Agenda of Civil Defence and Emergency Management Committee

I hereby give notice that an ordinary meeting of the Civil Defence and Emergency Management Committee will be held on:

Date:

Time:

Meeting Room:

Venue:

Tuesday, 25 February 2020

10.00am

Room 1, Level 26
135 Albert Street
Auckland

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

OPEN AGENDA

MEMBERSHIP

Chairperson	Cr Sharon Stewart, QSM
Deputy Chairperson	Cr Wayne Walker
Members	Cr Fa’anana Efeso Collins
	Cr Tracy Mulholland
	Cr John Watson
	IMSB Member Glenn Wilcox

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

(Quorum 3 members)

Fatima Fonua

Kaitohutohu Mana Whakahaere /

Governance Advisor

19 February 2020

Contact Telephone: (09) 890 2806

Email: fatima.fonua@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

Terms of Reference

Responsibilities and powers

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

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

· establishing an emergency management structure for the Auckland region

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

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

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

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

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

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

Relevant legislation includes but is not limited to:

Civil Defence Emergency Management Act 2002; and

Hazardous Substances and New Organisms Act 1996.

Exclusion of the public – who needs to leave the meeting

Members of the public

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

Those who are not members of the public

General principles

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

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

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

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

Members of the meeting

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

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

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

Independent Māori Statutory Board

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

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

Staff

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

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

Local Board members

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

Council Controlled Organisations

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

1 Apologies

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

2 Declaration of Interest

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

3 Confirmation of Minutes

There are no minutes for confirmation.

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 Committee

25 February 2020

Report on the Coordinating Executive Group meeting of 10 February 2020

File No.: CP2020/01779

Te take mō te pūrongo

Purpose of the report

1. To report on the meeting of the Coordinated Executive Group meeting of Monday, 10 February 2020.

Whakarāpopototanga matua

Executive summary

2. The Coordinating Executive Group met on 10 February 2020.

3. The Coordinating Executive Group received presentations and reports on the following topics that are also on the agenda for this Committee meeting:

· the transition from the Ministry of Civil Defence Emergency Management to the National Emergency Management Agency

· Auckland Emergency Management’s Resilience Strategy

· New Zealand International Convention Centre Fire

4. This report provides an update on the following items received by the Coordinating Executive Group that are not on the agenda for this Committee meeting:

· Welfare sub-function plans

· Natural Hazards Risk Management Action Plan / Hazards Risk Management Action Plan

· Large Scale People Mobilisation

· Potentially hazardous smoke project

· Incident Management Team and Lifelines Utilities Coordinator

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) receive the report from the Coordinating Executive Group meeting of 10 February 2020.

Horopaki

Context

5. 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 2016-21.

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

7. 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

8. The Coordinating Executive Group received the following reports and presentations which form part of the Committee agenda:

· a presentation on the transition from the Ministry of Civil Defence Emergency Management to the National Emergency Management Agency

· a presentation on Auckland Emergency Management’s Resilience Strategy

· a report on the New Zealand International Convention Centre Fire.

9. Other items reported to the Coordinating Executive Group include:

Welfare sub-function plans progress report

10. The Coordinating Executive Group received a progress update reporting that five of the nine welfare sub-function are in final draft or completed form.

Natural Hazards Risk Management Action Plan / Hazards Risk Management Action Plan

11. The draft Natural Risk Management Hazard Action Plan consulted across Council on the Action Plan elements and programme. Project leaders are working with teams involved to finalise and develop business cases for projects that will require additional resourcing through the Long-Term Plan.

12. A project manager has been identified to work with partners to scope and commence addition hazards as discussed in the draft report Recommendations.

Large Scale People Mobilisation

13. New Zealand Police led a project team of Coordinating Executive Group members on the development of the New Zealand Police Tāmaki Makaurau Evacuation Plan. The next stage of this work requires partner agencies to establish their capabilities to assist evacuation in readiness, response and to liaise, advise and share information.

14. The Large-Scale People Mobilisation project will take this work forward. A project team is to be established and partner agencies have been asked to provide information on their participation.

