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, 29 August 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	Sharon Stewart, QSM
Deputy Chairperson	John Watson
Members	Cr Josephine Bartley
	Cr Ross Clow
	Cr Fa’anana Efeso Collins
	Cr Greg Sayers
	Cr Sir John Walker, KNZM, CBE

IMSB Members	Member Hon Tau Henare
	Member Dennis Kirkwood

Ex-officio	Mayor Hon Phil Goff, CNZM, JP
	Deputy Mayor Bill Cashmore

(Quorum 3 members)

Suad Allie

Governance Advisor

24 August 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, 30 May 2018 and the extraordinary minutes of its meeting, held on Wednesday, 4 July 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.

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.”

Civil Defence and Emergency Management Group Committee

29 August 2018

Update on the Coordinating Executive Group's Meeting on 9 August 2018

File No.: CP2018/15734

Te take mō te pūrongo / Purpose of the report

1. To provide an update on the Auckland Coordinating Executive Group (CEG)’s discussions and substantive resolutions from its meeting on 9 August 2018.

Whakarāpopototanga matua / Executive summary

2. The Auckland Coordinating Executive Group convened for its third quarterly meeting on 9 August 2018. The meeting received presentations from members and others on a series of recent incidents (10 April Storm, Sims Pacific Fire), major upcoming events requiring multi-agency cooperation (APEC21), and internal strategic documents. The discussion concluded with multiple resolutions to support and further increase collaboration among CEG member agencies working in community resilience and emergency operations.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) note the contents of this report and the relevant substantive recommendations noted below made by the Coordinating Executive Group to the Committee.

Horopaki / Context

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

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

Tātaritanga me ngā tohutohu / Analysis and advice

5. The meeting on 9 August 2018 yielded productive discussion on key items spanning from recent incidents, major upcoming events, and emergency management strategic documents. What follows is a record of those decisions and substantive resolutions made by the CEG as well as items that were discussed by the group.

Summary of Coordinating Executive Group discussions and substantive recommendations made to the Auckland CDEM Group Committee

Health Sector Review of the April Storm

6. Dr Jocelyn Peach from the Waitemata District Health Board and the health representative on CEG, presented a review of the 10 April storm from the health sector’s perspective. The lack of visibility of some vulnerable groups was highlighted as a key issue during the response, especially, it was noted, as many elderly and disabled people relied on electricity for essential medical facilities.

7. To better prepare for future emergencies, the health sector will be embarking on a mapping exercise to better understand the needs and characteristics of vulnerable groups, outside of the medically dependent groups already identified, as well as with partner community organisations who have channels into more isolated groups.

Substantive recommendation(s) made by the Coordinating Executive Group:

i) Collectively develop recommendations for the Auckland Civil Defence and Emergency Management Group Committee, if required.

Emergency Welfare Coordination in Auckland Discussion Document

8. The CEG was asked to provide feedback on the Auckland Welfare Coordination Group (AWCG)’s Emergency Welfare Coordination in Auckland (Discussion Document). Agencies were supportive of the approach to overlay a broad strategic overview of welfare coordination atop operational sub-function plans to promote universal understanding of this field. Non-AWCG agencies such as Fire and Emergency New Zealand (FENZ) also expressed interest in closer involvement in the development of the detailed plan.

9. The CEG endorsed the document for further consultation and presentation to the Auckland Civil Defence and Emergency Management Group Committee.

Substantive recommendation(s) made by the Coordinating Executive Group:

ii) (endorse the Discussion Document) to proceed to the Auckland Civil Defence and Emergency Management Group Committee for approval to go out for consultation.

Resilient Recovery Strategy

10. The CEG received an update on the Resilient Recovery Strategy development and endorsed the new timeline for ongoing consultation and member engagement workshops.

Substantive recommendation(s) made by the Coordinating Executive Group:

iii) Confirm the rescheduling of the development of the Resilient Recovery Strategy such that:

· The draft Resilience Recovery Strategy is presented to the Coordinating Executive Group and the Civil Defence and Emergency Management Group Committee meetings in the first quarter 2019.

· Focused public consultation is undertaken in March – April 2019; and

· The Resilient Recovery Strategy is presented to the Coordinating Executive Group meeting and the Civil Defence and Emergency Management Committee for adoption in the second quarter 2019.

Piha Community Resilience Pilot

11. The CEG received an update on Auckland Emergency Management’s Piha Community Resilience Pilot Project. The initiative received positive feedback from CEG members with agencies resolving to work closely with Auckland Emergency Management in developing the Piha pilot.

12. Discussions also highlighted the need to continue such initiatives in other vulnerable areas across the Auckland region.

Substantive recommendation(s) made by the Coordinating Executive Group:

iv) Agree a planning responsiveness in Piha as a pilot for other community resilience plans.

Other items discussed

Sims Pacific Metals Fire Review

13. The CEG received an update on the Sims Pacific Metals Fire Learnings Review. To date, the reviewer has received over 30 pieces of feedback around the incident and is undertaking a fact-checking process to verify the information. CEG member agencies expressed ongoing support for the review and noted that the findings will be presented at the November meeting of the CEG.

APEC21

14. The CEG received a presentation update from ATEED and the Ministry of Foreign Affairs and Trade (MFAT) on the ongoing national preparations to host APEC21. Led by MFAT, the APEC21 Programme government structure involves multiple central government agencies.

15. Priority will be placed on minimising disturbance to Auckland, especially in light of the City Rail Link construction. The CEG confirmed that considerations around preserving above-ground emergency response and lifelines activity would require further planning. ATEED confirmed that the Programme would engage CEG members for detailed consultation in the future.

