Agenda of Civil Defence and Emergency Management 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

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

2 Declaration of Interest

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

3 Confirmation of Minutes

That the Civil Defence and Emergency Management Committee:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 10 November 2020, 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 Committee

23 February 2021

Revised Tsunami Work Programme

File No.: CP2021/01170

Te take mō te pūrongo

Purpose of the report

1. To update the Civil Defence and Emergency Management Committee on revisions to the Tsunami Work Programme and the status of the current projects.

Whakarāpopototanga matua

Executive summary

2. Following changes to the operational structure of Auckland Emergency Management and the COVID-19 Emergency Budget, the scope of the Tsunami Work Programme has been modified to ensure the goals of the Programme are achievable and aligned to key departmental strategies.

3. Actions to understand the risk and impact of damaging tsunami on coastal communities of Auckland that are directly tied to Auckland Emergency Management “business as usual” responsibilities are now incorporated into departmental workplans.

4. Capital works projects, cornerstone projects, and their supporting operational components will continue to be presented to the Civil Defence and Emergency Management Committee.

5. There are two current major projects within the Tsunami Work Plan. A project to enhance the tsunami inundation and evacuation zones through more accurate computer modelling began in October, with delivery expected in June 2021. The installation of the two sirens as part of the Pilot Public Alerting Project in Orewa has been completed, with evaluation and refinement of their performance underway.

6. Once these two major projects are completed, any expansion of the Pilot Public Alerting Project in or outside of Orewa will be considered and presented to the Civil Defence and Emergency Management Committee.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) receive the report on the status of the Tsunami Work Programme

b) approve the revisions to the Tsunami Work Programme

Horopaki

Context

7. Following a review of tsunami risk in Auckland in late 2018, a series of projects to better understand and prepare for the impacts of a damaging tsunami in the Auckland region was developed into the Tsunami Work Programme.

8. The Civil Defence and Emergency Management Committee endorsed the 10-year, $2.5 million programme, which was developed with the Coordinating Executive Group in November 2018.

9. The Work Programme included a number of capital works projects, including expansion of the regional tsunami alerting network, as well as enhancement of the tsunami inundation zones through more in-depth computer modelling and projects with Coordinating Executive Group or Auckland Lifeline Group (ALG) partners. It also included incorporating tsunami risk and/or public education into Auckland Emergency Management operational plans or outreach activities.

Tātaritanga me ngā tohutohu

Analysis and advice

10. The 2019 review of Auckland Emergency Management operational structure has changed the capacity of the department to manage many operational projects within the Tsunami Work Programme internally. This, coupled with the COVID-19 Emergency Budget, has led to a reprioritisation and realignment of the projects within the Programme. Additionally, many projects that were once considered “stand-alone” can be absorbed into Business-as-Usual activities. This will ensure the outcomes of the Programme will be aligned with over-arching departmental goals and outcomes.

11. Where appropriate, work will also be aligned with other council projects, such as the Coastal Compartmental Studies projects currently underway through Engineering and Technical Services.

Task	Description	Priority	Status
1	*Enhancements to Auckland’s tsunami inundation and evacuation zones	High Priority	Underway Expected delivery June 2021
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	Underway but reduced in scale Review of pilot project due March 2021
3	Development of a Public Education Strategy for Auckland (including social media plan, and plans for engaging hard-to-reach groups)	High Priority	Reassigned Incorporated into BAU activities
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	Reassigned Incorporated into BAU activities
5	*Development of tsunami vulnerability assessments	Medium Priority- follows task 1	To be completed Will look for collaboration opportunities with other Auckland Council units
6	*Audit of the tsunami-related research and identification of gaps in knowledge	Medium Priority- follows task 1	Reassigned Incorporated into BAU activities
7	*Tsunami risk reduction project with the Auckland Lifelines Group	Medium Priority- follows task 1	On hold
8	Consideration of land-use activities and public information on tsunami-risk (including LIM reports)	Medium Priority- follows task 1	Reassigned Incorporated into outcomes of Natural Hazard Risk Management Action Plan
9	Refinement and communication of Auckland’s tsunami Standard Operating Procedure (SOP)	Medium Priority	Reassigned Incorporated into BAU activities
10	*Finalisation of Auckland’s Operational Evacuation Plan	Medium Priority- follows step 1	Underway
11	Consideration of Auckland Emergency Management’s and Auckland Council’s business continuity planning	Medium Priority	Reassigned Incorporated into BAU activities
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	Reassigned Incorporated into BAU activities

*Capital or cornerstone project

12. The enhancement of elected member engagement programmes and the redevelopment of key AEM strategies, for example the Group Plan and associated communications and engagement strategies, allow some of the operational projects to be reassigned.

13. There are two main active projects within the Tsunami Work Programme: the Enhancements to Auckland’s tsunami inundation and evacuation zones, which is a cornerstone project that will underpin other work, and the Public Alerting Pilot Project in Orewa.