15. The project team will develop and agree its terms of reference and timelines for the project. It is intended that the project team will support agencies in assessing their capability and potential commitment, provide a forum for issues identified by agencies to be discussed and coordinate reporting to the Coordinating Executive Group. The Committee will be updated as work progresses.

Potentially hazardous smoke project

16. A potentially hazardous smoke project was being established pursuant to the recommendations arising of the review of the SIMS Pacific Metals fire. Draft Terms of Reference were developed and circulated for comment. This work has been disrupted by prioritisation in response to emerging issues in the health sector. Further progress will be reported at the next Committee meeting.

Incident Management Team and Lifelines Utilities Coordinator update

17. The Coordinating Executive Group received reports on incident management team roles and capability development.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. The matters outlined in this report support fulfilment of the Civil Defence Emergency Management Group’s role and contribute to building resilience in Auckland. This report does not require a decision with impacts on emissions or approaches to their reduction.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The matters outlined in this report support fulfilment of the Civil Defence Emergency Management Group’s role and contribute to building resilience in Auckland. The large scale people mobilisation project referred to above will require engagement with business units across the Council group to understand their potential capability to assist. Otherwise 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

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

Tauākī whakaaweawe Māori

Māori impact statement

21. There are no direct implications for Auckland’s Māori communities.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

24. The Coordinating Executive Group next meets on 20 April 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Wayne Brown - Principal Recovery Advisor

Authorisers

Sarah Sinclair - Chief Engineer

Kate Crawford - General Manager Auckland Emergency Manager

Civil Defence and Emergency Management Committee

25 February 2020

New Zealand International Convention Centre

File No.: CP2020/01408

Te take mō te pūrongo

Purpose of the report

1. To report on the New Zealand International Convention Centre (NZICC) fire (22 October to 1 November 2019) and the multi-agency response and recovery led by Fire and Emergency Management New Zealand.

Whakarāpopototanga matua

Executive summary

2. The NZICC fire was a nationally significant urban fire. It started on 22 October 2019, was extinguished after three days and required six days of dampening hot spots and putting out flare-ups. The NZICC was returned to Fletcher Construction on 1 November 2019.

3. The size and location of the fire in the central city required road closures impacting wider networks, resulted in some buildings being closed for a time, disruption to business and city residents. Smoke was present over parts of the central city depending on prevailing wind conditions.

4. The NZICC was a technically difficult fire to extinguish requiring significant resources and the coordination of multiple agencies. Fire and Emergency New Zealand led the response with support from the NZ Police, Auckland Transport, Auckland Regional Public Health, Watercare Services Limited, Auckland Emergency Management and Auckland Council business units. Fire and Emergency New Zealand led the recovery in close collaboration with Auckland Emergency Management.

5. The capacity for Auckland and New Zealand to host larger conventions and exhibitions will be impacted as a result of the NZICC fire. Auckland Tourism, Events and Economic Development (ATEED) and the Auckland Convention Bureau have worked with Skycity, Fletcher Construction, the Ministry of Business Innovation and Employment (MBIE) and businesses to transfer bookings to alternative venues in Auckland, elsewhere in New Zealand or to a later date. Marketing efforts are focused on convention and exhibition facilities currently available and on the Auckland region’s wider offerings.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) receive the report on the New Zealand International Convention Centre fire

b) note that Fire and Emergency New Zealand and Auckland Emergency Management will continue to engage and collaborate on recovery to fires of significant size or national significance.

c) thank Fire and Emergency Management New Zealand for the role they played in leading the response and recovery to the New Zealand International Convention Centre fire.

Horopaki

Context

6. The fire at the NZICC was an incident of national significance. The building was in the final stages of construction in Auckland’s city centre and earmarked as the primary venue for Asia-Pacific Economic Cooperation (APEC) Leaders’ Week in 2021.

7. At approximately 1307 hours on Tuesday 22 October a fire broke out on the roof of the NZICC, which was under construction. The building is over a hectare in size occupying almost one block, comprising 32000 m² of floorspace with an adjoining 300 room hotel being built concurrently.

