Agenda of Civil Defence and Emergency Management Committee

Civil Defence and Emergency Management Committee

03 September 2024

AEM work programme overview and reporting framework

File No.: CP2024/12139

Te take mō te pūrongo

Purpose of the report

1. To provide the committee with an overview of Auckland Emergency Management’s work programme for FY24/25 and reporting framework.

Whakarāpopototanga matua

Executive summary

2. The Tāmaki Makaurau Auckland Civil Defence Emergency Management Group Plan 2024-2029 (the Group Plan) was adopted by this committee in March 2024 (CDEMC/2024/6) and contains 33 actions to be implemented over the five-year term of the plan.

3. Auckland Emergency Management’s (AEM’s) FY24/25 Work Programme consists of 100 actions to be implemented by 30 June 2025. The 100 actions incorporate and expands upon the 33 actions of the Group Plan.

4. For reporting purposes, the 100 actions of the work programme have been grouped into nine workstreams with associated quarterly milestones.

5. A list of the nine workstreams and associated quarterly milestones is provided in an attachment to this report for future reference.

6. AEM have identified seven key change initiatives that will demonstrate a significant improvement in serving Auckland’s communities over this financial year (as part of the department’s Delivery Plan under the Resilience and Infrastructure directorate).

7. Five out of the seven key change initiatives align with workstreams in the annual work programme under the same names.

8. Staff will report the progress of actions under the Group Plan and AEM’s FY 24/25 Work Programme (that includes the seven key change initiatives) on a quarterly basis.

9. A reporting framework is provided to clarify what is to be reported, to whom and when during this 2024/2025 financial year.

Ngā tūtohunga

Recommendation

That the Civil Defence and Emergency Management Committee:

a) whiwhi / receive an overview of the Auckland Emergency Management work programme and reporting framework.

Horopaki

Context

The concluded Prioritised Plan

10. On 26 April 2023, following the 2023 severe weather events, this CDEM Committee approved the Prioritised Plan of actions which was a short-term work plan for Auckland Emergency Management (CDEM/2023/6). The Prioritised Plan consisted of 29 activities / actions to completed before 30 June 2024.

11. As reported to the CDEM Committee at the 4 June 2024 meeting, 26 Prioritised Plan actions were completed. Three actions were ongoing and carried over into AEM's FY24/25 Work Programme.

The 2024 – 2029 Group Plan - 33 actions over a five year period

12. The Civil Defence Emergency Management Act 2002 (CDEM Act) requires Civil Defence Emergency Management Groups to develop a Group Plan. Group Plans are strategic documents designed to be used by the CDEM Group, key partners and stakeholders that lays out the vision, goals, and actions for those involved in CDEM functions over a five-year period.

13. The Tāmaki Makaurau Auckland Civil Defence Emergency Management Group Plan 2024-2029 was developed during 2023 following the prescribed process set out in the CDEM Act and the Director’s Guidelines for Group Plans produced by the National Emergency Management Agency.

14. The process of developing the Group Plan was reported to this committee during April, July and October 2023 which included the development of actions within the plan.

15. The Tāmaki Makaurau Auckland Civil Defence Emergency Management Group Plan 2024-2029 (the Group Plan) was adopted by this committee in March 2024 (CDEMC/2024/6).

16. The Group Plan contains 33 actions to be implemented over the five-year period of the plan from 1 July 2024 to 30 June 2029.

17. Many of the actions in the Group Plan have been derived from recommendations identified in the various reviews of Auckland CDEM Group’s response to the emergency events of the Auckland Anniversary floods and Cyclone Gabrielle in 2023.

Figure 1: Recommendations from reviews built into the Group Plan actions

AEM’s annual work programme - 100 actions grouped into nine workstreams

18. The 33 actions in the Group Plan have been expanded into greater detail and assigned performance measures to create AEM’s annual work programme for this financial year.

Figure 2: Group Plan actions broken down further into 100 work programme actions

19. AEM’s FY24/25 Work Programme consists of 100 action items that are aligned with the 33 Group Plan actions to be undertaken by AEM and other council departments. The work programme reflects how the objectives in the Group Plan will be achieved over this financial year.

20. AEM’s FY24/25 Work Programme was approved by the CDEM Committee at the 4 June 2024 meeting.

21. Each of the 100 action items in the current work programme have been assigned milestones or performance measures for each quarter of FY24/25. This will be used to monitor the progression of the action in achieving its intended outcome and the wider objectives of the Group Plan.

22. The 100 actions items of AEM’s annual work programme for FY24/25 have been grouped together into the following nine workstreams.

Figure 3: The nine workstreams of AEM's FY24/25 Work Programme

23. These workstreams will be used for reporting purposes. A list of the nine workstreams and associated quarterly milestones is provided in an attachment to this report for future reference.

Seven key change initiatives

24. AEM has identified seven key change initiative programmes of work as part of the department’s annual work programme.

25. A key change initiative programme is a cluster of work programme actions that focus on achieving significant improvements in serving Auckland’s communities over this financial year.

26. Five out of the seven key change initiatives align with workstreams in the annual work programme under the same names. The other two are an expansion of particular actions items within the current department work programme that meet the criteria as a key change initiative.

27. The seven key change initiatives are part of the department’s Delivery Plan under the Resilience and Infrastructure directorate.

28. AEM’s seven key change initiative programmes are identified below with a description and the impact or change that will take place at the end of the financial year.

Figure 4: AEM’s seven key change initiatives

Tātaritanga me ngā tohutohu

Analysis and advice

Reporting on actions and initiatives

29. AEM will be reporting on the progress of actions and initiatives to the Coordinating Executive Group (CEG), the CDEM Committee and the Resilience and Infrastructure directorate under the three areas of:

· the Group Plan’s 33 actions

· AEM’s FY24/25 Work Programme of 100 actions summarised into nine workstreams

· the seven key change initiatives as part of the department’s delivery plan for the directorate.

30. These reporting arrangements are outlined in the figure below.

Figure 5: AEM's reporting arrangements

A diagram of a group plan

Description automatically generated

Reporting framework

31. AEM staff will proactively monitor the progress of actions on a regular basis to ensure the objectives of the Group Plan and the outcomes and milestones identified in the department’s work programme are on track to be achieved.

32. Staff will report the progress of actions to CEG, the CDEM Committee and the Resilience and Infrastructure Directorate on a quarterly basis.