Enhancements to Auckland’s Inundation and Evacuation Zones

14. Auckland’s tsunami inundation and evacuation zones are currently modelled to Level 2 standard, as outlined in the Tsunami Evacuation Zones Director’s Guideline [DGL 08/16] from the National Emergency Management Agency.

15. Level 2 is considered an interim standard which uses more basic modelling techniques that are more conservative, overestimating the impact and inundation zones.

16. Level 3 modelling uses a range of scenarios and different wave movements to more closely model the action of the incoming waves as they approach the coast and move inland. It more closely reflects the true potential impact of damaging tsunami waves on coastal communities.

17. A more accurate understanding of the potential tsunami impact zones is crucial in both pre-event emergency planning and during tsunami evacuations to reduce the danger of ‘over-evacuation’.

18. The contract for the remodelling of the inundation and evacuation zones has been awarded and the first phases of the project are now underway. Expected delivery of the final models is expected in June 2021.

Public Alerting Pilot Project in Orewa

19. A pilot project to install and evaluate two voice-capable public alerting sirens is underway in Orewa. The Emergency Management Committee has been regularly updated on the progress of this project since 2018.

20. The two public alert sirens were installed in Orewa on 2 September and tested on 27 September 2020 as part of Auckland Emergency Management’s biannual test of its alert systems. A further acoustic test was undertaken on 23 November 2020 to measure the volume and clarity of the sirens to validate the acoustic modelling made during the planning stages of the pilot project.

21. A broad communications campaign supported the installation and testing of the sirens including requesting public feedback on how the sirens sounded around the township.

22. Initial feedbck from the sound engineers and members of the public indicates the volume and clarity of the voice instructions of the sirens are heavily influenced by the weather conditions, and the co-location of multiple sirens within the town created echoes and overlapping sound.

23. The contractors are currently working with the hardware suppliers to understand why the sirens are being affected in this way and what can be done to minimise the interference with the reach of the sirens.

24. Once feedback is received from the contractors, a review of the pilot project will be constructed. With the outcomes of the tsunami inundation zones project, any expansion to the project in or outside of Orewa will be considered. Additionally, feedback will be provided to the National Emergency Management Agency on the use of voice-based alerts in urban areas.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. While the likelihood of a tsunami is not affected by the impacts 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.

26. To help understand this risk, AEM has asked the contractors to incorporate a solution that represents a 1m rise in sea-level as an additional layer within the enhancements of the tsunami inundation and evacuation zones project.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. After the tsunami inundation zones have been refined, a communication plan will be created to share the results and impacts with CCOs and other Civil Defence Emergency Management Group partners.

28. There is also opportunity to collaborate with CCOs, particularly Auckland Transport and Watercare on the Lifelines project. Auckland Emergency Management will work with the ALG to develop an appropriate project related to tsunami impacts on Lifeline Utilities.

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

Local impacts and local board views

29. 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.

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

31. Once the outcomes of the Tsunami Alerting Pilot Project in Orewa are understood they will be circulated to the Local Board for discussion along with any future work or refinements to the project.

Tauākī whakaaweawe Māori

Māori impact statement

32. Auckland Emergency Management looks for opportunities to collaborate with and support local iwi in their emergency planning processes as well as ways to reduce natural hazard risk to iwi and mataawaka.

33. Once the outcomes of the Tsunami Inundation Zone remodelling are known, impacts to Māori coastal communities will be more clearly highlighted. Then, our partnership advisors will work with other council departments to ensure the information is shared in a meaningful and useful way with iwi and other impacted Māori organisations.

34. Auckland Emergency Management also supports research partners outside the council who are working with coastal iwi to understand their risk from ocean flooding (including tsunami, coastal storm inundation and seal-level rise) and other natural hazards. Current coastal projects include one looking at High Impact Weather with the Resilience to Nature’s Challenges National Science Challenge Weather Theme, and the Kia Rite, Kia Mau project with rangatahi, of which tsunami, coastal inundation and storm surge are key topics. Through these and other projects, we hope to support natural hazard risk reduction in Māori communities at multiple levels, from the iwi decision-makers and planners, to the whanau through the tamariki and rangatahi.

Ngā ritenga ā-pūtea

Financial implications

35. The 2015-2025 Long Term Plan assigned the entire Tsunami Work Programme a budget of $2.42 million over 10 years. Due to the impacts of COVID-19 on the cornerstone projects, delivery has been delayed. Auckland Emergency Management is working with the Financial Services teams to ensure the budgets are carried forward. The realignment of the Work Programme with departmental strategies and work plans will ensure its goals are achievable and aligned.

36. The revision of the Tsunami Work Programme also aligns with the intention of the Auckland Council Emergency Budget. It ensures the best value-for-money for the region’s ratepayers, while prioritising projects to reduce the public risk to tsunami disasters.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. 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

38. Auckland Emergency Management will continue implementing the individual programmes within the Tsunami Work Programme.

