I hereby give notice that an ordinary meeting of the Civil Defence and Emergency Management
Group Committee will be held on:
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Date:
Time:
Meeting Room:
Venue:
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Wednesday, 29
November 2017
10.30am
Room 1, Level
26
135 Albert Street
Auckland
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Civil Defence and Emergency Management
Group Committee
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Cr Sharon Stewart, QSM
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Deputy Chairperson
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Cr John Watson
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Members
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Cr Ross Clow
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Cr Fa’anana Efeso Collins
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Cr Richard Hills
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Cr Dick Quax
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Cr Sir John Walker, KNZM, CBE
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IMSB Members
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Dennis Kirkwood
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Hon Tau Henare
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Ex-officio Members
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Deputy Mayor Bill Cashmore
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Mayor Hon Phil Goff, CNZM, JP
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(Quorum 3 members)
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Wendy Stephenson
Democracy Advisor
23 November 2017
Contact Telephone: 890 8022
Email: wendy.stephenson@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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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.
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Civil Defence
and Emergency Management Group Committee
29 November
2017
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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
6 Local Board
Input 7
7 Extraordinary
Business 8
8 Notices of
Motion 8
9 Auckland
Emergency Management's Community-Led Approach to Building Resilience 9
10 Strategic Planning for
Recovery 13
11 Auckland Group Welfare
Plan Development 39
12 Update on the Natural
Hazards Risk Management Action Plan 43
13 Improving Interoperability
of Emergency Coordination and Operations Centres 131
14 Auckland Civil Defence and
Emergency Management Group Forward Work Programme 135
15 Consideration of
Extraordinary Items
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
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That the Civil Defence and Emergency Management Group Committee:
a)
confirm the ordinary minutes of its meeting,
held on Wednesday, 30 August 2017, as a true and
correct record.
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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.
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
There were no
notices of motion.
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Civil Defence
and Emergency Management Group Committee
29 November
2017
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Auckland
Emergency Management's Community-Led Approach to Building Resilience
File No.: CP2017/24709
Purpose
1. To
provide an update to the Auckland Civil Defence and Emergency Management Group
Committee on the work of Auckland Emergency Management, key partners and
stakeholders in building resilient communities.
Executive
summary
2. Auckland
Emergency Management is using an empowered communities approach to build
capacity, encourage social cohesion and increase awareness and understanding of
Auckland’s hazards and risks, ultimately leading to behaviour change.
3. Auckland
Emergency Management’s approach involves having two-way conversations
with communities, co-designing resources and workshops and identifying trusted
sources to share information. This approach uses best practice from academic
research, case studies and digital communications and engagement. This report
outlines three examples which demonstrate the community-led empowerment
approach to build resilience.
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Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) receive
the report on Auckland Emergency Management’s empowered communities
approach to building community resilience.
b) agree
to receive a report at the meeting in May 2018 outlining Auckland Emergency
Management’s various successes for the year 2017 and the ongoing work
programme for building community resilience throughout 2018 and 2019.
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Comments
4. Almost
40 per cent of people in the Auckland region were not born in New Zealand and
57,000 Aucklanders do not speak English with the most common languages spoken
being: Simplified Chinese, Samoan, Hindi, Korean, Tongan and Te Reo. It
is critical, therefore, that Auckland Emergency Management’s
communications strategies consider and plan for this diversity.
5. Auckland
Emergency Management works with a number of key partners, stakeholders,
regional community networks and key community leaders to build community
connectedness across a range of demographic groups.
6. Auckland
Emergency Management recognises that building strong, connected, resilient
communities that are better able to cope in an emergency is more than being
traditionally ‘prepared’, for example, by having emergency survival
items. Many individuals and communities choose to be
‘prepared’ in other ways, for example, by taking part in
community-led initiatives such as tsunami evacuation walks.
7. It
is well known across the emergency management sector that there are a number of
barriers to emergency preparedness including the low priority placed by some on
preparing for an emergency, lack of action based on hazard and risk awareness
and understanding, perceived time, cost and effort to be prepared and
likelihood of an emergency occurring.
8. International
research[1]
suggests that effective hazard and risk communication requires a more
comprehensive approach to prompt individuals and communities to change their
behaviour; one approach is exploring having ‘hazard and risk
conversations’, shifting the dynamic from one-way communication, to
engaging in meaningful, shared discussions led by our communities.