FENZ update on the common operating picture

16. Fire and Emergency New Zealand (FENZ) led a demonstration of their geographically-enabled computer-aided dispatch (CAD) system for CEG members, which provides a common operating picture for first responders. This newly updated CAD system initiates calls for service, dispatches units and manages resources in the field. In addition to incident information, the system features comprehensive map data – down to street and building level, including aerial images. It also allows emergency response users to leave commentary, pinpoint hazards and risks directly onto the map itself.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Sarah Sinclair - Acting Director Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

29 August 2018

Auckland's CDEM Group Controllers, Group Recovery Managers and Group Welfare Managers

File No.: CP2018/15736

Te take mō te pūrongo / Purpose of the report

1. To provide an updated list of Group Controllers, Group Recovery Managers and Group Welfare Managers for consideration and for appointment to those positions.

Whakarāpopototanga matua / Executive summary

2. The Civil Defence Emergency Management Act 2002 requires CDEM Groups to appoint “suitably qualified and experienced” personnel to the positions of Group Controller and Group Recovery Manager.

3. The National Civil Defence Emergency Management Plan Order 2015 requires CDEM Groups to appoint a “suitably senior and experienced” person to the position of Group Welfare Manager and to maintain a number of “suitable and experienced personnel as alternatives”.

4. The Auckland CDEM Group Committee approved the appointment of various individuals to these positions at the time of the adoption of the Auckland CDEM Group Plan in 2016. Given the change in personnel since then and in the ability of key personnel to fulfil the requirements of these important statutory positions an updated list of Group Controllers, Group Recovery Managers and Group Welfare Managers for consideration and appointment is presented.

5. Further, it is recommended that the Committee agrees to receive twice-yearly updates to the list of Group Controllers, Group Recovery Managers and Group Welfare Managers for consideration and for appointment as appropriate.

6. A complete and up-to-date list of Auckland’s Group Controllers, Group Recovery Managers, and Group Welfare Managers can be found in the appendices to this report.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) note the updated list of Group Controllers, Group Recovery Managers and Group Welfare Managers provided for consideration;

b) appoint those identified at Table 1 below as Group Controllers as per Section 26 of the Civil Defence Emergency Management Act 2002;

c) appoint those identified at Table 4 below as Group Welfare Managers as per Section 62 of the National Civil Defence Emergency Management Plan Order 2015; and

d) agree to receive twice-yearly updates to the list of Group Controllers, Group Recovery Managers and Group Welfare Managers for consideration and for appointment as appropriate.

Horopaki / Context

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

8. Section 29 of the Act places the same requirement on CDEM Groups to appoint at least one “suitably qualified and experienced person” to the position of Group Recovery Manager.

9. Section 62 of the National Civil Defence Emergency Management Plan Order 2015 requires CDEM Groups to appoint a “suitably senior and experienced” Group Welfare Manager and to maintain a number of “suitable and experienced personnel” as alternatives.

10. Upon adoption of the Auckland CDEM Group Plan (2016-2021) in 2016 (CP2016/17633 refers) and of Appendix 1 to that document, the Auckland CDEM Group Committee approved the appointment of a number of Group Controllers, Group Recovery Managers and Group Welfare Managers (see Attachment A for the 2016 list).

11. Changes in personnel and the increase in the ability of key personnel to fulfil the requirements of the CDEM Group’s statutory appointments mean that Appendix 1 of the Group Plan needs to be updated and presented to the Committee for consideration.

12. At an extraordinary meeting on 4 July 2018 the Committee appointed an additional Group Controller and noted (CP2018/11796 refers) that an updated list of Group Controllers, Group Recovery Managers and Group Welfare Managers would be brought to the 29 August meeting of the Committee for consideration. An up-to-date list of Group Controllers, which takes in to account previous amendments made by this Committee is held at www.aucklandcivildefence.org.nz.

13. It is recommended that the Committee agrees to receive twice-yearly updates to the list of Group Controllers, Group Recovery Managers and Group Welfare Managers for consideration and for appointment as appropriate.

Tātaritanga me ngā tohutohu / Analysis and advice

14. At present, the Acting Director has, for practical reasons, separated the role of Group Controller and Director. This practice is in place at the Ministry of Civil Defence and Emergency Management and in some other CDEM Groups such as the Wellington Group where it is known to work well.

15. Given the depth in the numbers of those at Auckland Council who can fill the Controller position, which was further expanded on 4 July, a number of senior Controllers are working on a rostered on-call basis.

16. The role separation allows the Controller to focus on responding to an event, whilst the Director will focus on continuing to manage the department and staff, and support as a media spokesperson and stakeholder liaison.

17. The transition has ensured that Auckland Emergency Management has also reviewed other response roles and depth of resourcing, including updating the list of Group Welfare Managers.

18. There has been a number of personnel changes within Auckland Emergency Management and across those CDEM volunteers from across the Auckland Council family who support in filling key incident management positions. In addition, a number of council officers have recently completed the year-long Auckland Emergency Management and University of Auckland controller and leadership training programme.

Group Controller

19. The CDEM Group Controller is an important statutory position appointed under the Civil Defence Emergency Management Act 2002.

20. The primary roles of the Group Controller during a response are to:

· assess impacts;

· prioritise response measures;

· monitor and direct agencies in their roles; and

· coordinate and allocate resources where required.

21. It is important to note that while these roles do not require a declaration of a state of local emergency to be in place, (MCDEM, Director’s Guideline for CDEM Group and Local Controllers, 2014)), under declared emergencies the Group Controller has a number of additional powers including, for example, the power to clear roads and other public spaces; removing or disposing of dangerous structures and materials; providing for the rescue of endangered persons and their removal to areas of safety; providing for the conservation and supply of food, fuel and other essential supplies; and the prohibition or regulation of land, air, and water traffic to the extent necessary to conduct civil defence emergency management.

22. Given the importance of the Group Controller position to the effective functioning of civil defence emergency management, CDEM Groups are required to appoint “suitably qualified and experienced” personnel to perform the functions and duties and exercise the powers of the Group Controller.