Tātaritanga me ngā tohutohu

Analysis and advice

Response

8. The fire was seated in a roof cavity and the complexity of the construction of the building meant that it was impossible for fire crews to directly attack the fire. Instead they adopted defensive tactics that resulted in the primary fire burning for three days before it was extinguished, followed by six days of overhauling the debris, dampening down hotspots and extinguishing small fires which re-flashed. The fire response led by Fire and Emergency NZ attracted fire resources from across all of Auckland, and required support from the NZ Police, Auckland Transport, Auckland Emergency Management, Auckland Regional Public Health and the wider family of response agencies. It caused major disruption to central Auckland, blocking key arterial roadways causing businesses to evacuate and the Mayor to recommend that people stay away from the central city to avoid smoke and help reduce traffic congestion.

9. The intensity of the fire and the complexity of both the roof structure and the fact that all levels were under construction, made for a very difficult fire to attack. Crews were required to shelter and protect unburnt parts of the building while leaving the roof structure to burn itself away and drop down onto lower levels, before they could get adequate access to extinguish it. Thick black smoke was released from the building and drifted across large parts of the central city, causing a number of businesses to close, where possible recommending their staff work from home. Of particular note, one such business that was closed and evacuated was the Skycity Casino and Hotel. Apartment dwellers were confronted with smoke entrained into their apartments through their air conditioning systems and triggered approximately 62 calls into “Healthline” seeking advice.

10. The Fire and Emergency Te Hiku Regional Coordination Centre was activated on the afternoon of 22 October 2019 and immediately started providing support to the firefighting operations.

11. Auckland Emergency Management activated their Emergency Coordination Centre and called together a number of stakeholders through their networks. These stakeholders were then briefed on a regular basis by the Liaison Officer in Fire and Emergency Management’s Regional Coordination Centre. This briefing included information to the Auckland Public Health department with advice around what to do if you find yourself with smoke in your workplace, home, or as you are moving around the city. Emergency Mobile Alert “Text Message Safety Alerts” were sent out to provide this emergency information to the members of the public within the city centre.

12. The roads in the immediate block surrounding the incident were closed, and this produced major delays in the traffic flows around the central city which was already affected by the nearby city rail link construction area. These delays projected out to the motorways causing substantial delays for traffic in and around greater Auckland.

Recovery

13. The decision was made to appoint a Recovery Team to manage the recovery phase on 24 October 2019. Comprising representation from Fire and Emergency New Zealand and Auckland Emergency Management, the desired end state was: New Zealand International Convention Centre returned to Fletchers Construction with positive perceptions left with the affected parties, public, partner agencies and government. Key outcomes were:

a) Fire extinguished, firefighting water removed, and operational response completed;

b) All agency response assets reconstituted and returned to service;

c) Onsite fire investigation activities completed (overall investigation would continue);

d) Surrounding businesses able to return to normal operations, advice on safe operations delivered;

e) Streets handed back to Auckland Transport Operations Centre;

f) New Zealand International Convention Centre site handed back to Fletchers Construction in a safe state;

g) Stakeholders updated and confident to close this incident; and

h) Media relations maintained throughout all phases.

14. The recovery commenced whilst response operations were still underway. A key issue that needed managing was public perception regarding ongoing road closures when the main fire was out but overhauling debris resulted in hotspots re-flashing into new fires (some of such size that they took many hours to extinguish).

15. The response and recovery operation was successful with all outcomes achieved and signaled by formal handover of the NZICC back to Fletchers Construction at 1700hrs on Friday 1 November 2019.

16. Fire and Emergency New Zealand has always undertaken limited aspects of recovery following any significant fire. The NZICC fire was an opportunity to exercise that function under the new legislation of the Fire and Emergency Act, 2017. A key outcome is that the Civil Defence Emergency Management Act 2002 comprises considerable detail on recovery actions whereas the Fire and Emergency Act does not. Therefore, the collaborative efforts of a combined Fire and Emergency New Zealand / Auckland Emergency Management team for recovery to fires of the size and significance as the NZICC was appropriate.