9. Effectively
communicating hazards and the associated risks so that individuals and
communities understand and take action to be better prepared remains a
significant challenge for Auckland and other large metropolitan areas of New
Zealand. The development of useful hazard and risk
communication methods and the subsequent delivery of these methods have had
limited involvement and influence from the community. Often the methods
were not flexible or inclusive to accommodate the changing environment and
diverse communities.
10. To
effectively communicate hazards and risks a range of communications channels
need to be used. Within the emergency management sector there has been an
increasing shift away from traditional media towards digital engagement and
channels using digital tools and techniques to find, listen and mobilise a
community around an issue.
11. Through
digital engagement, audiences can be targeted based on demographics such as
age, ethnicity and location. Shifting communications from a
one-size-fits-all approach to tailored information relevant for specific
communities provides significant opportunities for meaningful engagement with
communities.
Chinese pilot
12. A key
programme of work with Auckland’s diverse communities has been working
with leaders in the Chinese community to build resilience. Auckland
Emergency Management conducted a series of workshops which identified low
awareness and understanding of hazards and risks, a lack of knowledge about
Auckland Emergency Management and the responsibilities of individuals and
communities to be prepared for an emergency. Although safety and
wellbeing of children is considered important, it was perceived that New Zealand
was disaster safe and subsequently emergency preparedness was not perceived as
being important.
13. Chinese media
was identified as a key and trusted source of information. Auckland
Emergency Management has developed a strong relationship with Chinese media,
including a media launch of co-developed Chinese/English videos on community
connectivity and preparedness. In addition, the Chinese social media site,
Wechat, was also identified as a trusted and popular communication channel.
South Auckland engagement
14. Auckland
Emergency Management worked with existing Community Response Groups to
successfully support them to connect to a much wider network in their local
communities, ensuring that South Auckland’s diverse community can get
more involved in emergency preparedness and resilience building.
15. Outcomes
included local community workshops and regional workshops in partnership with
Red Cross on community resilience. Four local boards funded emergency
response preparedness kits to community facilities to improve their ability to
respond and support their local community effectively during an
emergency. A community ‘places of safety’ network was
developed for the area which included marae, church, temples and sports clubs.
This involved working with several marae including Papakura and Manurewa.
Kelston floods
16. In March and
April 2017, severe weather resulted in localised flooding which affected
households and businesses in West Auckland.
17. Auckland Emergency Management and the Community Empowerment Unit
worked together to support a local response. The community response was
led by Kelston Hub and outcomes included a community emergency network
and community preparedness workshops which have increased connectivity, and the
communities’ awareness and understanding of the local hazard and risks.
Consideration
Local
board views and implications
18. Local boards
have a strong interest in making sure their communities are resilient and
prepared emergencies. Several local boards have supported varied and
wide-ranging community resilience building work including: community capacity
building workshops, community leaders’ meetings and by providing
emergency management equipment to community facilities.
Māori
impact statement
19. Auckland
Emergency Management has made a strong commitment to being more responsive to
Māori, supporting and empowering strong Māori communities and
leaders. This is embedded in our Māori Responsive Plan. Auckland
Emergency Management is engaging with the Independent Māori Statutory
Board and Te Puni Kokori to guide our ongoing work with Māori communities
and leaders.
20. Marae are
identified as playing an important role before, during and after an emergency
event. Auckland Emergency Management has engaged with several local marae
through our relationship with Māori Wardens and the councils Facilities
Partnership Policy Project.
21. However,
Auckland Emergency Management acknowledges that we can learn from past events
to improve our partnership with Māori in risk reduction, readiness,
response and recovery.
Attachments
There are no attachments for
this report.
Signatories
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Authors
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Rohan Jaduram – Resilience and Welfare Advisor
Paige Sims – Emergency Management Advisor
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Authorisers
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Craig Glover - Head of Strategy and Planning
John Dragicevich - Director Auckland Emergency
Management
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Civil Defence
and Emergency Management Group Committee
29 November
2017
|
|
Strategic Planning for Recovery
File No.: CP2017/24590
Purpose
1. To
update the Auckland Civil Defence and Emergency Management Group Committee on
recent legislative requirements for ‘strategic planning for
recovery’ and to detail Auckland’s progress in complying with these
new requirements.