23. An updated list of Group Controllers for consideration and appointment is provided below. It has been determined that those identified are “suitably qualified and experienced”.

TABLE 1: Recommended new Group Controllers for appointment as per s26 of the CDEM Act 2002

Name (A-Z)	Position
Craig Glover *	Head of Strategy and Planning
Fleur Aldridge *	Senior Solicitor Commercial
Jazz Singh *	GM Procurement Risk
Kiri Maxwell *	Principal Advisor Strategy and Partnerships
Mace Ward *	GM Parks, Sport and Recreation
Nigel King *	GM Customer Services
Parul Sood *	Waste Planning Manager
Ross Roberts *	Geotechnical and Geological Practice Lead
Viv Heslop *	Head of Transport Sustainability

* Completed 2017 Auckland Emergency Management / University of Auckland Controllers Programme

TABLE 2: List of people to be removed as Group Controllers are

Name (A-Z)	Position
Aaron Davis	Head of Emergency Management Operations
Bryan Cartelle	Principal Rural Fire Officer
Stephen Drumm	Business and Finance Manager

Group Recovery Manager

24. The CDEM Group Recovery Manager is a statutory position appointed under the Civil Defence Emergency Management Act 2002.

25. The role of the Group Recovery Manager is to direct and coordinate the use of personnel, material, information, services, and other resources for the purpose of carrying out recovery activities. It is an important role with powers, functions and duties similar to those of the Group Controller. Recognising this importance, the Civil Defence Emergency Management Act 2002 places a requirement on CDEM Groups to appoint “suitably qualified and experienced” personnel to perform the functions and duties and exercise the powers of the Group Recovery Manager.

26. The list of Group Recovery Managers was updated most recently in May 2018. In the future, the list of Group Recovery Managers will be updated regularly. A complete and up-to-date list of Auckland’s Group Controllers and Alternate Controllers, Auckland’s Group Recovery Managers, and Auckland’s Group Welfare Managers can be found in the appendices to this report.

TABLE 3: List of people to be removed as Group Recovery Managers are

Name (A-Z)	Position
David Middleton	Head of Welfare and Recovery

Group Welfare Manager

27. The CDEM Group Welfare Manager is a statutory position appointed under the National Civil Defence Emergency Management Plan Order 2015.

28. During response and recovery, the Group Welfare Manager is responsible for the coordination of the welfare services function. In response, the Group Welfare Manager is responsible to the Group Controller and during recovery to the Group Recovery Manager for the coordination of welfare services. In readiness and reduction, the Group Welfare manager coordinates the efforts of various welfare agencies and chairs the CDEM Group Welfare Coordination Group, whose members are the agencies responsible for each of the welfare services sub-functions in the CDEM Group area.

29. Given the importance of this role during both civil defence activations and in coordinating the efforts of a wide range of welfare agencies outside of activation the National Civil Defence Emergency Management Plan Order 2015 places a requirement on CDEM Groups to appoint a “suitably senior and experienced CDEM Group Welfare Manager” as well as alternatives.

30. An updated list of Group Welfare Managers for consideration and appointment is provided below. It has been determined that those identified are “suitably senior and experienced”.

TABLE 4: Recommended list of Group Welfare Managers for appointment as per s62 of the National Civil Defence Emergency Management Plan Order 2015

Name (A-Z)	Position
Catherine Cooper	Head of Resilience and Welfare
Daniel Mayo-Turner	Procurement Systems Lead
Graham Bodman	GM Arts, Community and Events
Kiri Maxwell	Principal Advisor Strategy and Partnerships
Mary Dawson	Manager Strategic Brokers
Shane Ta’ala	Senior Advisor Māori Responsiveness

TABLE 5: List of people to be removed as Group Welfare Managers are

Name (A-Z)	Position
Alison Dobbie	Principal Development Advisor
Catherine Gilhooly	Welfare Manager
James Hassall	General Counsel
Mike Ikilei	Manager Programmes and Partnerships
Parul Sood	Waste Planning Manager

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

31. Group Controllers, Group Recovery Managers and Group Welfare Managers are responsible for performing and exercising a number of functions, duties and powers. Civil defence emergencies generally have local impacts. Though no specific local views have been considered in the drafting of this report, the recommendations contained in this report have no specific local impacts.

Tauākī whakaaweawe Māori / Māori impact statement

32. Auckland Emergency Management’s Māori Responsiveness Strategy contains a number of principles for staff and volunteers of Auckland Emergency Management, including Group Controllers, Group Recovery Managers and Group Welfare Managers to follow and uphold. The powers, duties and functions exercised by those in these CDEM appointments will be carried out in consultation with mana whenua and iwi where appropriate.

Ngā ritenga ā-pūtea / Financial implications

33. There are no financial implications arising from this report. Any resources required by Auckland’s Group Controllers, Group Recovery Managers and Group Welfare Managers can be met from within existing budgets.

Ngā raru tūpono / Risks

34. The Auckland CDEM Group is required to appoint suitably qualified and experienced personnel to perform a range of CDEM functions, duties and powers. It is important, therefore, that an adequate number of Group Controllers, Group Recovery Managers and Group Welfare Managers are appointed to fulfil these requirements.

Ngā koringa ā-muri / Next steps

35. Upon the appointment of those recommended as Group Controllers, Group Recovery Managers and Group Welfare Managers, Auckland Emergency Management will continue formal onboarding processes as appropriate to enable the appropriate exercising of functions, duties and powers.

