Agenda of Civil Defence and Emergency Management Group Committee

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

Apologies from Cr J Bartley and Cr G Sayers have 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, 29 May 2019, 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

28 August 2019

Report on Coordinating Executive Group Meeting of 5 August 2019

File No.: CP2019/15246

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 of Monday, 5 August 2019.

Whakarāpopototanga matua

Executive summary

2. The Coordinating Executive Group had its quarterly meeting on Monday 5 August 2019.

3. Agenda items from that meeting, not separately reported to this committee meeting, include:

· Coordinating Executive Group Chair Update from the Ministry of Civil Defence and Emergency Management

· Welfare Sub-Function Plans update

· Coordinating Executive Group Workshop: Forward Work Plan.

Ngā tūtohunga

Recommendation

That the Civil Defence and Emergency Management Group Committee:

a) receive the report from the Coordinating Executive Group meeting of 5 August 2019.

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 Civil Defence Emergency Management Group Plan 2016-2021.

5. In performing these functions, the Coordinating Executive Group meets quarterly and also attends the Civil Defence Emergency Management Group Committee meetings.

6. Coordinating Executive Group agenda items, not separately reported to the Civil Defence Emergency Management Group Committee, are summarised in this report.

Tātaritanga me ngā tohutohu

Analysis and advice

Coordinating Executive Group Chair Update from the Ministry of Civil Defence Emergency Management

7. The Ministry of Civil Defence Emergency Management send monthly updates to the Chairs of New Zealand’s 16 Coordinating Executive Groups.

8. The Coordinating Executive Group meeting received updates for the months of May, June and July 2019. This included updates on the:

· New Zealand Emergency Management Assistance Team

· Recovery Toolkit

· Response and Recovery Leadership Capability Development Programme

· Directors Guidelines: Risk Assessment guidance for Civil Defence Emergency Management Groups planning consultation

· National Emergency Management Agency.

9. The Coordinating Executive Group agreed that the monthly Chair updates from the Ministry of Civil Defence and Emergency Management will be a standing agenda item going forward.

Update on Welfare sub-function plans

10. The Auckland Welfare Coordination Group are working to complete sub-function plans for each welfare sub-function service.

11. The welfare sub function services include: registration and needs assessment, inquiry, care and protection services of children and young people, psychosocial support, household goods and services, shelter and accommodation, financial assistance and animal welfare.

12. These plans will outline the delivery of services in an emergency and strengthen operational understanding, coordination and our collaborative capability, to provide support services to affected people and animals in emergencies.

13. The Coordinating Executive Group agreed to receive progress reports on sub-function plan development, with a focus on the completion of all sub-function plans by the end of June 2020.

Coordinating Executive Group Workshop: Forward Work Programme

14. A Coordinating Executive Group workshop was held on Monday 29 July 2019, with a focus on the forward work plan that canvased a range of current and anticipated projects and initiatives across member agencies for the 2019/2020 financial year.

15. The Coordinating Executive Group agreed to provide oversight, receive reports and take action in respect to the work plan including:

· Reporting on initiatives outside the Group (national and regional)

· Reporting of member agency initiatives

· Forming additional working groups

· Developing and contributing to projects across the Coordinating Executive Group.

16. The Coordinating Executive Group agreed to the work priorities and endorsed the forward work plan as a basis for regular reporting to the Group and the Civil Defence Emergency Management Group Committee for the 2019/2020 financial year.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The matters outlined in this report support fulfilment of the Civil Defence Emergency Management Group’s role and contribute to improving emergency management capability in Auckland. There are no direct implications for Auckland Council group.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

18. There are no direct local impacts or implications for local boards.

Tauākī whakaaweawe Māori

Māori impact statement

19. There are no direct impacts on or implications for Māori.

Ngā ritenga ā-pūtea

Financial implications

20. No financial implications are identified arising out of the matters outlined in this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

21. There are no specific risks identified as arising out of the matters outlined in this report.

Ngā koringa ā-muri

Next steps

22. The next quarterly meeting of the Coordinating Executive Group will be held on Monday 4 November 2019.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authoriser

Sarah Sinclair - Acting General Manager – Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

28 August 2019

Natural Hazards Risk Management Action Plan

File No.: CP2019/15248

Te take mō te pūrongo

Purpose of the report

1. To approve the final draft of the Natural Hazards Risk Management Action Plan (NHRMAP), for internal consultation on the proposed actions and prioritisation for implementation.

Whakarāpopototanga matua

Executive summary

2. The Natural Hazards Risk Management Action Plan presents a series of actions developed with input from across council to support natural hazard management at Auckland Council.

3. The Action Plan outlines the roles of council in natural hazard risk management, identifies the main natural hazard risks that impact the region, and what levers and tools council has to manage natural hazard risk. Then, through a series of interviews and workshops with key engagement contacts, considerations and gaps in the current management strategy are identified and actions developed to address those gaps.

4. The result is a set of actions that identify key opportunities for council to establish or improve overarching systems, programmes or projects that support natural hazard management as a whole.

5. The development of the Action Plan has also highlighted the opportunity to expand this approach to other include hazards and Council-Controlled Organisations (CCOs) in future iteration.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) approve the Final Draft Natural Hazards Risk Management Action Plan for internal consultation and targeted engagement with identified groups and organisations

b) endorse the next steps of expansion of the report across other hazard areas.

Horopaki

Context

6. Auckland Council’s Natural Hazards Risk Management Action Plan (Attachment 1) is a key component of council’s natural hazard management, identified as a strategic deliverable in the Auckland Civil Defence and Emergency Management Group Plan 2016-2021 ‘Resilient Auckland’.