Executive
summary
2. Recent
legislative requirements introduced through the Civil Defence
Emergency Management Amendment Act 2016 require CDEM Groups to ‘state and
provide for strategic planning for recovery’ in their Group Plans by 1
June 2018.
3. Auckland
Emergency Management has conducted a comparative analysis of the Auckland Group
Plan to ensure its alignment with the new requirements. This demonstrated that
the Group Plan is fit for purpose and that no major change to the current
approach is needed to meet the requirements to strategically plan for recovery.
4. Auckland’s
Group Plan, when it was adopted in 2016, signalled the development of a
Recovery Framework for Auckland, which included the creation of a Resilient
Recovery Strategy.
5. The
development of the Resilient Recovery Strategy, which is due for completion by
October 2018, will involve a whole of council, people-centred approach to
planning. This strongly reflects the new requirement to engage in recovery
planning that understands community values and priorities and builds capacity
across all stakeholders.
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Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) note
the requirements stipulated in the draft Strategic
Recovery Planning Director’s Guideline;
b) note
Auckland Emergency Management’s response to these requirements, in
particular the work programme for the development of Auckland’s
Resilient Recovery Strategy.
c) agree
to receive minor amendments to the CDEM Group Plan by 1 June 2018 to comply
with the new requirements for strategic planning for recovery noting that
these amendments will not trigger thresholds for full statutory
consultation.
|
Comments
Strategic Recovery Planning
6. The
Ministry of Civil Defence and Emergency Management’s (MCDEM) draft Strategic Recovery Planning
Director’s Guideline[2]
[DGL]) builds upon the Civil Defence Emergency Management
Amendment Act 2016[3]
which came into force to enable more efficient and effective recovery from
emergencies. The amendments include:
· The
establishment of a legislative framework for recovery management, by providing
statutory powers for recovery managers and by requiring recovery planning;
· The
introduction of transition periods which make some emergency powers available
during the transition from response to recovery.
Requirements
of the Directors Guidelines on Strategic Recovery Planning
7. The
Strategic Recovery Planning Director’s Guideline has
been developed by MCDEM to assist CDEM Groups to meet the requirement “to
state and provide for strategic planning for recovery specific to their hazards
and risks in CDEM Group Plans” (MCDEM, 2017, p. 1). This requires
CDEM Groups to record in their Group Plans by 1 June 2018, the following:
· Their
strategic actions to support recovery preparedness and recovery management;
· Their
priorities for action;
· Their
timeline for implementation; and
· How they
will monitor and evaluate progress and improvement.
Auckland Emergency
Management’s Correspondence with MCDEM
In response to the DGL, Auckland Emergency Management sought
clarification (see Attachment A) from MCDEM on a number of matters including to
confirm if:
a) The
DGL requires CDEM Groups to develop a Recovery Strategy (in addition to
amending Group Plans) by 1 June 2018.
b) Recovery
plans specific to each hazard identified in the Group Plan were required.
8. MCDEM,
in response, noted that:
a) The
outcome of strategic recovery planning is to develop the foundations
needed to improve recovery outcomes. This may include the development of a
Recovery Strategy, although there is no requirement to do so.
b) Consideration
should be given to specific consequences relating to Auckland’s hazards
and risks, but there is no requirement to produce hazard specific recovery
plans.
9. MCDEM
suggests a six part approach to strategically plan for recovery:
Step 1: Take steps to understand the
communities’ values and priorities to inform strategic planning for
recovery;
Step 2:
Develop desired recovery vision and outcomes in consultation with the
communities;
Step 3:
Using the information produced from the hazard identification and risk
assessment process, engage the communities to understand the following by local
authority area:
a) the consequences from the specific hazards and risk
that will need to be addressed to support the community to recover; and
b) strategic opportunities that may arise from the
specific hazards and risks to enable risk management options and decisions to
be made;
Step 4:
Identify the capability, capacity, collaboration, and leadership needed to
recover from emergencies resulting from the hazards and risks;
Step 5:
Develop performance frameworks to evaluate and monitor recovery preparedness
and management, and
Step 6: Prioritise and implement
strategic actions to prepare, manage and deliver recovery
Auckland Emergency Management has considered and
integrated these steps into the work programme for the development of
Auckland’s Resilient Recovery Strategy (see below).
