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:

Wednesday, 14 December 2016

10.30am

Room 1, Level 26
135 Albert Street
Auckland

Civil Defence and Emergency Management Group Committee

OPEN AGENDA

MEMBERSHIP

Chairperson	Cr Sharon Stewart, QSM
Deputy Chairperson	Cr John Watson
Members	Cr Ross Clow
	Cr Fa’anana Efeso Collins
	IMSB Member Hon Tau Henare
	Cr Richard Hills
	IMSB Member Dennis Kirkwood
	Cr Denise Lee
	Cr Dick Quax
	Cr Sir John Walker, KNZM, CBE

Ex-officio	Mayor Hon Phil Goff, JP
	Deputy Mayor Bill Cashmore
	All other councillors without voting rights

(Quorum 3 members)

Sonja Tomovska

Advisor - Governance Support

9 December 2016

Contact Telephone: 021 615 961

Email: sonja.tomovska@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

TERMS OF REFERENCE

The Civil Defence Emergency Management Group Committee will be 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;

· Develop, approve, implement and monitor the Auckland Civil Defence Emergency Management Group Plan;

· Performing the statutory functions of a civil defence emergency management group;

· Representing Auckland in the development of national emergency management policy;

· Developing policy for, and monitoring, the Auckland Council’s civil defence, emergency management and natural hazards functions; and

· Engaging with Local Boards 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.

Mihi Whakatau (Welcome)

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

There are no minutes for confirmation.

4 Petitions

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

5 Public Input

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

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

6 Local Board Input

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

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

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

7 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

8 Notices of Motion

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

Civil Defence and Emergency Management Group Committee

14 December 2016

Auckland Civil Defence and Emergency Management Group Committee: Direction and Priorities

File No.: CP2016/24638

Purpose

1. To seek decisions on a range of statutory matters of importance to the Auckland Civil Defence and Emergency Group Committee.

Executive summary

2. The Civil Defence and Emergency Management Group Committee (the committee) is a statutory committee of the Auckland Council. The committee has a range of statutory roles and responsibilities and is required to formally appoint a chairperson and deputy chairperson and identity those who may declare a state of local emergency. The committee is also required to ‘establish and maintain’ a Coordinating Executive Group consisting of the chief executive of the local authority and senior members of the NZ Police, NZ Fire Service and health services.

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) confirm the appointment, as per S15(1) of the Civil Defence and Emergency Management Act 2002, of Councillor Sharon Stewart as the chairperson and Councillor John Watson as the deputy chairperson of the Civil Defence and Emergency Management Group Committee, made by the Governing Body on 1 November 2016 (GB/2016/232).

b) endorse the list of persons authorised to declare a state of local emergency under S25 of the Civil Defence and Emergency Management Act 2002 as well as the process and hierarchy to be followed if a declaration is required as stated in the Auckland Civil Defence and Emergency Management Group Plan 2016-2021, as follows:

i. Mayor

ii. Chair of the Auckland Civil Defence and Emergency Management Group Committee

iii. Deputy Chair of the Auckland Civil Defence and Emergency Management Group Committee

iv. other councillors who are members of the Auckland Civil Defence and Emergency Management Group Committee.

c) approve the proposed revised structure, terms of reference and chairperson and deputy chairperson of the Coordinating Executive Group, as per Attachment A of the agenda report.

d) approve the Civil Defence and Emergency Management Group Committee and Coordinating Executive Group Work Programme for 2016/17, as per Attachment B of the agenda report.

Comments

3. The Civil Defence and Emergency Management Group Committee is a statutory committee required under S12(1) of the Civil Defence and Emergency Management 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 Civil Defence and Emergency Management 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.

Chairperson and Deputy Chairperson

4. As a committee established under the Civil Defence and Emergency Management Act, Auckland’s Civil Defence and Emergency Management Group Committee has a range of statutory responsibilities. The committee is required by S15(1) of the Act to appoint a chairperson. While both the chairperson and deputy chairperson have been appointed (GB/2016/232) by Auckland Council’s Governing Body there is also a requirement for this committee to confirm those positions.

Appointment of persons who may declare state of local emergency

5. Section 25(1) of the Civil Defence and Emergency Management Act requires that Groups ‘appoint at least 1 person as a person authorised to declare a state of local emergency for its area’. The person or persons appointed must be chosen from the members of the Group; in Auckland’s case this is members (both full members and ex-officio) of the Civil Defence and Emergency Management Group Committee. The legislation requires that if a Group appoints more than 1 person under subsection (1) then it must state:

a) whether the appointee has equal status to make a declaration or whether the appointee is authorised only to act in the absence of other named persons:

b) any other conditions or limitations.

6. The Auckland Civil Defence and Emergency Management Group Plan 2016-2021 notes, as required by Ministry of Civil Defence and Emergency Management Guidelines, the process relating to declarations of states of emergency. This process states that:

‘The Mayor and nominated members of the CDEM Group committee as per resolution by the committee are authorised to declare a state of local emergency.