39. The outcomes of the Public Alerting Pilot Project in Orewa and the inundation and evacuation zone remodelling will be circulated to the appropriate internal and external partners as presented to the Civil Defence and Emergency Management Committee.

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 Management

Civil Defence and Emergency Management Committee

23 February 2021

Alignment with the National Disaster Resilience Strategy

File No.: CP2021/00798

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to provide information on the National Disaster Resilience Strategy and note the relevance of its vision, goals and priorities for the Auckland Civil Defence and Emergency Management Group.

Whakarāpopototanga matua

Executive summary

2. The National Disaster Resilience Strategy Rautaki ā-Motu Manawaroa Aituā is intended to provide a common agenda for resilience that organisations, agencies, communities and groups can align with for collective impact. The strategy outlines a resilient future for New Zealand and emphasises the importance of Māori disaster resilience. The strategy pays attention to people disproportionately affected by disasters.

3. The vision of the strategy is that ‘New Zealand is a disaster resilient nation that acts proactively to manage risks and build resilience in a way that contributes to the wellbeing and prosperity of all New Zealanders.’

4. The strategy sets three main priorities, each of which has six objectives. The priorities are: Managing risks, Effective response to and recovery from emergencies, and Enabling, empowering, and supporting community resilience.

5. Current Auckland Emergency Management Group Office work programmes are increasingly aligned to the national priorities for improved resilience.

6. The review of the Auckland CDEM Group Plan provides the opportunity to further align the Group’s collective actions and targets to the priorities and objectives in the National Disaster Resilience Strategy. AEM intends to use the National Disaster Resilience Strategy as a guiding document for all work programmes across the four R’s and in facilitating the review of the Auckland CDEM Group Plan.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) receive the report on the priorities of the National Disaster Resilience Strategy

b) note the whole-of-community focus of the strategy

c) endorse the incorporation of the vision, goals and priorities of the National Disaster Resilience Strategy outcome into the review of the Auckland CDEM Group Plan.

Horopaki

Context

7. The National Disaster Resilience Strategy Rautaki ā-Motu Manawaroa Aituā came into effect on 10 April 2019. The strategy document is hosted on the National Emergency Management Agency website in English, te reo Māori and NZSL. There are summary versions in English, braille, audio easy-read English, large print, simplified Chinese, Samoan, Korean and Hindi.

8. The strategy is intended to provide a common agenda for resilience that organisations, agencies, communities and groups can align with for collective impact. The vision of the strategy is that ‘New Zealand is a disaster resilient nation that acts proactively to manage risks and build resilience in a way that contributes to the wellbeing and prosperity of all New Zealanders.’

9. The overarching goal stated in the strategy is: ‘To strengthen the resilience of the nation by managing risks, being ready to respond to and recover from emergencies, and by empowering and supporting individuals, organisations, and communities to act for themselves and others, for the safety and wellbeing of all.’

10. The strategy sets three main priorities, each of which has six objectives. The priorities are: Managing risks, Effective response to and recovery from emergencies, and Enabling, empowering, and supporting community resilience.

11. The strategy provides recommended actions for individuals and families/whānau, businesses and organisations, communities and hapū, cities and districts, government and national organisations.

12. Whilst acknowledging the broader context of ‘resilience,’ this strategy deals only with the disaster aspects of resilience. The document defines disaster as:

A serious disruption of the functioning of a community or a society at any scale due to hazardous events interacting with conditions of exposure, vulnerability and capacity, leading to one or more of the following: human, material, social, cultural, economic and environmental losses and impacts.

13. The strategy has been designed to align with current policy and practice in governance, the natural environment, the built environment and the economic, cultural and social sectors.

14. It references the Living Standards Framework and the four capitals (natural, human, social, financial/physical) that impact New Zealand’s well-being now and into the future.

15. The strategy discusses disaster risk (hazard, exposure, vulnerability) and reduction through building capacity. It also incorporates the principles, priorities and global targets of the Sendai Framework. New Zealand has committed to the global Sendai Framework for Disaster Risk Reduction 2015-2030. This framework is structured around Understanding risk, Shifting focus from managing disasters to managing risk, and Using a broad whole-of-society approach to understanding and managing risk.

16. The strategy outlines a resilient future for New Zealand, emphasises the importance of Māori disaster resilience, and sets guiding principles and values:

Manaakitanga

We respect and care for others

Whanaungatanga, kotahitanga

We nurture positive relationships and partnerships

Kaitiakitanga, tūrangawaewae

We guard and protect the places that are special to us

Mātauranga

We value knowledge and understanding

Tikanga

Our customs and cultural practices are central to who we are

Rangatiratanga

We lead by example

17. The strategy pays ‘special attention to people disproportionately affected by disasters’: disabled people, children and youth, culturally and linguistically diverse communities, rural communities.