Auckland Civil Defence and
Emergency Management Group Plan Review
10. Alongside
clarification from MCDEM, Auckland Emergency Management conducted an analysis
of the Group Plan (Attachment B) to ensure alignment with the DGL requirements.
This demonstrated that the Group Plan largely fulfils the requirements of the
DGL by accounting for strategic recovery planning within the development of the
wider Recovery Framework.
11. While
statutory consultation is not required to bring the Group Plan in line with the
requirements of the DGL, minor updates will be made to the recovery section and
actions related to recovery by 1 June 2018 including, for example, to record
the actions that will be taken to develop Auckland’s Resilient Recovery
Strategy.
Resilient Recovery Strategy
12. Auckland
Emergency Management has produced a work programme for the development of the
Resilient Recovery Strategy. This reflects the six step approach to Strategic
Recovery Planning outlined in the DGL (refer to point 12). A high-level
overview of Auckland’s work programme is presented in the diagram below.
13. The
development of the strategy will promote a whole of council approach to
recovery planning. This involves continuing with a gap analysis to identify
areas of capability, capacity and collaboration across council; followed by a
programme of public engagement to understand community values,
needs and interests and to develop collective visions for recovery planning.
Consideration
Local
board views and implications
14. Local boards
will play an integral part in the development of the Resilient Recovery
Strategy. Work with local boards on how and when engagement should take place
with their local communities will be detailed in the upcoming communication and
engagement plan for the development of the Strategy.
Māori
impact statement
15. Māori
partners and stakeholders are vital to ensuring that the Resilient Recovery
Strategy maintains and supports Auckland Council’s commitment to mana
whenua and matawaaka throughout its development. Specific engagement and
consultation with Māori will be undertaken to support this work and ensure
alignment with Auckland Emergency Management’s Māori Responsiveness
Plan.
Implementation
16. Next
steps involve undertaking a council-wide gap analysis to gather better
understanding of the programmes, policies and plans within council that could
be used in a recovery context. This will inform a key part of wider-stakeholder
and community engagement to take place between January and March of 2018. The
delivery of the Resilient Recovery Strategy is scheduled for October 2018.
Attachments
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No.
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Title
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Page
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a⇩
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Auckland Emergency Management’s Correspondence
with MCDEM
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19
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b⇩
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Comparative analysis between Auckland’s Group
Plan and the Strategic Recovery Planning Director’s Guideline
|
29
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Signatories
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Authors
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Lucy Benge – Emergency Management Graduate
Jennifer Rose – Head of Recovery
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Authorisers
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Craig Glover - Head of Strategy and Planning
John Dragicevich - Director Auckland Emergency
Management
|
|
Civil Defence
and Emergency Management Group Committee
29 November
2017
|
|
|
Civil Defence and
Emergency Management Group Committee
29 November
2017
|
|
|
Civil Defence and Emergency
Management Group Committee
29 November
2017
|
|
Auckland Group Welfare Plan Development
File No.: CP2017/24704
Purpose
1. To
update and seek approval from the Auckland Civil Defence and Emergency
Management (CDEM) Group Committee on the approach and timeline for developing
the Auckland Group Welfare Plan (2018 – 2021).
Executive
summary
2. A
welfare plan guides CDEM services and partner welfare agencies to deliver
welfare to people and communities directly affected by an emergency.
3. During
the next six months, Auckland Emergency Management is working with partner
welfare agencies to develop a new welfare plan which aligns with the current
statutory requirements and the Auckland CDEM Group Plan 2016 – 2021. This will replace the current welfare plan approved by the Auckland
CDEM Group committee in July 2011.
4. Auckland Emergency Management’s approach to developing the new
plan is to work in a highly collaborative way with the Auckland Welfare Coordination Group and regional community
organisations, such as Red Cross.
5. This
collaborative approach was endorsed by Auckland’s Coordinating Executive
Group at its meeting on 6 November 2017.
|
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) receive the report on the development of
the Auckland Group Welfare Plan (2018-2021); and
b) approve
the timeline for the delivery of the plan.
|
Comments
6. A
welfare plan outlines the arrangements for welfare agencies to best deliver
welfare to individuals, whanau and communities directly affected by an
emergency. This is a requirement of the CDEM Act 2002.
7. The
Auckland CDEM Group Welfare Plan 2011 – 2016 was approved by the
committee in June 2011. This plan was aligned with the Auckland CDEM Group Plan
2011 – 2016. It provided guidance on the formal welfare services
arrangements and the roles and responsibilities of the welfare service agencies
at that time.