36. Subject to Committee approval, twice-yearly updates to the list of Group Controllers, Group Recovery Managers and Group Welfare Managers will be reported to the Committee to ensure that Appendix 1 to the Group Plan remains as up-to-date as practicably possible.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	List of Auckland Group Controllers and Alternate Controllers, Group Recovery Managers, and Group Recovery Managers	21

Ngā kaihaina / Signatories

Author	Craig Glover - Head of Strategy and Planning
Authoriser	Sarah Sinclair - Acting Director Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

29 August 2018

Appendix 1: Updated list of Group Controllers, Group Recovery Managers and Group Welfare Managers

Auckland’s Group Controllers

Name (A-Z)	Position
Andrew Clark	GM Commercial and Finance
Craig Glover	Head of Strategy and Planning
Craig McIlroy	GM Healthy Waters
Fleur Aldridge	Senior Solicitor Commercial
Graham Bodman	GM Arts, Community and Events
Ian Maxwell	Director Community Services
Jazz Singh	GM Procurement Risk
Jennifer Rose	Head of Recovery
John Dragicevich	Director Auckland Emergency Management
John Schermbrucker	Head of Project Delivery
Kiri Maxwell	Principal Advisor Strategy and Partnerships
Mace Ward	GM Parks, Sport and Recreation
Mara Bebich	Stakeholder Manager
Matthew Walker	Group Chief Financial Officer
Nigel King	GM Customer Services
Parul Sood	Waste Planning Manager
Rachel Kelleher	Manager Regional Parks
Ross Roberts	Geotechnical and Geological Practice Lead
Sarah Sinclair	Chief Engineer / Acting Director Auckland Emergency Management
Victoria Walker	Head of Marketing and Publicity
Viv Heslop	Head of Transport Sustainability

Auckland’s Group Recovery Managers

Name (A-Z)	Position
Alan Tresadern	Construction Performance Manager
Craig McIlroy	GM Healthy Waters
Jennifer Rose	Head of Recovery
Mace Ward	GM Parks, Sport and Recreation
Rob McGee	Head of Active Recreation
Sarah Sinclair	Chief Engineer / Acting Director Auckland Emergency Management
Wayne Brown	Principal Recovery Advisor

Auckland’s Group Welfare Managers

Name (A-Z)	Position
Catherine Cooper	Head of Resilience and Welfare
Daniel Mayo-Turner	Procurement Systems Lead
Graham Bodman	GM Arts, Community and Events
Kiri Maxwell	Principal Advisor Strategy and Partnerships
Mary Dawson	Manager Strategic Brokers
Rachel Orr	Principal Resilience and Welfare Advisor
Shane Ta’ala	Senior Advisor Māori Responsiveness

Civil Defence and Emergency Management Group Committee

29 August 2018

Update on the Development of the Resilient Recovery Strategy

File No.: CP2018/15741

Te take mō te pūrongo / Purpose of the report

1. This report seeks confirmation of the rescheduled timeline for the development of the Resilient Recovery Strategy and outlines progress since the April 2018 storm event.

Whakarāpopototanga matua / Executive summary

2. Auckland Emergency Management is undertaking the strategic recovery planning work set out in the May 2018 amendments to the Auckland Civil Defence Emergency Management Group (CDEM) Plan through the development of the Resilient Recovery Strategy. This planning work must be completed within the lifetime of the Group Plan, which is operative until 2021 in the first instance.

3. Workshops with local boards and advisory panels on the development of the Resilient Recovery Strategy were rescheduled due to the 10 April 2018 storm event. Initial engagement was not able to be completed until 12 July 2018. Engagement with iwi was also disrupted.

4. The resulting delays meant a good quality draft strategy is not able to be presented to the Auckland CDEM Group Committee on 29 August 2018 as originally proposed. Accordingly, the timeline needs to be rescheduled for delivery of the draft Strategy in the first quarter 2019, for the Committee’s approval for public consultation. Public consultation would be undertaken through March - April 2019 with the Committee receiving the final draft Strategy for consideration and adoption in the second quarter 2019.

5. Rescheduling to this amended timeframe enables:

· deeper engagement with local boards, advisory panels, the Independent Māori Statutory Board, mana whenua, Ministry of Civil Defence and Emergency Management and CEG members,

· avoids the disruption associated with the Christmas/New Year school break,

· better enables alignment with the review of Directors Guidelines on Recovery Management, and

· completion of the CDEM Group’s strategic recovery planning work within the timeframe set by the Ministry of Civil Defence and Emergency Management.

6. The initial round of engagement with local boards and advisory panels has been completed. Key themes of comment received include distinguishing recovery from response, the importance of community groups and networks in recovery, the importance of communication and engagement, education, preparedness, resilience, and health and safety. Practical considerations were also raised, such as the importance of access to medicines. High level summaries of the main themes are set out in Appendix 1 and 2. A second round of engagement with local boards and advisory panels is being planned for November 2018.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) confirm the rescheduling of the development of the Resilient Recovery Strategy such that:

· the Civl Defence Emergency Management Group Committee will receive the draft Resilience Recovery Strategy in the first quarter 2019,

· focused public consultation will be undertaken in March – April 2019, and

· the Civil Defence Emergency Management Group Committee will receive the Resilient Recovery Strategy for adoption in the second quarter 2019.

Horopaki / Context

7. As reported to the committee in November 2017, amendments to the Civil Defence and Emergency Management Act 2002 required CDEM Groups to provide for strategic planning for recovery in their Group Plans by 1 June 2018. The report informed the committee that in addition to minor amendments to the CDEM Group Plan, Auckland Emergency Management would undertake strategic recovery planning through the development of the Resilient Recovery Strategy. [CP2017/24590 refers]. This work must be completed within the lifetime of the Group Plan, which is operative until 2021 in the first instance.

8. An update on the Resilient Recovery Strategy to the committee in February 2018 recommended that the Strategy be reported to the committee in August 2018 for approval for public consultation and in November 2018 for adoption. [CP2018/01314 refers].