33. The following framework identifies what will be reported, to who and when.

Table 1: Reporting framework for the 2024/2025 financial year

REPORTED TO	WHAT REPORTED ON	WHEN
CDEM Committee	· Milestones of the 100 actions in the department’s work programme summarised under nine workstreams · Progress on achieving the outcomes of the seven key change initiatives of the Delivery Plan · Status of the specific 33 actions in the Group Plan · A full closing report of all 100 actions in the FY24/25 Work Programme	· quarterly · annually
Coordinating Executive Group (CEG)	· Milestones of the 100 actions in the department’s work programme summarised under nine workstreams · Progress on achieving the outcomes of the seven key change initiatives of the Delivery Plan · Status of the specific 33 actions in the Group Plan · A full closing report of all 100 actions in the FY24/25 Work Programme	· quarterly · annually
Resilience and Infrastructure Directorate	· Progress on achieving the outcomes of the seven key change initiatives of the Delivery Plan	· quarterly

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. The Group Plan and annual work programme contain actions to increase an understanding of current and future hazard risks and taking reasonable steps to prevent or manage these. This includes hazards that are expected to become more likely due to severe weather related to climate change.

35. The Group Plan and annual work programme contain actions that involve collaboration with central government agencies to adapt to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. AEM are working with a large number of council departments who have a role in Auckland’s emergency management: Planning and Resource Consents, Chief Sustainability Office, Group Recovery, Park and Community Facilities, to name a few, as well as working closely with subject matter experts across the organisation in sharing scientific and technical information.

37. The department’s Delivery Plan for the Resilience and Infrastructure directorate identifies the department’s accountable investment area and associated performance metrics which contribute towards achieving council’s wider objectives set within the Long-term Plan.

38. The Delivery Plan also identifies the department’s alignment to key enterprise improvement objectives of the council organisation.

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

Local impacts and local board views

39. Local boards have an important role to play in supporting disaster resilient communities through their knowledge of local communities and local government. As such, the AEM FY 24/25 Work Programme includes actions that support local boards with building resilient and adaptive communities (specifically through the development and implementation of Local Board Emergency Readiness and Response Plans).

Tauākī whakaaweawe Māori

Māori impact statement

40. Both the Group Plan, annual work programme, and the key change initiatives include actions that aim to build strong relationships with mana whenua and mataawaka, to ensure greater recognition, understanding, and integration of Māori perspectives and tikanga in emergency management.

41. These actions directly align with Kia ora Tāmaki Makaurau mana outcomes of Kia ora te Whānau in building the resilience and capability of providing support for communities to recover from an emergency event, and Kia ora te Honogna by increasing effective Māori participation in emergency management.

Ngā ritenga ā-pūtea

Financial implications

42. Work programme actions are funded through Auckland Council’s AEM departmental budget, the central government Storm Fund, National Emergency Management Agency (NEMA) funding and through NEMA’s Tech Fund.

43. It is not anticipated that additional funding would be required to undertake any actions in AEM’s FY 24/25 Work Programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. The key risks that may impact the delivery of Auckland Emergency Management’s work programme are:.

· Response risk: Should the Emergency Coordination Centre be activated, all day-to-day work will be put on hold to enable kaimahi to prioritise response efforts. This may cause a delay in the delivery of milestones and outcomes of the FY 24/25 work programme.

· Technical expertise: Several of the actions and initiatives are reliant on scientific and technical expertise within the department. If staff move into new roles external to Auckland Emergency Management, this would impact the delivery times and outcomes of some actions.

45. Relevant risks for all quarter one milestones have been identified are being managed internally. Identifying risks associated quarterly milestones is a key step in the programme management process of the annual work programme.

46. AEM is in the process of developing the AEM department risk register which will address risks to achieving the Group Plan objectives over the next five years.

Ngā koringa ā-muri

Next steps

47. AEM will create yearly milestones for ongoing years two, three, four and five of the Group Plan which will be used to guide the development of future department work programmes.

48. The strategy team will undertake programme management of the annual work programme to ensure quarterly deliverables are met on time.

49. The CDEM Committee will receive quarterly and annual reporting on AEM work activity in line with the guidance provided earlier in this report.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Workstream milestones for each quarter in AEM's FY24.25 Work Programme	17

Ngā kaihaina

Signatories

Authors

Jasmine Fowler - Planning Advisor

Kimberly Rees - Principal Advisor Strategy and Implementation

Authoriser

Adam Maggs - General Manager Auckland Emergency Management

Civil Defence and Emergency Management Committee

03 September 2024

Capability Growth and Development Programme

File No.: CP2024/11988

Te take mō te pūrongo

Purpose of the report

1. To provide an overview of Auckland Emergency Management’s Capability Growth and Development Programme.

Whakarāpopototanga matua

Executive summary

2. The Capability Growth and Development Programme is a focused initiative to sustainably improve council’s readiness and ability to respond to major emergencies by developing the capability of emergency management personnel/workforce.

3. The programme addresses the current gaps in emergency management workforce capabilities through implementing a process of seven key steps to build the competency of each emergency management workforce group.

4. This process has been piloted on the current Auckland Council Emergency Support (ACES) staff assigned to the Emergency Coordination Centre (ECC) and is showing positive results towards substantially improving the emergency management capability of this group.

5. A case study of this process on ECC ACES is provided as Attachment A to this report. The pilot has shown the ease of replicating this process for other emergency management workforce groups.

Ngā tūtohunga

Recommendation

That the Civil Defence and Emergency Management Committee:

a) whiwhi / receive an overview of the Capability Growth and Development Programme.

Horopaki

Context

6. The Capability Growth and Development Programme is a comprehensive initiative to sustainably improve Auckland Emergency Management's (AEM’s) readiness to respond to major emergencies by developing the capability of emergency management personnel/workforce.

7. Council’s AEM department currently has 38 staff. This is not enough personnel to sustain the coordination of an emergency response and therefore, AEM is reliant on Auckland Council Emergency Support (ACES) staff who come from across council to be adequately trained and competent to perform the duties required in an emergency event.

8. Until recently there has been a lack of data and core information about the number of ACES available and their capability or training level. This has hindered emergency management planning as well as the ability to effectively manage responding to an emergency event.

The need for improvement

9. The Capability Growth and Development Programme addresses and helps to build on identified issues and gaps in AEM’s workforce capabilities, The areas to be built on include:

· Standard training: To date, the training of emergency management personnel has adhered to a uniform approach, rather than focusing on the specialised training needs of the different identified groups within AEM’s emergency management personnel (see Figure 1 below). The Capability Growth and Development Programme seeks to provide for the specific skills requirements of each group.

· More consistent training and preparedness: In the absence of a national emergency management learning framework, training efforts have varied over the years resulting in differing levels of the workforce’s preparedness and capability.

· Data-driven planning: Previously, the absence of a monitoring system for emergency management personnel led to uncertainty in tracking personnel numbers and their capabilities across AEM’s workforce. This hindered the ability to set precise goals, measure progress accurately, and ensure AEM’s readiness for emergencies. The Capability Growth and Development Programme has since addressed this by implementing a new data-driven system, enabling AEM to monitor personnel effectively and is being used to set clear goals, and enhance our emergency preparedness.