7. The Action Plan describes how Auckland Council is taking a risk-based approach to continue to integrate natural hazard management into the relevant business areas across council. The key objectives are to reduce the risk from natural hazards and increase resilience to natural hazard events.

8. The purpose of the Natural Hazards Risk Management Action Plan is to:

a) Identify where Auckland’s natural hazards are and the risks they present, in a way that allows natural hazard risks and their consequences to be compared and evaluated against each other.

b) Outline the roles and responsibilities of Auckland Council in managing the risks of natural hazards.

c) Identify the actions Auckland Council will implement or facilitate over the next 10 years to reduce risk from natural hazards.

d) Identify the next steps council will take to implement the action plan, to monitor its success, and to involve other organisations in managing natural hazards and other disasters in Auckland.

9. After presenting a high-level overview to this committee in May 2019, approval was received to continue development of risk mitigation actions with other departments of council. These have been incorporated into the final draft for consultation, which is presented today. The opportunity to update the report for alignment with other council initiatives has also been taken.

Tātaritanga me ngā tohutohu

Analysis and advice

The vision and scope of the Natural Hazard Risk Management Action Plan

10. The guiding vision that underpins the intention of the Natural Hazards Risk Management Action Plan was developed in partnership with mana whenua during workshop and engagement sessions. It is to:

‘Create resilience to the potential risks of natural hazards, supported by strengthening our cultural uniqueness with a network of prepared communities and a sustainable environment.’

11. The key principles of this vision are building resilience and protection of the land, the community and the environment. These are values that Auckland Council has a fundamental role in delivering, or supporting other agencies, organisations or communities in delivering, for the region.

12. While identifying the role that the wider community has in natural hazard risk management, the scope of this phase of work for the Natural Hazards Risk Management Action Plan is limited to the functions of council, with the intent that future phases develop a broader risk assessment and action plan.

The Hazard Assessments

13. Identifying the current natural hazard risk, and potential future risk, involved the development of a series of semi-quantitative risk assessments. Ten natural hazards were identified 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

14. The present risk is identified for each hazard, as well as the likely future risk as a result of the effects of climate change.

15. The comparative approach to the hazards enabled us to clearly identify:

· Hazards and scales of event that can be managed by general council operations

· Hazards that need to be planned for and managed as disasters

· Hazards that have the potential to become disasters, for larger types of event, and where climate change and population growth will influence potential consequences

Action plan development

16. Once the risks were identified, eight key functions of council were recognised as contributing in a significant way to the mitigation of natural hazards risk. These were assessed from the scale of strategic long-term influences to operational activities, considering both business as usual and disaster management activities. Engagement partners were identified in each area:

Key Function	Engagement partners
Governance and leadership	Civil Defence and Emergency Management Group Committee Coordinating Executive Group Partners
Strategy, policy and planning	Natural Environment Strategy Department Plans and Places Growth and Infrastructure Strategy Department Sustainability Office Risk and Legal
Regulations and consents	Resource Consents Infrastructure and Environmental Services Group
Asset management	Asset Management Group Community Facilities
Emergency management and preparedness	Auckland Emergency Management Coordinating Executive Group Partners
Knowledge and research	Research and Evaluation Unit
Communication, education & community engagement	Auckland Emergency Management Diversity and Inclusion Department
Partnerships	Relationship Management Unit Council Controlled Organisations

17. Key contacts were identified with each engagement partner and focused one-on-one discussions identified gaps and considerations in each key function’s approach to natural hazard risk management.

18. These gaps and considerations were considered together as a whole, key themes were identified and actions formulated to address them. For each action, links and interdependencies between actions and the objectives of other fundamental documents (i.e. the Auckland CDEM Group Plan, Auckland Climate Action Framework) and national plans (National Disaster Resilience Strategy) were identified, and high-level implementation strategies were developed.

19. These draft actions were then circulated back to a wider group of key contacts for discussion and refinement.

20. The result is a set of actions that identify key opportunities for council to establish or improve overarching systems, programmes or projects that support natural hazard management as a whole, rather than individual hazards.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. While this Action Plan focuses on the role of Auckland Council in the management of natural hazard risk, there is intent in the future to expand this to include the role of CCOs. There are significant opportunities to collaborate and align risk management strategy, particularly in areas where responsibility is shared (such as managing the effects of drought with Watercare).

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

22. Natural hazards impact the entire Auckland region and all of Auckland has a role in managing their risk. There is a particular opportunity to work with the local boards on several actions in the governance, asset management and community engagement function areas.

23. During the next phase of the Action Plan, the implementation strategy will be developed. We will approach the local boards to discuss the opportunities for collaboration, and where they would like to be involved.

Tauākī whakaaweawe Māori

Māori impact statement

24. The mana whenua kaitiaki forum was involved in the early development of this plan, including determining guiding principles, and working through some early improvement actions.

25. An emergency event may adversely impact on land, water, sites of significance, waahi tapu flora or fauna affecting mana whenua and Māori wellbeing in general. The recovery from such an event would similarly affect mana whenua and Māori wellbeing.

26. A significant development arising out of the recovery from the Christchurch earthquakes has been the involvement of local iwi at all levels, from delivering services and activities on marae to governance and decision-making through the structures established for the recovery. This is identified as a key priority for Auckland, and specific actions have been identified to

· Develop mana whenua representation in the emergency coordination centre

· Seek involvement of iwi in the coordinating executive group

· Work with mana whenua to develop appropriate response and resilience plans, for natural hazard risk management.

