I hereby give notice that an ordinary
meeting of the Civil Defence and Emergency Management Group Committee will be
held on:
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Date:
Time:
Meeting Room:
Venue:
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Wednesday, 29
May 2019
10.00am
Room 1, Level
26
135 Albert Street
Auckland
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Komiti Ārai Tūmatanui me Te
Toko Raru Ohorere /
Civil Defence and Emergency Management
Group Committee
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Cr Sharon Stewart, QSM
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Deputy Chairperson
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Cr John Watson
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Members
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Cr Josephine Bartley
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Cr Ross Clow
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Cr Fa’anana Efeso Collins
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IMSB Member Hon Tau Henare
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IMSB Member Dennis Kirkwood
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Cr Greg Sayers
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Cr Sir John Walker, KNZM, CBE
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Cr Paul Young
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Ex-officio
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Deputy Mayor Cr Bill Cashmore
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Mayor Hon Phil Goff, CNZM, JP
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(Quorum 3 members)
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Sonya Inger
Governance Advisor
23 May 2019
Contact Telephone: (09) 414 2681
Email: sonya.inger@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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Responsibilities and powers
The Civil Defence Emergency Management Group Committee is a
statutory committee required under S12(1) of the Civil Defence and Emergency
Management Act 2002 (CDEM Act) and is responsible for:
·
being Auckland’s strategic forum for civil
defence and emergency management planning and policy
·
establishing an emergency management structure
for the Auckland region
·
developing, approving, implementing and monitoring
the Auckland Civil Defence Emergency Management Group Plan
·
developing, approving, implementing and
monitoring other relevant strategies and policies relevant to the powers and
functions of the Civil Defence and Emergency Management Group as identified in
the CDEM Act
·
performing the statutory functions of a civil
defence emergency management group
·
representing Auckland in the development of
national emergency management policy including approving relevant policy and
legislative submissions to external bodies
·
engaging with Local Boards and local board
portfolio holders on civil defence and emergency management issues.
The Civil Defence Emergency Management Group Committee will
exercise the statutory powers outlined in the Civil Defence Emergency Management
Act 2002 and the Auckland Civil Defence Emergency Management Group Plan. The
Civil Defence Emergency Management Group Committee is authorised to approve use
of the established emergency funding facility provided for emergency
management.
Relevant legislation includes but is not
limited to:
Civil Defence Emergency Management Act 2002; and
Hazardous Substances and New Organisms Act 1996.
Exclusion of the public – who
needs to leave the meeting
Members of the public
All members of the public must leave the
meeting when the public are excluded unless a resolution is passed permitting a
person to remain because their knowledge will assist the meeting.
Those who are not members of the public
General principles
·
Access to confidential information is managed on a “need to
know” basis where access to the information is required in order for a
person to perform their role.
·
Those who are not members of the meeting (see list below) must
leave unless it is necessary for them to remain and hear the debate in order to
perform their role.
·
Those who need to be present for one confidential item can remain
only for that item and must leave the room for any other confidential items.
·
In any case of doubt, the ruling of the chairperson is final.
Members of the meeting
·
The members of the meeting remain (all Governing Body members if
the meeting is a Governing Body meeting; all members of the committee if the
meeting is a committee meeting).
·
However, standing orders require that a councillor who has a
pecuniary conflict of interest leave the room.
·
All councillors have the right to attend any meeting of a
committee and councillors who are not members of a committee may remain,
subject to any limitations in standing orders.
Independent Māori Statutory Board
·
Members of the Independent Māori
Statutory Board who are appointed members of the committee remain.
·
Independent Māori Statutory Board
members and staff remain if this is necessary in order for them to perform
their role.
Staff
·
All staff supporting the meeting (administrative, senior
management) remain.
·
Other staff who need to because of their role may remain.
Local Board members
·
Local Board members who need to hear the matter being discussed
in order to perform their role may remain. This will usually be if the
matter affects, or is relevant to, a particular Local Board area.
Council Controlled Organisations
·
Representatives of a Council Controlled Organisation can remain
only if required to for discussion of a matter relevant to the Council Controlled
Organisation.
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Civil Defence
and Emergency Management Group Committee
29 May 2019
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ITEM TABLE
OF CONTENTS PAGE
1 Apologies 8
2 Declaration
of Interest 8
3 Confirmation
of Minutes 8
4 Petitions 8
5 Public
Input 8
6 Local Board
Input 8
7 Extraordinary
Business 8
8 Update
from Acting Director Auckland Emergency Management 11
9 Report on
Coordinating Executive Group meeting of 6 May 2019 13
10 Update on the
Natural Hazards Risk Management Action Plan 17
11 Updating Auckland
Civil Defence Emergency Management Group's list of Controllers, Recovery
Managers and Welfare Managers 51
12 Coordinating
Executive Group's amended Terms of Reference 53
13 Auckland Emergency
Management’s 2019 Group Level Exercise - Exercise Flux 63
14 Review of Auckland
Emergency Management’s Approach to Public Education and Incorporation of
Public Capability and Public Awareness Raising to Build Resilience 67
15 Forward Work
Programme 93
16 Consideration of
Extraordinary Items
1 Apologies
An apology from
IMSB Member T Henare has been received.
2 Declaration
of Interest
Members are
reminded of the need to be vigilant to stand aside from decision making when a
conflict arises between their role as a member and any private or other
external interest they might have.
3 Confirmation
of Minutes
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That the Civil Defence and Emergency Management Group Committee:
a)
confirm the ordinary minutes of its meeting,
held on Wednesday, 27 February 2019, as a true and
correct record.
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4 Petitions
At the close of
the agenda no requests to present petitions had been received.
5 Public
Input
At the close of
the agenda no requests for public input had been received.
6 Local
Board Input
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.”
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Civil Defence
and Emergency Management Group Committee
29 May 2019
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Update
from Acting Director Auckland Emergency Management
File No.: CP2019/08471
Te take mō te
pūrongo
Purpose of the report
1. To
give the Acting Director - Auckland Emergency Management the opportunity to
update the Committee.
