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, 30 May 2018

10.30am

Room 1, Level 26
135 Albert Street
Auckland

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

OPEN AGENDA

MEMBERSHIP

Chairperson	Cr Sharon Stewart, QSM
Deputy Chairperson	Cr John Watson
Members	Cr Josephine Bartley
	Cr Ross Clow
	Cr Fa’anana Efeso Collins
	Cr Dick Quax
	Cr Sir John Walker, KNZM, CBE
Ex-officio	Deputy Mayor Bill Cashmore
	Mayor Hon Phil Goff, CNZM, JP
IMSB Members	Member Hon Tau Henare
	Member Dennis Kirkwood

(Quorum 3 members)

Suad Allie

Governance Advisor

24 May 2018

Contact Telephone: (09) 977 6953

Email: suad.allie@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

Terms of Reference

Responsibilities and powers

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

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

· establishing an emergency management structure for the Auckland region

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

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

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

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

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

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

Relevant legislation includes but is not limited to:

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

Exclusion of the public – who needs to leave the meeting

Members of the public

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

Those who are not members of the public

General principles

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

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

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

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

Members of the meeting

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

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

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

Independent Māori Statutory Board

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

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

Staff

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

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

Local Board members

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

Council Controlled Organisations

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

1 Apologies

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

2 Declaration of Interest

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

3 Confirmation of Minutes

That the Civil Defence and Emergency Management Group Committee:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 28 February 2018, as a true and correct record.

4 Petitions

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

5 Public Input

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

5.1 Vector

Te take mō te pūrongo / Purpose of the report

1. To provide an update on the recent storm event in April 2018. Nicholas Albrecht, Government Relations Manager and Andre Botha, Chief Networks Officer will be in attendance.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) receive and note the public input presentation from Nicholas Albrecht, Government Relations Manager and Andre Botha, Chief Networks Officer.

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.

Civil Defence and Emergency Management Group Committee

30 May 2018

10 April 2018 Storm Event

File No.: CP2018/08310

¨ Reduction

¨ Readiness

þResponse

¨ Recovery

Te take mō te pūrongo / Purpose of the report

1. To provide an overview of the April storm event that occurred on the evening of Tuesday 10 April, and the Auckland Emergency Management Coordination Centre response actions. It also provides next steps.

Whakarāpopototanga matua / Executive summary

2. The 10 April 2018 Storm resulted in power outages of a significant scale in the Auckland region, leaving up to 183,000 homes and businesses without power at its height on 11 April. Outages were split between Vector (180,000) and Counties Power (3,000). The outage scale was of a level not seen nationally for close to two decades. Over a 14 day period, Auckland Emergency Management worked effectively and efficiently with partners and key stakeholders to deliver a holistic and coordinated welfare response to vulnerable and affected communities. The welfare response was the most significant nationally in many years, exemplified by Operation Connect, where the ECC mobilised Auckland Council, Police, and Land Search and Rescue volunteers at the direction of the Controller to door-knock in severely affected communities and addressed their needs. A hotline was also stepped up to receive and action community needs, which enabled the provision of potable water, toilet facilities, warm food, generators, and household visits by welfare professionals to those without power. The response was stood down on 24 April 2018 due to favourable weather conditions and large scale power restoration across the region.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) note the approved 10 April Storm Review Project Brief by the Auckland Civil Defence and Emergency Management Coordinating Executive Group (CEG), and

b) agree to participate in the review of the 10 April storm response as required and as appropriate.

Horopaki / Context

3. On the evening of Tuesday 10 April, Auckland was hit by a severe storm, bringing about rain and sustained gale force winds of up to 120km/hour across the region. Although gusts of up to 213 km/hour were recorded at the Manukau Heads, this is an outlier as it is not representative of the region’s wider wind field. From the beginning of the event to 8:15am Wednesday morning, Fire and Emergency New Zealand attended to 904 incidents, predominantly for tree fall. Over the same period, the Auckland Council Call Centre answered 440 calls, of which 12 were flooding related and the rest were predominantly related to tree fall and power outages.

