I hereby give notice that an ordinary
meeting of the Civil Defence and Emergency Management Committee will be held on:
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Date:
Time:
Meeting Room:
Venue:
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Tuesday, 18
March 2025
10.00am
Room 1, Level
26
Te Wharau o Tāmaki - Auckland House
135 Albert Street
Auckland
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Komiti mō te Ārai
Mate Whawhati Tata me Te
Raru Ohorere / Civil Defence and Emergency Management Committee
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Cr Sharon Stewart, QSM
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Deputy Chairperson
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Cr Alf Filipaina, MNZM
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Members
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Cr Andrew Baker
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Cr Julie Fairey
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Houkura Member Pongarauhine Renata
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Cr Greg Sayers
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Cr Ken Turner
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Cr Wayne Walker
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Houkura Member Glenn Wilcox
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Ex-officio
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Mayor Wayne Brown
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Deputy Mayor Desley Simpson, JP
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(Quorum 5 members)
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Mike Giddey
Kaitohutohu Mana Whakahaere /
Governance Advisor
12 March 2025
Contact Telephone: 027 221 7183
Email: mike.giddey@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
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Civil Defence and Emergency Management Committee
18 March 2025
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ITEM TABLE
OF CONTENTS PAGE
1 Ngā Tamōtanga | Apologies 5
2 Te Whakapuaki i te Whai Pānga | Declaration of Interest 5
3 Te Whakaū i ngā Āmiki | Confirmation of Minutes 5
4 Ngā Petihana | Petitions 5
5 Ngā Kōrero a te Marea | Public Input 5
6 Ngā Kōrero a te Poari ā-Rohe
Pātata | Local
Board Input 5
7 Ngā Pakihi Autaia | Extraordinary Business 5
8 General
Manager's update 7
9 Update on
Highly Pathogenic Avian Influenza 9
10 Update of appointed Group
Controllers and Group Recovery Managers 21
11 Update from the National
Emergency Management Agency (NEMA) 27
12 Plans for Exercise Manaaki 29
13 2024/2025 Work Programme
Quarter Two Progress Report 31
14 Summary of Civil Defence
and Emergency Management Committee information memoranda, workshops and
briefings - 18 March 2025 77
15 Te Whakaaro ki ngā Take Pūtea e
Autaia ana | Consideration
of Extraordinary Items
1 Ngā Tamōtanga | Apologies
2 Te Whakapuaki i te Whai Pānga | Declaration
of Interest
3 Te Whakaū i ngā Āmiki | Confirmation of Minutes
Click
the meeting date below to access the minutes.
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That the Civil Defence and Emergency Management Committee:
a)
whakaū / confirm the ordinary minutes of
its meeting, held on Tuesday,
19 November 2024, as a true and correct record.
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4 Ngā Petihana | Petitions
5 Ngā Kōrero a te Marea | Public Input
6 Ngā Kōrero a te Poari ā-Rohe Pātata | Local Board Input
7 Ngā Pakihi Autaia | Extraordinary Business
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Civil Defence and Emergency Management Committee
18 March 2025
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General
Manager's update
File No.: CP2025/02982
Te take mō te
pūrongo
Purpose of the report
1. To
enable the General Manager, Adam Maggs, to give an update on Auckland Emergency
Management.
Whakarāpopototanga matua
Executive summary
2. The
General Manager of Auckland Emergency Management will provide a verbal update
with brief presentation to the committee.
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Committee:
a) whiwhi/receive
the verbal update from the General Manager of Auckland Emergency Management.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
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Author
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Kimberly Rees - Principal Advisor Strategy and
Implementation
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Authorisers
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Parul Sood - Deputy Director Resilience and
Infrastructure
Adam Maggs - General Manager Auckland Emergency
Management
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Civil Defence and Emergency Management Committee
18 March 2025
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Update on
Highly Pathogenic Avian Influenza
File No.: CP2025/02862
Te
take mō te pūrongo
Purpose of the report
1. To
provide an update on Auckland Council’s preparation for the arrival of
Highly Pathogenic Avian Influenza (HPAI H5N1).
Whakarāpopototanga matua
Executive summary
2. Highly Pathogenic Avian Influenza (HPAI H5N1) is a serious
contagious disease that primarily affects birds,
resulting in a range of symptoms including mass mortality in some species.
3. While mainly a bird disease, it can also rarely
infect some mammal species, including humans.
4. There
has never been a case of HPAI H5N1 in Aotearoa, but because it is spreading
globally and in locations that our migratory birds visit, it is considered
likely to reach New Zealand via the natural dispersal of infected wild birds.