Implications and opportunities

17. The NZICC on completion will provide Auckland and New Zealand with capacity to host larger conventions and exhibition. The availability of this capacity has been delayed. There were some bookings arranged for during the period of the delay.

18. ATEED and the Auckland Convention Bureau worked closely with Fletcher Construction, Skycity, MBIE, and businesses to transfer bookings to alternatives in Auckland, elsewhere in New Zealand or for a later cycle.^{^[1]} Some of the NZICC’s business has been retained in Auckland and some shifted to elsewhere in New Zealand.

19. Discussions are still being had between Skycity, APEC New Zealand and ATEED around what the revised timeline for the build will be. Events as complex as APEC in 2021 always involve contingency plans, including for venues. APEC NZ is progressing the contingency plans for the Auckland venues for the APEC meetings. These involve discussions with multiple venues and are commercial-in-confidence.

20. Marketing for future conventions and exhibitions is currently focused on available capacity (up to 1500 people) and the wider offerings in the Auckland region and New Zealand. We understand that marketing of the NZICC’s larger capacity will recommence when there is sufficient certainty of its confirmed availability.

21. Auckland Emergency Management’s resilience building work programme includes a focus on small to medium sized businesses to provide updated on-line and hard copy resources, explore partnership opportunities and tailored support for the regions’ more vulnerable businesses. That this work will promote business continuity and ways that smaller businesses can build resilience to disruption.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. As with any large-scale unintentional fire there will have been a local spike in green-house gas emissions. This would have been of relatively short duration and occurred in unusual circumstances - during late stage construction prior to the activation of the buildings fire control measures. Practice changes may emerge to mitigate the risk of fire during this stage of construction.

23. The NZICC construction project to increase its carbon footprint, due to the embodied carbon associated with the initial building and the subsequent rebuilding. However, given its use of sustainable building materials, embodied carbon would be lower, compared to use of other, less sustainable building materials.

24. There are no decisions with climate implications arising from this report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. Auckland Transport, Watercare Services Limited, Healthy Waters, Regulatory Services and Communications from within Auckland Council supported the response led by Fire and Emergency New Zealand in addition to Auckland Emergency Management. The Auckland Council Crisis Management Team (CMT) comprising of senior management from across Council was also activated. In partnership with Commercial Property, the CMT successfully activated and implemented business continuity plans and oversaw the closure and cleaning of council buildings.

26. ATEED and Auckland Convention Bureau have been active addressing impacts arising from the delayed capacity resulting from the fire, as outlined above.

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

Local impacts and local board views

27. The fire’s smoke plume was blown towards the downtown area by the north westerly winds experienced for a large part of the fire. The smoke was also experienced in proximate buildings, both commercial and residential.

28. The Waitematā Local Board received information during the fire and an update report from the Acting General Manager of Auckland Emergency Management on 12 November 2019.

Tauākī whakaaweawe Māori

Māori impact statement

29. 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.

30. There was initial concern about potential contaminations of firefighting water entering the Waitemata Harbour. The subsequent result of ecosystem toxins testing confirmed that levels of contaminants determined were low and that testing sediments in the Waitemata Harbour was not required. Disposal of the firefighting water pooled in the lower levels of the New Zealand International Convention Centre /Skycity carpark was a particular concern. With engagement with Ngāti Whātua-o-Ōrākei the firefighting water was discharged into the wastewater system for treatment at the Mangere Treatment Plant, before discharge.

Ngā ritenga ā-pūtea

Financial implications

31. There are no financial implications arising directly from this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. There are no risks arising from this report to be mitigated.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Deane Ingram - Planning and Performance Manager, Region 1, Fire and Emergency Management New Zealand

Wayne Brown - Principal Recovery Advisor, Auckland Emergency Management

Authorisers

Mike Shaw - Principal Advisor: Fire Risk Management Region 1, Fire and Emergency Management New Zealand

Kate Crawford - General Manager, Auckland Emergency Management

Civil Defence and Emergency Management Committee

25 February 2020

Update on the Tsunami Work Programme

File No.: CP2020/01108

Te take mō te pūrongo

Purpose of the report

1. To update the Civil Defence and Emergency Management Group Committee of progress on the current projects of the Tsunami Work Programme.

