Hantie van der Stoep - PA to Clive Manley Civil Defence and Emergency Management Director
Authorisers	Clive Manley - Civil Defence and Emergency Management Director