This programme builds the capability of emergency management personnel

10. Improving AEM readiness to respond to an emergency event is reliant on the capability of personnel to undertake emergency management duties and responsibilities.

11. The Capability Growth and Development Programme addresses the training needs of each group of emergency management personnel identified below and enables continuous improvement.

Figure 1: Groups of emergency management personnel

Key objectives of this programme

12. The Capability Growth and Development Programme provides a structured, evidence-based approach to training and capability development ensuring all efforts are aligned to build a competent and resilient emergency management workforce.

13. The key objectives of the programme are identified in the figure below.

Figure 2: Key objectives of the Capability Growth and Development Programme

Tātaritanga me ngā tohutohu

Analysis and advice

14. A systematic process has been put in place comprising of seven key steps to build the capability of each emergency management workforce group (identified in figure 1). These steps are shown in the figure below.

Figure 3: Steps in building the capability of each emergency management workforce group

15. A description of each process step in developing the capability of an emergency management workforce group is as follows:

01 Data overhaul & integration: This involves cleaning and organising personnel data into a usable form to assess current capacity and capability, establishing a new monitoring system (that integrates data from various sources), and ensuring ongoing progress tracking and alignment with strategic goals.

02 Initial assessment and analysis: Conduct comprehensive assessments of current capacity/capabilities and the identification of gaps.

03 Development and confirm learning pathways: This involves developing specific learning pathways and training programs tailored to the unique roles and responsibilities of the identified group (encompassing the 70-20-10 learning philosophy).

04 Set capacity and capability targets: Understanding the capacity and capability goals for the group is important aiming for an ideal number based on a worst-case emergency scenario with a two-shift roster starting point.

05 Determine number of courses needed: Once the group’s targets and learning pathways are identified, the number of courses, exercises, and engagements needed to reach capability and capacity targets for each year will be determined.

06 Combine and finalise strategy: When the capacity and capability targets have been set and the learning pathway and courses established for the group, this will be reviewed in combination with other group programmes for efficiencies and ensure that a strategic approach is undertaken across the emergency management workforce.

07 Active monitoring and targeting: For each group and across all groups, active monitoring will take place to ensure that the workforce targets are being met or need to be modified. Active monitoring and the management of personnel will also ensure that a proactive professional development approach is taken particularly for Auckland Council staff.

16. Following these steps across all the emergency management groups of personnel, will achieve a fully capable and resilient workforce that is prepared to respond effectively to any emergency event as demonstrated by the pilot that has been undertaken for the last 6months

17. This process of seven key steps has been piloted on the current Auckland Council Emergency Support (ACES) staff assigned to the Emergency Coordination Centre (ECC) and is showing positive results towards substantially improving the emergency management capability of this group.

18. A case study of this process on ECC ACES is provided in the attachment to this report.

19. This pilot with ECC ACES has also shown the ease of replicating this process for other emergency management workforce groups.

20. Combining these elements into a cohesive strategic approach regarding the growth and development of AEM’s workforce capability will provide confidence in AEM’s ability to meet future emergency challenges effectively and efficiently.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. There are no climate impacts anticipated as a result of the work undertaken through the Capability Growth and Development Programme.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. The Capability Growth and Development Programme is reliant on growing the number of Auckland Council Emergency Support (ACES) staff that come from various areas across the council family and building their competency in performing emergency management duties.

23. A strong recruitment drive is planned to encourage more council staff to become trained and part of the ACES network.

24. Growing the number of ACES and building their capability will require support from the Executive Leadership Team and other council managers in conveying the recruitment message as well as enabling staff to undertake training and attend the various courses that are required during working hours.

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

Local impacts and local board views

25. Auckland Council staff who are based locally have historically been more active as emergency support personnel due to their close connections with the community. This programme will consider how to make it convenient for local staff to be trained and attend the courses that are required to build their capability for improved emergency management.

26. Targeted training and capability building sessions are being planned for emergency management personnel external to council and/or stakeholders who operate at a local level (such as partner agencies and community groups who are interested in running a local community emergency hubs).

Tauākī whakaaweawe Māori

Māori impact statement

27. The Capability Growth and Development Programme team are working closely with AEM department’s Principal Iwi Māori Resilience Advisor to support in building the emergency management capability of marae and local area Māori.

Ngā ritenga ā-pūtea

Financial implications

28. Current work of the Capability Growth and Development Programme can be accommodated within current AEM department budget.

29. Additional budget may be required to fund the provision of training courses and exercises through commercial sources if the need for these additional training / capability development exceeds current staff capacity to provide.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. The Capability Growth and Development Programme is a focused robust initiative that reduces council’s risk by sustainably improving council’s readiness and ability to respond to a major emergency event.

Ngā koringa ā-muri

Next steps

31. Building on the work undertaken to date, within the next six months, staff will undertake the following next steps:

· complete the finalisation of all learning pathways for each targeted group, ensuring they are tailored to their specific roles and responsibilities

· establish and set the capacity and capability targets for each group / team

· identify the number of courses, engagements and exercises needed to meet the set targets for all groups and create a course calendar for the year

· bring together all components into a strategy document.

32. Within the next six months, staff will undertake the following next steps:

· turn the strategy into the foundation for capability building moving forward

· continuously develop and improve the strategy, ensuring it remains relevant and effective.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Case study - Capability Growth and Development Programme	25

Ngā kaihaina

Signatories

Author	Tim Gibb – Senior Emergency Support Staff Advisor
Authoriser	Adam Maggs - General Manager Auckland Emergency Management

Civil Defence and Emergency Management Committee

03 September 2024

Appointments to the Group Recovery Manager role

File No.: CP2024/11989

Te take mō te pūrongo

Purpose of the report

1. To appoint persons to the statutory role of Auckland Emergency Management’s Group Recovery Manager and their alternates.

Whakarāpopototanga matua

Executive summary

2. Civil Defence Emergency Management Groups (CDEM) are required to appointment suitably qualified and experienced persons to the statutory roles of Group Controller and Group Recovery Manager under sections 26(1) and 29(1) of the Civil Defence Emergency Management Act 2002 (the Act) respectively.

3. The following movements of staff require that the appointments to Group Recovery Manager and their alternates be updated:

· Mat Tucker’s fixed term contract has expired. Mace Ward replaces him as leader of the Tāmaki Makaurau Recovery Office to become Group Recovery Manager.

· Phil Wilson’s appointment to Chief Executive of Auckland Council means he is no longer available to be a Group Recovery Manager.