9. This report seeks rescheduling of the timeline for developing the Resilient Recovery Strategy because of delays arising from the 10 April 2018 storm event. Meetings with the Papakura, Manurewa, Upper Harbour, Howick and Waiheke Local Boards to occur before 23 May 2018 had to be cancelled and rescheduled. Pressure on local board agendas meant engagement was not completed until 12 July 2018. The planning for engagement with iwi, then underway, was also disrupted.

10. Developing the 10 April Storm Recovery Action Plan and the minor amendments to the CDEM Group Plan for reporting to the CDEM Group Committee in May 2018 became the focus through this period. [CP2018/07899 and CP2018/07833 refer]. The committee adopted the minor amendments to the CDEM Group Plan (CIV/2018/16) and the electronic version of the Plan on Auckland Emergency Management’s web page has been updated.

11. These delays meant a good quality draft strategy is not able to be presented to the CDEM Group Committee on 29 August 2018 as originally proposed. Accordingly, the development of the Resilient Recovery Strategy needs to be rescheduled.

12. It is proposed that the draft Resilient Recovery Strategy is presented to the Committee at its meeting in the first quarter 2019, for approval for public consultation, and in the second quarter for adoption. These dates are well within the required timeframes set by the Ministry of Civil Defence and Emergency Management.

Tātaritanga me ngā tohutohu / Analysis and advice

Rescheduling development of the Resilient Recovery Strategy

13. Recovery is focused on the communities affected by an emergency. Recovery anticipates close involvement with local boards, particularly in the case of local incidents. The proposed rescheduling provides time for a second round of engagement with local boards. It is proposed to present to local board cluster meetings in November 2018 and provide an opportunity for local boards to comment on the draft Strategy prior to the Committee’s decision-making in 2019. (Please note – the first round of local board engagement is outlined below in paragraphs 21-23, and the main themes are summarised in Appendix 1.)]

14. Similarly, arrangements are being made for a second round of engagement with the advisory panels in November 2018. The intention is to seek guidance from the panels on the design of public consultation, to ensure it is effective and efficient within its relatively short time frames. (Please note – the first round of local board engagement is outlined below in paragraphs 24-26, and the main themes are summarised in Appendix 2.)

15. Auckland Emergency Management is proposing two hui – one for central/south and another for the north/west – to be held in October 2018. The hui is an opportunity to introduce Auckland Emergency Management, the work the team does across the wider work programme as well as focusing on the development of the Resilient Recovery Strategy. The hui will be supported by individual meetings with iwi where requested. Auckland Emergency Management is continuing to liaise with the secretariat of the IMSB and Mana Whenua Kaitiaki Forum.

16. Arrangements have also been made to meet with member agencies of the Coordinating Executive Group to discuss perspectives and involvement in recovery.

17. The rescheduling also seeks to minimise exposure to the Christmas/New Year school break, with public consultation occurring over March – April 2019. The compressed timeframe will require thorough planning and the utilisation of resources across Auckland Emergency Management.

18. A further benefit is the prospect of better alignment with forthcoming Directors Guidelines on Recovery Management with the consolidated replacement for Directors Guidelines 04/05 and 05/05 due at the end of 2018 or early in 2019.

19. Key dates of the rescheduled timeline include:

Memo reporting back on engagement with local boards and Advisory Panels	September 2018
Engagement with the Independent Māori Statutory Board and Mana Whenua	ongoing (commence August 2018)
Engagement with MCDEM and CEG members	ongoing (Commence August 2018)
Hui (Central/South and West/North)	October 2018
Local Board Cluster meeting workshops	November 2018
Advisory Panel workshops	November 2018
CEG agree to public consultation on the draft Resilient Recovery Strategy	1^st Quarter 2019
CDEM Group Committee approval of draft Resilient Recovery Strategy for public consultation	1^st Quarter 2019
Public consultation	March – April 2019
CEG approval of the Resilient Recovery Strategy for adoption	2^nd Quarter 2019
CDEM Group Committee adoption of the Resilient Recovery Strategy	2^nd Quarter 2019

Local Board Engagement

20. Engagement on the development of the Resilient Recovery Strategy with Auckland Council’s 21 local boards was scheduled to commence on 9 May 2018. The 10 April 2018 storm event required some workshops to be rescheduled. Securing new timeslots pushed completion of local board engagement out to 12 July 2018, due to the existing local board workload.

21. The workshops were viewed as the start of ongoing discussion with local boards on recovery and emergency management in general. Local boards were consulted on four broad areas in the context of an imagined major storm – Community strengths, priorities and vulnerabilities; Community preferences; Community appreciation of risk and Community influencers. A summary of the main themes is set out in Appendix 1.

22. Distinguishing recovery from response remains a key theme. The strongest feedback related to the depth, strength and importance of existing community groups and networks, and the importance of communication and engagement. Together they indicate the level of work required in communicating what recovery is about, and how it might be executed. Further detailed analysis is being undertaken to inform the development of the Resilient Recovery Strategy and its implementation, which will also be reported back to local boards.

Advisory Board Engagement

23. Auckland Council’s advisory panels communicate the interests and preferences of the community relating to specific portfolios. Planned engagement with advisory panels was similarly disrupted, though the lesser number of workshops meant engagement was concluded on 26 June 2018.

24. In the same way as with local boards, these workshops were viewed as the start of ongoing discussion on recovery and emergency management in general. The panels were consulted on three broad areas:

· What would be the most important to you during disaster recovery?

· What challenges to successful disaster recovery might you encounter?

· What could be done now to improve disaster recovery?

25. A summary of the main themes is set out in Appendix 2. Key themes relate to education, preparedness and resilience. Health and safety is also a significant underlying theme. Practical considerations were also raised such as the importance of access to medicines. Further detailed analysis is being undertaken to inform the development of the Resilient Recovery Strategy and its implementation, which will also be reported back to the advisory panels.