27. Auckland’s mana whenua and mātaawaka will be engaged and consulted on the draft Framework. The engagement is also an opportunity to introduce Auckland Emergency Management recovery activities and lead into the draft Framework’s identified actions with Māori communities. Based on wider engagement, these actions are to develop a shared understanding of recovery, identify opportunities to collaborate and cultivate leadership, participation and outcomes for Māori.

Ngā ritenga ā-pūtea

Financial implications

28. There are no financial implications arising from this report. Resources have been provided for in the current budget and no financial risks have been identified.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. The key objectives of the Action Plan are to reduce the risk from natural hazards and increase resilience to natural hazard events.

30. The main risk would be a natural hazard event to occur before the Action Plan has been implemented. While the development of this Action Plan has identified some gaps in council natural hazard risk management strategy, the mitigating factor is that there is no natural hazard identified in the Action Plan that is not provided for in some way in Auckland Council operational plans and strategy. The Action Plan works to align, improve and strengthen these processes.

Ngā koringa ā-muri

Next steps

31. Once accepted by committee, the draft will be incorporated into a final document by the Auckland Council design team. An engagement and communication strategy will be developed to facilitate discussion on the Action Plan themes and support development of the implementation plan.

32. A technical companion document will be developed providing details on the risk assessments and technical considerations of the Action Plan development and released later in 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Natural Hazards Risk Management Action Plan consultation document	21

Ngā kaihaina

Signatories

Authors

Angela Doherty - Principal Science Advisor

Jennifer Rose - Head of Recovery

Authoriser

Sarah Sinclair - Acting General Manager – Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

28 August 2019

Civil Defence and Emergency Management Group Committee

28 August 2019

Pathways to Preparedness: A Planning Framework for Recovery

File No.: CP2019/15249

Te take mō te pūrongo

Purpose of the report

1. To seek the Civil Defence Emergency Management Group Committee’s approval of the Pathways to Preparedness: Planning for Recovery document.

Whakarāpopototanga matua

Executive summary

2. The Civil Defence Emergency Management Group Committee approved the draft Pathways to Preparedness: A Planning Framework for Recovery for targeted engagement on 27 February this year.

3. Feedback has been received (150 points of feedback) from a range of individuals, organisations and groups including local boards, emergency management committees, and individuals with experience in working on the Christchurch rebuild.

4. The main themes of this feedback can be listed in order as follows:

· Seeking specific text amendments

· Seeking matters to be addressed in the next phase of recovery preparations

· Seeking adoption or change of suggested aspects of emergency management

· Seeking local consultation with support or endorsement of the approach to recovery preparations or identified aspects

· Format and readability.

5. Some feedback commented on aspects of community resilience and response practices and requests for reports on various matters were also received. Matters outside the scope of strategic planning for recovery and the Pathways document and will be addressed separately. A summary of the main issues and responses to them are set out in Table 1.

6. Subsequent progress on recovery preparations will be reported to the committee.

7. A copy of the revised Pathways to Preparedness: Planning for Recovery document is attached.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) approve the Pathways to Preparedness: Planning for Recovery document.

Horopaki

Context

8. The draft Pathways to Preparedness: Planning for Recovery document fulfils requirements to strategically plan for recovery, pursuant to amendments to the Civil Defence Emergency Management Act 2002 and subsequent mandatory guidelines.

9. The Civil Defence Emergency Management Group Committee approved the draft Pathways document at its 27 February 2019 meeting for targeted engagement.

10. Auckland Emergency Management has undertaken targeted engagement and amended the draft document as discussed below. Auckland Emergency Management seeks the Committee’s approval of the amended Pathways to Preparedness: Planning for Recovery document.

Tātaritanga me ngā tohutohu

Analysis and advice

11. Feedback on the draft document has been sought through targeted engagement with a range of stakeholders including member agencies of the Coordinating Executive Group; the three emergency management committees (north and west, central and southern); Auckland Council’s local boards, advisory panels, Auckland Lifelines Group and Auckland Council departments.

12. In total 150 items of feedback were received from a range of individuals, organisations or groups. The main issues identified in the feedback and responses to them are summarised in table 1 below:

Table 1

Feedback	Response
Support /endorsement of Pathways for Preparedness including: · improving preparedness for recovery · the values and priorities · the vision · liaison with advisory panels · the partnership approach · the 5 focus areas	Comments noted
Inclusion of purpose of document and intended audience	Introduction of draft Pathways document amended
Inclusion of additional values and or priorities	Draft amended with addition values and priorities
Concern that approach not applicability to parts of Auckland	Draft amended to clarify purpose of document, next steps and emphasise planning for recovery following an emergency is specific to the event, its impacts and consequences
Seeking additional consultation with specific communities
Various amendments to text to improve clarity, readability and navigation, including a shortening of the document’s title	Draft text amended, and section identifiers inserted to improve readability and navigation
Specific requests in respect of community resilience and response, such as assembly areas, civil defence centres, community led centres	Comments noted. These matters are addressed in Auckland Emergency Management’s wider work programme and not specifically addressed in the Pathways document.
Clarification of local board role, how local boards can contribute and linkages to local board planning requested	Draft amended to clarify local board role and next steps, including operational planning
Further detail as to how strategic planning operationalised
Seeking to factor/prioritise specific issues into recovery	Amend to affirm recovery actions prioritised on basis of needs assessment across the natural, social, built and economic environments
Seeking specific actions during response	Comments noted
Seeking specific actions suggested to improve resilience of / and advice to rural communities	Comments noted
Concern that approach to recovery is ‘one size fits’ all.	Draft amended to emphasise planning for recovery following an emergency is specific to the event, its impacts and circumstance
Recovery should not be viewed as an opportunity to save costs and /or ‘sweat assets’	Comment noted. Draft amended to emphasise planning for recovery following an emergency is specific to the event, its impacts and circumstance
Partnering with iwi should be embedded in approach to recovery	Coment noted. Māori responsiveness and engagement with Auckland’s Māori communities is a priority for Auckland Emergency Management’s work programme
Request for staff reporting / 6 monthly updates	Requests noted and addressed separately
Engage town centre managers as key stakeholders in developing recovery plans	Comment noted

Amended Pathways to Preparedness document

13. The accompanying Pathways document had its title shortened to Pathways to Preparedness: Planning for Recovery as it is more succinct. The document has also been divided into four sections.