Whakarāpopototanga matua
Executive summary
2. Sarah
Sinclair, Acting Director – Auckland Emergency Management will give a
presentation to the Committee.
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Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) receive
the presentation from the Acting Director – Auckland Emergency
Management.
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Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
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Authoriser
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Sarah Sinclair – Acting General Manager Auckland
Emergency Management
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Civil Defence
and Emergency Management Group Committee
29 May 2019
|
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Report on Coordinating Executive Group
meeting of 6 May 2019
File No.: CP2019/07783
Te take mō te
pūrongo
Purpose of the report
1. To
report to the committee, the advice and recommendations from the Coordinating
Executive Group meeting on 6 May 2019.
Whakarāpopototanga matua
Executive summary
2. The
Coordinating Executive Group met on 6 May 2019.
3. Agenda
items not separately reported to this committee are summarised in this report,
including:
· Enabling,
Empowering and Supporting Community Resilience
· Welfare
Sub Function Plans
· Activation,
Structure and Resources Workshop.
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Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) note
the report on Coordinating Executive Group meeting of 6 May 2019.
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Horopaki
Context
4. Under
section 20 of the Civil Defence Emergency Management Act 2002, the Coordinating
Executive Group:
· provides
advice to the Civil Defence Emergency Management Group
· implements,
as appropriate, the decisions of the Civil Defence Emergency Management Group
· oversees
the implementation, development, maintenance, monitoring and evaluation of the
of the Civil Defence Emergency Management Group Plan 2016-21.
5. In
performing these functions, the Coordinating Executive Group meets quarterly
and attends Civil Defence Emergency Management Group Committee meetings.
6. Items
from Coordinating Executive Group meetings, not separately reported to the
Civil Defence Emergency Management Group Committee are summarised in this
report.
Tātaritanga me ngā
tohutohu
Analysis and advice
Reported
items
7. Items
from the Coordinating Executive Group meeting that require a decision from the
Committee are separately reported on this agenda. Agenda items that do not
require a decision are summarised in this report.
Enabling, Empowering and
Supporting Community Resilience
8. The
Coordinating Executive Group received a report outlining Auckland Emergency
Management’s community resilience building initiatives that could be
considered for the Group’s shared work programme.
9. These
initiatives form a part of Auckland Emergency Management work on a framework
for the development, engagement and delivery of resilience initiatives to
strengthen Aucklanders' resilience. This work is informed by:
· the
community resilience principles in the Civil Defence and Emergency Management
Group Plan 2016-2021
· pilots
commencing from 2017 with child and youth, cultural and linguistically diverse,
business, pacific and disability communities
· the
findings in the bi-annual Monitoring Survey
· the
National Disaster Resilience Strategy Objectives - notably ‘enabling,
empowering and supporting community resilience’.
10. The
Coordinating Executive Group agreed to consider the shared approaches to
resilience building and share resilience communications and interagency
delivery when establishing a shared work programme.
Welfare Sub Function Plans
11. Following the
committee’s approval of the Auckland Welfare Plan (February 2019)
Auckland Emergency Management has started coordinating the collaborative
development of plans for the nine welfare sub functions.
12. Welfare sub
function plans are operational plans which define responsibilities, procedures
which also covers systems and agreements to enable agencies to respond
effectively together.
13. The
development of plans for each sub function will be led by the agency
responsible for that sub function under the National CDEM Plan 2015, as
follows:
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Registration
Needs Assessment
Household Goods and
Services
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Auckland Emergency
Management
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Inquiry
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New Zealand Police
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Care and protection service
of children and young people
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Oranga Tamariki –
Ministry of Children
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Psychosocial support
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District Health Boards
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Shelter and Accommodation
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Auckland Emergency
Management / Ministry of Business Employment and Innovation
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Financial Assistance
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Ministry of Social
Development
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Animal Welfare
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Ministry of Primary
Industries
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14. The Auckland
Welfare Coordinating Group committed to completing sub function plans as part
of the 2019/20 work programme.
15. Both sub
function plans for registration and needs assessment involve the collection and
analysis of information and the tasking of services to address the needs of
people, and their animals, in an emergency. For this reason, the Coordinating
Executive Group endorsed combining plans for these sub function plans into one
plan.
16. The
Coordinating Executive Group agreed to receive progress updates on the
development of the sub functions plans in August and November 2019, prior to
their completion by June 2020.
Activation, Structure and
Resources Workshop
17. The
Coordinating Executive Group held its first quarterly workshop on 4 April 2019,
as part of the Group’s collaborative joint work programme.
18. The purpose
of the workshop was to review activation protocols to ensure the flow of
relevant information between partner agencies in support of operational
awareness.
19. The workshop
ran a response scenario to explore how agencies move from business as usual to
activation, and the processes and time taken to mobilise local and distant
resources.
20. Topics
discussed included the activation in the case of single-agency and
multiple-agency responses, teleconferencing, staffing, data capture and
circulation, and situation reports.
21. The
Coordinating Executive Group agreed:
· each
agency of the Auckland Coordinating Executive Group is to develop/review
protocols to ensure that other Auckland Coordinating Executive Group partners
are advised of an emergency activation.
· Auckland
Emergency Management will revise activation protocols to ensure that a Auckland
Coordinating Executive Group teleconference is convened within 24 hours of
activation
· each
agency is to advise Auckland Emergency Management’s Duty Manager of
‘major’ single agency response or issue as a conduit to other
Auckland Coordinating Executive Group members
· each
Auckland Coordinating Executive Group agency is to ensure they have protocols
to circulate situation reports to Auckland Coordinating Executive Group
partners and the Emergency Coordination Centre
· each
agency is to consider how they could quickly capture and provide data on
availability of resources in the lead up to or immediate start of an event,
including staff who may live out of the area or district and go to a different
office or centre than usual
· each
agency is to consider testing out of hours phone pick-ups as part of business
continuity.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
22. There are no
direct impacts on Auckland Council Group arising from the matters outlined in
this report.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
23. There are no
direct, local impacts or impacts for local boards arising from the matters
outlined in this report.
