2 Apologies
An apology from
Member T Berger has been received.
3 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.
4 Confirmation
of Minutes
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That the Rodney Local Board:
a)
confirm the ordinary minutes of its meeting,
held on Thursday, 20 June 2019, including the
confidential section, as a true and correct record.
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5 Leave
of Absence
At the close of
the agenda no requests for leave of absence had been received.
6 Acknowledgements
At the close of
the agenda no requests for acknowledgements had been received.
7 Petitions
At the close of
the agenda no requests to present petitions had been received.
8 Deputations
Standing
Order 7.7 provides for deputations. Those applying for deputations are required
to give seven working days notice of subject matter and applications are
approved by the Chairperson of the Rodney Local Board. This means that details
relating to deputations can be included in the published agenda. Total speaking
time per deputation is ten minutes or as resolved by the meeting.
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8.1 Additional
bus stops in Coatesville
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Te take mō te pūrongo
Purpose
of the report
1. Mary
Logan has requested a deputation to discuss the need for additional bus stops
in Coatesville on the Westgate to Albany (#126) bus route.
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Ngā tūtohunga
Recommendation/s
That the Rodney Local Board:
a) thank
Ms Logan for her presentation.
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9 Public
Forum
A period of
time (approximately 30 minutes) is set aside for members of the public to
address the meeting on matters within its delegated authority. A maximum of three
minutes per item is allowed, following which there may be questions from members.
At the close of
the agenda no requests for public forum had been received.
10 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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Rodney Local
Board
18 July 2019
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Pathways
to Preparedness: A Planning Framework for Recovery
File No.: CP2019/12257
Te take mō te
pūrongo
Purpose of the report
1. To
seek local board feedback on the draft Pathways to Preparedness: A Planning
Framework for Recovery.
Whakarāpopototanga matua
Executive summary
2. The
draft Pathways to Preparedness: A Planning Framework for Recovery has been
developed to ensure Auckland is better prepared to recover from a disaster.
3. The
planning framework set out in the document:
· Identifies
community values and priorities
· Sets
a vision for recovery
· Focuses
on the consequences to be addressed in recovery
· Focuses
on building capacity and capability and addressing barriers
· Identifies
actions to build momentum.
4. It
has been developed with local board engagement over 2018 and local board feedback
is now sought particularly on:
· Community
values
· Community
priorities
· The
vision
· The
way we will work in recovery
· The
work to be done to be better prepared for recovery
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Ngā tūtohunga
Recommendation/s
That the Rodney Local Board:
a) provide
feedback on the draft Pathways to Preparedness: A Planning Framework for
Recovery.
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Horopaki
Context
5. Following
the Christchurch and Kaikoura earthquakes the Civil Defence Emergency
Management Act 2002 was amended, and new guidelines were issued requiring
better preparation for, and implementation of, recovery from a disaster.
6. Auckland
Emergency Management began development of the Resilient Recovery Strategy to
ensure Auckland is better prepared. This included:
· Workshops
on recovery with local boards between 24 May and 12 July 2018
· Reporting
back on the workshops in September 2018
· Presentations
to Local Board Cluster Meetings in March and November 2018
· Updating
local boards on the development of the Resilient Recovery Strategy in November
2018 and advising that a draft would go the Civil Defence Emergency Management
Group Committee in February 2019.
7. At
the beginning of this year the Resilient Recovery Strategy was renamed
‘Pathways to Preparedness: A Planning Framework to Recovery’ as it
better described the document’s intent and contents.
8. The
Civil Defence Emergency Management Group Committee approved the draft Pathways
document for targeted engagement in February 2019.
Tātaritanga me ngā
tohutohu
Analysis and advice
9. The
development of Pathways to Preparedness: A Planning Framework for Recovery
followed the Ministry of Civil Defence and Emergency Management’s
‘Strategic Planning for Recovery’ guidelines [DGL 20/17].
10. The Pathways
document (Attachment A to the agenda report) is structured around the process
illustrated in the components of Figure 1 in the Pathways document (page 3):
i) Identifying
community values and priorities
The
planning framework set out in the Pathways document is described as community
centric. Community values and priorities guide us in our preparations enabling
recovery to be set up and implemented in a way that helps to meet community
needs and aspirations.