Whakarāpopototanga matua

Executive summary

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

3. Two current workstreams of focus in the Tsunami Work Programme include the enhancement to the tsunami inundation and evacuation zones and the installation of two public alerting sirens in Orewa.

4. Procurement of consultants to enhance the tsunami inundation and evacuation zones is proceeding. The responses to requests for proposals are being assessed. It is expected that the final project will be delivered within 12 months from the preferred supplier/s being identified.

5. Installation of two public alerting sirens in Orewa continues. A comprehensive community engagement and information campaign has been developed. An information evening will be held in Orewa on Tuesday 18 February 2020. Installation and commissioning of the public alert sirens in Orewa is expected to be completed within the next few months.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) receive the report on the update of the Tsunami Work Programme.

Horopaki

Context

6. Further to our report titled “Update on the Tsunami Pilot Project” to the Civil Defence and Emergency Management Committee on 18 August 2018 (CP2019/15252), this report provides an update on the active streams of the Tsunami Work Programme.

7. 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.

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

9. 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.

10. Auckland Emergency Management has been providing regular updates to the Auckland Civil Defence and Emergency Management Group Committee on the status of the work stream within the programme.

11. The Tsunami Work Programme currently consists of 12 tasks (Table 1) that will contribute to reducing the overall risk associated with the impact a damaging tsunami will have on Auckland communities.

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 to the Auckland Civil Defence and Emergency Management Group and other elected members	High Priority, dependent on tasks 5 and 6
5	Development of tsunami vulnerability assessments	Medium Priority- dependent on step 1
6	Audit of the tsunami-related research and identification of gaps in knowledge	Medium Priority- dependent on step 1
7	Tsunami risk reduction project with the Auckland Lifelines Group	Medium Priority- dependent on step 1
8	Consideration of land-use activities and public information on tsunami-risk (including LIM reports)	Medium Priority- dependent on step 1
9	Refinement and communication of Auckland’s tsunami Standard Operating Procedure (SOP)	Medium Priority
10	Finalisation of Auckland’s Operational Evacuation Plan in accordance with large scale mobilization project	Medium Priority- dependent on step 1
11	Consideration of Auckland Emergency Management’s and Auckland Council’s business continuity planning for tsunami	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

12. Currently, the two most active workstreams the Tsunami Work Programme support tasks 1 and 2, which, in turn, inform multiple other tasks.

Tātaritanga me ngā tohutohu

Analysis and advice

Task 1 – Enhancements to the tsunami inundation and evacuation zones

13. Task 1 identifies enhancements required to the Auckland inundation and evacuation zones. The area expected to be inundated by tsunami are currently conservatively mapped to over-estimate the area required to evacuate during a tsunami emergency.

14. At the time of writing this report, responses to a Request for Proposal to remodel and remap the inundation and evacuation zones across the entire Auckland region (including offshore islands) were being assessed.

15. We expect that once a preferred supplier(s) is identified, the final project, including associated evacuation zone maps and geospatial layers will be delivered within 12 months. Project delivery may occur in stages allowing some areas at highest risk to be completed and delivered earlier.

Task 2 - Orewa Public Alert Siren Pilot

16. Emergency Mobile Alerts remain the predominant method for alerting the public to tsunami. These alerts are issued nationally.

17. A number of pilot projects have been considered to look at secondary alerting methods and their viability.

18. A pilot project is underway for the installation of two additional public alerting sirens in Orewa. While most of this task will follow delivery of the revised inundation and evacuation modelling in Task 1, progress towards installation of the Orewa public alert sirens continues.

19. Delays were experienced and the technological pilot proceeded more slowly than anticipated as the supporting technology was very new.

20. A comprehensive community engagement and information campaign has been developed in collaboration with Local Boards Services and Citizen and Customer Engagement.

21. We expect the installation and commissioning of the public alert sirens in Orewa to be completed within the next few months.