Tauākī whakaaweawe
Māori
Māori impact statement
24. There are no
direct Māori impacts arising from the matters outlined in this report.
Ngā ritenga
ā-pūtea
Financial implications
25. There are no
financial implications arising from the matters outlined in this report.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
26. The matters
outlined in this report support Civil Defence Emergency Management and
improving its capability in Auckland. There are no specific risks identified as
arising out of the matters outlined in this report.
Ngā koringa ā-muri
Next steps
27. The advice
and recommendations from the Coordinating Executive Group meeting on 5 August
2019 will be reported to the next Civil Defence Emergency Management Group
Committee meeting on 28 August 2019.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Authoriser
|
Sarah Sinclair Acting General Manger Auckland
Emergency Management
|
|
Civil Defence
and Emergency Management Group Committee
29 May 2019
|
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Update on the Natural Hazards Risk
Management Action Plan
File No.: CP2019/08226
Te take mō te pūrongo
Purpose of the report
1. To
update the Civil Defence and Emergency Management Committee on the Natural
Hazards Risk Management Action Plan project and request approval to continue
with consultation on actions and development of the final draft.
Whakarāpopototanga matua
Executive summary
2. Auckland
is at risk from the impacts of a range of natural hazards. Detailed risk
assessments have identified 10 key natural hazards and how these hazards may
impact the Auckland region.
3. The
Natural Hazards Risk Management Action Plan describes how the risk of these
hazards is currently being managed at council and, through consultation within
council across eight key functions, the opportunities that exist to work to
mitigate future risk.
4. The
Natural Hazards Risk Management Action Plan has been expanded to include wider
consultation and action development across the Auckland Council Group.
5. A
draft discussion document has been developed that outlines the principles of
the Natural Hazards Risk Management Action Plan and draft actions developed for
key functions within Auckland Council to facilitate communication and
consultation on the plan. It will also be used as the basis for a deeper phase
of action refinement.
6. After
the final draft is prepared and presented to the Civil Defence and Emergency
Management Committee in August 2019, it will be combined with the natural
hazard risk assessments technical supporting documentation and monitoring and
evaluation framework into a roadmap outlining how council will implement the
Action Plan.
|
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) approve
the discussion document to go out for further consultation and action
development.
|
Horopaki
Context
7. Auckland
Council’s Natural Hazards Risk Management Action Plan is a key component
of council’s natural hazard management along with the Auckland Civil
Defence and Emergency Management Group Plan 2016-2021.
8. The
purpose of the Natural Hazards Risk Management Action Plan is to:
b) Identify
where Auckland’s natural hazards are and the risks they present.
c) Outline
the roles and responsibilities of Auckland Council in managing the risks of
natural hazards.
d) Identify
the actions Auckland Council will implement or facilitate over the next 10
years to reduce risk from natural hazards.
9. The
Natural Hazards Risk Management Action Plan is designed to be a short- to
mid-term (10-year) plan, that can align with Auckland Council’s
operational 10-year plan and budget. It also acknowledges how climate change,
as a longer-term effect, could likely impact each hazard and how this will
affect Auckland’s risk profile during that time, with most hazards increasing
in likelihood, and therefore, overall risk.
Tātaritanga me ngā tohutohu
Analysis and advice
10. A series of
semi-quantitative risk assessments identified 10 natural hazards (Figure 1)
that posed the largest risk to Auckland in terms of their impact to the natural,
cultural, economic and social environments:
· Flooding
- Waipuke
· Severe
wind - Pūkerikeri
· Volcanic
activity - Puia o Ruaumoko
· Tsunami
- Parawhenua o te Moana
· Coastal
inundation - Waipuke ki Tai
· Coastal
erosion - Horowhenua ki Tai
· Land
instability - Horowhenua
· Tornado
– Āwhiowhio
· Uncontrolled
fire - Mahuika
· Earthquake
– Ruaumoko
Figure 1 –Outcomes of
the risk assessments of the 10 natural hazards included in the Natural Hazards
Risk Management Action Plan. Blue hazards are generally managed as part of the
work programmes of Auckland Council but may require coordinated management
during larger events, management of green hazards are led by other agencies but
can be supported by Auckland Council and orange hazards are considered
catastrophic and may require specific management strategies.
11. Eight key
functions of council were identified as contributing in a significant way to
the mitigation of natural hazards risk and engagement partners were identified
in each area.
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Key Function
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Engagement partners
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Emergency management and
preparedness
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Auckland Emergency
Management
Coordinating Executive
Group Partners
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Governance and leadership
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Civil Defence and
Emergency Management Group Committee
Coordinating Executive
Group Partners
|
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Strategy, policy and
planning
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Natural Environment
Strategy Office
Plans and Places
Growth and
Infrastructure Strategy Office
Sustainability Office
Risk and Legal
|
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Regulations and consents
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Resource Consents
Infrastructure and
Environmental Services Group
|
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Asset management
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Asset Management Group
Community Facilities
|
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Knowledge and research
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Research and Evaluation
Unit
|
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Communication, education
& community engagement
|
Auckland Emergency
Management
Diversity and Inclusion
Office
|
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Partnerships
|
Relationship Management
Unit
Council Controlled
Organisations
|
12. The
development of an initial draft of the Action Plan involved workshops and
interviews with a range of stakeholders including mana whenua, stakeholders,
key engagement partners and the wider Auckland Council Group.
13. During these
initial discussions, priorities, responsibilities and gaps/considerations in
current management strategy in each of the eight key functions were identified
and draft actions were developed to address those opportunities.