4. Craig Hobbs has taken over leadership of the Natural and Built Environment work programme in the Tāmaki Makaurau Recovery Office and is a suitably qualified, experienced person to perform the role of Group Recovery Manager. Craig Hobbs has experience of Auckland’s severe weather events, and has significant senior leadership experience in Auckland Council as a director.

5. It is also desirable to grow the cohort of alternate Group Recovery Managers to perform the function and duties and exercise the powers of the Group Recovery Manager in the event of a vacancy or an absence from duty of the current Group Recovery Manager.

Ngā tūtohunga

Recommendation/s

That the Civil Defence and Emergency Management Committee:

a) kopou / appoint Mace Ward as the Group Recovery Manager under section 29(1) of the Civil Defence Emergency Management Act 2002

b) whakaae / agree to remove Mat Tucker and Phil Wilson from the list of persons available to perform the role of Group Recovery Manager

c) whakamihi / thank Mat Tucker and Phil Wilson for their service as Group Recovery Manager

d) kopou / appoint Craig Hobbs as a suitably qualified and experienced person to perform the functions and duties and exercise the powers of Group Recovery Manager under section 29(2) of the Act

e) tuhi ā-taipitopito / note the desirability of growing the cohort of suitably qualified and experienced persons who may be appointed under section 29(2) of the Civil Defence Emergency Management Act as Group Recovery Manager.

Horopaki

Context

6. CDEM Groups are required to appointment suitably qualified and experienced persons to the statutory roles of Group Controller and Group Recovery Manager under sections 26(1) and 29(1) of the Civil Defence Emergency Management Act 2002 (the Act) respectively.

7. CDEM Groups must appoint at least one suitably qualified and experienced person to function as the Group Recovery Manager to perform the functions and duties and exercise the powers of the Group Recovery Manager if there is a vacancy in the office or absence of the Group Recovery Manager under section 29(2) of the Act.

Tātaritanga me ngā tohutohu

Analysis and advice

8. On 6 June 2023, the CDEM Committee confirmed the appointment of Mat Tucker as the Group Recovery Manager for Tāmaki Makaurau for the Auckland Civil Defence Emergency Management region under section 29(1) of the Civil Defence Emergency Act 2002 (the Act).

9. At this meeting, the CDEM Committee also appointed Phil Wilson, Mace Ward, Jennifer Rose, John Cranfield and Wayne Brown (AEM) to perform the function and duties and exercise the powers of the Group Recovery Manager if there is a vacancy in the office or an absence from duty of the Group Recovery Manager under section 29(2) of the Act.

10. Mat Tucker led the Tāmaki Makaurau Recovery Office and its coordination of the recovery from the Anniversary Weekend Floods and Cyclone Gabrielle under a fixed term contract which expired on 30 June 2024.

11. Mace Ward now leads the Tāmaki Makaurau Recovery Office as Group Recovery Manager, and it is appropriate to confirm his appointment as a suitably qualified and experienced person to the role of Group Recovery Manager for the Auckland Civil Defence Emergency Management region under section 29(1) of the Act.

12. Phil Wilson has been appointed to the role of Chief Executive of the Auckland Council, since performing the role of Group Recovery Manager through Covid-19 and for the establishment of the Tāmaki Makaurau Recovery Office for the severe weather events of 2023.

13. Craig Hobbs has experience of Auckland’s severe weather events, is leading the Natural and Built Environment work programme in Tāmaki Makaurau and has significant senior leadership experience in Auckland Council. Craig is a suitably qualified, experienced person to perform the functions and duties and exercise the powers of a Group Recovery Manager under section 29(2).

14. These changes in appointees mean there are four people as alternate Group Recovery Managers under section 29(2) of the Act (compared to the Group Controller’s seven alternates under section 26(2) of the Act).

15. It is desirable to grow the cohort of suitably qualified and experienced persons who may perform the function and duties and exercise the powers of Group Recovery Manager under section 29(2) of the Act.

16. Work to grow the cohort of Group Recovery Manager and alternates will be progressed through conversations amongst council’s senior management and staff as well as ensuring appointments are appropriately supported with training.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. Performance of the Group Recovery Manager leadership role in recovery is often related to severe weather or other natural disasters and may play a part in strengthening Tāmaki Makaurau‘s future resilience to the impact of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The two appointees recommended to be Group Recovery Manager in this report ensures that there are suitably qualified and experienced persons available to perform the statutory role of Group Recovery Manager during an emergency event of scale.

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

Local impacts and local board views

19. Local impacts associated with the Group Recovery Manager role arise through an emergency response of a scale that requires or necessitates a recovery. Local boards are engaged through the course of both the response and recovery stages of emergency management.

Tauākī whakaaweawe Māori

Māori impact statement

20. Auckland Council has pursued a path of increasing cultural awareness, knowledge of te ao Māori and Te Tiriti o Waitangi amongst people leaders and staff. As senior council managers, appointees to Group Recovery Manager and alternates from senior management are expected to bring this knowledge and their acquired ability to the role.

Ngā ritenga ā-pūtea

Financial implications

21. The proposed appointments are from council’s existing senior management and staff which are accommodated from existing budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

22. Having a low number of appointed Group Recovery Manager alternates with limited availability or sufficiently qualified and experienced in the event of a large scale emergency event is a significant risk for the organisation. The intent and attention to growing the cohort of the Group Recovery Manager role, along with alternates, ensures the role is able to be performed appropriately when required during an emergency.

Ngā koringa ā-muri

Next steps

23. Updates on the Group Recovery Manager role will be provided to this committee when a decision is required such as when there is an appointment and / or removal of a Group Recovery Manager.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Wayne Brown - Principal Recovery Advisor
Authoriser	Adam Maggs - General Manager Auckland Emergency Management

Civil Defence and Emergency Management Committee

03 September 2024

Update on the Tsunami Work Programme

File No.: CP2024/11990

Te take mō te pūrongo

Purpose of the report

1. To update the committee on the progress and next steps of the Tsunami Work Programme.

Whakarāpopototanga matua

Executive summary

2. The Tsunami Work Programme is a series of projects and initiatives aimed at building tsunami resilience and helping people make appropriate decisions that protect themselves and their families during tsunami emergencies.

3. To date, the programme has delivered several projects and initiatives including:

· a pilot for new siren technologies (that involved installing two tsunami sirens in Ōrewa)

· revised tsunami inundation (flood) modelling

· revised tsunami evacuation zones and maps

· the Tsunami Response Plan for the Auckland Emergency Management’s Emergency Coordination Centre

· tsunami vulnerability assessments on Auckland’s coastal communities.