Approximately 183,000 Auckland households (constituting ~30% of the region) were alerted to power outages throughout Tuesday evening and woke to start their day without electricity on Wednesday 11 April. Power outages were experienced across the entire region. For the remote communities, outages were concentrated predominantly in the west, northwest, and far south areas.

4. The Emergency Coordination Centre (ECC) at Bledisloe House had been activated to white status (‘active monitoring’) on Monday 9 April following preliminary MetService advice. On Tuesday 10 April, Auckland Emergency Management, together with the MetService and Auckland’s Lifelines Utilities Coordinator, closely monitored the weather situation. The Public Information Management (PIM) team was also activated to respond to media and social media queries, as well as supplementing the community alert process.

5. Following the confirmation of power outages, on Wednesday 11 April the ECC assessed outage maps and monitored calls for assistance to commence a coordinated response. However, difficulties started early due to both the accuracy and scale of data transfer from Vector and Counties Power to the Lifelines Utilities Coordinator. This hampered the response planning process.

6. By Thursday 12 April, once the ECC became aware of the prolonged nature of the power outages, welfare efforts stepped up significantly as homes remained without power and hot water over the coldest night of the year. As requests for assistance came in through the Auckland Council call centre and hotline, the ECC proactively responded by commencing the delivery of potable water and port-a-loos to individual households, and would continue to do so until Sunday 22 April.

7. The provision of timely assistance to vulnerable and affected communities remained the first and foremost priority for Auckland Emergency Management. The FENZ liaison officer stood up a number of remote area fire stations to assist with welfare response, and two fire stations spontaneously self-organised to assist. Throughout Thursday and Friday, drinking water was delivered to Bethells Beach, Karekare, Kaukapakapa, Muriwai, Piha, and Waitakere Fire Stations. From Thursday onwards, 34 council swimming pools and leisure centres also opened their doors to provide hot showers free of charge to residents affected by the power and hot water outages, and other Auckland Council Community Facilities were open to provide electronic device charging.

8. On Friday 13 April, Auckland Emergency Management, working closely with the Auckland Welfare Coordination Group, released an Action Plan to outline priority actions for the ongoing response. These included:

· Identifying high-risk communities and individuals affected by the power outages and in need of urgent assistance

· Continuing to deliver port-a-loos and potable water to vulnerable communities on an as-needed basis

· Developing advice for communities on how to deal with the power and hot water disruption

· Continuing to liaise closely with partner agencies to provide integrated welfare response.

9. Recognising the escalating welfare needs, the Controller directed a door-knock initiative be implemented to better assess the welfare needs of affected communities. On Friday evening, Auckland Council Acting Chief Executive Dean Kimpton issued a request for Council employees to assist with Operation Connect – an initiative where a number of elected members, Council staff, Police, Land Search and Rescue, Red Cross, FENZ, and other agency volunteers embarked on door to door check-in’s throughout vulnerable and affected areas to assess community needs and provide timely welfare assistance. By this stage, we were aware that although some outages were resolved, this did not necessarily mean that hot water had been restored to all those households.

10. In addition, the ECC provided information leaflets and posters to local groups and networks to disseminate across their local communities. The PIM team produced a pamphlet detailing helpful information for affected communities at short notice, which was distributed to affected households on Friday. Attached to this report is the pamphlet and the final Situation Report (no.21) for the event, which includes a compilation of key statistics.

11. Operation Connect commenced on the morning of Saturday, 14 April and continued through to Tuesday 17 April. Numerous volunteer teams assembled early in the morning and door-knocked across western and north-western neighbourhoods to assess and respond to the needs of vulnerable and affected communities without power.

12. By Monday 16 April, Operation Connect had been downscaled to scattered isolated neighbourhoods where individual households were still without power in New Lynn, Te Atatu, Glendene, Titirangi, Forrest Hill, and Sunnyvale. On Tuesday 17 April, Operation Connect was reactivated under the management of the ECC and the assistance of Council staff volunteers. A further 1,900 properties were door-knocked and checked upon by the end of the day.

13. Due to favourable weather and large-scale power and hot water restoration, Operation Connect was stood down on Tuesday evening. However, Auckland Emergency Management staff undertook further welfare visits to isolated and affected households on Thursday 19 April.