8. In
November 2015, the Director’s Guideline for Welfare Services in an
Emergency was published. Due to the learnings from the Christchurch earthquakes
in 2010 and 2011, welfare services agency roles and responsibilities were
changed and nine welfare sub-function areas were created to guide welfare
services in response to an emergency.
9. The
lead agencies for the nine welfare sub-functions in the Auckland region are:
|
Sub-function
|
Agency responsible
|
|
1. Registration
|
Auckland Emergency Management
|
|
2. Needs
assessment
|
Auckland Emergency Management
|
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3. Inquiry
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NZ Police
|
|
4. Financial
assistance
|
Ministry of Social Development
|
|
5. Care and
protection of Children and Young People
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Ministry of Vulnerable Children, Oranga Tamariki
|
|
6. Household
Goods and Services
|
Auckland Emergency Management
|
|
7. Psychosocial
support
|
Auckland, Waitemata and Counties Manukau District
Health Board’s
|
|
8. Shelter and
accommodation
|
Emergency: Auckland Emergency Management
Temporary: Ministry of Business, Innovation
and Employment
|
|
9. Animal welfare
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Ministry of Primary Industries
|
10. Additionally,
numerous government and non-government welfare support services are involved in
the provision of welfare. These include: Red Cross, Salvation Army, Inland
Revenue, Accident Compensation Corporation, Ministry of Foreign Affairs,
Ministry of Education, Te Puni Kōkiri, Rural Support Trust and the Tzu Chi Buddhist Foundation.
11. The
Auckland Welfare Coordination Group (AWCG) is made up of all the above welfare
service agencies. The AWCG meets regularly to plan and prepare for a
coordinated response to meet welfare needs in an emergency.
12. During
the next six months, Auckland Emergency Management is working with the AWCG and
regional community organisations to develop the new welfare plan which aligns
with the current statutory requirements and the Auckland CDEM Group Plan 2016
– 2021.
13. The
proposed objectives for the new welfare plan are:
· ensure a clear understanding of roles and
responsibilities;
· outline plans for each of nine
sub-functions;
· establish clear arrangements for co-ordination
across sub-functions and between agencies;
· support community-led response and
recovery;
· incorporate Māori input and recognise the role of marae in welfare; and
· recognise the role of non-government
organisations, such as the Tzu Chi Foundation.
14. To
achieve these objectives, Auckland Emergency Management’s approach is to
work in a highly collaborative way with the agencies so that all have input to
design and test the arrangements. This also includes joint emergency exercises
to understand the challenges, gaps and opportunities to better support
communities.
15. This
welfare plan development approach was endorsed by the Coordinating Executive
Group at its meeting on 6 November 2017.
16. It
is recommended that the Auckland Civil Defence
Emergency Management Group committee approve this
approach and receive the new Auckland Group Welfare
Plan (2018 – 2021) in May 2018 for adoption.
Consideration
Local
board views and implications
17. The
role of local boards in welfare response is vital to ensure Auckland’s
communities can effectively respond and recover from an emergency. A
recent example is the March and April 2017 floods where members of the Whau,
Henderson-Massey, Waitakere Ranges and Papakura local boards played a pivotal
role in supporting their communities and businesses. Auckland Emergency
Management will continue to work and partner with local boards to develop and
implement strategies and initiatives to build resilient and connected
communities.
Māori
impact statement
18. In
line with the Auckland Emergency Management’s Māori Responsiveness Plan, we are seeking input into the development of
the plan through hui with relevant Māori leaders
and networks.
19. Auckland
Emergency Management have begun engagement with marae to see how we can best
support them and work together for better outcomes for their communities during
reduction, readiness, response and recovery.
20. We
are seeking guidance from the Independent Māori Statutory Board and Te Puni Kōkiri on how we engage and
consult with Māori into
the development of the plan and how to support these communities in emergency
management.
Attachments
There are no attachments for
this report.
Signatories
|
Authors
|
Rachel Orr – Principal Resilience
and Welfare Advisor
Ani Brunet – Head of Resilience and Welfare
Advisor
|
|
Authorisers
|
Craig Glover - Head of Strategy and Planning
John
Dragicevich – Director Auckland Emergency Management
|
|
Civil Defence
and Emergency Management Group Committee
29 November
2017
|
|
Update on the Natural Hazards Risk Management Action
Plan
File No.: CP2017/24592
Purpose
1. To provide an update on the development of the draft
Natural Hazards Risk Management Action Plan and to seek approval to receive the
document for endorsement in May 2018.