4. The current stage of the Tsunami Work Programme focuses on ensuring the region has an effective tsunami warning and alerting network, raising tsunami risk understanding and resilience, and delivering the associated capital and operational works and programming.

5. Engagement on this stage of projects and initiatives will include multiple chances to gather feedback from local boards and communities.

6. Feedback from the engagement will be combined with information on tsunami exposure and vulnerability.

7. Staff will report findings to the Civil Defence and Emergency Management Committee for decision-making on future investment into tsunami warning, alerting and resilience building programmes mid-2025.

Ngā tūtohunga

Recommendation

That the Civil Defence and Emergency Management Committee:

a) whiwhi / receive the update on the Tsunami Work Programme.

Horopaki

Context

8. A tsunami is a series of powerful waves caused by large, sudden disturbances on or near the ocean floor (such as earthquakes or underwater volcanic eruptions).

9. A tsunami can hit the coast with massive force, creating strong currents and can travel considerable distances inland across low-lying areas.

10. All of Tāmaki Makaurau Auckland’s 3,100 km of coastline is susceptible to tsunami. Aotearoa New Zealand’s location in the south Pacific Ocean, at the convergence of two tectonic plates, means there is a risk of tsunami that can be generated in the waters near to the coast and from anywhere around the ‘Pacific Ring of Fire’.

11. Auckland Emergency Management has maintained multiple work streams related to tsunami hazards for more than 10 years. In 2017, a review of tsunami risk and vulnerability led to funding for a more coordinated approach to reduce tsunami risk in the region: the Tsunami Work Programme.

12. The Tsunami Work Programme has evolved over time following structural and funding changes within Auckland Emergency Management as well as technological advancements in the field of public alerting and tsunami modelling.

13. Regular updates on the status of the projects and initiatives within the programme have been provided to this committee by Auckland Emergency Management.

Tātaritanga me ngā tohutohu

Analysis and advice

Completed projects and initiatives of the work programme

14. To date, the Tsunami Work Programme has delivered several projects and initiatives including:

· a pilot for new siren technologies (that involved installing two tsunami sirens in Ōrewa)

· revised tsunami inundation (flood) modelling

· revised tsunami evacuation zones and maps

· developed the Tsunami Response Plan for the Auckland Emergency Management’s Emergency Coordination Centre

· produced tsunami vulnerability assessments on Auckland’s coastal communities.

15. Note that delivery of Tsunami Work Programme projects has been delayed due to COVID-19 and the need to remove the ageing Meerkat tsunami siren system (installed by legacy territorial authorities) that had maintenance and vandalism issues (CDEMC/2023/23).

16. The technology pilot for the two tsunami sirens installed in Ōrewa is completed and has created a blueprint for any future capital works required. The pilot also highlighted gaps in the existing Auckland Unitary Plan relating to alerting and warning infrastructure projects. Auckland Emergency Management is working with council’s Plans and Places team to address this.

17. The revised tsunami inundation and evacuation maps updated modelling originally delivered in 2014. The new maps and models use a greater technical understanding of tsunami wave behaviour incorporating accurate scenarios of earthquakes generating tsunami from around the Pacific Ocean. The new maps have also been simplified to reflect the warnings and alerts used by the National Emergency Management Agency. The overall effect of the new maps and modelling is to reduce the geographical area expected to be flooded during a tsunami. They can be found on the Auckland’s Hazards Viewer on the Auckland Emergency Management website.

18. A Tsunami Response Plan has been developed for Auckland Emergency Management’s Emergency Coordination Centre. It provides details of monitoring and alerting arrangements, identifies stakeholder and partner responsibilities, and identifies initial actions and planning requirements for a response to a land-threat tsunami emergency.

19. Development of the tsunami vulnerability assessments on Auckland’s coastal communities used the new inundation and evacuation maps and models to build on simplistic population-based exposure assessments originally conducted in 2017. The new assessments consider direct and indirect exposure to large tsunami waves considering a community’s demographics and infrastructure dependencies (for example roading access, communications infrastructure and local services provision) to holistically assess that community’s vulnerability to the impacts of dangerous tsunami.

Current focus of the work programme

20. The current stage of the Tsunami Work Programme is a series of projects and initiatives aimed at raising the tsunami resilience of Auckland’s coastal communities and helping those who live and use our coastal spaces make decisions to protect themselves and their families during tsunami emergencies.

21. The information from the inundation and evacuation mapping and vulnerability assessments are being used to create recommendations to improve tsunami resilience regionally, and in areas of particularly high vulnerability. This is supported by an engagement plan which has multiple opportunities to seek input and feedback from the public, local boards, and mana whenua.

22. This stage of the Tsunami Work Programme includes:

· ensuring the region has an effective tsunami warning and alerting network

· raising tsunami risk understanding and resilience

· delivering the associated capital and operational works and resilience building programmes.

23. Engagement on this stage of the programme will include multiple chances to gather feedback from the local boards and communities.

24. Feedback from the engagement will be combined with information on tsunami exposure and vulnerability. Staff will report these findings to the Civil Defence and Emergency Management Committee for decision-making on future investment into tsunami warning, alerting and resilience building programmes in mid-2025.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. 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 communities to recover from a damaging tsunami event, may be. The tsunami inundation and evacuation zone modelling used in this Tsunami Work Programme included a sensitivity test that considered how a one-metre rise in sea level would impact an incoming tsunami. It was determined that any variation in sea level as a result of climate change is likely already addressed due to the conservative nature of the methodology and modelling approach.

26. Regular reassessment of the modelling will allow any advances in climate change science to be incorporated and improve our understanding of tsunami risk.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. Auckland Transport has provided input and feedback into the development of the Tsunami Response Plan.

28. 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

29. All local boards within the Tāmaki Makaurau Auckland region have coastlines susceptible to tsunami risk.

30. There are multiple opportunities to gather information and feedback during this stage of the Tsunami Work Programme. This includes a survey to understand how and where people use and enjoy our coastal spaces, how they currently access warning information and how confident they feel knowing what to do in a tsunami emergency. There will also be an opportunity for the public to provide feedback on the recommendations and options developed during the course of this programme.

31. A memo was sent to the local board chairs on 16 May 2024 informing them of the tsunami alerting project that includes details of proposed engagement and feedback opportunities.

32. Local board views will be sought via a webinar and targeted survey on staff recommendations in early 2025. This information will be packaged with the outcomes of the options assessment and feedback from other parties and the public for consideration.

Tauākī whakaaweawe Māori

Māori impact statement

33. Engagement with mana whenua has been initiated through a memo in July 2024. Staff will continue to work with interested and impacted iwi / hapū through the course of this work programme aligning with Auckland Emergency Management’s Marae and Whakawhanaungatanga Programme.