14. A draft
discussion document has been developed that incorporates these initial findings
(refer to Attachment 1) to facilitate further communication and consultation on
the Natural Hazards Risk Management Action Plan. This document was presented to
the Coordinating Executive Committee in May 2019 for feedback and is presented
here with minor refinements.
15. An important
function of the Natural Hazards Risk Management Action Plan discussion document
is to encourage engagement partners to think about natural hazard risk in a
different way. Particularly, where the distinction lies between how natural
hazards risk is managed as a function of their normal work programmes and where
a more coordinated approach across council would be needed for disaster
management or resilience building. This is being used as the basis for a deeper
dive into how we manage natural hazard risk as an organisation.
16. A deeper
phase of engagement and action development is underway. This involves meeting
again with business units across council who manage the impacts of natural
hazards in their work programme, or whose operations would be affected by the
impacts of natural hazards, to work on action refinement.
17. Once the
final action plan is drafted and presented to the committee, a road map will be
developed that will address how the Natural Hazards Risk Management Action Plan
will be implemented and used across council. This will include:
a) the
technical natural hazard risk assessments and supporting documentation
b) the
final Action Plan for Auckland Council
c) details
of a monitoring and evaluation framework
Ngā whakaaweawe me ngā
tirohanga a te rōpū Kaunihera
Council group impacts and views
18. While the
current Natural Hazard Risk Management Action Plan does not include Council
Controlled Organisations, future iterations will be expanded to outline the
roles and responsibilities of other agencies and organisations in managing the
risks of natural hazards and opportunities for synergies within the Auckland
Council Group.
Ngā whakaaweawe ā-rohe me
ngā tirohanga a te poari ā-rohe
Local impacts and local board views
19. The Natural
Hazards Risk Management Action Plan acknowledges the diversity of Auckland, not
only geographically, but socially, culturally and economically.
20. During the
risk assessment development, the impact of each natural hazard was mapped
spatially using GIS tools, to identify the current, historic, or future
exposure of the region. This will be used during future engagement with local
communities and incorporated into the technical supporting documentation.
Tauākī whakaaweawe Māori
Māori impact statement
21. Engagement
with mana whenua was part of the early development of this document, which
guided how it should be considered in the context of Te Ao Māori and where
opportunities exist to partner on risk mitigation strategy and action
development.
22. Mana whenua
will be approached again as a part of the development of the implementation
road map to consider where they wish to be involved in the natural hazard risk
management process.
23. Mana whenua
have advocated for future iterations of the document to include man-made and
technological hazards. This is likely to be addressed in a separate document.
Ngā ritenga ā-pūtea
Financial implications
24. Consultation
and engagement costs have been factored into the budgets of the 2018-2019 and
2019-2020 financial years.
Ngā raru tūpono me ngā
whakamaurutanga
Risks and mitigations
25. Engagement
has been expanded to include a wider section of Auckland Council to ensure the
Natural Hazard Risk Management Action Plan identifies all current and future
natural hazard mitigation plans across the wider organisation during action
development.
Ngā koringa ā-muri
Next steps
26. Action
refinement and draft development will continue.
27. The final
plan will be brought to the Civil Defence and Emergency Management Committee in
August 2019.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩ 
|
Natural Hazards Risk Management Action Plan draft
discussion
|
23
|
Ngā kaihaina
Signatories
|
Author
|
Angela Doherty - Principal Science Advisor
|
|
Authorisers
|
Jennifer Rose - Head of response and Recovery
Sarah Sinclair - Acting General Manager Auckland
Emergency Management
|
|
Civil Defence
and Emergency Management Group Committee
29 May 2019
|
|
|
Civil Defence and
Emergency Management Group Committee
29 May 2019
|
|
Updating Auckland Civil Defence
Emergency Management Group's list of Controllers, Recovery Managers and Welfare
Managers
File No.: CP2019/08551
Te take mō te
pūrongo
Purpose of the report
1. To
update Auckland Civil Defence Emergency Management Group’s list of
controllers, recovery managers and welfare managers.
Whakarāpopototanga matua
Executive summary
2. The
Civil Defence Emergency Management Act 2002 requires Civil Defence Emergency
Management Groups to appoint personnel to the positions of controller and
recovery manager.
3. The
National Civil Defence Plan Oder 2015 requires Civil Defence Emergency
Management Groups to appoint personnel to the position of welfare manager.
4. The
Auckland Civil Defence Emergency Management Group maintains a list of
authorised controllers, recovery managers and welfare managers. Removal from,
or addition to the list of controllers, recovery managers and welfare managers
requires a resolution of the Civil Defence Emergency Management Group
Committee.
5. Ben
Hankinson, former Head of Operations, and Kiri Maxwell, former Principal
Advisor Strategy and Partnerships, are no longer available to be Auckland Civil
Defence Emergency Management Group controllers.
6. Catherine
Cooper, former Head of Resilience and Welfare, and Kiri Maxwell, former
Principal Advisor Strategy and Partnerships, are no longer available to be
Auckland Civil Defence Emergency Management Group welfare managers.
|
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) approve
the removal of Ben Hankinson, former Head of Operations, and Kiri Maxwell,
former Principal Advisor Strategy and Partnerships from the list of Auckland
Civil Defence Emergency Management Group controllers
b) approve
the removal of Catherine Cooper, former Head of Resilience and Welfare, and
Kiri Maxwell, former Principal Advisor Strategy and Partnerships, from the
list of Auckland Civil Defence Emergency Management Group welfare managers.
|
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Author
|
Wayne Brown - Principal Recovery Advisor
|
|
Authorisers
|
Jennifer Rose - Head of response and Recovery
Sarah Sinclair - Acting General Manager Auckland
Emergency Management
|
|
Civil Defence
and Emergency Management Group Committee
29 May 2019
|
|
Coordinating Executive Group's amended
Terms of Reference
File No.: CP2019/07169
Te take mō te
pūrongo
Purpose of the report
1. To
approve the Coordinating Executives Group’s amended Terms of Reference as
endorsed by the Coordinating Executive Group on 6 May 2019.