14. Section 2, comprising the main body of text uses parts of Figure 1- Our approach to Recovery, to identify the topic discussed and its relevance to the approach we have taken to recovery.

15. Section 3 comprises the actions to build momentum, as refined in response to feedback received. Feedback sought greater clarity and increased levels of detail. The latter will be addressed through operational planning.

16. A new Section 4 has been added to spell out the next steps. The Ministry of Civil Defence Emergency Management is due to issue draft Directors Guidelines on Recovery Management in August 2019. Operational Planning will apply the direction set in the Pathways document and the Directors Guidelines for Recovery Management when they are finalised.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. Targeted engagement on the draft Pathways document has been undertaken. Successive stages of activities will increasingly involve groups and business units across the council group as arrangements are framed up, agreed and put into place for launching a successful recovery when required.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

18. Recovery addresses the consequences of an emergency event. Such events may affect smaller or larger areas, affecting the communities of one or more local boards. Substantial engagement has been undertaken with local boards through the development of the Pathways document and the strategic planning it represents. Local boards and their communities will continue to be engaged as subsequent activities progress preparations for recovery.

Tauākī whakaaweawe Māori

Māori impact statement

19. An emergency event may adversely impact on land, water, sites of significance, waahi tapu flora or fauna affecting mana whenua and Māori wellbeing in general. The recovery from such an event would similarly affect mana whenua and Māori wellbeing.

20. A significant development arising out of the recovery from the Christchurch earthquakes has been the involvement of local iwi at all levels, from delivering services and activities on marae to governance and decision-making, through the structures established for the recovery.

21. Auckland Emergency Management’s engagement with Auckland’s Māori communities is to be refreshed, following advice that establishing an ongoing relationship is preferred to one-off engagement on a succession of projects. The significance of establishing and maintaining a relationship across Auckland Emergency Management’s responsibilities and activities is recognised. It is a priority for the coming year across Auckland Emergency Management’s work programme.

Ngā ritenga ā-pūtea

Financial implications

22. There are no financial implications arising from this report. Resources have been provided for in the current budget and no financial risks have been identified.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. Through strategic planning for recovery Auckland Emergency Management identifies community values, community priorities and a vision, setting the direction for more detailed preparations for recovery. Subsequent activities will build capability and capacity and address barriers to effective recovery, mitigating the risk of being underprepared to effectively recover from an event.

Ngā koringa ā-muri

Next steps

24. The next phase of our preparations for recovery include undertaking the actions identified, participating in Auckland Emergency management’s engagement with Maori communities and operationalising our recovery planning.

25. The imminent release of new Directors Guidelines on recovery management by the Ministry of Civil Defence Emergency Management will have a significant bearing on the work undertaken in the next phase. It is anticipated that an early step will be development and submission of feedback to the Ministry by the Auckland Civil Defence Emergency Management Group.

26. The achievement of milestones on recovery preparations and approval of arrangements will be reported to the Committee.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Amended Pathway to Preparedness Planning for Recovery Document	141

Ngā kaihaina

Signatories

Author

Wayne Brown - Principal Recovery Advisor

Authorisers

Jennifer Rose - Head of Recovery

Sarah Sinclair - Acting General Manager – Auckland Emergency Management

No.	Title	Page
a ⇩	Health Update: Measels Outbreak discussion document	163

Civil Defence and Emergency Management Group Committee

28 August 2019

Situational Awareness Project

File No.: CP2019/15251

Te take mō te pūrongo

Purpose of the report

1. To update the committee on the development and progress of the Auckland Emergency Management Situational Awareness project.

Whakarāpopototanga matua

Executive summary

2. Auckland Emergency Management identified the need to increase geographic information system (GIS) capability and utilise advances in technology, to enable increased situational awareness and better support decision making, co-ordination and allocation of emergency resources.

3. The development of a situational awareness platform using geospatial technology commenced in February 2019.

4. The first phase of the Situational Awareness project involved the setup of a situational awareness viewer to provide a geospatial common operating picture for Auckland Emergency Management to use during its readiness, response and recovery activities.

5. Future phases of the project are currently being scoped.

Ngā tūtohunga

Recommendation

That the Civil Defence and Emergency Management Group Committee:

a) note this update on the development of the Situational Awareness project, and endorse the intent to scope a second stage of development.

Horopaki

Context

6. The third edition of the Coordinated Incident Management System (CIMS) paper published in August 2019 contains a new section titled: Geospatial Support and Coordination. This recognises geospatial tools, support and capability have become an integral part of emergency management.

7. To increase geospatial capability and situational awareness, a suite of geospatial tools is being developed to assist Auckland Emergency Management to use the best available static and real time information available to enable a quick and accurate understanding of what is happening in the critical hours following an emergency event.

8. To develop our understanding of GIS for emergency management, consultations with Eagle Technology and discussion with a group of New Zealand GIS specialists were held. This confirmed the development of a situational awareness viewer as an early priority.

9. The situational awareness viewer will soon be available through the Auckland Council Portal for Auckland Emergency Management to use in response.