Tauākī whakaaweawe āhuarangi

Climate impact statement

22. While the likelihood of a tsunami is not impacted by the effects of climate change, the area at risk of inundation, and potentially the ability of our communities to recover from a damaging tsunami event, will be.

23. With the effects of sea-level rise, the baseline level of the ocean is likely to continue to rise, amplifying the effect of any tsunami on the coastline. This will make areas and assets (including Auckland Council and lifeline assets) that may not be at risk of inundation in the present-day, at risk in the future.

24. The adaptive capacity of our communities may also be undermined by the effects of climate change, impacting their ability to recover from a damaging tsunami event. The stresses put on our communities by a changing climate, and related pressures across the four wellbeing’s (social, economic, environmental and cultural wellbeing) may impact not only weather, but health, food security, social connectedness and resilience.

25. To help understand this risk, Auckland Emergency Management has asked the respondents to the Request For Proposal to remodel Auckland’s tsunami inundation and evacuation zones to incorporate a solution that represents a 1m rise in sea-level as an additional layer.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. 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

27. All of the Auckland coastline is at risk of the impacts of a damaging tsunami.

28. 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.

29. 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’.

Task 2 - Orewa Public Alert Siren Pilot

30. 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.

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

Tauākī whakaaweawe Māori

Māori impact statement

32. 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

33. 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

34. 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

35. Auckland Emergency Management will continue implementing the individual workstreams 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	Kate Crawford - General Manager Auckland Emergency Manager

Civil Defence and Emergency Management Committee

25 February 2020

Summer Storm Campaign

File No.: CP2020/01414

Te take mō te pūrongo

Purpose of the report

1. To update the Civil Defence Emergency Management Group Committee on Auckland Emergency Management’s Summer Storm campaign run over the summer period of 2019/2020.

Whakarāpopototanga matua

Executive summary

2. Auckland Emergency Management ran a Summer Storms public media campaign for the 2019/2020 summer period, ending 14 February 2010.

3. Various channels were employed to promote the campaign, including radio, Facebook advertising, OurAuckland and the Auckland Emergency Management website.

4. It should be noted that key messages are able to be re-activated in advance of anticipated storm systems as appropriate.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) note that Auckland Emergency Management are proactively communicating preparedness information to the public using targeted campaigns to increase public awareness about Auckland’s top hazards.

Horopaki

Context

5. Auckland Emergency Management launched the Summer Storms Campaign in 2018 for the 2018/2019 summer. The campaign communicated the risk of summer storms to the public and encouraged individuals, families and community to be storm ready. The campaign was timely, with a storm impacting Piha, king tides, and generally unsettled weather around the region over the period of the campaign.

6. Another summer storms campaign was run for the 2019/2020 summer building on earlier campaigns to raise awareness.

7. Although the messaging is primarily around summer storms, key messages are able to be re-activated across many of the same platforms in advance of anticipated storm systems if required.

Tātaritanga me ngā tohutohu

Analysis and advice

8. The 2019/20 campaign was run across various channels:

· A radio advertisement was run between 22 December 2019 to 16 February 2020 on Newstalk ZB and the Breeze

· An article was produced for Our Auckland, ‘Get your place summer storm ready’, encouraging the public to make sure individuals and families prepare their homes - https://ourauckland.aucklandcouncil.govt.nz/articles/news/2019/12/get-your-place-summer-storm-ready/

· Facebook advertising (video) was run over a 2-week period from 23 December 2019:

· Greater use was made of the Auckland Emergency Management’s website on ways to prepare for a summer storm in the community and at home for the 2019/2020 campaign. A banner on the front page directed to a ‘Severe Weather and Storms’ page, to which new information for storm preparations was added.