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

26. While decision making under the Civil Defence Emergency Management Act 2002 is expressly the function of Auckland Council’s governing body, local boards are a key partner in emergency management in Auckland. Local boards maintain relationships with community organisations and special interest groups in their area and are responsible for identifying community preferences in relation to strategies, policies, plans and bylaws. Local boards play an important role in recovery following a significant event.

Tauākī whakaaweawe Māori / Māori impact statement

27. Auckland Emergency Management staff have met with the secretariat of the Independent Māori Statutory Board and of the Mana Whenua Kaitiaki Forum. Engagement is continuing with two hui being proposed for October 2018, supported by meetings with individual iwi where requested.

28. Recovery addresses the consequences of an emergency and their impacts across the natural, social, built and economic environments. The goals, objectives and execution of recovery holds implications for iwi, environmental guardianship, māori communities (iwi, hapu and mataawaka), marae, assets and the māori economy.

29. Better understanding these relationships and appropriate responses is the purpose of iwi engagement.

Ngā ritenga ā-pūtea / Financial implications

30. The development of Resilient Recovery Strategy is budgeted for and will be completed within the 2018/2019 financial year.

Ngā raru tūpono / Risks

31. The potential risk of an emergency requiring a recovery occurring before the completion of Resilient Recovery Strategy is mitigated by the deeper engagement and discussion, enabling the achievement of greater understanding and stronger relationships through the course of developing the Strategy.

Ngā koringa ā-muri / Next steps

32. Ongoing engagement with iwi, local boards and advisory panels as well as engagement with member agencies of the Coordinating Executive Group will be undertaken.

33. The Coordinating Executive Group and CDEM Group Committee will be appraised of progress on the development of the Strategy at their meetings in November 2018, through the regular report they receive on Auckland Emergency Management’s work programme.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Key Themes from Local Board Feedback	29

Ngā kaihaina / Signatories

Author

Wayne Brown - Principal Recovery Advisor

Authorisers

Jennifer Rose - Head of Recovery

Sarah Sinclair - Acting Director Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

29 August 2018

Emergency Welfare Coordination in Auckland (Discussion Document)

File No.: CP2018/15738

Te take mō te pūrongo / Purpose of the report

1. To update the Civil Defence and Emergency Management Group Committee on the progress of the Emergency Welfare Coordination in Auckland Discussion Document and to seek approval for ongoing consultation with the Auckland Welfare Coordination Group (AWCG) and other stakeholders.

Whakarāpopototanga matua / Executive summary

2. The Auckland Welfare Coordination Group (AWCG) have been working together to develop a plan to confirm how welfare services are delivered in Auckland during emergency events. The discussion document is the first step and outlines overarching responsibilities, principles, challenges and interdependencies across AWCG agencies, including which agency leads each sub-function. The document has been endorsed by the Coordinating Executive Group (CEG) on 9 August 2018.

3. Following the committee’s approval of the discussion document, the document will be distributed to AWCG member agencies for feedback as part of the consultation phase of the Emergency Welfare Coordination in Auckland Plan. Following consultation, the final draft plan will be brought to the CEG for endorsement prior to seeking the approval of the Auckland CDEM Group Committee in November 2018. Auckland Emergency Management will also seek consultation with other agencies and community stakeholders who are not part of the AWCG.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) note the contents of this report; and

b) approve the discussion document to go out for consultation as part of the next phase of the plan development.

Horopaki / Context

4. The AWCG have co-designed a refreshed approach showing and explaining how they intend to coordinate and deliver welfare services in Auckland. The discussion document is the first step and outlines the coordinated approach to managing the key responsibilities, interdependencies and relationships of AWCG partners whilst ensuring flexibility to cope with the changing nature of a response environment.

5. The discussion document has been developed across all AWCG members to ensure strong ownership sits with AWCG and to make sure that the roles and responsibilities across all agencies are clearly understood and to enable effective planning.

Tātaritanga me ngā tohutohu / Analysis and advice

6. The discussion document has been designed as a dual-purpose document. For an internal audience (AWCG and other key partners and stakeholders as necessary), the document provides a useful outline of joint responsibilities, principles, challenges and interdependencies. It is also designed to be used as an engagement and education resource for external agencies and individuals, and helps to facilitate a strategic understanding of welfare service delivery in an emergency context. During this phase of development, the audience for consultation goes beyond the AWCG to include other agencies that are active in emergencies but do not have a formal role (e.g. Neighbourhood Support).

7. For external audiences (public stakeholders), the document offers insight in to how agencies work together to address some of Auckland’s key emergency welfare challenges. The document is intended to provide an external audience with transparency around who the AWCG is, what the members do and how welfare services are delivered. Using strong visual elements, the final plan will be designed to ensure maximum accessibility, enabling it to be used as a simple and concise public document.

8. The final plan will be used in conjunction with a continuously evolving operational toolkit. The toolkit will support AWCG, sub-function leads, and support agencies, and will comprise tools such as standard operating procedures, role descriptions and other operational documents and templates.

9. In addition to the toolkit, each lead agency will work with the supporting agencies to develop welfare sub-function action plans that connect to the national welfare sub-function operational arrangements. The overarching plan will set the strategic context of emergency welfare in Auckland, while each of the supporting sub-function plans will outline actions and deliverables relevant to each sub-function and will be owned by sub-function leads.

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

10. The AWCG recognises the super diversity of Auckland communities. The development of the plan will focus on considering options for ensuring that members of culturally and linguistically diverse communities can access all services through the provision of appropriate information and services.

11. Similarly, efforts will be dedicated to fostering and encouraging communities to work together, for example, through relationship building with community hubs as providers of community connectiveness.