10. Phase two of the Situational Awareness project is currently being scoped and progress will be reported to the Civil Defence Emergency Management Group Committee as key milestones are reached.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Celia Wilson GIS & Data Integration Lead

Authorisers

Jennifer Rose - Head of Recovery

Sarah Sinclair - Acting General Manager - Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

28 August 2019

Update on the Tsunami Pilot Project

File No.: CP2019/15252

Te take mō te pūrongo

Purpose of the report

1. To update the Civil Defence and Emergency Management Group Committee on the Tsunami Work Programme including the ‘Tsunami Siren Pilot Project’ at Orewa.

Whakarāpopototanga matua

Executive summary

2. The Tsunami Work Programme identifies key actions and programmes aimed at understanding and reducing Auckland’s tsunami risk.

3. Auckland Emergency Management worked with the Coordinating Executive Group to prioritise the work programme by identifying high and medium priority actions.

4. Of the high-priority actions, all are currently underway including updating the Auckland region tsunami inundation and evacuation zones, developing a Public Education Strategy for communities with (and without) tsunami sirens, and a Public Alerting Framework that reflects advancements in the national alerting capability and Emergency Mobile Alert programme.

5. The ‘Tsunami Siren Pilot Project’ at Orewa is well developed and has assisted the overarching Tsunami Work Programme by providing an improved understanding of technical constraints and resource consent processes. It will help inform the larger regional strategy for tsunami education and local alerting options, to support the national programme. It is estimated that sirens will be installed in early 2020.

Ngā tūtohunga

Recommendation

That the Civil Defence and Emergency Management Group Committee:

a) note the progress made on the Tsunami Work Programme, including the update on the Tsunami Siren Pilot Project at Orewa.

Horopaki

Context

6. A tsunami is a series of powerful waves caused by large, sudden disturbances on or near the ocean floor. All of Auckland's coastline is vulnerable to tsunami. Tsunami can hit the coast with massive force, creating strong currents and can travel considerable distances inland across low-lying areas. They are most commonly caused by earthquakes but may also be caused by underwater volcanic eruptions or landslides.

7. A tsunami risk review was carried out in Auckland in late 2018, which led to the development of a 10-year tsunami work programme.

8. At the 28 November 2018 Civil Defence and Emergency Management Group Committee meeting, Auckland Emergency Management outlined the high-level objectives of the Tsunami Work Programme, after a prioritisation exercise with the Coordinating Executive Group.

9. Many tasks can be developed concurrently, while some rely on outputs of key tasks and must be completed subsequently. Table 1 below outlines the tasks.

Table 1

Task	Description	Priority
1	Enhancements to Auckland’s tsunami inundation and evacuation zones	High Priority
2	Update of, and enhancement to, the Public Alerting Framework for Auckland (Public Alerting Strategy) including the ‘Tsunami Siren Pilot Project’ at Orewa *	High Priority – follows tasks 1, 3, alongside tasks 9 and 10
3	Development of a Public Education Strategy for Auckland (including social media plan, and plans for engaging hard-to-reach groups)	High Priority
4	Communication of Auckland’s tsunami risk, including recent GNS Science findings, Auckland’s vulnerabilities, gaps in public alerting capabilities etc. to the Auckland Civil Defence and Emergency Management Group and other elected members	High Priority, follows tasks 5 and 6
5	Development of tsunami vulnerability assessments*	Medium Priority- follows step 1
6	Audit of the tsunami-related research and identification of gaps in knowledge	Medium Priority – follows step 1
7	Tsunami risk reduction project with the Auckland Lifelines Group *	Medium Priority – follows task 1
8	Consideration of land-use activities and public information on tsunami-risk (including LIM reports) *	Medium Priority – follows task 1
9	Refinement and communication of Auckland’s tsunami Standard Operating Procedure (SOP)	Medium Priority
10	Finalisation of Auckland’s Operational Evacuation Plan *	Medium Priority – follows task 1
11	Consideration of Auckland Emergency Management’s and Auckland Council’s business continuity planning	Medium Priority
12	Resilient Recovery Strategy (now called the Pathways to Preparedness Recovery Strategy) to consider the recovery implications posed by a large tsunami event.	Medium Priority

10. The work programme identifies the need to enhance Auckland’s tsunami evacuation zone mapping as a key priority. Given the importance of accurate data to minimise the risk of over-evacuation and of emergency planning efforts, the work programme signals intentions to increase the accuracy of Auckland’s tsunami evacuation zones as soon as possible.

11. The need to ensure the public responds appropriately to tsunami risk informs large parts of the subsequent work programme, including how we advise of risk, how we alert, and how the public responds in terms of knowing what to do, and doing it.

12. Since 2017, Auckland Emergency Management has had use of the Emergency Mobile Alerting (EMA) platform developed by the Ministry of Civil Defence and Emergency Management. This is intended to be the predominant tsunami alerting vehicle for New Zealand and is operated at a national level by the ministry to send tsunami warnings. This system substantially enhances the ability of response agencies to alert the public to significant life-safety events.

13. The ministry anticipates that close to 100 per cent capability to receive these alerts will be achieved over the next 3-5 years. However, that full capability to receive warnings on mobile phones does not necessarily mean that this system will be an effective warning system for the entire at-risk population in all circumstances.

14. Given that at present a substantial proportion of the population would be unable to be alerted using the EMA system, part of the work programme considers the types of, and need for secondary systems at high-risk locations.

15. Historically, two of the legacy councils (Waitakere and Rodney) installed sirens at some locations, prior to current tsunami zone modelling. These sirens emit tones rather than broadcasting of voice.