Tauākī whakaaweawe āhuarangi

Climate impact statement

9. The Summer Storms campaign is an example of the way public messaging and public education can assist in building personal and community resilience to the impacts of hazards. This report does not require a decision with impacts on emissions or approaches to their reduction.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

10. The matters outlined in this report support fulfilment of the Civil Defence Emergency Management Group’s role and contribute to building resilience 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

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

Tauākī whakaaweawe Māori

Māori impact statement

12. There are no direct implications for Auckland’s Māori communities.

13. Auckland Emergency Management is exploring the incorporation tikanga principles into the development of future public massaging.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Adam Maggs - Head of Competency and Public Readiness
Authoriser	Kate Crawford - General Manager Auckland Emergency Manager

Civil Defence and Emergency Management Committee

25 February 2020

Forward Work Programme

File No.: CP2020/01415

Te take mō te pūrongo

Purpose of the report

1. To provide the Civil Defence Emergency Management Committee with an update on the forward work programme.

Whakarāpopototanga matua

Executive summary

1. This report provides an update on items not separately reported to this committee.

2. Updates are provided on:

· the development of a new Public Awareness Strategy

· recovery preparations and the release of Recovery Preparedness and Management Guidelines (DGL 24/20)

· Auckland Civil Defence Emergency Management Group feedback on draft damage assessment guidelines

3. An update will be provided to the Committee on the various working groups at its next meeting (5 May 2020).

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) approve the Civil Defence and Emergency Management Committee’s forward work programme

b) agree that the Civil Defence and Emergency Management Committee’s forward work programme be reported monthly for information and reviewed on a six-monthly basis in August and February each year.

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. The forward work programme was refreshed in August 2019 to better reflect inter-agency priorities in implementing the Group Plan and priorities arising since the Group Plan’s publication.

6. 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.

Tātaritanga me ngā tohutohu

Analysis and advice

7. A copy of the Forward Work programme is appended as Attachment A. Progress on the forward work programme on the Tsunami Work Programme is outlined in a separate report on this agenda.

8. Progress on the forward work programme, not separately reported to the Committee is outlined as follows:

Public Awareness Strategy

9. Auckland Emergency Management is reviewing the current Public Awareness strategy and developing a new one for 2020-2025 in accordance with the Group Plan. The purpose of the is to enhance disaster preparedness through relevant and meaningful community engagement. Development of the new strategy will be informed by other plans and strategies across Auckland Emergency Management and Auckland Council, including the CDEM Māori Responsiveness Plan. The strategy will inform a work programme including specific public awareness plans to ensure the public is aware of the impacts of emergencies and actions they can take to be prepared and more resilient.

10. A Working Group has been set up with membership across our partner CDEM agencies and organisations. The working group will ensure alignment across their strategies, plans or programmes. This is to ensure consistency of key messages and identify opportunities to work collaboratively. The group met on Wednesday 12 February 2020 and confirmed a terms of reference. Different approaches to public education and key themes were identified and discussed.

11. The working group will meet quarterly. The next working group is scheduled for early May and will look at the barriers and issues that the public and agencies can face when it comes to educating the public about emergencies.

Recovery Preparations

12. The National Emergency Management Agency has advised that the Guidelines for Recovery Preparations and Management [DGL 24/20] have been published.

13. Auckland Emergency Management had been liaising with the Ministry of Civil Defence Emergency Management on the development of the guidelines and the Auckland Civil Defence Emergency Management Group provided comment on the draft guidelines in October 2019.

14. Auckland Emergency Management’s work recovery programme is closely aligned with the Guidelines for Recovery Preparation and Management. The Guidelines and the recovery work programme will be reported to the next Committee meeting.

Damage Assessment

15. The Auckland Civil Defence Emergency Management Group also provided feedback on the draft Risk Assessment Guidelines.

16. The Auckland Civil Defence Emergency Management Group welcomed the development of document that seeks to align damage and impact assessment across the Civil Defence Emergency Management sector, however the guidelines would be better framed as a strategy as, the draft guidelines:

· were very ambitious requiring the development of technical infrastructure, interagency and community planning involved

· premised on data sharing and management systems that do not currently exist across the country

· the investment, extensive work and time required to gather and populate the required systems with appropriate data.

17. Auckland emergency management is maintaining a watching brief on developments and will provide further updates as this work evolves.