Whakarāpopototanga matua
Executive summary
2. The
Coordinating Executive Group agreed to the recommendations of two reports
presented to the February 2019 meeting resulting in the following proposed
amendments to the Group’s Terms of Reference:
· membership changes in response to the split of Auckland Emergency
Management’s Director and Controller roles
· the addition of quarterly Group workshops.
3. These
matters were discussed in reports to the Committee on 27 February 2019 in the
Director’s Report on the Coordinating Executive Group’s meeting of 4
February 2019 (Resolution numbers CP2019/1178 and CIV/2019/4) and the Forward
Work Programme (Resolution numbers CP2019/1224 and CIV/2019/10) report.
4. Amended
Terms of Reference were circulated amongst Coordinating Executive Group members
for comment on 4 April 2019 and endorsed at the Group’s meeting on 6 May
2019.
5. Amendments
include:
· the addition of the Controller as a member of the Group
· name changes amongst members (Fire and Emergency Management New
Zealand and Auckland Emergency Management) and recognition of St John’s
role in emergency management
· updating the diagram in Appendix B of the Terms of Reference to
reflect these changes and accurately reflect current membership
· provision for quarterly workshops.
|
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) approve
the Coordinating Executive Group’s amended Terms of Reference as
endorsed by the Coordinating Executive Group on 6 May 2019.
|
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩ 
|
Civil Defence Emergency Management Coordinating
Executive Group - Terms of Reference
|
55
|
Ngā kaihaina
Signatories
|
Author
|
Wayne Brown - Principal Recovery Advisor
|
|
Authorisers
|
Jennifer Rose - Head of response and Recovery
Sarah Sinclair - Acting General Manager Auckland
Emergency Management
|
|
Civil Defence
and Emergency Management Group Committee
29 May 2019
|
|
|
Civil Defence
and Emergency Management Group Committee
29 May 2019
|
|
|
Civil Defence
and Emergency Management Group Committee
29 May 2019
|
|
Auckland Emergency Management’s
2019 Group Level Exercise - Exercise Flux
File No.: CP2019/08182
Te take mō te
pūrongo
Purpose of the report
1. Update
the committee on Auckland Emergency Management’s Group Level Exercise for
2019 - ‘Exercise Flux’.
2. Seek
the committee’s endorsement to run the exercise across all participating
members of the Auckland CDEM Group.
Whakarāpopototanga matua
Executive summary
3. Exercise
Flux is a Civil Defence Emergency Management Group level exercise designed to
test Auckland Emergency Management’s collaboration with partner agencies.
4. Exercise
Flux is a functional exercise taking place in the Emergency Coordination Centre
intermittently over a 12-week period from 4 June 2019.
5. The
aim of Exercise Flux is to test and improve the coordination and operational
capability of all functions in the Auckland Emergency Management Emergency
Coordination Centre, with support from, and inclusion of, Auckland Council
emergency support staff and partner agencies, in the context of a slow-burn
escalating event.
6. To
ensure Exercise Flux supports opportunities for multi-agency collaboration on
exercising, Auckland Emergency Management have established an ‘Exercise
Working Group’, comprised of representatives from the Auckland Civil
Defence Emergency Management Coordinating Executive Group.
7. The
Exercise Working Group will be involved in the end of exercise debrief and will
utilise the End of Exercise Report findings to explore further exercise
collaboration opportunities.
8. Learnings
from Exercise Flux will be provided to Committee members in the form of an End
of Exercise Report in November 2019, and adopted into future work plan
activities.
|
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) endorse
Auckland Emergency Management running the exercise across all participating
members of the Auckland Civil Defence Emergency Management Group.
|
Horopaki
Context
9. The
development of an exercise calendar is a stipulated requirement of the Auckland
Group Plan (2016-2021) - Action Item 51: “establish and implement an
exercise calendar (minimum two exercises per year) that is aligned with the
national exercise programme.”
10. The
exercise calendar reflects a commitment (under Clause 104 of the National Civil
Defence Emergency Management Plan Order 2015) to supplement national exercises
with regular agency and local exercises. This will contribute to building
preparedness for national level exercises, specifically the national Alpine
Fault Magnitude 8 (AF8) exercise planned for 2020.
11. Regular
planning and delivery of exercises provides a way to evaluate capability,
identify gaps and issues and to practice established roles and
responsibilities. Lessons identified in exercises can be used to update plans
and procedures and to improve the ability of agencies to carry out response and
recovery activities.
12. A
commitment to regular joint-agency exercising, through the formation of an
Exercise Working Group, will also contribute to meeting the ‘Review of
the Response to the Auckland Storm of 10 April 2018’ recommendation, that
we “invest in the building and maintenance of constructive relationships
amongst Auckland Civil Defence Emergency Management Group (the Group)
members.”
Tātaritanga me ngā
tohutohu
Analysis and advice
13. This
report advises Committee members that Auckland Emergency Management will
conduct a group level exercise (June – August 2019) involving Auckland
Emergency Management and council staff, with support from agency partners,
Lifelines and the Auckland Welfare Coordination Group. This exercise is the
first step in beginning work toward building an aligned and highly
collaborative approach to exercising.
14. This
report also advises committee members that Auckland Emergency Management has
formed an Exercise Working Group to enhance future opportunities for
collaborative exercising. The formation of the partner agency Exercise Working
Group will ensure a process is established for effectively sharing exercise
learnings, for pooling exercise resources between agencies, and for identifying
future exercising opportunities
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
15. Representatives
from WaterCare, Auckland Transport Operations Centre and Ports of Auckland have
been advised of Exercise Flux and their participation requested. Participation
for these members is partial, which means it will largely occur through remote
communication in and out of the Emergency Coordination Centre, as required.