18. A roadmap, monitoring and reporting processes will track progress on the national strategy. Outcomes will be measures against a series of indicators that include a resilience index developed through the National Science Challenge: Resilience to Nature’s Challenges.

Tātaritanga me ngā tohutohu

Analysis and advice

19. The current AEM Group Office work programmes are increasingly aligned to the national priorities for improved resilience. Some examples follow.

20. Managing risk. Auckland Council departments contribute to a collaborative action plan that has been developed to ensure the impacts of natural hazards on council services and assets are understood and actions are developed to mitigate these impacts. In 2021 we are reviewing Auckland’s risk profile to assess which hazards provide the greatest risk to Tāmaki Makaurau. This work will provide a focus to the revised Group Plan, ensuring that actions are aligned to the region’s greatest risks and impacts.

21. Effective response to and recovery from emergencies. The proposed Recovery work programme 2021-2022 is a separate agenda item. AEM intends to deliver a further four community scenario workshops in 2021. The workshops comprise a suite of exercises which are facilitated in the Emergency Coordination Centre or in a community setting to build community confidence around preparedness and response. Self-help resources that communities can use for their own exercises are also in development.

22. Enabling, empowering and supporting community resilience. Some current projects undertaken by the Auckland Emergency Management Group Office are:

· working with the Religious Diversity Centre to co-create a resource that will support faith groups to facilitate conversations in their places of worship about wellbeing, safety and resilience

· collaborating on a community engagement pilot that will help determine the hazard management of coastal inundation in high risk areas

· rolling out the Kia rite, kia mau ‘Be ready and take action’ programme for trial in a small number of schools. Kia rite, kia mau places te ao Māori at the heart of how whānau visualise and prepare for hazards.

23. The review of the Auckland CDEM Group Plan provides the opportunity to further align the Group’s collective actions and targets to the priorities and objectives in the National Disaster Resilience Strategy.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. The National Disaster Resilience Strategy references trends that are a source of risk and opportunity. One of these is climate change and economic degradation. Climate change could impact on or accelerate a wide range of risks.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. potentially impact business units within the Council group through disruption of service or damage to their assets and infrastructure. Reviewing the Auckland CEM Group Plan will entail working with partners across the council.

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

Local impacts and local board views

26. AEM’s strategic planning approach for recovery Ara Whakariteritetanga was developed through extensive local board engagement, and this will continue through the review of the Auckland CDEM Group Plan.

Tauākī whakaaweawe Māori

Māori impact statement

27. The National Disaster Resilience Strategy discusses the concepts of rescue, recovery and restoration of wellbeing and references the significant response and recovery efforts facilitated by Māori in recent disasters in Aotearoa. The effective responses and ongoing community support delivered by marae and other mana whenua and mataawaka organisations as a result of the COVID-19 pandemic are a current example of this strength.

28. It is as mana whenua, decision makers and the owners of assets that Māori have important roles to play across the four R’s of emergency management. Auckland Emergency Management and the review of the Auckland CDEM Group Plan must actively include Māori at all levels of the collaborative effort to develop a more resilient Tāmaki Makaurau.

Ngā ritenga ā-pūtea

Financial implications

29. There are no costs associated with the committee receiving this report on the priorities of the National Disaster Resilience Strategy.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. Once the vision and goals have been set for a programme, the activation of Auckland CDEM could impact on the delivery of Auckland Emergency Management work programmes. Developing meaningful relationships with partners is a successful mitigation.

Ngā koringa ā-muri

Next steps

31. AEM will use the National Disaster Resilience Strategy as a guiding document for work programmes across the four R’s and in facilitating the review of the Auckland CDEM Group Plan.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	National Disaster Resilience Strategy Rautaki ā-Motu Manawaroa Aituā Summary Version	19

Ngā kaihaina

Signatories

Author	Greg Morgan - Head of Response & Recovery
Authoriser	Kate Crawford - General Manager Auckland Emergency Management

Civil Defence and Emergency Management Committee

23 February 2021

Forward work programme engagement with Māori

File No.: CP2021/01180

Te take mō te pūrongo

Purpose of the report

1. To brief the Civil Defence and Emergency Management Committee on how engagement with Māori will inform the Auckland CDEM Group forward work programmes.

Whakarāpopototanga matua

Executive summary

2. Effective and sustained approaches to reduction, readiness, response and recovery and to supporting community and hapū resilience require AEM and partner agencies to engage meaningfully with Māori.

3. Several emergencies across Aotearoa have shown the capacity and capability of Māori organisations in response and recovery. Auckland CDEM will benefit from more consistent engagement with Māori across the 4R’s of emergency management.

4. Whakaoranga refers to the rescue, recovery and restoration of sustainable wellbeing. The process is achieved through Māori values, knowledge and tikanga.