14. As power was gradually restored across the region, the ECC entered a period of predominantly monitoring activity from Wednesday 18 April onwards. The Welfare Desk continued to respond to requests generated through Operation Connect and the Auckland Council Call Centre from isolated pockets of residents still without power.

15. No new welfare requests were received after Friday 20 April, and a stepped-town approach to deactivate the ECC began over the weekend. However, the welfare desk continued to remain open to respond to any further requests for assistance. Throughout the response timeline, Auckland Emergency Management continued to undertake recovery planning. The penultimate step down of the ECC began on Monday 23 April. The ECC was officially deactivated by the Controller on Tuesday 24 April as Auckland Emergency Management moved from response to recovery.

16. Key statistics from the Storm Response

Public Information Management (PIM)

Media Calls Given

Social Media Updates (via Twitter and Facebook)

Media Releases

40 in total, including:

- 19 radio

- 11 TV

- 10 print and online

123

Operation Connect

	Neighbourhoods Visited	Number of Houses visited
Saturday 14 April	Waimauku, Kumeu, Glenfield, Massey, Waitakere, Waiatarua, Mt. Roskill	2,000
Sunday 15 April	Waimauku, Kumeu, Glenfield, Massey, Waitakere, Waiatarua, Mt. Roskill	3,000
Monday 16 April	Te Atatu South, Waimauku, Muriwai, Whenuapai, Herald Island	300
Tuesday 17 April	New Lynn, Te Atatu, Glendene, Titirangi, Forrest Hill, Sunnyvale	1,900
Thursday 19 April (AEM staff visits)	Ranui, Swanson, Oratia	40

Welfare Assistance Delivered

Water	Toilet Facilities	Urgent and Complex Needs
21,450L	273	75

Total ACES and Volunteer Mobilisation

ECC	Auckland Council staff participating in Operation Connect	Police, Land Search and Rescue, Red Cross, and other agency volunteers participating in Operation Connect
41	106	200

Ngā koringa ā-muri / Next steps

17. Post event, a formal debrief of the response is crucial for continuous improvement. The Group individually and contemporaneously carries out debriefs that inform the review of the event, as well as their own continuous improvement practices. Members of the Group have commenced their debrief processes.

18. ‘Super storms’ are a high priority hazard for Auckland. While the 10 April Storm did not constitute a ‘super storm’ in severity, an external review will assist the Auckland CDEM Group to effectively prepare for future such weather events by capturing the successes and improvement areas of the response.

19. The Ministry of Civil Defence and Emergency Management (MCDEM) was requested to follow up on nationally identified issues regarding data sharing between retail utilities providers and line companies/ the Lifelines Utilities Coordinator. This may involve reviewing of regulation and legislation. The Ministry was also advised to investigate the issue of tree trimming regulations following Vector’s identification of fallen trees and trimming restrictions as a primary cause of the large number of power outages.

20. The Auckland Civil Defence and Emergency Management Coordinating Executive Group (CEG) has approved an external review of the 10 April Storm response on 3 May 2018, as per the CEG recommendation “Agree to commission an external review of the event to understand and capture successes and any improvements”.

21. The 10 April Storm Review Project Review was distributed following the CEG meeting by CEG Chair and Auckland Council CEO Stephen Town for feedback. The final version of the document is attached for information in this report at Attachment C.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Auckland Weather Situation Report 21	15
b ⇩	Information pamphlet issued to affected communities	27
c ⇩	Project Brief for Independent Review	29

Ngā kaihaina / Signatories

Author

John Dragicevich – Director Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

30 May 2018

10 April 2018 Storm Group Recovery Action Plan

File No.: CP2018/07899

Te take mō te pūrongo / Purpose of the report

1. To seek the approval of the 10 April 2018 Storm Group Recovery Action Plan.

Whakarāpopototanga matua / Executive summary

2. The 10 April 2018 Storm Group Recovery Action Plan (the Plan) sets out the recovery activities to be undertaken related to the 10 April storm. The Plan was developed under the emergency management framework established by the Civil Defence Emergency Management Act 2002 and its subsidiary instruments.

3. The 10 April storm did not require an emergency to be declared, a notice of transition to be notified, nor a recovery office to be established.