16. Auckland
Emergency Management volunteer staff from across a range of Auckland Council
departments have also been invited to participate in Exercise Flux. The
Executive Lead team have been advised of their participation, which should not
exceed two full days of exercising in the Emergency Coordination Centre.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
17. The
recommendations contained in this report have no identified local impacts. The
suggested initiative focuses on internal capacity building of Auckland
Emergency Management staff, wider council, Auckland Council Support Staff
(volunteers), and partner agencies. The exercise will not involve members of the
public or local board members.
18. Future
exercises may result in local board members being invited to participate.
Invitations to participate will be preceded by an Exercise Warning Order and
appropriate guidance will be provided.
Tauākī whakaaweawe
Māori
Māori impact statement
19. The
recommendations made in this report have no identified Māori impacts.
Ngā ritenga
ā-pūtea
Financial implications
20. There are no
identified financial implications arising out of recommendations made in this
report.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
21. Risk
management is a central focus of emergency management. The risk of not
proceeding with the recommendations in this report is that Auckland Emergency
Management and partner agencies may not be fully prepared or have the
capabilities and confidence to effectively respond and recover from a real
emergency event.
22. Project
management principles applied to the development of Exercise Flux and any
future exercises will ensure risks are appropriately addressed.
Ngā koringa ā-muri
Next steps
23. The committee
will be updated on Exercise Flux in August 2019 and will be provided with the
End of Exercise Report, documenting the key lessons and areas for improvement
identified, in November 2019.
24. Any learnings
or improvement actions will be added to the Auckland Emergency Management
Evaluation Action Plan for inclusion in an improvements work programme.
25. The Exercise
Working Group will be convened in June 2019 and will receive updates on the
progress of Exercise Flux and the End of Exercise Report.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Author
|
Adam Maggs - Head of Capability and Public Awareness
|
|
Authoriser
|
Sarah Sinclair - Acting General Manager Auckland
Emergency Management
|
|
Civil Defence
and Emergency Management Group Committee
29 May 2019
|
|
Review of Auckland Emergency
Management’s Approach to Public Education and Incorporation of Public
Capability and Public Awareness Raising to Build Resilience
File No.: CP2019/08180
Te take mō te
pūrongo
Purpose of the report
1. To update the Civil Defence and Emergency Management Group Committee
on the findings of the Auckland Emergency Management Public Education Review
(Attachment A).
Whakarāpopototanga matua
Executive summary
2. In anticipation of the expiration of the National Public Education
Programme Strategy (2016 – 2019), Auckland Emergency Management has
carried out a review of their approach to public education. The review:
· analysed
current and on-going public education work against the National Public
Education Programme Strategy (2016 – 2019)
· identified
areas for improvement
· identified
opportunities to better incorporate resilience thinking into our objectives and
approaches to public education and capability building
· recommended
the formation of a partner agency Public Education/Capability Working Group to
maximise opportunities for partner agency collaboration.
3. The
analysis will be used to develop a Public Education and Capability Strategy for
2019 – 2022 which will incorporate public education components and be
supplemented by an Implementation Plan. The Implementation Plan is
outside the scope of this report.
4. The
Coordinating Executive Group meeting on 6 May 2019 confirmed that the approach
to public education would benefit from strengthening the links with community
resilience objectives and outcomes.
5. Auckland Emergency Management will form a Public
Education/Capability Working Group with the Coordinating Executive Group to
maximise synergies and opportunities for collaboration.
6. Auckland Emergency Management will ensure the updated approaches to
public education and capability building maintain alignment with the Ministry
of Civil Defence and Emergency Management’s Public Education Programme
Strategy anticipated to be released late 2019.
|
Ngā tūtohunga
Recommendation/s
That the Auckland Civil
Defence and Emergency Management Group Committee:
a) note
the findings of the Auckland Emergency Management Public Education Review
(Attachment A of the agenda report).
|
Horopaki
Context
7. Section 17 of the Civil Defence Emergency Management Act 2002
establishes clear local responsibility for public education. This includes:
· consulting
and communicating about hazards and risks
· taking
all steps necessary, on an ongoing basis, to maintain and provide, or to
arrange the provision of, or otherwise to make available material, services,
information, and any other resources for effective civil defence emergency
management in its area
· within
its area, promoting and raising public awareness of, and compliance with, the
Act and legislative provisions relevant to the purpose of the Act
· promote
civil defence emergency management in its area that is consistent with the
purpose of the Act.
8. Auckland
Emergency Management’s Public Education Strategy was last reviewed in
2016, following the delivery of the 2016 - 2021 Auckland Group Plan. The Group
Plan called for the “development of a public education strategy to
enhance disaster preparedness through relevant and meaningful community
engagement.”
9. The
Auckland Public Education Strategy (2016 - 2019) was directly informed by
Ministry of Civil Defence and Emergency Management’s Public Education
Programme Strategy (2016 - 2019).
10. The
Ministry of Civil Defence and Emergency Management National Approach to public
education focused on empowering people to take responsibility for their own
preparedness by changing the way people think about preparedness.
11. Auckland
Emergency Management reviewed their approach to public education against the
five-part national approach and the four overarching objectives. For detail on
the review and outcomes please refer to Attachment A.
12. Since
2016, a number of national and regional strategy documents have aligned with
the Auckland CDEM Group Plan’s focus on resilience, including the
recently released National Disaster Resilience Strategy and the Auckland Plan.
This alignment suggests that Auckland’s approach to public education and
capability building for 2019 – 2022 should reflect and incorporate
resilience thinking.
Tātaritanga me ngā
tohutohu
Analysis and advice
\
13. The
review analysed Auckland’s approach to Public Education against the four
National Objectives and the five National Approaches for 2016 – 2019.