5. AEM and the Auckland CDEM Group have the opportunity to design and implement meaningful engagement with Māori through drawing on the expertise of Māori, council teams, CEG partners and government agencies.

6. The review of the Auckland CDEM Group Plan must invite and incorporate Māori input.

7. AEM will continue to deliver current AEM work programmes that are grounded in te ao Māori while building capacity for these and other Māori initiatives to have appropriate strategic oversight.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) receive this report on forward work programmes and engagement with Māori

b) agree to the approach suggested to lift engagement with Māori over the 4R’s of emergency management and disaster resilience.

Horopaki

Context

8. On 10 November 2020 the Civil Defence and Emergency Management Committee requested Auckland Emergency Management (AEM) to provide a report outlining the Auckland CDEM Group forward work programme engagement with Māori (CIV/2020/17).

9. AEM operates within the Auckland Civil Defence and Emergency Management Group.

10. The Auckland Civil Defence and Emergency Management Group Plan 2016-2021 states the intent to ‘ensure Māori values and perspectives are taken into account when developing long-term business direction.’

11. AEM as a council department, Group Office and CEG partner contributes to Māori outcomes. Recent examples are:

· Standing up Te Pouwhakarae function within the COVID-19 response in 2020; Te Pouwhakarae worked alongside iwi, hapū, whānau, marae and other kaupapa Māori organisations to support the provision of kai, hygiene supplies, protective equipment and information

· Marae delivering food and essential supplies to whānau were further supported by the Auckland CDEM welfare function

· During Auckland’s resurgence at alert level three in August, the welfare function was remodelled to include a Pou Manaaki strand that will ensure future welfare responses incorporate te ao Māori

· Throughout the April-June and August responses, AEM worked with kaimahi Māori across the council (and principally in Ngā Mātārae) to ensure that important information was delivered to and received from Māori stakeholders

· AEM has commenced trialling the Kia Rite, Kia Mau disaster awareness and readiness project in pilot schools

· AEM is collaborating on natural hazard risk reduction projects that will have positive outcomes for Māori sites of significance

· Following the COVID-19 response and with regards to the significant and ongoing responses delivered by marae and their partners, AEM began discussions with a small number of marae on the potential for a marae emergency preparedness progamme. Such a programme would be based on relationship/whakawhanaungatanga and contain elements such as:

o Pou tautoko - supporting people to help people before and during an event

o Pou tikanga - cultural practices shaping readiness and response to ensure safety and wellbeing

o Pou whakarae - being response ready

o Pou Ārahi - training and education to support the marae

o Pou hono - ensuring the marae operations continue.

· The initial discussions regarding a marae emergency preparedness programme have indicated enthusiasm for a sustained relationship through which marae and other Māori organisations can access learning and advice to support their readiness, response and recovery.

12. On 11 February 2021 Auckland Emergency Management facilitated a workshop with the Auckland CDEM Coordinating Executive Group (CEG) to exchange views on priorities, interdependencies, the resourcing of collaborative actions and next steps. This was the first meeting of CEG since the Civil Defence and Emergency Management Group requested a report on engagement with Māori. AEM tabled for discussion engaging with Māori within the future work programme of CEG and AEM as a department and group office.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Effective and sustained approaches to reduction, readiness, response and recovery and to supporting community and hapū resilience require AEM and partner agencies to engage with Māori in ways Māori experience as meaningful.

14. Several emergencies across Aotearoa - for example, the Christchurch earthquakes, Kaikoura, the Pigeon Valley Fire, Whakaari/White Island, drought relief in Northland, the COVID-19 response - have shown the capacity and capability of Māori organisations in response and recovery. Auckland CDEM will benefit from more consistent engagement with Māori across the 4R’s of emergency management.

15. The National Disaster Resilience Strategy incorporates the process of whakaoranga developed in the National Science Challenge Resilience to Nature’s Challenges research project, Whakaoranga marae led by Associate professor Christine Kenney. Whakaoranga refers to the rescue, recovery and restoration of sustainable wellbeing. The process is achieved through Māori values, knowledge and tikanga.

16. Supporting the whakaoranga dynamic will require AEM to engage actively with Māori and to reflect the practice and outcomes of engagement in the review of the Auckland CDEM Group Plan over 2021-2022.

17. Engagement will require leadership and strategic oversight that involves Māori from the outset. AEM has the opportunity to build on existing relationships with mana whenua and mataawaka and to collaborate other council departments that hold significant relationships with Māori entities.

18. AEM also has access to:

· the engagement frameworks and practice of CEG partners

· the support of the National Emergency Management Agency

· the Caring for Communities workstream of the All of Government response to the impacts of COVID-19

· the agencies that form the Auckland Regional Leadership Group which is focused on Auckland’s social and economic recovery from those impacts.