34. As part of the initial public engagement survey, a special link was provided for mana whenua feedback. Tracking responses to this specialised link, and responses in the general survey link where mana whenua status is indicated, ensures that themes or considerations specific to Māori are understood and addressed within the Tsunami Work Programme.

Ngā ritenga ā-pūtea

Financial implications

35. The total remaining budget for the Tsunami Work Programme is approximately $3 million (which includes outstanding commitments for the 2025 financial year).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. While this report does not pre-suppose solutions for the tsunami warning and alerting network, Auckland Emergency Management is aware of strong views in the community for and against particular options.

37. Auckland Emergency Management is conducting a robust engagement programme to ensure local board and community feedback is included in the package of advice that will be provided to this committee for decision-making.

38. The advice provided to this committee will include national and international best-practice warning and alerting standards and reviewed by sector and scientific experts to ensure risks are identified and mitigated where possible.

Ngā koringa ā-muri

Next steps

39. Information on options for tsunami warning and alerting is currently being collated and analysed.

40. Consultation with local boards on the options for tsunami warning and alerting is planned to take place through a webinar session early next year (e.g. February 2025).

41. Feedback from local boards and the public on the recommendations will be collected via a public survey following the webinar with local boards.

42. A workshop with this committee is planned before the end of the financial year (e.g. April - June 2025) where staff will report on findings, the options analysis, feedback and proposed recommendations for improving tsunami resilience, alerts and warnings in Tāmaki Makaurau Auckland’s communities.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Angela Doherty - Principal Science Advisor
Authoriser	Adam Maggs - General Manager Auckland Emergency Management

Civil Defence and Emergency Management Committee

03 September 2024

Enhanced Welfare Capability Programme

File No.: CP2024/11991

Te take mō te pūrongo

Purpose of the report

1. To provide the committee with an overview of Auckland Emergency Management’s (AEM’s) Enhanced Welfare Capability Programme.

Whakarāpopototanga matua

Executive summary

2. Since the start of 2024 the Business and Welfare Unit within Auckland Emergency Management (AEM) has developed a programme of work, including working collaboratively with other agencies, to ensure AEM’s readiness to respond and support Aucklanders during an emergency event in the region.

3. A number of actions and activities in the unit’s programme of work have been combined and will be regularly reported on as a key change initiative ‘Enhanced Welfare Capability Programme’. These include:

· improved public service focus and collaborative working relationship with partner welfare agencies

· developing an integrated welfare needs assessment system

· creating a welfare user guide

· provision of specialised welfare duty training to increase the capability of council staff

· ensuring civil defence centre facilities are available to be activated, easily located by the public and are adequately provisioned.

4. Staff will provide an update on the status of work undertaken through the Enhanced Welfare Capability Programme to this committee on a quarterly basis.

Ngā tūtohunga

Recommendation

That the Civil Defence and Emergency Management Committee:

a) whiwhi / receive an overview on the Enhanced Welfare Capability Programme.

Horopaki

Context

5. Auckland Emergency Management (AEM) department’s Business and Welfare Unit plays an important role in building welfare capability in readiness for supporting Aucklanders during an emergency event.

6. Welfare responsibilities and operational arrangements of AEM include planning and preparedness for establishing and running Civil Defence Centres, refining welfare systems, tools and procedures, the training and development of staff, volunteers and joint exercising and forms with the welfare agency and specialist community partners.

7. The Auckland Welfare Coordination Group (AWCG) is a collective of both government and non-government agencies who collaborate and plan for an effective delivery of welfare/wellbeing services to affected people and animals during an emergency event.

8. The current AWCG Auckland Welfare Plan was developed in 2019. It is based on national guidance outlining agency roles and responsibilities for lead and support agencies across the nine welfare sub-functions. The plan is drawn from the Guide to the National Civil Defence Emergency Management Plan, 2015 (the Guide) which sets out the arrangements, roles and responsibilities of agencies for the national or local management of emergencies.

Tātaritanga me ngā tohutohu

Analysis and advice

9. A number of actions and activities in AEM department’s Business and Welfare Unit’s programme of work have been combined into the department’s work programme as a workstream and key change initiative ‘Enhanced Welfare Capability Programme’.

10. A key change initiative programme focuses on achieving significant improvements in serving Auckland’s communities over this financial year. These changes and the impact on the public will be reported on a quarterly basis to this committee (and potentially the communities impacted).

11. The primary components of the Enhanced Welfare Capability Programme key change initiative are:

· improved public service focus and collaborative working relationship with partner welfare agencies

· developing an integrated welfare needs assessment system

· creating a welfare user guide

· provision of specialised welfare duty training to increase the capability of council staff

· ensuring civil defence centre facilities are available to be activated, easily located by the public and are adequately provisioned.

12. What is entailed in each of these components of the Enhanced Welfare Capability Programme is summarized below under the appropriate headings.

Improved relationship with partner welfare agencies

13. Effective planning and coordination between the different government and non-government agencies who deliver welfare/wellbeing services to the community during an emergency response is critical.

14. To ensure that welfare arrangements are up-to-date and accurately reflect agency arrangements in Auckland, new Welfare Agency Plans are being developed with each agency member of the Auckland Welfare Coordination Group (AWCG).

15. Collectively, the plans identify responsibilities for agencies leading and supporting welfare sub-functions during an emergency with a focus on:

· reflecting national guidance and what this indicates for both lead and support agencies

· understanding what responsible agencies can practically deliver on the ground in Auckland (particularly at scale) during a response and into recovery

· identifying where gaps may exist

· agreed points of contact and referral channels.

16. Twenty-one Welfare Agency Plans are being updated, describing the size and scope of possible emergencies, and the appropriate level of welfare activation from both lead and support agencies.

17. Agencies identified as a sub-function lead in an emergency, are also being encouraged to review their plans for operating at scale in contribution to providing welfare services during or post an emergency response.

Auckland Needs Assessment Platform

Phase 1 - Needs Assessment, Survey 123

18. The Welfare Needs Assessment Survey123 has been designed by Auckland Emergency Management to gather critical information on the welfare needs of Auckland residents during emergencies. This digital survey tool is intended to streamline the process of identifying and addressing the immediate needs of individuals and families affected by crises, ensuring timely and effective support.

19. Implementing a needs assessment collection and management solution on the Survey 123 Platform enables timely management and delivery of welfare services to those in need. As part of this work, agency agreed referral channels are incorporated to enable timely management of welfare support to those in need.

Phase 2 – Needs Assessment, Digital Gateway

20. In response to the growing need for efficient and accessible emergency assistance, we are developing a self-service Welfare Needs Assessment feature for websites. This digital gateway will provide easy access to essential services during emergencies, empowering the public with direct contact to vital assistance.