Executive
summary
2. A draft Natural Hazards
Risk Management Action Plan has been developed in response to a number of
strategic and legislative drivers. The draft identifies what
Auckland’s natural hazards are and the risks they present, the roles and
responsibilities of Auckland Council and other agencies and organisations in
managing the risks of natural hazards and, most importantly, the actions
Auckland Council will implement or facilitate to reduce risk from natural
hazards.
3. It is recommended that
the Committee agree to receive the final document for adoption in May
2018.
|
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) note
the update on the Natural Hazards Risk Management Action Plan; and
b) agree
to receive the final document for adoption in May 2018.
|
Comments
4. The draft Natural Hazards Risk
Management Action Plan (NHRMAP) has been developed in response to the
following:
· The CDEM Act 2002 and CDEM Amendment Act
2016 requirements to: identify, assess communicate and manage hazards and
risks, implement risk reduction activities and plan for recovery events.
· The 30-year Auckland Plan which seeks to
build resilience to natural hazards.
· The Auckland Unitary Plan which aims to
take a precautionary and risk-based approach to development.
· The Auckland Civil Defence and Emergency
Management Group Plan 2016 – 2021 which identifies the NHRMAP as a key
action.
5. The draft document (Attachment A)
identifies the following:
· What Auckland’s natural hazards are
and the risks they present;
· The roles and responsibilities of Auckland
Council and other agencies and organisations in managing the risks of natural
hazards; and
· The actions Auckland Council will implement
or facilitate over the next 10 years to reduce risk from natural hazards.
6. Included within the draft is a full
risk assessment of Auckland’s natural hazards ranging from high
likelihood but moderate impact events (such as flooding) through to low
likelihood but potentially large impact events (such as a volcanic eruption in
the Auckland Volcanic Field). The assessment supports identification of
the best methods to reduce the risk presented.
7. Alongside the risk assessment results,
the document outlines Auckland Council’s role, highlighting that natural
hazards management is embedded within all key business areas of Auckland
Council. Key business areas include: knowledge and research; asset
management; strategy, policy and planning; emergency management and preparedness;
communications and community engagement; regulations and consents; governance
and leadership; and partnerships. Considering that natural hazards
management is not just limited to Auckland Council, the document also outlines
other organisations with a key role, including mana whenua, central government,
utility providers, emergency services, the private sector and non-government
organisations.
Next steps
8. It is recommended that a final
draft of the NHMAP be brought to the CEG early next year for endorsement prior
to adoption by the Auckland CDEM Group Committee in May 2018.
Consideration
Local
board views and implications
9. The views of local
boards, gathered through the development of the Auckland CDEM Group Plan, have
been factored into the draft NHRMAP. Any particular implications arising
for local boards from the NHRMAP will be reported as appropriate.
Māori
impact statement
10. There are no implications for Māori arising from this report.
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
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Draft Natural Hazards Risk Management Action Plan.
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45
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Signatories
|
Author
|
Craig Glover - Head of Strategy and Planning
|
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Authoriser
|
John Dragicevich – Director Auckland Emergency
Management
|
|
Civil Defence
and Emergency Management Group Committee
29 November
2017
|
|
|
Civil Defence and
Emergency Management Group Committee
29 November
2017
|
|
Improving Interoperability of Emergency Coordination
and Operations Centres
File No.: CP2017/24665
Purpose
1. To
update the Auckland Civil Defence and Emergency Management Group Committee on
Auckland Emergency Management’s approach to improving the
interoperability of Emergency Coordination and Operations Centres between
agencies and organisations across the Auckland region.
Executive
summary
2. The Emergency Services Information
& Communications Strategy sets out a
coordinated high-level plan for
information and communications sharing within the emergency services sector and
was developed by members from New Zealand Police, St John (representing the
Ambulance sector), Fire and Emergency New Zealand and the Ministry of Civil Defence
& Emergency Management (MCDEM). One of the priority areas in the strategy
is to improve the interoperability of Emergency Operations and Coordination
Centres at all levels; people, processes, information and communications.