An
initial set of community values and priorities was derived from workshops with
local boards and advisory panels. They will be refined through community
engagement as a part of actions to build a better understanding of recovery.
ii) Setting
the recovery vision
The
Pathways document sets the vision whereby “Auckland’s people,
communities, businesses and infrastructure are well-placed to recover from a
disaster.”
Being
well placed means being well-prepared.
iii) Anticipation
of consequences and opportunities of Auckland hazards and risks
Anticipating
potential consequences and opportunities from the impacts of Auckland’s
hazards and risks provides insight into what might be required of a recovery.
Auckland’s hazards and risks are identified in our Group Plan and some
are the focus of the Natural Hazards Risk Management Action Plan. Building on
previous work is part of the work programme resulting from the planning
framework under the Pathways document.
iv) Building
capacity and capability, addressing barriers to recovery
Another
way in which the planning framework is community centric is in the way we will
work in a recovery. Taking a collaborative, partnership approach means
structuring and implementing recovery in a way that maintains its focus on
community outcomes.
A
significant recovery will require ‘big government’ structures and
processes to effectively mobilise resources and coordinate large scale effort.
Such approaches can seem remote from local communities. Effort is required to
ensure good communication and community engagement are effectively maintained.
v) Identifying
actions to build momentum
Another
significant focus is the work we need to do to be better prepared. There are 43
actions identified under five focus areas: Recovery is communicated; Recovery
is understood; Capacity and Capability is available; Collaboration is
supported, and Progress is monitored and evaluated.
The
actions will form a work programme to be implemented in the lead up to the
review of the Auckland Civil Defence Emergency Management Group Plan which is
due by October 2021 unless delayed by events.
11. Against this
background comments and views on the Pathways to Preparation: A Planning
Framework for Recovery strategy is particularly required on:
· Community
values
· Community
priorities
· The
vision
· The
way we will work in recovery
· The
work to be done to be better prepared for recovery
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
12. Many parts of
the Auckland Council group potentially become involved in responding to a
disaster and subsequent recovery. The planning framework in the Pathway’s
document seeks to provide clarity about what will be required to support
effective collaboration across the Council group in recovery.
13. Views from
across the Council group are being sought during targeted engagement through
June and July 2019.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
14. Auckland’s
hazards and risks may give rise to events with local, sub-regional or
region-wide impacts. Their consequences will be influenced by the circumstances
of the time and place in which the event took place.
15. Local board
views on their community’s values and priorities are important in determining
the way we will work together collaboratively in recovering from a disaster.
Tauākī whakaaweawe
Māori
Māori impact statement
16. 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.
17. Building
relationships amongst Auckland’s Māori communities to develop a
deeper understanding of our potential collaboration across reduction,
readiness, response, resilience and recovery is a goal of Auckland Emergency
Management. It is also part of the workplan arising from the planning framework
set out in the Pathways document.
Ngā ritenga
ā-pūtea
Financial implications
18. There are no
financial implications arising out of this report.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
19. Pathways to
Preparedness: A Planning Framework for Preparedness and the work programme it
will establish are intended to address the risk of Auckland being unprepared to
recover from a disaster.
20. Recovering
from a disaster is complex, lengthy and costly. An absence or lack of
preparation can:
· Delay
commencement of recovery efforts and lengthen the time taken to complete
recovery
· Inhibit
multiagency collaboration
· Lead
to increased costs, disruption and distress for affected communities and
individuals.
Ngā koringa ā-muri
Next steps
21. Local board
feedback will be collated and considered for reporting to the Civil Defence
Emergency Management Committee and incorporation into the final iteration of
the Pathways document.
22. The Civil
Defence Emergency Management Group Committee will receive the final iteration
of Pathways to Preparedness: A Planning Framework for Recovery for approval in
August 2019.
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
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a⇩ 
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Pathways to Preparedness: A Planning Framework for
Recovery
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11
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Ngā kaihaina
Signatories
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Authors
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Wayne Brown - Principal Recovery Advisor
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Authorisers
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Jacques Victor - GM Auckland Plan Strategy and
Research
Lesley Jenkins - Relationship Manager
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