19. Proposed steps to building AEM’s engagement with Māori are:

A. Draw on the expertise of council colleagues, agencies, Māori academics and organisations with which AEM holds existing relationships and other CDEM groups to identify opportunities for shaping an AEM engagement framework with Māori input from the outset.

B. Design the process for review of the Auckland CDEM Group Plan to invite and incorporate Māori input.

C. Continue to deliver current AEM work programmes that are grounded in te ao Māori while building capacity for these and other Māori initiatives to have appropriate strategic oversight.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. Climate change is an underlying driver of risk in areas of importance to Māori. Examples of risk areas are biosecurity, sea level rise, the availability and quality of ecosystems and reduced access to traditional kai.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. Auckland Council works towards a Tāmaki Makaurau where Māori thrive by delivering on the 10 year outcomes and priorities guided by Whiria Te Muka Tangata, the Māori Responsiveness Framework. The Auckland Council Māori Outcomes Report 2019-2020 indicates the strong link between the council’s commitment to achieving Māori outcomes and engaging with Māori during response and recovery.

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

Local impacts and local board views

22. Local boards hold strong relationships with marae and other Māori organisations in their areas and support collaboration that builds community resilience.

Tauākī whakaaweawe Māori

Māori impact statement

23. To be effective for Māori and for Tāmaki Makaurau as a whole, the 4R’s of Emergency management must be informed by Māori and be able to utilise the expertise and strengths of Māori communities and organisations.

24. The National Disaster Resilience Strategy states that:

Māori share a holistic and community perspective on resilience, which can be characterised as the social, physical, familial, spiritual and environmental wellbeing of whānau, the unit of cultural capital in Te Ao Māori.

Ngā ritenga ā-pūtea

Financial implications

25. There are no costs associated with the committee receiving this report on the approach to scoping improved engagement with Māori in the Auckland CDEM work programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. Engagement that is not based on relationship and reciprocity would undermine the potential for true and sustained community resilience in Tāmaki Makaurau. Te ao Māori values must shape engagement plans and approaches.

Ngā koringa ā-muri

Next steps

27. AEM will liaise with council departments, Māori academics and organisations, CEG and government agencies to identify opportunities for designing meaningful engagement with Māori.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Greg Morgan - Head of Response & Recovery
Authoriser	Kate Crawford - General Manager Auckland Emergency Management

Civil Defence and Emergency Management Committee

23 February 2021

Recovery Work Programme 2021-22

File No.: CP2021/00661

Te take mō te pūrongo

Purpose of the report

1. To approve the next steps in preparation for, and management of, recovery in Auckland under the Civil Defence Emergency Management Act 2002.

Whakarāpopototanga matua

Executive summary

2. The National Emergency Management Agency^{^[1]} (NEMA) is undertaking a programme to improve the practice of recovery from an emergency. Recently there have been legislative amendments introducing new requirements and new Director’s Guidelines. NEMA is introducing new training programmes this year.

3. The new requirements include strategic planning for recovery. The Auckland CDEM Group developed Ara Whakariteritetanga - Preparedness for Recovery which was approved by the Auckland Civil Defence and Emergency Management Group Committee on 28 August 2019 (CIV/19/27).

4. Ara Whakariteritetanga aligns with the National Disaster Resilience Strategy, expressing Auckland CDEM’s vision for recovery as:

“Auckland’s people, communities, business and infrastructure are well-placed to recover from disaster.”

5. Ara Whakariteritetanga sets the direction for community-centred recovery and includes community values and priorities. Recovery that is effective is understood, communicated, supported by collaboration and requires available capability and capacity. Consistent with these insights, Ara Whakariteritetanga identified 32 actions to prepare for recovery. They have been grouped into five projects:

· Recovery story

· Recovery plan

· Recovery environment sector groups

· Capability and capacity

· Monitoring and evaluation.

6. These projects form the recovery work programme for 2021-22 align with NEMA’s Director’s Guidelines for the preparation and management of recovery and informs the review of the Auckland CDEM Group Plan and Auckland Emergency Management’s outputs.

7. Together with the Auckland CDEM Group Plan, the recovery plan and associated standard operating procedures comprise a framework for recovery. Implementing the work programme initially focuses on the recovery plan project. The recovery plan provides an operational platform for the implementation of recovery and will incorporate elements of the other recovery projects. This approach seeks to establish a framework for recovery that is practicable, deliverable, mandated and supported.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) approves the development of the recovery work programme for 2021-22 in preparation for, and the management of, recovery in Auckland under the Civil Defence Emergency Management Act 2002 which:

i) provides a framework for effective recovery that is practicable, deliverable, mandated and supported

ii) informs the review of the Auckland Civil Defence and Emergency Management Group Plan and Auckland Emergency Management’s outputs

iii) is based on engagement, through the review of the Auckland Civil Defence and Emergency Management Group Plan where possible with

A) local boards

B) mana whenua and mataawaka

C) Pasifika, seniors, rainbow and disabled communities

D) partner agencies and stakeholders

E) business units across Auckland Council Group

F) demographic advisory panels.