4. The scale and scope of the Plan is defined by the nature of the 10 April storm and its impacts. The greatest of the impacts relate to the high winds, treefall and disruption of overhead electricity supplies. Though large numbers of Aucklanders were without electricity for a time, with some remaining without power for a longer time, most affected households were able to return to normal or near normal when electricity was restored. In some areas the restoration of hot water heating was delayed.

5. Based on the information received through the response, contact with residents and input from stakeholders, the Plan seeks to restore communities through clean-up activities and to enhance resilience to prolonged power outages in vulnerable and remote communities.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) approve the 10 April 2018 Storm Group Recovery Action Plan.

Horopaki / Context

6. The Civil Defence Emergency Management Act 2002 (the Act) sets the framework for emergency management in New Zealand, and directly and indirectly provides for Reduction, Readiness, Response and Recovery.

7. The Act defines Recovery as “the co-ordinated efforts and processes used to bring about the immediate, medium-term, and long-term holistic regeneration and enhancement of a community following an emergency” (the Act, section 4).

8. Directors Guidelines for Recovery Management (DGL 04/05), among others things, provides for the development of Recovery Action Plans setting out the activities that will be undertaken to achieve recovery, by whom and by when.

9. The 10 April 2018 Group Recovery Action Plan (the Plan) identifies the recovery activities to be undertaken following the 10 April storm.

Tātaritanga me ngā tohutohu / Analysis and advice

10. It is important to note at the outset that the disruption caused by the 10 April storm did not require an emergency to be declared, a notice of transition to be notified, nor a recovery office to be established.

11. By far, the greatest damage and widest impact of the storm resulted from treefall: impairing access and egress to property, impeding roads, short-term disruption of transport services and impacting other infrastructure, particularly electricity distribution.

12. Electricity is central to modern day living and outages significantly disrupt the operation of households. The impacts on residents varied depending on their circumstances and the duration of the outage. The restoration of power enables a return to normal function, although longer periods without electricity can mean frozen food defrosts and spoils, some medicines spoil and other secondary impacts occur.

13. The impacts of the power outage on residents varied depending on their circumstances and the duration of the outage. Their experience was influenced by the:

· availability of alternate energy sources and facilities for cooking, hot water, heating and operating essential appliances or equipment

· nature of the water supply – reticulated supply, water tank utilising gravity or water tank requiring an electric pump

· type of sewage system – passive septic systems or systems requiring electricity for processing or connections to reticulated systems reliant on electricity (i.e. pumping)

· composition of households – with babies, young children, seniors and the number of residents increasing the reliance on electricity for household to function healthily

· personal circumstances such as health conditions, increasing the reliance on electricity for personal wellbeing (i.e., refrigeration for medicines and motorised beds)

14. The outages resulting from the 10 April storm were numerous over extensive areas of the region. The impacts of the outages endured, for the most part, until power was restored whereupon household function was able to return to normal. It was more the extent of the time required to affect all repairs due to the scale of the repairs needed. As a consequence, some residents were without power for 7 or more days. More vulnerable and remote communities like Muriwai, Piha, Karekare, Franklin, Kaukapakapa and Dairy Flat were more severely impacted than other communities. In some area hot water heating was delayed for a period after electricity supplies were restored.

15. The Plan does not provide for activities which in the ordinary course are provided for by insurance services for property damage or financial assistance is available for people whose circumstances qualify for support. The Plan provides for more immediate regeneration activities and medium to longer term enhancement activities. Just as the response targeted community welfare needs there are two recovery goals seeking to reduce immediate and potential future need, community need:

· Restore communities through continued clean-up activities

By removing so far as possible, physical remnants of the 10 April 2018 storm and its aftermath form public and reserve spaces.

· Future proofing to enhance resilience to prolonged power outages in vulnerable and remote communities

By working with the community to pilot ways of building capacity, tools and mechanisms to enhance resilience, advocacy to mitigate the impacts of treefall, improve infrastructure planning and redundancy and improve information transfer

16. Section 3.0 of the Plan sets out the eight activities to be undertaken in pursuit of these goals. The majority are focused on future proofing and enhancing resilience. This is consistent with the nature of the impacts that tended to endure for the period power supplies were disrupted.