The four overarching objectives for
2016-2019 were
· More
people are aware of why they need to be prepared
· More
people understand how to prepare
· More
people have taken steps to be more prepared
· More
people are fully prepared (have made plans, stored/checked and updated
emergency supplies)
The five-part approach for 2016 –
2019 was made up of the following
· Reframing
the conversation
· Targeting
the most vulnerable
· Encouraging
ownership
· Making
preparedness easy, relevant and real
· Being
positive and empowering
14. Based
on the review findings (Attachment A), and to better align Auckland Emergency
Management’s public education and capability building objectives with the
Auckland Plan and the recently released National Disaster Resilience Strategy,
Auckland Emergency Management put forward some revised objectives and
approaches to the Coordinating Executive Group for consideration.
15. The
Coordinating Executive Group endorsed the formation of a Public
Education/Capability Working Group to consider the following suggested
objectives and approaches for 2019 -2022:
Objectives:
· People
are aware of how their resilience contributes to their ability to get through
disasters
· People
have a strong sense of what resilience means to them and understand what they
can do to grow their resilience
· People
take steps to enhance their resilience in all its aspects
· People,
their families and communities are more resilient.
Approaches:
· Make
the conversation relatable
· Ensure
public education is accessible to everyone and is adapted to meet diverse needs
· Enable
ownership of resilience
· Make
approaches to enhancing resilience easy, relevant and real
· Facilitate
people to take action.
16. The review indicated that Auckland Emergency Management would prefer
to see the scope of public education objectives broadened from the 2016 –
2019 focus on building ‘preparedness’ toward a focus on building
‘resilience and public capability’ more generally.
17. The
proposal to adopt an approach centered around growing Auckland’s
resilience reflects the newly released National Disaster Resilience Strategy
(2019 – 2029), specifically priority three which calls for:
“enabling, empowering and supporting community resilience: building a
culture of resilience in New Zealand so that everyone can participate in and
contribute to communities’ - and the nation’s –
resilience” (2019, p. 2). Attached to this priority is Objective 15 which
calls for CDEM Groups to “…embed strategic objectives for resilience
in key plans and strategies” (2019, p. 3).
18. The
suggested shift toward resilience and capability building also links to the
Auckland Plan 2050, specifically the Plan’s focus on “supporting
and working with communities to thrive in a changing world” (2018, p.11).
19. The
review indicated that a focus on resilience building for public education would
enable scope to include the 4Rs – reduction, readiness, response and
recovery – under the umbrella of ‘resilience’.
20. The review also pointed toward opportunities where Auckland
Emergency Management could benefit from collaboration with partner agencies on
the delivery of public education and targeted capability building. Through the
formation of a partner agency Public Education/Capability Working Group,
learning will be shared across the sector and used to inform the development of
an Auckland Emergency Management Public Education and Capability Strategy for
2019 – 2022.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
21. The proposed initiatives contained in this report have no identified
impacts on other parts of the council group. The views of council-controlled
organisations were not required for the preparation of this report’s
advice.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
22. The recommendations contained in this report have no direct local
impacts.
23. Local boards will be invited to provide input on the development of
the Public Education and Capability Implementation Plan, which will be prepared
after the development of the Public Education and Capability Strategy for 2019
– 2022. The Implementation Plan is currently outside the scope of this
report.
Tauākī whakaaweawe
Māori
Māori impact statement
24. Auckland Emergency
Management is committed to being responsive to Māori by developing a
strategy that is reflective of mātauranga and aligned to te ao Māori
values. The Public Education/Capability Working Group will seek to work with
Māori to ensure this is realised.
25. Auckland
Emergency Management is committed to the development of a strategy that enables
shared learning and builds upon the strengths and capability of Māori.
26. Understanding
how disaster risk intersects with structural inequality is critical to ensuring
we develop a strategy that is responsive to the needs of, and enables, positive
outcomes for Māori.
Ngā ritenga
ā-pūtea
Financial implications
27. There are no
identified financial implications arising out of recommendations made in this
report.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
28. Risk
management is a central focus of emergency management. The risk of not
proceeding with the recommendations outlined in this report is that Auckland
Emergency Management and partner agencies will not be able to effectively
deliver a collaborative approach to public education and capability building
for 2019 – 2022. This may also impact on Auckland’s ability to
effectively respond and recover from a real emergency event.
Ngā koringa ā-muri
Next steps
29. Utilise the
Public Education/Capability Working Group to set objectives and develop plans
for engagement and collaboration opportunities.
30. Utilise the
findings of Auckland Emergency Management’s Public Education Review
(Attachment A) and the input of the Public Education/Capability Working Group
to develop a Public Education and Capability Strategy (2019 – 2022) for
Auckland Emergency Management.
31. Present the
Public Education and Capability Strategy (2019 – 2022) to the CDEM Group
Committee in November 2019 for approval.
32. Develop a
Public Education and Capability Implementation Plan to align with the Public
Education and Capability Strategy (2019 – 2022).
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Review: Auckland Emergency Management’s Approach
to Public Education
|
73
|
Ngā kaihaina
Signatories
|
Author
|
Adam Maggs - Head of Capability and Public Awareness
|
|
Authoriser
|
Sarah Sinclair - Acting General Manager Auckland
Emergency Management
|
|
Civil Defence
and Emergency Management Group Committee
29 May 2019
|
|
|
Civil Defence and
Emergency Management Group Committee
29 May 2019
|
|
Forward Work Programme
File No.: CP2019/07335
Te take mō te
pūrongo
Purpose of the report
1. To
update the Civil Defence Emergency Management Committee on the Forward Work
programme.
Whakarāpopototanga matua
Executive summary
2. A
report updating the Civil Defence Emergency Management Group Committee on the
Forward Work programme is a standing item on the committee’s agenda.
3. The
format of this update report has been revised to better reflect recent
decisions on actions under the Group Plan 2016-21 and joint work across
Coordinating Executive Group agencies. Scheduled reports for the
committee’s next quarterly meeting and upcoming workshops amongst
Coordinating Executive Group agencies are identified. The report is accompanied
by two attachments:
· Auckland
Coordinating Executive Group and Civil Defence Emergency Management Group
Committee Forward Work Programme 2018/19 (Attachment A)
· Coordinating
Executive Group - Joint Workshops and Meetings (Attachment B).