Horopaki

Context

8. New Zealand’s experience after the Christchurch earthquakes reaffirmed different levels of maturity in the practice of response and recovery. Consequently, NEMA introduced legislative amendments and commenced a programme to improve the practice of recovery.

9. Amendments to the Civil Defence Emergency Management Act 2002 that increased requirements to prepare for and to manage recovery were enacted in 2016. NEMA issued Director’s Guidelines - Strategic Planning for Recovery (DGL 20/17) in December 2017. DGL 20/17 required amendment of Group Plans to provide for strategic planning for recovery. The Civil Defence and Emergency and Management Group Committee approved minor amendments to the Auckland CDEM Group Plan on 31 May 2018 (CIV/2018/16).

10. Auckland Emergency Management undertook its strategic planning for recovery as a standalone activity to meet the requirements of DGL 20/17. This planning would otherwise have been undertaken as a part of a review of the Group Plan. Ara Whakariteritetanga - Preparedness for Recovery, Auckland Emergency Management’s strategic planning for recovery was approved by the Auckland Civil Defence and Emergency Management Group Committee on 28 August 2019 (CIV/19/27).

11. Ara Whakariteritetanga was developed in parallel, and aligns with, NEMA’s National Disaster Resilience Strategy. The Auckland CDEM Group’s vision for recovery is:

“Auckland’s people, communities, business and infrastructure are well-placed to recover from disaster.”

12. Key elements of Ara Whakariteritetanga to prepare for recovery include:

· Community values and priorities

Communities are at the heart of recovery. An initial set of community values and priorities were identified to assist initial recovery planning. The initial set informs how we will work with communities involved in the recovery from an event. Further work is required in respect of mana whenua and mataawaka values and priorities.

· The way we work

o Anticipating consequences

Recovery needs to be scalable and adaptable to the nature of the impacts and consequences particular to the event to be recovery from

o Partnership approach

Coordination and collaboration underpin recovery and the partnership approach was developed through engagement with local boards, partners and stakeholders

o Building capacity and addressing barriers

Building a shared understanding of recovery, establishing arrangements that can be acted upon, recruiting and training people, scenario development and pre-emergency planning that assist in preparations for recovery.

· Monitoring and evaluation

Processes to track both effectiveness of preparations for recovery and the progress made when recovery is required.

· Actions to build momentum

Thirty-two actions were identified to build preparedness for recovery from disaster.

13. The development of Ara Whakariteritetanga highlighted these essentials for effective recovery:

· recovery is understood

· recovery is communicated

· capacity and capability are available

· collaboration is supported

· progress is monitored and evaluated.

14. These insights informed the development of the work programme, which grouped the 32 actions into five inter-related projects (see Attachment A, Recovery Projects):

· Recovery story - to build a shared understanding of recovery

· Recovery plan - to develop a pre-emergency plan documenting the arrangements established to support the implementation of a recovery

· Recovery environment sector groups - to develop recovery environment sector groups for structuring and populating recovery efforts across natural, social, economic and built environments in an integrated manner (the corresponding arrangements are included in the recovery plan)

· Capability and capacity - to recruit, train and prepare to run a recovery and ensure recovery arrangements can be implemented

· Monitoring and evaluation - to establish processes to track both effectiveness of preparations for recovery and the progress made during a recovery.

15. These projects were identified and scoped in parallel to the late stages of the NEMA Director’s Guidelines for Recovery Preparedness and Management (DGL 24/20) which were published in January 2020.

16. The work programme to deliver upon Ara Whakariteritetanga is the focus of this report.

Tātaritanga me ngā tohutohu

Analysis and advice

17. Recovery differs from response in context, nature, focus, pace, duration, processes and outcomes. Response addresses the situation at hand while recovery seeks to address impacts on the functioning and wellbeing of affected communities, assets and services.

18. While there are well established frameworks, functions and processes for delivering response, the equivalent for recovery is far less mature. The outcome of the recovery work programme (the five projects) is to establish recovery practice that is:

· Practicable - recovery arrangement and processes are understood, matched with capability and have been tested and exercised

· Deliverable - arrangements and processes are scalable to match the effort required, with corresponding capacity and resources

· Mandated - the recovery framework, its arrangements and processes are approved and agreed to by the CDEM Committee, local boards, mana whenua and mataawaka, Pasifika and business units within the council group

· Supported with the ongoing commitment on Auckland Council group, NEMA, CEG, partners, stakeholders, mana whenua and mataawaka.

19. The work programme to complete the recovery projects is a significant undertaking estimated to conclude towards end of 2022. It will be undertaken by Auckland Emergency Management’s dedicated recovery resource (1 FTE) supplemented by other staff from the department as their commitments allow. This aligns with the timetable for the review of the Group Plan and the community engagement required by the review.