	Activities	Rationale
1	Removal or mulch and use of storm debris	Immediate activity to remove physical remnants from public spaces and reserves, removes potential hazards and restores amenity to communities. This activity is undertaken by Auckland Council and its contractors.
2	Removal of spoiled food	Immediate activity, now completed to remove spoiled food, eliminating a potential health risks and waste that may attract pests. This activity was undertaken by Auckland Council contractors.
3	Monitor and evaluate the needs of vulnerable and remote coast and rural communities	Best combined these medium-term activities are targeted towards enhancing the resilience of residents with non-reticulated water and sewage systems dependent upon electricity. Sharing local knowledge, education, supplementing or complementing systems, and /or modifying behaviours can all assist in ensuring that water, heat, light and food preparation is less disrupted in future events. For example, maintaining power banks to charge cell phones can ensure communications. This activity will be undertaken by Auckland Emergency Management.
4	Develop a programme to engage with vulnerable and remote rural and coastal communities to pilot development of tools, and mechanisms to enhance resilience. For example, the development of a ‘Winter Plan’
5	Further leverage ‘collaborative message sharing’ through identifying and utilising social media pages and social media groups to disseminate information.	Communication during events can be fraught and made more difficult by disruption to channels reliant on electricity. Where communications and messages are passed to others by the original recipients can increase effectiveness. For example, someone reads a message and calls to check on a friend. This activity will be undertaken by Auckland Emergency Management.
6	Monitor economic publications to better understand the economic impacts – i.e. Treasury, MBIE, MPI, NZIER, Insurance Council of New Zealand, trading banks.	Little information was received of impacts from the business community and there is uncertainty about the nature and scale of impacts. Understanding the economic impacts can improve our knowledge and inform wider development of policy and emergency management planning. This activity will be undertaken by Auckland Emergency Management.

MCDEM to pursue regulatory solutions to:

· mitigate the contribution trees made to the power outages

· improve infrastructure redundancy

The most significant damage resulted from treefall. The Electricity (Hazards from Trees) Regulations 2003 seek to balance the trade-offs associated with street trees – maintaining amenity, minimising disruption to overhead electricity supply and the costs of maintenance. The scale of the disruption experienced may question the effectiveness of current regulatory settings.

This is not an issue that can be addressed by Auckland Emergency Management or Auckland Council and needs to be addressed at the national level.

MCDEM and other central government agencies to enable improved data transfer to; and sharing of information/shared situational awareness amongst emergency management agencies, and particularly between retail power companies and power line companies.

It became apparent through the response that information about the status of connections and potential medical conditions of customers is not readily accessible by emergency management agencies or line companies. Nor would it be accessible under the powers of the Civil defence Emergency Management Act 2002. Until information became available by other, slower means, people with medical conditions were not able to be effectively targeted for assistance, response planning, targeting assistance and communications with the public were less effective than they otherwise would have been.

This is not an issue that can be addressed by Auckland Emergency Management or Auckland Council and needs to be addressed at the national level.

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

17. The Plan was developed on the basis of the information on local impacts received from residents and through stakeholders and their networks, Operation Connect, the Welfare desk and Council networks, including local board members.

18. The speed of events precluded formal engagement with local boards on the development of the Plan. However local boards will be involved in work with communities to pilot ways of enhancing resilience in vulnerable and remote communities.

Tauākī whakaaweawe Māori / Māori impact statement

19. The speed of events precluded specific engagement with mana whenua or mata waaka on the development of the Plan. Local Maori will be engaged where work with communities to pilot ways of enhancing resilience in vulnerable and remote communities is undertaken.

Ngā ritenga ā-pūtea / Financial implications

20. There are no specific financial implications arising form the 10 April 2018 Storm Group Recovery Action Plan with costs being absorbed through current operational budgets.