16. Technical standards released by the Ministry of Civil Defence and Emergency Management must be incorporated into existing siren systems by June 30, 2020. Where installed, tsunami siren networks must be consistent with fundamental principles, including:

· Be one option in a wider, multi-channel tsunami warning system

· Ideally being public address (PA) capable to allow for direct, event-related messaging

· Capable of being used as an all-hazards alerting mechanism

· Linked to continuous public education and evacuation planning activities

· Use nationally consistent messaging and be attuned to the national warning system and ministry guidance.

17. A ‘Tsunami Siren Pilot Project’ was identified to test our understanding of what designing, consenting and installing compliant sirens based on modelled evacuation zones, to inform the alerting strategy, and consideration of raising public capability to plan and respond as part of our public awareness strategy. Orewa was chosen as a high impact site, based on the risk modelling, and the pilot project is underway.

Tātaritanga me ngā tohutohu

Analysis and advice

18. Some work programme actions are contingent on the completion of the enhancements to Auckland’s tsunami evacuation (and inundation) zones. Staff will return following the completing of the remodelling to discuss those initiatives. However, the key actions identified as “high priority”, and those actions not contingent on the evacuation and inundation remodelling will be updated here, as well as the ‘Tsunami Siren Pilot Project’ at Orewa.

Enhancements to Auckland’s tsunami evacuation (and inundation) zones

19. Scoping of a new model is underway, to understand key model components, interfaces and required outcomes.

20. Due to complexities in modelling Auckland’s intricate coastline, and the small number of organisations available to do this work, this project is unlikely to be fully delivered until late 2020. Therefore, the programme is being revised to stage delivery of key sections of Auckland’s coast, and start other elements as early as possible.

Update of, and enhancement to, the Public Alerting Framework for Auckland (Public Alerting Strategy)

21. The draft regional Public Alerting Framework, which included tsunami alerting, was endorsed by the Auckland Civil Defence and Emergency Management Group Committee at the 22 February 2017 meeting and consultation on the draft strategy was undertaken with local boards in late 2017.

22. Recently, GeoNet, the country’s natural hazard warning provider has moved to 24-hour operations, providing additional strength to the country’s national alerting programme. The ministry has also committed to operating a 24-hour duty system which strengthens national capability.

23. Recent improvements in information technology for other hazards has identified a greater opportunity to issue specific alerts and warnings. This will be reported on separately to committee when a proposal is developed.

Development of a Public Education Strategy for Auckland (including social media plan, and plans for engaging hard-to-reach groups)

24. The Capability and Public Awareness Team of Auckland Emergency Management are developing a collaborative Communications Strategy and Public Awareness and Education Strategy with partner agencies that will take an all-hazard approach but also include tsunami education and communication plans.

25. A pilot communication and education plan to support the ‘Tsunami Siren Pilot Project’ at Orewa is also being developed to integrate learnings into the wider strategy. This is described below.

Communication of Auckland’s tsunami risk, including recent GNS Science findings, Auckland’s vulnerabilities, gaps in public alerting capabilities etc. to the Auckland Civil Defence and Emergency Management Group and other elected members

26. The Tsunami Work Programme is a direct result of the communication of Auckland’s tsunami risk to the Civil Defence and Emergency Management Group Committee and the Coordinating Executive Group. Information is also regularly circulated to local boards for information or during consultation, such as during the consultation on the draft Public Alerting Framework.

27. Specific workshops have been run with the Coordinating Executive Group over the past nine months, which include discussion and planning surrounding Auckland’s tsunami risk alerting, activation and evacuation response. These will continue to be run for other aspects of the tsunami work programme.

Tsunami Standard Operating Procedure (SOP)

28. Following a revision of the National Tsunami Advisory and Warning Plan in October 2018, the Auckland Emergency Management Standard Operating Procedure was updated. Standard Operating Procedures are used to plan and define the response process for an event.

29. The Auckland Emergency Management Tsunami Standard Operating Procedure will be revised again once the tsunami alerting strategy is finalised. There may be an interim iteration required after installation of the Orewa tsunami siren pilot, and other pilots.

Consideration of Auckland Emergency Management’s and Auckland Council’s business continuity planning

30. Auckland Emergency Management ensures the business continuity plans of the department and wider council organisation incorporate the risk of tsunami events. Additionally, tsunami events are used as a basis for table-top exercising and workshops with lead-teams from departments across council to test their business continuity plans and procedures.

Resilient Recovery Strategy (now called Pathways to Preparedness: a Planning Framework for Recovery) to consider the recovery implications posed by a large tsunami event

31. Pathways to Preparedness is currently in development and will be presented to the committee separately.

Update on the Tsunami Siren Pilot Project at Orewa

32. While known generally at the ‘Tsunami Siren Pilot Project’, the project includes many elements of the overarching tsunami Work Programme as well as more in-depth reviews of key steps in the project. These include:

· A risk and alerting review

· A technical pilot, which includes consideration of the acoustic modelling, available technology and integration of sirens with Council systems

· The resource consent and landowner approval process review

· A public education and engagement strategy

· An evaluation of the effectiveness of the entire alerting project at alerting tsunami risk.

33. In October 2018, the Hibiscus and Bays Local Board verbally approved the installation of two tsunami sirens and requested that staff undertake the necessary engineering investigations and acoustic modelling, and work with staff across council to find the most appropriate sites for siren installation.

34. On 8 August 2019 staff from Auckland Emergency Management met with the Hibiscus and Bays Local Board to update them on progress of the assessment of technology, acoustic modelling, and broadcasting capability. They also presented two proposed siren locations and discussed their potential constraints.

35. Siren hardware has been ordered and a working group consisting of technical experts from the project consortium, Auckland Emergency Management and Auckland Council ICT has been set up to ensure smooth integration and inter-operability of the new system within the current council ICT frameworks.