20. The five recovery projects are entwined with Auckland Emergency Management’s work across the 4 R’s of emergency management.^{^[2]} Integrating work common to Auckland Emergency Management teams provides the basis of outputs responding to interrelationships between the 4 R’s. For example, departmental engagement with mana whenua and mataawaka seeks to build Auckland Emergency Management’s incorporation of te ao Māori, relationships, and arrangements through business as usual and when activated in a response or recovery.

21. The Group Plan, standard operating procedures (SOP’s) and Recovery Plan form the framework guiding the implementation of recovery in Auckland. The Group Plan provides strategic direction and meets statutory requirements. The recovery plan provides the operational platform for delivery of recovery efforts, supported by the detail of standard operating procedures (see Attachment B, Recovery Framework Overview).

22. Developing the recovery plan requires establishing arrangements and relationships to support the collaboration necessary to implement recovery. The initial focus of the work programme is the development of the recovery plan. Completing the recovery plan will require input from the recovery story project and the recovery environment sector groups project.

23. Development of the recovery plan has been scoped, identifying 44 separate items of work distributed across three phases (see attachment C – Table 1, Development of Recovery Plan).

24. Phase 1 (13 items), lays the foundation for recovery arrangements, including:

· Principles, objectives and explanation further developing and operationalising the direction set in Ara Whakariteritetanga

· Criteria and arrangements to determine and establish the scale and structure of the required recovery efforts, including clarification of whether a formal, coordinated recovery effort is necessary

· Arrangements to implement recovery across Auckland Council business units and partner agencies, and how they relate to activities in the recovery environment and recovery environment sector groups

· Arrangements for needs and impact assessments to determine what must be addressed by recovery efforts

· Arrangements for the financing of recovery, which due to their nature, cannot be budgeted for. Government reimbursement of expenses for recovery is more limited than for response. Reimbursements are also subject to thresholds and criteria that in the case of Auckland might limit reimbursement to very large events.

25. Phase 2 (13 items) and 3 (18 items) comprise work that flows out of Phase 1 and for which material is available or that is reliant on other programmes of work, such as the review of the Group Plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26. While natural hazards may have local or more significant climate impacts and opportunities may be pursued sought through a recovery from a hazard event, there are no climate impacts arising from this report.

27. New Zealand has committed to the Sendai Framework for Disaster Risk Reduction 2015-30 which involves greater effort to understand risk, shift to from managing disasters to managing risk and taking a whole of society approach. This includes taking advantage of opportunities to reduce risk though recovery, which may reduce the impacts associated with climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. Natural hazard events potentially impact business units within the Auckland Council group, through disruption of service or damage to their assets and infrastructure. In this manner council group business units can become involved in both a response and subsequent recovery.

29. Engaging with business units on the co-development of arrangements underpinning recovery is a critical part of the recovery plan development to achieve shared understanding, alignment, collaboration and participation in recovery efforts.

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

Local impacts and local board views

30. Recovery seeks to address the impacts and consequences of emergency events on affected local communities, making engagement with local boards essential.

31. Ara Whakariteritetanga was developed with extensive local board engagement which will be continued through the recovery work programme, in addition to engagement through Auckland Emergency Management’s outputs.

Tauākī whakaaweawe Māori

Māori impact statement

32. 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, as well as the social and economic impacts of a disaster, are of significant interest to Māori.

33. Building relationships with mana whenua and mataawaka is a priority for Auckland Emergency Management and must include specific engagement on recovery including mana whenua and mataawaka participation in planning for recovery and its implementation.

34. An engagement strategy will be developed to ensure engagement with mana whenua and mataawaka connects with the right people and input is reflected and understood.

Ngā ritenga ā-pūtea

Financial implications

35. The costs associated with the development of the recovery work programme for 2021-22 in preparation for, and the management of, recovery in Auckland under the Civil Defence Emergency Management Act 2002 will be managed from within existing council budgets. Costs are limited to one internal staff member, plus minor incidental costs.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Activation of Auckland Emergency Management to respond to and recover from emergency events disrupts programmed work with implications for agreed or anticipated delivery and timeframes.

Ngā koringa ā-muri

Next steps

37. Detailed project planning will be completed for the recovery plan and related components of the other recovery projects. Progress on the recovery work programme will be reported to future meetings of the Civil Defence Emergency Management Committee.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Recovery Projects	35
b ⇩	Recovery Framework Overview	37
c ⇩	Table 1, Development of Recovery Plan	39

Ngā kaihaina

Signatories

Author

Wayne Brown - Principal Recovery Advisor

Authorisers

Greg Morgan - Head of Response & Recovery

Kate Crawford - General Manager Auckland Emergency Management

[1] Formerly known as the Ministry for Civil Defence Emergency Management

[2] Reduction, Readiness, Response and Recovery.

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