Working Groups

18. An update on the established working groups will provide to te Committee at its next meeting (5 May 2020).

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. There are no climate impacts arising directly from this report. Rather this report includes ways in that assist in making Auckland better prepared and more resilient to adverse weather events.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. 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

21. 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

22. 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

23. 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

24. The nature of emergency management can mean progress on the work programme can be disrupted when higher priority activities command attention.

25. 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

26. 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.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	CDEM Forward Work Programme 2019 - 2020	39

Ngā kaihaina

Signatories

Author	Wayne Brown - Principal Recovery Advisor
Authoriser	Kate Crawford - General Manager Auckland Emergency Manager

Civil Defence and Emergency Management Committee

25 February 2020

Kōmiti Ārai Tūmatanui me Te Toko Raru Ohorere / Civil Defence and Emergency Management Committee
Forward Work Programme 2020

This committee exercises the statutory powers outlined in the Civil Defence Emergency Management Act 2002 and the Auckland Civil Defence Emergency Group Plan. The full terms of reference can be found here: Auckland Council Governing Body Terms of Reference

Area of work and Lead Department	Reason for work	Committee role (decision and/or direction)	Expected timeframes Highlight the month(s) this is expected to come to committee in 2020
Area of work and Lead Department	Reason for work	Committee role (decision and/or direction)	Jan	Feb	Mar	Apr	May	Jun	Jul	Aug	Sep	Oct	Nov	Dec
Receiving Reports
General Managers Update Auckland Emergency Management	Standing item - Update from AEM General Manager on items of interest to the Committee not separately reported	Decision to receive the update.
Update on Co-ordinating Executive Group Meeting	Standing item - Update from AEM General Manager on the preceding Coordinating Executive Group	Decision to receive the update.
Civil Defence Emergency Management Group Feedback Auckland Emergency Management	Feedback on items for which group feedback is sought including Draft Directors Guidelines, Bills and implementation of TAG recommendations. NB - Feedback may have to be retrospectively approved where meeting dates do not allow prior approval	Decision to approve Auckland Civil Defence Emergency Group feedback
Hazards Risk Management Action Plan	Progress Reporting - updates on implementation of actions for managing Auckland regions hazards and risks	Decision to receive updates.
Recovery Preparations Auckland Emergency Management	Progress Reporting - updates on implementation of actions identified in Pathways to Preparedness	Decision to receive updates.
Lifelines Projects	Updates on work programme and progress	Decision to receive updates.
Auckland Groups Controllers List Auckland Emergency Management	Approval and maintenance of list of Group Controllers, Welfare Managers and Group Recovery Managers.	Decision to approve list and any updates.
Civil Defence and Emergency Management Projects
Public Education Strategy	Progress Reporting – progress reports on development of strategy. Enhance preparedness through engagement, supporting work programme & public awareness plans.	Decision to receive updates Decision to approval final document
Large-scale people mobilisation	Support Tāmaki Makaurau Evacuation Plan	Decision to Receive updates
Working Groups
Exercising Programme	Shared exercising, includes exercising to build capability	New item - to be scoped
Joint Evaluation Action Plan Working Group Auckland Emergency Management	To ensure the lessons learned from events and exercises are realised	Note Working Group participation
Community Outreach Group (formerly Building Community Resilience) Auckland Emergency Management	To be rescoped following workshop	Note Working Group participation
Hazard Risk Management Action Plan	Updates on implementation of actions for managing Auckland regions hazards and risks
Recovery Preparations Auckland Emergency Management	Updates on implementation of actions identified in Pathways to Preparedness	Receive updates
Civil Defence and Emergency Management Group Plan Review Working Group Auckland Emergency Management	Needs to be scoped	Note Working Group participation
AF8 Fail over and effects on Auckland Working Group Auckland Emergency Management	Needs to be scoped	Note Working Group participation
Agency Partner Data Sharing Working Group Auckland Emergency Management	As the common operating picture project is on hold an Auckland-wide initiative will continue to collaborate on shared data including vulnerable populations data	Note Working Group participation

[1] Some conventions are often held on a regular cycle, i.e. three-yearly. Deferring a booking to a later cycle is another way of addressing unavailability.