3. This
resulted in an action in the Auckland Civil Defence and Emergency Management
Group Plan 2016 – 2021 (Group Plan); to ‘assess the
interoperability of Emergency Operations Centres’ between agencies across
the region and implement recommendation(s) as made by the Emergency Service
Information and Communications Strategy (2013 – 2018)’ scheduled to
be started in June 2018.
4. The
Emergency Management Operations taskgroup of the Coordinating Executive Group
is leading this project. Findings from a review of current interoperability
and options for improvement and alignment across the emergency management
sector within Auckland will be prepared and presented to the Coordinating
Executive Group for consideration early next year.
|
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) receive the report
and update on next steps on the multi-agency, regional interoperability of
emergency coordination and operations centres across Auckland.
|
Comments
5. On
4 September 2013 the Cabinet Economic Growth and Infrastructure Committee (EGI)
agreed that the strategic plan for emergency services, titled the Emergency
Services Information and Communications Strategy and Roadmap 2013-2017 (the
strategy), would be implemented across four priority areas:
1. Prevention, Risk Reduction and Community
Engagement;
2. Emergency Service Activation;
3. Emergency Service Response; and
4. Infrastructure Resilience.
6. The
EGI agreed that the relevant emergency service agencies that form the Emergency
Services Information Group (ESIG) be tasked with progressing initiatives in the
four priority areas and established a work programme to implement the strategy.
7. To
date, projects that have been delivered that align with the strategy are
Emergency
Mobile Alerting (cell broadcasting) and
improvements to emergency services communications centres, for example, the way
emergency services identify callers and caller locations.
Interoperability
Project
8. Across the emergency management
sector it has been acknowledged that there is a need to co-ordinate, streamline
and integrate systems, processes and operating tools. Sharing information and
improving working practices across agencies and stakeholders, broadly defined
as ‘interoperability’, is essential to responding to and being
ready for any event.
9. New
Zealand Police, St John (representing the Ambulance sector), Fire and Emergency
New Zealand and the Ministry of Civil Defence & Emergency Management (MCDEM)
have worked together to develop a coordinated high-level plan for information
and communications within the emergency services sector. The purpose of the initiative is to ‘optimise operational
performance across the sector and extract maximum value from information and
communications investment.’
Auckland
Emergency Management and the Emergency Management Operations task group role in
interoperability
10. During
the development of Auckland’s CDEM Group Plan 2016 – 2021 (Group
Plan) it was recognised that improvements must be made in interoperability,
coordination and management of resources, which includes people, processes,
information and communications across agencies through shared arrangements.
11. A
key action in the Group Plan is to: ‘asses the interoperability of
Emergency Operations Centres’ between agencies across the region
and implement recommendation(s) as made by the Emergency Service Information
and Communications Strategy (2013 – 2018)’ scheduled to
be started in June 2018.
12. The
recommendations in the strategy are:
a. to
implement joint operational planning to integrate information and
communications to improve our collective ability to respond to events; and
b. to
increase the visibility of resources across emergency service providers and
align and integrate information systems used for general intelligence and
overall emergency management into a federated model to improve the
decision-making quality for planning, managing events and reviewing results.
13. The Emergency
Management Operations task group of the Coordinating Executive Group will soon
review current interoperability of existing operations and co-ordination
centres and provide options for improvement and alignment across the emergency
management sector within Auckland. The task group will also align and share its
work across CDEM groups and with MCDEM.
14. There
are clear links between this project and the Fire and Emergency New Zealand led
Common Operating Picture project which focuses on improving situational
awareness across emergency services agencies. The outcomes of these
projects will be reported to the Auckland CDEM Group Committee as
appropriate.
Consideration
Local
board views and implications
15. There are no
local board implications arising from this report.
Māori
impact statement
16. There are no
implications for Māori arising from this report.
Implementation
17. To progress
the Group Plan actions on interoperability the CEG have agreed that the
Emergency Management Operations task group will lead the Auckland specific
aspects of this project and ensure alignment with the Ministry of Civil Defence
& Emergency Management.
Attachments
There are no attachments for
this report.