The hierarchy of persons authorised to declare a state of local emergency is noted below:

i. Mayor

ii. Chair of the Auckland CDEM Group committee

iii. Deputy Chair of the Auckland CDEM Group committee

iv. Other councillors who are members of the Auckland CDEM Group committee

Best endeavors will be made to follow the hierarchy, however, if time is of the essence, the signature of any of those authorised to declare will over-ride this hierarchy.’

Coordinating Executive Group

7. Section 20(1) of the CDEM Act requires that Groups must ‘establish and maintain a Civil Defence Emergency Management Coordinating Executive Group consisting of –

a) the chief executive officer of each member local authority or a person acting on the chief executive officer’s behalf; and

b) a senior Police employee who is assigned for the purpose by the Commissioner of Police; and

c) a senior member of the Fire Service who is assigned for the purpose by the National Commander; and

d) the chief executive officer of the hospital and health services operating in the area or a person acting on the chief executive officer’s behalf; and

e) any other persons that may be co-opted by the Civil Defence Emergency Management Group.’

8. The coordinating executive group or CEG is responsible to the Group for:

a) providing advice to the Civil Defence Emergency Management Group and any subgroups or subcommittees of the Group:

b) Implementing, as appropriate, the decisions of the Civil Defence Emergency Management Group:

c) overseeing the implementation, development, maintenance, monitoring, and evaluation of the civil defence emergency management group plan.

9. In both of the last terms of the committee the CEG included those statutory members as set out above as well as a number of additional co-opted members as allowed by the legislation. CEG members regularly attend Group committee meetings as observers and provide advice to members of the Group in line with the statutory role of the CEG.

10. Responding to the need to deliver a significant work programme as set out in the 2016-2021 Group Plan, CEG members held workshops in August and October 2016 to consider whether the current CEG structure was fit-for-purpose and allowed the group to be strategic in its decision-making, to take a regional outlook and to drive a significant work programme. At its last meeting on 18 October the CEG endorsed a revised structure and terms of reference (see Attachment A). The CEG also endorsed the Chief Executive of Auckland Council as the chairperson and the Director of Civil Defence and Emergency Management as the deputy chairperson of the group.

11. The revised structure will help to ensure that the CEG is able to fulfil its statutory purpose and will also help to reduce duplication, take a region-wide view, make better use of resources and drive and implement work programmes.

CDEM Work Programme 2016/17

12. The Coordinating Executive Group has developed a proposed work programme for the committee for 2016/17. This is noted at Attachment B. The work programme is not an exhaustive list but is made up of key projects from the 2016-2021 Group Plan and Auckland CDEM business plan and work programme.

Consideration

Local board views and implications

13. The decisions recommended by this report are the statutory responsibility of the Civil Defence and Emergency Management Group Committee. There are no local board implications arising from this report.

Māori impact statement

14. The content and recommendations of this report, has no particular benefit to, or adverse effect on Māori. Auckland CDEM’s work programme identifies Māori responsiveness as a priority area of work. An update on progress with the CDEM Māori Mesponsiveness Plan will be brought to the committee in the new-year.

Implementation

15. There are no implementation issues arising from this report.

Attachments

No.	Title	Page
a ⇩	CEG Terms of Reference and Structure	13
b ⇩	CDEM Work Programme 2016/17	19

Signatories

Author	Craig Glover – Head of Strategy and Planning
Authoriser	John Dragicevich - Director Civil Defence and Emergency Management

Civil Defence and Emergency Management Group Committee

14 December 2016

Building community resilience

File No.: CP2016/23854

Purpose

1. To update the Auckland Civil Defence and Emergency Management (CDEM) Group committee (the committee) on Auckland CDEM’s approach to building community resilience.

Executive summary

2. Since 2011 Auckland CDEM’s approach to building community resilience has been based on a community response plan (CRP) model. This model has been largely unsuccessful in building community resilience. Auckland CDEM is now working with communities using a community-led, whole-of-society and evidence-based approach to building resilience. This new approach aligns to Auckland Council’s community empowerment model and to the vision of community resilience as outlined in the 2016-2021 Auckland CDEM Group Plan.

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) note Auckland CDEM’s approach to engaging, empowering and building community resilience.

Comments

Background

3. Since 2011 Auckland CDEM’s approach to building community resilience has largely been based on the development of emergency response plans, since renamed community response plans (CRPs), with communities across Auckland. This model, used in other parts of New Zealand and in particular in Northland, is based on the creation of multiple local voluntary community response groups (CRGs) who work with Auckland CDEM to develop these plans.

4. Since this time, CRGs have been supported by Auckland CDEM staff to develop local CRPs. The groups have been encouraged to make connections between emergency response agencies and other community groups.

5. It is estimated that up to 50 CRGs have been established across the region; some are still in operation and some, for various reasons, are no longer active.