36. The final installation location and date of the sirens is contingent on the outcome of the resource consent applications lodged in early August and the landowner approval process currently underway. It is estimated that the sirens will be installed by early 2020.

37. For the Orewa sirens to be effective, a site-specific community education and engagement plan is being developed in parallel with a wider workstream within the public education strategy for communities with tsunami risk and the wider population that work, live or play in coastal areas.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. Where applicable and possible, the wider council group will be included in the exercising, training and consultation of elements of the Tsunami Work Programme.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

39. All local boards were approached in 2017 during consultation on a revision of the Public Alerting Framework and Strategy. This included initial discussions regarding alerting methodologies or requirements the boards felt were most appropriate in their areas.

40. The Hibiscus and Bays Local Board area of Orewa was selected as the place for the ‘Tsunami Siren Pilot Project’ and have been involved in each step of the development process to date.

41. The board continues to voice it’s support for the ‘Tsunami Siren Pilot Project’ as it reflects the community’s wishes for enhanced local alerting in their area.

42. Other local boards with at-risk communities will be consulted based on the outcomes of the Tsunami Work Programme including the ‘Tsunami Siren Pilot Project’.

Tauākī whakaaweawe Māori

Māori impact statement

43. While there is no specific impact to Māori arising from this report, as the Tsunami Work Programme progresses, opportunities to collaborate with Māori communities identified in at-risk areas in risk reduction strategies and planning will be sought.

Ngā ritenga ā-pūtea

Financial implications

44. The 2015-2015 Long Term Plan assigned the entire Tsunami Work Programme a budget of $2.42 million over 10 years. It is expected that the tsunami work programme will be delivered from within existing budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. Large, potentially destructive tsunami, while rare, pose a significant life-safety risk for Auckland and New Zealand. The Tsunami Work Programme aims to implement various actions to reduce risk from tsunami in Auckland.

Ngā koringa ā-muri

Next steps

46. Auckland Emergency Management will continue implementing the individual programmes within the Tsunami Work Programme as prioritised by the Coordinating Executive Group.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Angela Doherty - Principal Science Advisor
Authoriser	Sarah Sinclair - Acting General Manager – Auckland Emergency Management

Civil Defence and Emergency Management Group Committee

28 August 2019

Auckland Emergency Management's submission on the Proposed Regulatory Framework for Dam Safety

File No.: CP2019/15265

Te take mō te pūrongo

Purpose of the report

1. To seek endorsement from the Civil Defence Emergency Management Group Committee retrospectively on emergency management-related feedback to Ministry of Business, Innovation and Employment consultation on a Proposed Regulatory Framework for Dam Safety.

Whakarāpopototanga matua

Executive summary

2. On 11 June 2019 the Ministry sought feedback on a proposed regulation framework for the safety of large dams. Feedback closed on 11 August 2019. As the opportunity for feedback fell outside the timeframes of the Civil Defence and Emergency Management Committee work plan, retrospective endorsement is sought for the submission.

3. The failure of a large dam has potential population impacts. Auckland Emergency Management supports the purpose of a dam safety framework, to better manage the potential risks of dams without imposing undue compliance costs., Taking a risk-based approach means that obligations on dam owners are proportionate to the risks their dams pose to the public, business and their properties and amenities.

4. Auckland Emergency Management expressed concerns that the framework did not include sufficient focus on practicalities of planning for dam failure, including communicating the risk to those at risk from the failure, and managing the additional risks posed by more vulnerable communities such as children, elderly and medically dependent, who may require more support to evacuate at-risk areas.

5. Auckland Emergency Management suggested that the dam owner should specifically have responsibility for defining alert and risk ‘triggers’ and for alerting those at risk.

6. The proposals relate to post construction, that is after land-use consenting and building consent has been obtained.

Ngā tūtohunga

Recommendation

That the Civil Defence and Emergency Management Group Committee:

a) endorse retrospectively the feedback to Ministry of Business, Innovation and Employment on the proposed dam safety regulatory framework which was submitted on 11 August 2019.

Horopaki

Context

7. On 11 June 2019 Ministry of Business, Innovation and Employment sought feedback in an open forum for a proposed regulation framework for the safety of large dams. Feedback closed on 11 August 2019.

8. The proposed new scheme is intended to pull together post-construction regulatory requirements into a single, consistent nationwide framework. The intent is to clarify that owners of dams will be responsible for ensuring that their dams are being managed appropriately, proportionate to the risk they pose.

9. The proposal aims to ensure that classifiable dams are well maintained and regularly monitored, and that potential risks of dam failure are reduced.

10. The framework also recognises that the dam safety requirements need to be regularly reviewed, because the consequences of dam failure can change over time due to factors such as site conditions, urban development or population growth.

11. A review of the documentation was undertaken, with guidance and input from Ross Roberts, council’s Geotechnical and Geological Practice Lead. A review of current evacuation practice was also undertaken with Auckland Emergency Management’s incident management team and Incident Management Team representatives from the Coordinating Executive Group.

12. The failure of a large dam has potential population impacts. Auckland Emergency Management supports the purpose of a dam safety framework, to better manage the potential risks of dams without imposing undue compliance costs,

13. Auckland Emergency Management supports dam owners taking a risk-based approach so that obligations on dam owners are proportionate to the risks their dams pose to the public, business and their properties and amenities.

14. Auckland Emergency Management expressed concerns that the framework did not include sufficient focus on practicalities of planning for dam failure, including communicating the risk to those at risk from the failure.