Signatories
|
Author
|
Ben Hankinson – Acting Head of
Emergency Management Operations
|
|
Authorisers
|
Craig Glover - Head of Strategy and Planning
John Dragicevich - Director Auckland Emergency
Management
|
|
Civil Defence
and Emergency Management Group Committee
29 November
2017
|
|
Auckland Civil Defence and Emergency Management Group
Forward Work Programme
File No.: CP2017/24758
Purpose
1. To
provide the Auckland Civil Defence and Emergency Management (CDEM) Group
Committee an amended forward work programme for consideration and
endorsement. The programme will assist the committee to have oversight of
its strategic functions for the 2017/18 financial year.
Executive
summary
2. The
CDEM forward work programme focuses on strategy and policy development, strategic
initiatives and projects that support the committee to provide strategic
direction to the Coordinating Executive Group.
3. The forward work programme was endorsed at the committee meeting on
30 August and it was recommended that the programme becomes a standing agenda
item to help monitor key activities and deliverables. This will ensure
the programme remains forward focused and can take into account any additions
or amendments that may arise either regionally or nationally.
4. The amended forward work programme was endorsed by the Coordinating
Executive Group (CEG) at its meeting on 6 November.
|
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) approve the amended forward work programme.
|
Comments
5. The CDEM forward work programme focuses on strategy and policy
development, strategic initiatives and projects that support the committee to
provide strategic direction to the Coordinating Executive Group. The
programme has been drafted from actions from Auckland’s Group Plan and
also includes activities of national significance.
6. The
programme signals when key reports and items are likely to be put on both CEG
and committee agendas for endorsement and/or approval. The programme
includes an overview of legislative requirements, the actions required from
both the CEG and committee, and dates for the reporting of activities to
meetings.
7. The forward work programme was endorsed at the committee meeting on
30 August and it was recommended that the programme becomes a standing agenda
item to help monitor key activities and deliverables. This will ensure
the programme remains forward focused and can take into account any additions
or amendments that may arise either regionally or nationally.
8. The
proposed amendments include:
a) Deferred
reporting of Auckland’s Resilience Framework[4] (virtual
department to lead resilience across the council) to confirm scope of the
project;
b) Change
in the timeframe for delivery of the Resilient Recovery Strategy and Recovery
Management Plan based on the current guidance in the Directors Guideline for
Strategic Recovery Planning.
c) Inclusion
of the proposed audit of Auckland’s Disaster Resilience (Audit NZ have
confirmed that the audit will not progress);
d) Deferred
reporting of the CDEM elected member engagement framework[5] (CDEM learning and
development programme for elected members) to develop the framework in its
entirety;
e) Formal
lead of Auckland’s Operational Evacuation Planning to the NZ Police; and
f) Removal
of investigating the option for a multi-agency, shared coordination centre due
to reprioritisation of the CDEM work programme and current infrastructure
evaluations across the agencies.
9. The amended forward work programme was endorsed by the Coordinating
Executive Group (CEG) at its meeting on 6 November.
Consideration
Local
board views and implications
10. The
forward work programme has been developed primarily from actions contained
within Auckland’s Group Plan. Local boards were engaged and consulted
through the development of this plan and contributed towards the final
document.
11. In
addition, some of the projects and strategic initiatives in the programme will
require engagement with local boards, for example, Auckland’s Public
Alerting Framework.
Māori
impact statement
12. This
report does not have any particular benefits to or adverse affects on Māori.
Implementation
13. There are no implementation issues arising from this report
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
CDEM Group Committee Forward Work Programme
|
137
|
Signatories
|
Author
|
Kiri Maxwell – Principal
Advisor Strategy and Partnerships
|
|
Authorisers
|
Craig Glover – Head of Strategy and
Planning
John Dragicevich - Director
Auckland Emergency Management
|
|
Civil Defence
and Emergency Management Group Committee
29 November
2017
|
|
McBride, S.
K. (2017). The Canterbury tales: an insider's lessons and reflections
from the Canterbury Earthquake Sequence to inform better public communication
models: a thesis presented in fulfilment of the requirements for the degree of
Doctor of Philosophy in English and Media Studies at Massey University, Wellington,
New Zealand (Doctoral dissertation, Massey University).
Becker, J.; Paton, D.; Johnston, D. (2015).
Communication of Risk: A community resilience perspective, GNS Science
Report 2015/66. 30 p.
Young, C., & Jones,
R. N. (2016). Owning the future: Risk ownership and strategic decision-making
for natural hazards. Australian Journal of Emergency Management, The, 31(4),
16.