Ngā raru tūpono / Risks

21. There are no specific risks arising through the 10 April 2018 Storm Group Recovery Action Plan not able to be addressed prudent work management. Rather the activities directed achieving ‘future proofing’ and enhancing resilience identified to reduce potential future risk.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Draft 10 April 2018 Storm Group Recovery Action Plan	39

Ngā kaihaina / Signatories

Author

Wayne Brown – Principal Recovery Advisor

Authorisers

Jennifer Rose – Head of Recovery

John Dragicevich - Director Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

30 May 2018

Minor Amendments to the CDEM Group Plan (transition and strategic planning for recovery) and Alternate Group Recovery Manager

File No.: CP2018/07833

Te take mō te pūrongo / Purpose of the report

1. To recommend minor amendments to the CDEM Group Plan to reflect new arrangements for the formal transition from response to recovery, and strategic planning for recovery.

2. To recommend the appointment of Wayne Brown (Auckland Emergency Management’s Principal Recovery Advisor) as an Alternate Group Recovery Manager.

Whakarāpopototanga matua / Executive summary

3. Amendments to the Civil Defence and Emergency Management Act 2002 and the Directors Guidelines for Strategic Planning for Recovery; introduce new arrangements for transitioning from response to recovery, clarify roles and responsibilities for recovery and strategic planning for recovery. CDEM Group Plans are required to make provision for these changes from 1 June 2018.

4. New arrangements for the formal transition from response to recovery require the authorisation of people to issue a Notice of Transition. It is recommended that the same people able to declare an emergency are authorised, in the same way, to issue a Notice of Transition. The necessary amendments to the CDEM Group Plan are set out in item 3, in Attachment B.

5. A series of actions to implement strategic planning for recovery have been identified by analysis and comparison of the CDEM Group Plan ‘Resilience Auckland’ and the requirements to strategically plan for recovery as set out in Attachment A. The Coordinating Executive Group recommends the minor amendments to the CDEM Group Plan set out in Attachment B. The amendments in items 1, 2 and 5 make better provision for strategic planning for recovery. The amendments in items 6 and 7 identify actions to be undertaken primarily through the development of the Resilient Recovery Strategy and training.

6. The Civil Defence Emergency Management Act 2002 requires each Group appoint a Group Recovery Manager and at least one alternate. The Group Recovery Manager is Jennifer Rose, Auckland Emergency Managements Head of Recovery. Wayne Brown, Principal Recovery Advisor reports to Jennifer and assumes a lead role in Auckland Emergency Management in her absence. It is recommended that Wayne be appointed as an alternate Group Recovery Manager.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) agree that the Mayor, Chair and Deputy Chair of the Civil Defence and Emergency Management Group Committee and other councillors who are members of the Committee be authorised to issue a Notice of Transition in accordance with the Civil Defence and Emergency Management Act 2002;

b) adopt the minor amendments to the Auckland Civil Defence Emergency Management Group Plan better providing for strategic planning for recovery as set out in Attachment B of the agenda report; and

c) agree to the appointment of Wayne Brown, Principal Recovery Advisor, Auckland Emergency Management as alternate Group Recovery Manager under the Civil Defence Act 2002.

Horopaki / Context

Minor Amendments to the CDEM Group Plan

7. The Civil Defence Emergency Management Amendment Act 2016, based on insights gained from the Christchurch and Kaikoura earthquakes, introduced amendments to lift the level of preparation for, and effectiveness of, recovery activities, by:

· clarifying responsibilities to plan for and carry to out recovery activities on the part of CDEM Groups, local authorities and recovery managers

· introduce new arrangements for the formal transition from response to recovery

· introduce new requirements to strategically plan for recovery.

Alternate Group Recovery Manager

8. The Civil Defence and Emergency Management Act 2002 requires CDEM Groups appoint at least one individual to perform the functions and duties and exercise the powers of the Group Recovery Manager where the office of Group Recovery Manager is vacant or, for whatever reason, the Group Recovery Manager is absent.

Tātaritanga me ngā tohutohu / Analysis and advice

Minor Amendments to the CDEM Group Plan

9. The CDEM Group Committee adopted the CDEM Group Plan ‘Resilient Auckland’ in October 2016. The Plan anticipated and was consistent with the direction of the amendments to the Civil Defence Emergency Management Act 2016 enacted in November of that year. Even so minor amendment to the CDEM Group Plan is required by 1 June 2018 to give effect to:

· the process of transitioning from response to recovery, including authorising who may issue a Notice of Transition

· better provide for strategic planning for recovery and provide for strategic actions to support recovery preparation and implementation.