Tauākī whakaaweawe Māori / Māori impact statement

12. Respect for tikanga Māori will be upheld across all welfare preparation and response. As such, Te Puni Kokiri is a key member of the AWCG and is responsible for guiding the Māori considerations across welfare service delivery. There will also be extensive consultation with iwi and Independent Māori Statutory Board to seek input and advice on the discussion document.

Ngā koringa ā-muri / Next steps

13. The final plan will be brought to the CEG for endorsement prior to seeking the approval of the Auckland CDEM Group Committee in November 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Emergency Welfare Coordination in Auckland (Discussion Document)	35

Ngā kaihaina / Signatories

Author	Catherine Cooper - Head of Resilience and Welfare
Authoriser	Sarah Sinclair - Acting Director Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

29 August 2018

Piha Community Resilience Pilot Project

File No.: CP2018/15743

Te take mō te pūrongo / Purpose of the report

1. To provide an update on Auckland Emergency Management’s community resilience building initiatives in Piha.

Whakarāpopototanga matua / Executive summary

2. The Piha community is particularly at risk of natural hazards. In recent times, severe weather events have led to flash flooding, road closures and power outages in the community. This was exemplified by the storm events of 3 February, 10 April and 28 April 2018.

3. Recognising the community’s vulnerability to weather events, Auckland Emergency Management and the Waitākere Ranges Local Board initiated a Community Resilience Pilot Project encompassing both first responders and individual households. This involves developing a new Community Resilience Plan to increase community preparedness, which incorporates a plan for how first responders will work with this isolated community.

4. The project was kickstarted through a series of community meetings and a coordinated door-knocking exercise along Glenesk Road between April and August 2018, to advise residents on preparedness for flooding.

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) note the information contained in this report.

Horopaki / Context

5. As a community, Piha has always been prone to natural hazards such as severe weather and associated flash floods. Over the years, Piha has had a Response Plan that guides the community’s response operations during an emergency. However, the Response Plan was not clear on responsibilities of community members and first responders.

6. On 3 Feburary, 10 April and 28 April 2018, Piha was affected by a series of severe weather events that resulted in flash flooding throughout the area. This, coupled with power outages, road closures and other events, has prompted Auckland Emergency Management and the Waitākere Ranges Local board, to work together with the community to co-design a plan for how the community can build on their own resilience and have a clear plan of action for when events happen.

7. Community resilience planning is focused on identifying with individuals and community what actions the community can take themselves. This includes knowing where safe spaces are, having a household plan, knowing how to keep safe and access help, and how to utilise the resources that individuals and communities already have.

8. Practical tools are developed and shared with individuals and community, such as how to access clean water from their water tank, how to build a useful get ready kit and build shared understanding of the impacts of hazards.

Tātaritanga me ngā tohutohu / Analysis and advice

Community resilience planning in Piha

9. To better prepare for future events, Auckland Emergency Management is working with the Piha community in a pilot project to build community resilience and to develop an effective shared response to natural hazards.

The pilot project addresses:

a) how first response activity will safely occur;

b) co-development of practical tools for community to build their own resilience (of which first responders will be involved);

c) ensuring that community understands their local hazards and understands the impacts of the hazards on them; and

d) the review and assessment of the flood risk.

10. Our combined approach to community resilience and response will provide a shared understanding of what part everyone can play in their own resilience and their overall resilience of the community, and the roles and responsibilities of first response agencies.

Development of the Resilience Plan pilot project

11. Post the 10 April storm event the Waitākere Ranges Local Board, with support from Auckland Emergency Management, hosted a series of community meeting to address concerns around emergency events that have occurred in the Piha community over the previous two years. The workshops were facilitated to have a focus on the four key hazards: fire events, flooding, infrastructure failure (power outages) and severe weather.

12. The overall intent of the workshops was to acknowledge the resilience already present in community and to build further resilience. The workshops enabled the community to start a discussion on the impacts of those hazards and how the community can maintain their own sense of ownership over what they can do in these types of events and how first responders can work together better to address response activities.

13. These meetings enabled Auckland Emergency management to clarify its role during an emergency as a coordinating agency, the role of first response agencies, and the range of welfare support available during an emergency.

14. The outcome of these meetings was an agreement to develop a new Community Resilience Plan, with a focus on the following areas of opportunity:

a) being prepared for an emergency at home;

b) having facilities capable of becoming centres of coordination and refuge;

c) having special plans in place for most vulnerable areas, such as Glenesk Valley; and

d) improving communications and response planning across emergency services.

15. On 17 June 2018 the local board held a second public meeting to listen to community concerns and present the outcomes of the 17 May 2018 workshop. Between 30 to 40 local residents, local board members, staff and/or volunteers of Fire and Emergency New Zealand, NZ Red Cross, NZ Police, Vector and Auckland Council attended. Comments from this meeting have been incorporated into the draft Community Resilience Plan.

16. The local board held a further meeting with community leaders on 8 August 2018 to present the draft Community Resilience Plan, which clearly outlines actions that should be undertaken by community members to build preparedness. This will be distributed to the whole community for feedback.

17. The Coordinating Executive Group confirmed in their meeting on 9 August that first responders will work with the community to integrate, response planning into the new resilience plan.

18. Further meeting and workshops will be developed that focus on building the practical tools that community needs. The tools and resources developed with the community will enable Auckland Emergency Management to have a valuable resource that could be shared with other communities and individuals.

19. Auckland Emergency Management will work with first response agencies within the community to develop the Emergency Response component of the community resilience plan. This plan aims to ensure that first responders have and agreed response plan in place for events in the community, for example as shared plan of action on how we will manage flood response and evacuations and how our agreed actions are coordinated through the Emergency Coordination Centre (ECC).

20. The response planning aspect of the community resilience plan allows Auckland Emergency Management to provide the Piha community with a greater understanding of how we will manage emergency events. This response planning is focused on emergency services and our coordinated management of events, which ensure local emergency response teams can more operate more effectively.