21. This will bridge the gap between the public and timely help, for example for a family seeking shelter, a senior needing medical aid, or a parent requiring baby essentials.

22. By enhancing community resilience, we aim to create a scalable, nationwide network that seamlessly connects regional websites, agencies, and individuals.

23. The proposed online system will reduce the need to visit physical civil defence centers, allowing users to complete the assessment at their own pace and from any location.

24. During emergency events, the demand for welfare services can surge. An online system can handle a large volume of requests more efficiently than traditional methods.

25. Automating the needs assessment process reduces the time and resources required to evaluate and process the needs requests of individuals and communities.

26. In situations such as pandemics or natural disasters, an online system reduces physical interactions helps maintain public safety.

Welfare User Guide

27. Auckland Emergency Management has introduced welfare delivery arrangements and processes with partner agencies that encourages collaborative approaches to supporting impacted people.

28. A comprehensive Welfare User Guide has been developed to identify welfare service delivery processes in Auckland. This is a live document that will be continually revised and improved (particularly following any emergency event).

29. The Welfare User Guide supports staff on the ground, and within the Emergency Coordination Centre (ECC).

30. The intent of the Welfare User Guide is to ensure that regardless of where a Civil Defence Centre (CDC) is established, welfare services for communities impacted by an emergency and requiring welfare support will remain consistent and aligned across the region. The Welfare User Guide:

· describes the welfare support functions.

· provides an overview of the key responsibilities and arrangements within AEM for supporting and delivering welfare service delivery.

· describes key tasks, responsibilities and tools for the effective operation of:

o establishing and managing a CDC

o a needs assessment

o shelter and accommodation

o household goods and services.

31. The Welfare User Guide outlines processes for activating welfare agencies in the event of an emergency as either lead or support agencies across the nine welfare sub-functions of; registration, needs assessment, shelter and accommodation, household goods and services, inquiry, financial assistance, psychosocial support, care and protection of children and young people, and animal welfare.

Training for Auckland Council Emergency Support (ACES) CDC staff

32. During the 2023 severe weather events where the provision of welfare services in an emergency was a significant component, AEM had to rapidly upscale the delivery and coordination of welfare services (at both an Emergency Coordination Centre and local community level). Auckland Council Emergency Support Staff (ACES), as well as general council staff who were not trained ACES, were used during this time to support welfare delivery.

33. The scale and demands of the 2023 Severe weather events quickly exhausted the supply of trained CDC welfare ACES and additional staff brought in during the emergency did not have specific welfare training and were unfamiliar with CDC delivery services and key welfare processes.

34. A comprehensive programme of recruitment, engagement and training is now underway with CDC ACES to fill this gap and ensure that there is effective provision of welfare services during and post an emergency that addresses the need of people who are affected.

35. A specialised ACES training programme is underway to ensure that there are trained council staff who are able to open a CDC and support the community when it is needed.

36. It is estimated that by the end of this financial year, there will be approximately 120 Auckland Council Emergency Support Staff across the region trained in providing CDC welfare services and setting up a CDC.

Exercise framework

37. Exercising emergency processes provides an important building block for staff to develop a familiarity and confidence with a role they would undertake in an emergency response.

38. Alongside training welfare ACES on the practical application of welfare arrangements, a field exercise is being developed as part of AEM’s emergency exercise framework.

39. The exercise scenario will incorporate three components, the Welfare function in the Emergency Coordination Centre, The Auckland Welfare Coordination Group, and setting up a Civil Defense Centre. Exercising will begin before the end of this financial year.

Civil Defence Centres

40. A Civil Defence Centre (CDC) is a facility established and managed by Auckland Emergency Management during an emergency to support individuals, whānau, and the community who have been affected by an emergency and potentially displaced from their home.

41. The immediate support and services provided by a CDC can vary depending on the CDC and/or the type of emergency but generally includes shelter, public information, providing overnight sleeping, short-term care for domestic pets, providing a needs assessment, and referral or access to other partner agencies.

Locations

42. Opening and operating CDCs is vital for communicating with our communities and ensuring the delivery of important services tailored to the specific circumstances of individuals, families, and communities.

43. The location of CDCs to be opened will depend on the emergency event, the location of the event and the impacted communities. Auckland Emergency Management is focused on making sure there are CDCs available across all local board areas throughout the region that can be activated when an emergency takes place to address local area needs. This approach enables flexibility and agility in our ability to respond to Aucklanders impacted by adverse events.

Provisioning

44. A supply cache for rapid deployment and establishment of CDCs is now in place. This supply cache includes; household and personal goods, bedding materials, clothing, generators and power cabling, lighting, first aid supplies and automated defibrillators.

45. Currently the supply cache is stored at a central location in Onehunga, with smaller CDC start-up supplies (referred to as ‘day zero packs’) stored in three regional north, west and central locations.

46. Auckland Emergency Management is working through our warehousing, stock management and distribution model that will support the establishment of CDCs. This is being informed by the rapid deployment of resources and resupply channels required to support a regional response.

47. To support the operation of Civil Defence Centres, facilities are being identified to withstand and operate from both temporary and extended electrical outages. This requires planning for the supply of standby power for all essential electrical systems within a CDC. The supply of generators to enable the safe and effective operation of CDC is being informed by the Lifelines Generator Plan. This identifies the stock take of generators (including those held by Auckland Emergency Management), alongside a service prioritisation plan.

Civil Defence Centres Locator Tool

48. To enhance community resilience and support emergency preparedness through digital channels, an interactive map to highlight CDC locations is being provided as a visual guide for users/the public. This innovative solution will include several key features:

· accessible through a dedicated landing page, making it easy to share across various platforms (cellphone, iPad, computer, etc.)

· converting the map into a list format

· a feature to indicate whether centers are open or closed (crucial during a response)

· providing accurate and comprehensive information through the integration of GIS layers.

Tauākī whakaaweawe āhuarangi

Climate impact statement

49. The Enhanced Welfare Capability Programme will improve council’s capability and readiness approach for the provision and coordination of welfare services to the community in an emergency event. Emergencies related to severe weather are expected to become more frequent in a changing climate. Improved welfare capability will increase community resilience to these events.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

50. Auckland Emergency Management is developing working relationships across Auckland Council such as Parks Communities and Facilities. The communications team works closely with communications and marketing departments across the council group, this is working to support and provide alignment with messaging and collaboration.

51. Auckland Emergency Management has commenced engagement with the Auckland Council demographic and sector advisory panels. This engagement is providing valuable insights on the needs of diverse communities and informing our readiness work programme.

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

Local impacts and local board views

52. AEM welfare staff are working closely with local boards and local community groups in the planning for the provision of welfare services during or post an emergency event (particularly in the establishment of civil defence centres). Local area knowledge and resources are factored into this planning to ensure effective welfare service provision is available when required.