Notice of Transition

10. The formal declaration of an emergency requires that authorised persons issue the declaration. The CDEM Plan identifies these people and the manner in which they may make a declaration. New arrangements to formally transition from response to recovery by issuing a Notice of Transition have similar requirements. The proposed minor amendments for issuing a Notice of Transition mirror issuing a declaration of emergency, by the same people in the same manner. This amendment is set out as item 3 in Attachment B.

Strategic Planning for Recovery

11. In December 2017 the Ministry of Civil Defence and Emergency Management issued the Directors Guidelines on Strategic Planning for Recovery [DGL 20/2017]. A key focus is to ensure that planning for recovery embodied in CDEM Group Plans is directed towards a region’s identified hazards and risks. The Guidelines set out an approach focused on six areas:

12. Effective strategic planning following this approach:

· improves preparedness for recovery by enabling anticipation of the types of activities that might be required, through sound analysis of the regions hazards, risks and vulnerabilities

· builds understanding of community aspirations, values and priorities to support and help shape the outcomes sought of recovery

· building capability, capacity and the potential of formal and informal leadership,

· embedding monitoring and evaluation to ensure progress can be tracked, with corrections and/or refinements introduced as appropriate.

13. The current CDEM Group Plan, adopted in October 2016 anticipated the introduction of a more strategic approach to planning recovery. Even so comparison of the Plans contents and strategic planning for recovery, identify a series of actions that need to be undertaken to more effectively prepare for and manage recovery activities. Attachment A sets out the actions to implement strategic planning for recovery in relation to the approach set out in the Guidelines.

14. The Guidelines require that by 1 June 2018, CDEM Group Plans record:

· strategic actions to support recovery preparation and recovery management

· their priority for action

· timeline for implementation, and

· how they will be monitored and evaluated^{^[1]}.

15. That is, rather than completing strategic planning by 1 June 2018, CDEM Plans are required to provide for the implementation of strategic planning over 5 years from that date. Attachment B itemises the changes to the CDEM Group Plan, to better provide for strategic planning for recovery (items 1,2,4 and 5) and most importantly in the Plans’ Framework for Action (items 6 and 7) which identifies the Groups forward work programme for Recovery. These will primarily be implemented through the development of the Resilient Recovery Strategy and training.

Alternate Group Recovery Manager

16. Group Recovery Manger is a statutory role under the Civil Defence and Emergency Management Act 2002. Under section 29(2) CDEM Groups are required to appoint at least one individual to perform the functions and duties and exercise the powers of the Group Recovery Manager Recovery where the office of Group Recovery Manager is vacant or, for whatever reason, the Group Recovery Manager is absent.

17. Jennifer Rose, Head of Recovery, Auckland Emergency Management is the Group Recovery Manager. It is recommended that Wayne Brown, Auckland Emergency Management’s Principal Recovery Advisor, be appointed an alternate Group Recovery Manager. This role reports to Jennifer and assumes a lead role in Jennifer’s absence.

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

18. Auckland Emergency Management, has as a part of development of the Resilient Recovery Strategy been to the March local board cluster meetings. Auckland Emergency Management is applying the Directors Guidelines to strategic planning for recovery by undertaking a round of local board workshops to explore community values and priorities.

Tauākī whakaaweawe Māori / Māori impact statement

19. Work is underway to engage with iwi and mana whenua in the development of the Resilient Recovery Strategy. Auckland Emergency Management is currently engaging with Te Rūnanga o Ngāi Tahu to understand their response framework and plan, and their experience of recovery with a view to sharing the lessons learnt in Auckland.

Ngā ritenga ā-pūtea / Financial implications

20. Auckland Emergency Management’s strategic planning for recovery is funded out of current budget and provided for in the base budget for the 2018-19 financial year.

21. The appointment of Auckland Emergency Principal Recovery Advisor, to the statutory position of Group Recovery Manager is administrative and clarifies functions, decision-making and access to powers under the Civil Defence and Emergency Management Act 2002. There are no direct financial implications.