4. Scheduled
reports to the Committee’s August 2019 meeting include:
· General
Managers Update
· Report
on the Coordinating Executive Group
· Natural
Hazards Risk Management Action Plan
· Pathways
to Preparedness: A Planning Framework for Recovery
· Auckland
Civil Defence Emergency Management Group Controller and Recovery Managers List
(if required by changes)
· Welfare
Sub Function Plans
· Forward
Work Programme
5. Upcoming
workshops of Coordinating Executive Group agencies before end of July 2019,
include:
· Joint
exercising Working Group
· Joint
Action Plan Working Group
· Community
Resilience Building Working Group
· Public
Education Working Group
6. The
format of this report and its attachments will be reviewed to more clearly
convey key information before the next Committee meeting.
|
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Group Committee:
a) approve
this update on the Auckland Coordinating Executive Group and Civil Defence
and Emergency Management Group Committee Forward Work Programme 2018/19.
b) note
the Coordinating Executive Group’s Joint Workshops and Meetings.
|
Horopaki
Context
7. An
update on the work programme to implement actions in the Civil Defence
Emergency Management Group Plan 2016-21 is a standing item on the Civil Defence
Emergency Management Group Committee’s agenda. The familiar summary of
the work programme in table form is appended as Attachment A.
8. The
Committee agreed to reflect interagency priorities to implement the intent of
the Group Plan and to respond to priorities arising since the publication of
the Group Plan (CIV/2019/10). An additional attachment setting out joint
workshops and meetings of Coordinating Executive Group agency representatives
is appended as Attachment B.
Tātaritanga me ngā
tohutohu
Analysis and advice
Revised Reporting Format
9. Agreements
in response to reviews of the 10 April 2018 storm and the SIMS Pacific fire
have seen additions to the Coordinating Executive Group’s work programme.
At its February 2019 meeting the Coordinating Executive Group agreed to
recommendations for the:
· development
of a revised work programme to reflect inter-agency priorities for work to
implement the Group Plan intent and to respond to priorities emerging since
publication of the Group Plan before the next schedule update
· the
addition of quarterly workshops to the Coordinating Executive Group annual schedule.
10. This report
has been revised to provide an update on:
· scheduled
reports to the Committee’s August 2019 meeting generated out of the work
programme
· project
specific joint workshops and meetings
· the
next quarterly meeting of the Coordinating Executive Group.
11. The format of
this report and attachments will be revised to set out the key information more
clearly and simply before the Committee’s meeting on 28 August 2019.
Scheduled Reports
12. The Auckland
Coordinating Executive Group and Civil Defence Emergency Management Group
Committee forward work programme 2018/19 is appended as Attachment A.
13. Work
undertaken to implement actions identified in the Group Plan reported to the
Civil Defence Emergency Management Group Committee meeting on 28 August 2019
include:
|
General Managers Update
|
For information
|
|
Coordinating Executive Group Meeting
|
For information
|
|
Natural Hazards Risk Management Action
Plan
|
For the approval of the CDEM Group
Committee
|
|
Pathways to Preparedness: A Planning
Framework for Recovery
|
For the approval of the CDEM Group
Committee
|
|
Auckland CDEM Group Controller and
Recovery Managers list (update report on additions/removals if required)
|
For the approval of the CDEM Group
Committee
|
|
Welfare Sub Function Plans
|
|
|
Forward Work Programme (update for the
next period)
|
For approval of the CDEM Group Committee
|
14. The
agenda for the next committee meeting may also include reports generated out of
unscheduled work arising in the intervening period.
Upcoming Workshops
15. Joint
workshops and meetings for Coordinating Executive Group agencies are set out in
Attachment B.
Project Specific
16. Items
occurring before the end of July 2019 include:
|
Joint Action Plan Working Group
|
22 May 2019
(further meetings being
arranged)
|
|
Joint Exercising Working Group
|
19 June 2019
|
|
Community Resilience Building Working
Group
|
Rescheduled following the Christchurch
Mosque Attack
|
|
Public Education Working Group
|
Arrangements being made in line with
Coordinating Executive Groups meeting on 6 May 2019.
|
Quarterly Workshops
17. The
Coordinating Executive Group’s next Quarterly workshops is scheduled for
29 July 2019. Workshop topics will be confirmed in advance of the workshop.
Ngā whakaaweawe me ngā
tirohanga a te rōpū Kaunihera
Council group impacts and views
18. The work
outlined in this update is undertaken in fulfilment of functions under the
Civil Defence Emergency Management Act 2002. Council group impacts and views
relating to individual items of work will be addressed when work programme
items are separately reported on.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
19. There are no
local impacts arising from this report. Any local impacts or local board views relating
to items on the work programme are addressed when individual items are reported
on to the Civil Defence Emergency Management Committee.
Tauākī whakaaweawe
Māori
Māori impact statement
20. There are no
impacts on Māori arising from this report. Any impacts for Auckland Māori
relating to items on the work programme will be addressed when individual items
of work are reported on.
Ngā ritenga
ā-pūtea
Financial implications
21. There are no
financial implications arising from this report.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
22. There are no
risks arising from this report.
Ngā koringa ā-muri
Next steps
23. An update on
the Forward Work programme will be reported to the committee at its next
meeting on 28 August 2019.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩ 
|
Auckland CEG and CDEM Group Committee Forward Work
Programme 2018/19 Programme
|
97
|
|
b⇩
|
CEG - Joint Meetings and Workshops
|
99
|
Ngā kaihaina
Signatories
|
Author
|
Wayne Brown - Principal Recovery Advisor
|
|
Authorisers
|
Jennifer Rose - Head of Response and Recovery
Sarah Sinclair – Acting General Manager Auckland
Emergency Management
|
|
Civil Defence
and Emergency Management Group Committee
29 May 2019
|
|
|
Civil Defence and
Emergency Management Group Committee
29 May 2019
|
|