Tauākī whakaaweawe Māori

Māori impact statement

53. The work under the Enhanced Welfare Capability Programme directly aligns with Kia ora Tāmaki Makaurau mana outcome of Kia ora te Whānau in building the resilience and capability of providing support for communities to recover from an emergency event.

54. Auckland Emergency Management’s Principal Iwi Māori Community Resilience Advisor is working to strengthen agency representation on the Auckland Welfare Coordination Group which has been achieved with strong support from Te Puni Kokiri. This aligns with Kia ora Tāmaki Makaurau mana outcome of Kia ora te Honogna – Effective Māori Participation.

Ngā ritenga ā-pūtea

Financial implications

55. The work programme of the Business and Welfare Unit is largely reliant on the Auckland Council Storm Fund.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

56. The key risks that may impact the delivery of the Enhanced Welfare Capability Programme are:.

· Response risk: Should the Emergency Coordination Centre be activated, all day-to-day work will be put on hold to enable kaimahi to prioritise response efforts. This may cause a delay in the delivery of outcomes from the Enhanced Welfare Capability Programme.

· Technical expertise: Several of the business and welfare deliverables are reliant on expertise within the department. If staff move into new roles external to Auckland Emergency Management, this would impact the delivery times of some projects.

Ngā koringa ā-muri

Next steps

57. The Business and Welfare Unit will progress the Enhanced Welfare Capability Programme and report to this committee with status updates each quarter.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	John Cavanagh – Head of Business and Welfare
Authoriser	Adam Maggs - General Manager Auckland Emergency Management

Civil Defence and Emergency Management Committee

03 September 2024

Management of Auckland's NZ Response Teams update

File No.: CP2024/11993

Te take mō te pūrongo

Purpose of the report

1. To provide an overview and update on the management of Auckland's New Zealand Response Teams (NZRTs) as one of the council’s key change initiatives.

Whakarāpopototanga matua

Executive summary

Overview

2. New Zealand Response Teams (NZRTs) consist of highly trained and technically skilled volunteer individuals who provide crucial support to emergency services during disaster / emergency events.

3. Currently, there are 16 NZRTs across Aotearoa that are managed by regional and/or local councils or trusts.

4. Auckland currently has two well-established NZRT teams managed by Auckland Council:

· NZRT3 located at Elcoat Ave, Henderson

· NZRT5 based at East Coast Road, Sunnynook.

5. The teams are funded through Auckland Emergency Management utilising a combination of departmental budgets and the Annual Storm Fund with additional training support provided by the National Emergency Management Agency’s (NEMA’s) ‘Tech Fund’.

6. Auckland’s NZRTs have demonstrated their capability through their involvement in various significant events across the region.

7. During the COVID-19 pandemic, NZRTs played a crucial role in delivering food boxes to individuals affected by the virus.

8. NZRTs have responded to multiple storm and flooding events across Tāmaki Makaurau over the past years including; the Papatoetoe tornado, the West Auckland/Kumeū flooding, and the severe weather events of flooding and Cyclone Gabrielle last year.

9. Most notable recently are NZRTs’ contributions in supporting the Fire and Emergency New Zealand (FENZ) agency in;

· conducting rescues of individuals trapped in flooded homes

· tarping affected houses to prevent further damage

· performing rapid building assessments

· assisting with storm cleanup

· conducting welfare needs assessments

· assisting with the setup of Civil Defence Centres.

10. Auckland’s NZRTs have also provided essential support in out-of-region responses, such as the Christchurch and Kaikoura earthquakes and the Edgecumbe flooding.

A third NZRT is being established

11. During the 2023 severe weather events, it became evident that a gap exists in emergency response coverage for the South Auckland area.

12. Auckland Emergency Management (AEM) has prioritised the establishment of a new South Auckland based NZRT in this year’s FY24/25 department work programme, approved by the Coordinating Executive Group in February 2024.

13. The new South Auckland NZRT will be based at Ardmore Airport where there is space to implement a response and for the storage of equipment.

14. A recruitment drive for the new South Auckland-based NZ Response Team is currently underway.

15. Once established, the new team will undergo rigorous training, similar to what was undertaken by the existing Auckland response teams, to achieve national accreditation.

The national accreditation process for NZRTs

16. The National Accreditation Programme, administered by NEMA, ensures that a New Zealand Response Team meets specific capability standards and is equipped with the necessary training and resources.

17. This national accreditation provides assurance to Auckland Council and other emergency service agencies of the NZRT’s preparedness and capability in providing emergency support services.

A memorandum of understanding (MOU) is underway with other agencies

18. A Memorandum of Understanding (MoU) between Auckland Council New Zealand Response Teams (NZRTs), Fire and Emergency New Zealand (FENZ) and the New Zealand Police is currently being developed.

19. The MoU will formalise and enhance the collaborative framework for deploying NZRTs to address an emergency event alongside FENZ and the NZ Police.

20. By leveraging NZRTs' technical skills, specialised equipment, and resources, the MoU will strengthen the collective response capabilities to emergencies (such as swift water floods and other significant incidents).

21. The MoU outlines the roles and responsibilities of NZRTs in supporting emergency services, ensuring that their deployment is coordinated and effective. It also includes rigorous health and safety protocols designed to protect both the NZRTs and the partner agencies involved.

22. Note that Hato Hone St John are invested in this reviewing the NZRT MoU and how this might align to existing Hato Hone St John service arrangements, however Hato Hone St John require more time to review the document before formalising their commitment. AEM will re-engage with Hato Hone St John at an agreed future date on this. The MoU has been revised to reflect Hato Hone St John’s request and they have been temporary taken out of the MoU.

Ngā tūtohunga

Recommendation

That the Civil Defence and Emergency Management Committee:

a) whiwhi / receive the update on the management of Auckland’s New Zealand Response Teams.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Alexis Reed – Senior Advisor Volunteers
Authoriser	Adam Maggs - General Manager Auckland Emergency Management

Chairperson	Cr Sharon Stewart, QSM
Deputy Chairperson	Cr Andrew Baker
Members	Cr Julie Fairey	Cr Greg Sayers
	Cr Alf Filipaina	Cr Ken Turner
	Cr Mike Lee	Houkura Member Glenn Wilcox
	Houkura Member Pongarauhine Renata
Ex-officio	Mayor Wayne Brown
	Deputy Mayor Desley Simpson, JP

Date	Subject
30/07/2024	Tsunami Work Programme

Author	Mike Giddey - Kaitohutohu Mana Whakahaere / Governance Advisor
Authoriser	Adam Maggs - General Manager Auckland Emergency Management