Ngā raru tūpono / Risks

22. Strategic planning for recovery and the guidelines of the Ministry of Civil Defence and Emergency Management are directed towards ensuring better performance and improved recovery outcomes.

23. Risk management is a central focus of emergency management. The selection criteria and process for appointing Auckland Emergency Management’s Principal Recovery Advisor, together with training, ensure risk associated with the role of Group Recovery Manager has been appropriately addressed.

Ngā koringa ā-muri / Next steps

24. A further update on the development of the Resilient Recovery Strategy will be reported to the 29 August 2018 Committee meeting.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Strategic Actions	59
b ⇩	Draft minor amendments to CDEM Group Plan	61

Ngā kaihaina / Signatories

Author

Wayne Brown – Principal Advisor Recovery

Authorisers

Jennifer Rose – Head of Recovery

John Dragicevich - Director Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

30 May 2018

Auckland CDEM Group Committee forward work programme

File No.: CP2018/08346

Te take mō te pūrongo / Purpose of the report

1. To provide an amended forward work programme for the Auckland Civil Defence and Emergency Management (CDEM) Group Committee (the committee) for consideration and approval. The programme will assist the committee to have oversight of its strategic functions for the remainder of the 2017/18 financial year.

Whakarāpopototanga matua / Executive summary

2. The Auckland CDEM Group Committee 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 2017 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. Due to the April storm events, the non-essential agenda items scheduled for May are postponed for reporting back at the August Committee. Instead, an overview of the 10 April Storm event will be provided to the Committee. The amended forward work programme was endorsed by the Coordinating Executive Group (CEG) at its meeting on 3 May 2018.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) receive the report on the forward work programme; and

b) approve the recommended changes and/or updates to the forward work programme.

Horopaki / Context

5. The Auckland CDEM Group Committee forward work programme focuses on strategy and policy development, strategic initiatives and projects that support the committee’s requirement to provide strategic direction to the Coordinating Executive Group (CEG). The programme has been drafted from actions from Auckland’s Group Plan and also includes activities of regional and 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 work programme is a standing agenda item at CEG and committee meetings to help monitor key activities and deliverables. This will ensure the programme remains forward focused and can take into account any additions or changes that may arise either regionally or nationally.

Tātaritanga me ngā tohutohu / Analysis and advice

8. The proposed amendments include:

a) Activity 2: Auckland’s Natural Hazard Risk Management Action Plan (NHRMAP) will be presented to committee for approval on 29 August 2018 (CIV/2017/28);

b) Activity 2.7: The Group Welfare Plan will be presented to Committee for approval on 29 August 2018 (CIV/2017/27);

c) Activity 4.2: An update on building resilient communities will be presented to Committee on 29 August 2018 (CIV/2017/25).

d) Resolution CIV/2018/6: Agree to take part in a civil defence desktop exercise scenario following the conclusion of the 30 May CDEM Group Committee meeting will be carried out following the 29 August 2018 meeting.

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

9. 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.

10. In addition, some of the projects and strategic initiatives in the programme will require engagement with local boards, for example, Auckland’s Resilient Recovery Strategy.

11. However, the impact on the proposed recommendation to approve the recommended changes and/or updates to the forward work programme does not have impacts on decisions made at the local level.

Tauākī whakaaweawe Māori / Māori impact statement

12. It is anticipated that the ongoing review and amendments to the forward work programme will continue to inform the Auckland Emergency Management Māori Responsiveness Plan to support Māori communities to build a resilient Auckland.

Ngā ritenga ā-pūtea / Financial implications

13. This report does not have any specific financial implications over existing budget allocations.

Ngā raru tūpono / Risks

14. There are no significant risks.

Ngā koringa ā-muri / Next steps

15. Following approval of the recommended changes and/or updates to the forward work programme Auckland Emergency Management will apply best practice project management principles to all project execution plans to ensure timely delivery.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Auckland CDEM Group Committee forward work programme	69

Ngā kaihaina / Signatories

Author

Kathy Yan - Senior Advisor Strategy and Planning

Authorisers

Craig Glover - Head of Strategy and Planning

John Dragicevich - Director Auckland Emergency Management

[1] Strategic Planning for Recovery, DGL 20/17, page 8.