21. This pilot approach, and community resilience plan template will be used to develop other community resilience plans across the region.

Targeted community preparedness and alerting

22. During the development of the community response plan, it was identified that having a key focus of risk prone areas and community identified risks was important to the community. One of these identified risks was the Glenesk Road flooding. Glenesk Road has flooded twice in 2018. During one event households were evacuated from their homes by boat, in another event the velocity of the water was too strong for the boats to be used and people were asked to remain in their homes.

23. Auckland Emergency Management’s role is to identify, assess and manage hazards and risks, as well as to consult and communicate about those risks to communities. As part of the community resilience planning process Auckland Emergency Management, Healthy Waters and other partners across Auckland Council have been working together to understand the impact of those flooding events and how we can work with first responders to manage our response.

24. On 19 July, 31 July, and 6 August 2018, Auckland Emergency Management and members of the Waitākere Ranges Local Board conducted a door-knocking exercise along Glenesk Road, Piha, one of the worst affected areas during the flash flood event on 3-4 February 2018.

25. A package consisting of general and specific emergency preparedness information and a vehicle first aid kit were given to residents to guide the development of their household emergency preparedness and evacuation plan. A collective total of 51 houses were visited during this time.

26. During this initial session, the group visited thirteen households, of which five were registered for hazard alerts, and the remaining eight where no one was home were left with the information package and Auckland Emergency Management contact details. Residents were also encouraged to sign up for the Red Cross hazards App. On 31 July 2018, the houses where no one was home were revisited, and the remainder of the houses along Glenesk Road were individually visited by Auckland Emergency Management staff.

Flood risk management for Piha Stream

27. Concurrent to the development of the resilience plan, Auckland Council has worked on a Flooding Assessment report for Piha Stream (Glenesk Road), which includes possible monitoring and flood warning options.

28. This report was distributed to Waitākere ward councilors and the Waitākere Ranges Local Board on 20 August 2018. Piha residents with dwellings in the catchment will also receive a copy of the report on 22 August 2018.

29. It is expected that the Piha community, Waitākere Ward Councilors and the Waitākere Ranges Local Board will convene to discuss implications of the report in the near future.

30. The outcomes of ongoing community engagement about flood risk will be fed into the development of the Community Resilience Plan

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

31. The Waitākere Ranges Local Board is a key partner of the initiative, having co-planned and participated in the door knocking exercises and community resilience discussions. Auckland Emergency Management received positive feedback on the efforts made to connect with Glenesk Road residents face-to-face.

Tauākī whahakaaweawe Māori/Māori impact statement

32. At the current time, there is no specific iwi engagement for this project. Going forward, Auckland Emergency Management will be working in accordance with the Council’s iwi engagement protocol. Due to this project being a pilot, we will seek to understand how iwi would like to be involved in the development of resilience plans. Our intent is to incorporate Maori outcomes across all the work we do.

Ngā koringa ā-muri / Next steps

33. Auckland Emergency Management and the Waitākere Ranges Local Board will continue to work with local first responders and vulnerable households to build community resilience.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author	Catherine Cooper - Head of Resilience and Welfare
Authoriser	Sarah Sinclair - Acting Director Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

29 August 2018

CEG and Committee Forward Work Programme

File No.: CP2018/15745

Te take mō te pūrongo / Purpose of the report

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

Whakarāpopototanga matua / Executive summary

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

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

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

Ngā tūtohunga / Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) note the contents of this report; and

b) endorse the Civil Emergency Group and Committee forward work programme for FY2018/2019.

Horopaki / Context

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

6. In line with these commitments, the CEG and Committee forward work programme for FY2018/2019 includes actions that are due to begin in June 2018 as well as ongoing strategic initiatives from past actions.

Tātaritanga me ngā tohutohu / Analysis and advice

7. The forward work programme’s key activities in 2018-19 are:

a) Auckland’s Resilient Recovery Strategy, which stems from actions 62,65, and 69 of the Group Plan Framework for Action. This project has been carried over from the previous work programme and is due to be finalised in the first quarter of 2019. This change was due to delays in consultation as a result of the 10 April 2018 storm as well as the delayed release of the MCDEM Director’s Guidelines on Recovery. An update on the progress of the Resilient Recovery Strategy will be provided as part of today’s session.

b) Auckland’s Welfare Plan, which stems from action 56 of the Group Plan Framework for Action. This has carried over from the previous work programme due to the delays in consultation as a result of the 10 April 2018 storm. A discussion document containing key content from the Welfare Plan will be presented as part of today’s session. The Welfare Plan is due to be finalised in November 2018 following further consultation with the Auckland Welfare Coordinating Group (AWCG).

c) Auckland’s Public Education Strategy, which stems from action 21 of the Group Plan Framework for Action. This project stems from the Group’s vision to build a resilient Auckland through the empowerment of communities.

d) The Natural Hazards Risk Management Action Plan (NHRMAP), which stems from action 11 of the Group Plan Framework for Action. This document has also carried over from the previous work programme. The project was delayed due to the 10 April 2018 storm response and recovery efforts and the subsequent reprioritisation of efforts within Auckland Emergency Management. It is due to be finalised in November 2018.

8. The update on Building Resilient Communities will be rescheduled to November.

9. Finally, Auckland Emergency Management will present the Auckland Exercise Programme to the Civil Defence and Emergency Management Group Committee in the 1^st quarter of 2019. This programme is being developed to raise the holistic operational capability of the department and will fulfil the Group Plan Framework for Action commitment to conduct annual national and regional exercises.

Ngā koringa ā-muri / Next steps

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

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Forward Work Programme for FY2018/2019	63

Ngā kaihaina / Signatories

Author

Kathy Yan - Senior Advisor

Authoriser

Craig Glover - Head of Strategy and Planning

Sarah Sinclair - Acting Director Auckland Emergency Management