15. Auckland Emergency Management noted that some communities may be more vulnerable to dam failure, which should be considered specifically when planning for dam failure. These include children (in terms of schools and childcare facilities), elderly housing and those who are medically dependent, who may require more support to evacuate at-risk areas at pace.

16. Auckland Emergency Management suggested that dam owners should specifically have responsibility for defining alert and risk ‘triggers’ and for owning and operating the systems that would alert those at risk.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The submission was from Auckland Emergency Management only, as other parts of council and the Council Group are dam owners or dam regulators and would have a different focus in their feedback. However council’s technical advisor, Ross Roberts, worked with other council submitters to ensure consistency of technical assessment.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

18. Dam failure would impact extremely specific areas, depending on the dam location. There is a particular opportunity to work with specific local boards on the development and communication of response plans associated with dam failure planning.

Tauākī whakaaweawe Māori

Māori impact statement

19. Dam failure would impact extremely specific areas, depending on the dam location. An emergency event may adversely impact on land, water, sites of significance, waahi tapu flora or fauna affecting mana whenua and Māori wellbeing in general. The recovery from such an event would similarly affect mana whenua and Māori wellbeing.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Emergency Management's Submission on the Proposed Regulatory Framework for Dam Safety	179

Ngā kaihaina

Signatories

Author	Jennifer Rose - Head of Recovery
Authoriser	Sarah Sinclair - Acting General Manager – Auckland Emergency Management

No.	Title	Page
a ⇩	Auckland Civil Defence Emergency Management Group feedback on Coordinated Incident Management System 3rd Edition	193

Civil Defence and Emergency Management Group Committee

28 August 2019

Forward Work programme update

File No.: CP2019/15268

Te take mō te pūrongo

Purpose of the report

1. To provide the committee with an update on the refreshed forward work programme.

Whakarāpopototanga matua

Executive summary

2. An update on the Civil Defence Emergency Management Group’s work programme is a standing item on the agenda for the Civil Defence Emergency Management Group Committee’s quarterly meetings.

3. The February 2019 work programme update advised the committee that the work programme was being refreshed in response to independent reports on Auckland events and central government Technical Advisory Group recommendations.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Group Committee:

a) receive the August 2019 update on the forward work programme.

Horopaki

Context

4. One of the Auckland Civil Defence Emergency Management Group Committee functions is to “develop, approve, implement and monitor a civil defence emergency management group plan and regularly review the plan” under section 17 of the Civil Defence Emergency Management Act 2002.

5. An update on the Civil Defence Emergency Management Group’s work programme is a standing item on the agenda for the Civil Defence Emergency Management Group Committee’s quarterly meetings.

6. The February 2019 work programme update advised the Committee that the work programme was being refreshed in response to independent reports on Auckland events and central government Technical Advisory Group recommendations.

7. The Civil Defence Emergency Management Group Committee agreed that the work programme reflect inter-agency priorities to implement the intent of the Group Plan and priorities arising since publication of the Group Plan.

8. The attached forward work programme reflects and will continue to reflect these developments in an on-going manner.

Tātaritanga me ngā tohutohu

Analysis and advice

9. Progress on the current forward work programme is outlined in the following reports included on the agenda for the Civil Defence Emergency Management Group Committee:

· Natural Hazards and Risks Management Action Plan

· Pathways to Preparedness: Planning for Recovery

10. A workshop was held with the Coordinating Executive Group on 29 July 2019. The resulting work programme was endorsed by the Group on 5 August 2019 and is included as Attachment A.

11. Workshops have been held within Auckland Emergency Management to align future work programmes and overlaps.

12. A work programme has been scoped for the future Civil Defence Emergency Management Committee, with a prioritised programme to be discussed at the next committee meeting. This is attached as Attachment B.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. The matters outlined in this report support fulfilment of the Civil Defence Emergency Management Group Committee’s role. There are no council group impacts arising from this report. Any impacts relating to items on the work programme are addressed when separately reported on.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

14. There are no local impacts arising from this report. Any local impacts and/or local board views relating to items on the work programme are addressed when separately reported on.

Tauākī whakaaweawe Māori

Māori impact statement

15. There are no impacts on Auckland’s Māori arising from this report. Any impacts for Auckland’s Māori relating to items on the work programme are addressed when separately reported on.

Ngā ritenga ā-pūtea

Financial implications

16. There are no financial implications arising from this report. Any financial implications relating to items on the work programme are addressed when separately reported on.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

17. There are no risks arising from this report to be mitigated. Any risks and their mitigation relating to items on the work programme are addressed when separately reported on.

Ngā koringa ā-muri

Next steps

18. The Forward Work Programme is a live document that will be continuously updated based on the needs of the wider Auckland region and the suggestions of the Coordinating Executive Group and Civil Defence Emergency Management Group Committee.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Coordinating Executive Group Forward Work Plan 2019-2020	229
b ⇩	Civil Defence Emergency Management Group Committee forward work programme	231

Ngā kaihaina

Signatories

Authoriser

Sarah Sinclair - Acting General Manager – Auckland Emergency Management

Chairperson	Cr Sharon Stewart, QSM
Deputy Chairperson	Cr John Watson
Members	Cr Josephine Bartley
	Cr Ross Clow
	Cr Fa’anana Efeso Collins
	IMSB Member Hon Tau Henare
	IMSB Member Dennis Kirkwood
	Cr Greg Sayers
	Cr Sir John Walker, KNZM, CBE
	Cr Paul Young

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

Author	Jocelyn Peach, Health Coordinating Executive Group representative
Authoriser	Sarah Sinclair - Acting General Manager – Auckland Emergency Management

Author	Matthew Bramhall - Senior Response Advisor
Authoriser	Sarah Sinclair - Acting General Manager – Auckland Emergency Management