6. Recognising a number of issues with the model, in August 2015 Auckland CDEM put the rollout of further CRGs and CRPs on hold. A review of the current state was undertaken to determine whether the model was fit-for-purpose and effective in building community resilience. A key consideration of the review was to examine to what extent the current model had the capacity to respond effectively to Auckland’s key challenges and opportunities (e.g. population growth and super diversity).

7. During the review, consultation was carried out with CRGs and with local boards. While some CRG volunteers and local board members found the current model to be somewhat effective, many acknowledged that the model had significant deficiencies. Issues with the CRP model include that:

· While the model was intended to be a community-led process, Auckland CDEM staff often took a lead role in the creation of CRGs as well as the development of CRPs by providing ongoing technical advice and administration services. This reliance on Auckland CDEM staff did not create the level of community independence and empowerment required nor was the model able to be adequately scaled to meet the needs of Auckland’s growing and diverse population.

· The roles and responsibilities of CRG members were not implemented or understood consistently across the region. The review found many instances where the roles and responsibilities of CRG members, particularly in response situations, were confused with those of Auckland CDEM staff. CRPs often noted, for example, that CRG members were to be vested with certain powers under the CDEM Act 2002. This led to a number of potential issues with, for example, health and safety and training, public indemnity and liability for CRG members.

· The model was premised on the assumption that the development of CRPs would lead to greater levels of community preparedness and resilience. However, it was found that on-the-whole having a plan did not help communities increase their own resilience and that most communities, and in particular those in urban areas, knew little or nothing about CRGs, the CRPs and what their purpose was. The review concluded that building community resilience requires a much broader approach than that prescribed through the CRP model.

8. As a result of these findings Auckland CDEM has adopted a more fit-for-purpose model for building community resilience.

Community empowerment approach to building community resilience

9. The vision of the recently adopted 2016-2021 Auckland CDEM Group Plan is ‘working together to build a resilient Auckland’. The plan recognises that everyone from individuals and families; communities; business; and government, both central and local, must work together to help build a resilient Auckland. This new focus on collaboration and community resilience aligns with Auckland Council’s community empowerment approach.

10. Auckland CDEM’s new approach recognises that building resilience is a shared responsibility. The principles of Auckland CDEMs approach to community empowerment and building resilience are:

· Understand community complexity;

· Be inclusive;

· Recognise community capabilities and needs;

· Foster relationships with community leaders;

· Build and maintain partnerships;

· Empower local action; and

· Use and strengthen social networks and assets.

11. Auckland CDEM is now working with communities using a community-led, whole-of-society and evidence-based approach to building resilience. On a day-to-day basis this means that Auckland CDEM will:

· Recognise that everyone has a role to play in resilience building, that this is achieved by many formal and informal partnerships and collaboration throughout all levels of community, business and government.

· Use existing community networks as much as possible rather than creating new standalone groups.

· Focus on empowering communities to work to their strengths so they can better address their resilience challenges and underlying vulnerabilities.

· Ensure that initiatives are designed, owned and led by communities so that they are relevant to the needs and values as well as the unique context of each community.

· Recognise and celebrate diversity as a key feature in the design of initiatives so that communities can foster and build on their unique identity as they adapt and develop.

· Take a flexible approach to meet the needs of both local place-based communities, as well as non place-based communities such as faith groups.

· Be responsive to Māori in ways that create better outcomes for Auckland’s Māori communities.

· Take an evidence based approach to building community resilience incorporating best practice from across New Zealand and overseas as well as making sure that initiatives are community-led.

· Maximise opportunities to together work in collaboration with others in order to reach a wider number and diversity of people.

Consideration

Local board views and implications

12. During consultation on the 2016-2021 Auckland CDEM Group Plan local boards were consulted on Auckland CDEM’s approach to building community resilience. There was strong support for a broader approach to community resilience based on the 4Rs framework (reduction, readiness, response and recovery).

Māori impact statement

13. Although some of the CRGs in South Auckland had Māori Wardens attend exercises and training sessions, overall, the CRP approach did not incorporate a robust framework to ensure that Māori communities across Auckland were able to participate in ways which ensured positive outcomes for Māori.

14. Auckland CDEM’s community empowerment approach to building resilience will ensure responsiveness to Māori. The flexibility afforded by this approach enables Auckland CDEM to support those initiatives identified by Māori communities in ways that are more aligned to Te Ao Māori values. There is also greater opportunity to share resilience experiences and learnings from Māori to other non-Māori communities.

Implementation

15. Auckland CDEM is in the process of consulting and working with existing CRGs to transition to the community empowerment approach. While a number of CRGs already model this approach and are well connected across their communities, a number of the current groups are being supported by Auckland CDEM to take part in this wider view of community preparedness and resilience building.

16. Auckland CDEM will be rolling out a number of pilot projects in the new year to determine how best to embed the community empowerment approach to building resilience across a range of diverse communities.

Attachments

There are no attachments for this report.

Signatories

Author

Ani burnet – Resilience Manager

Authorisers

Craig Glover - Head of Strategy and Planning

John Dragicevich - Director Civil Defence and Emergency Management