5. In
December 2024, we were notified about a confirmed case of HPAI H7N6 in rural
Otago. While this was a HPAI strain, this detection was not
the same as the HPAI H5N1 strain that is causing significant impact on poultry,
wild birds and mammals overseas.
6. In
the event of a confirmed HPAI H5N1 detection the national response will, in the
first instance, be led by the Ministry for Primary Industries with the Ministry
of Health and Department of Conservation playing key roles. Auckland Council
will have a regional role, which will include supporting
national communications and protecting public safety by managing sick and dead
birds in public spaces managed by council.
7. Should HPAI H5N1 continue to evolve to affect different species,
council’s role in the response may change.
8. While
HPAI H5N1 strain is still some distance from New Zealand, the council is taking
a cautious approach and a cross-council HPAI steering group has been working on
preparedness actions for the council group.
9. An
update memo was provided to the Policy and Planning Committee and all local
boards on 1 October 2024 outlining preparation work that is underway.
10. Staff
presented to the Civil Defence and Emergency Management Committee in November
2024.
11. Staff will
present to the Civil Defence and Emergency Management Committee’s 18
March 2025 meeting to outline more recent preparedness actions and to respond
to questions.
Ngā tūtohunga
Recommendation/s
That the Civil Defence and Emergency
Management Committee:
a) whiwhi /
receive the update on Auckland Council’s preparation for the arrival of
Highly Pathogenic Avian Influenza (H5N1).
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
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a⇩
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Presentation for Update on Highly Pathogenic Avian
Influenza
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11
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Ngā kaihaina
Signatories
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Authors
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Sam Hill - General Manager Environmental Services
Phil Brown – Head of Natural Environment
Delivery
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Authorisers
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Parul Sood - Deputy Director Resilience and
Infrastructure
Adam Maggs - General Manager Auckland Emergency
Management
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Civil Defence and Emergency Management Committee
18 March 2025
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Civil Defence and Emergency Management Committee
18 March 2025
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Update of
appointed Group Controllers and Group Recovery Managers
File No.: CP2025/00260
Te take mō te
pūrongo
Purpose of the report
1. To
appoint suitably qualified and experienced personnel to the statutory roles of
alternates to the Group Controller and Group Recovery Manager, under the Civil
Defence Emergency Management Act 2002.
Whakarāpopototanga matua
Executive summary
2. Civil
Defence Emergency Management Groups (CDEM Groups) are required
to appoint 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. CDEM
Groups may appoint suitably qualified and experienced persons
to be alternates to the Group Controller and Group Recovery Manager under
sections 26(2) and 29(2) of the Act respectively.
4. Auckland
Emergency Management (AEM) has a pathway for the selection of candidates from
amongst council staff to develop their capability, to maintain a cohort of
suitably qualified and experienced Controller and Recovery Managers.
5. Anna
Bray, General Manager Strategy, Transformation and Partnerships, Robert
Irvine, General Manager, Licensing and Compliance and Sarah Le Claire,
AEM Head of Capability and Strategy, have completed
advanced emergency management training and are recommended for appointment
based on their capability and skill set. They are suitably qualified and
experienced persons to perform the role of alternate to the Group Controller.
6. Parul
Sood, Deputy Director Resilience and Infrastructure, Nick Turoa,
Tumuaki Huanga Māori and Jenny Larking, Head of City Centre
Programmes, are recommended for appointment based on their capability and skill
set. They are suitably qualified and experienced persons to perform the role of
alternate to the Group Recovery Manager.
7. Current
appointees Fleur Aldridge and Craig Hobbs have stepped down from
their roles as alternates to the Group Controller and Group Recovery Manager,
respectively, as they are no longer Auckland Council staff members. A decision
of Civil Defence and Emergency Management Committee is required to remove persons
from the statutory roles of Group Controller and Group Recovery Manager.
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Committee:
a) kopou /
appoint Anna Bray, Robert Irvine and Sarah Le Claire as alternates to the Group
Controller under section 26(2) of the Civil Defence Emergency Management Act
2002
b) kopou /
appoint Parul Sood, Nick Turoa and Jenny Larking as alternates to the Group
Recovery Manager under section 29(2) of the Civil Defence Emergency Management
Act 2002
c) whakaae
/ agree to the removal of Fleur Aldridge from the list of persons available to
perform the role of Group Controller
d) whakaae
/ agree to the removal of Craig Hobbs from the list of persons available to
perform the role of Group Recovery Manager
e) whakamihi
/ thank Fleur Aldridge and Craig Hobbs for their service.
Horopaki
Context
8. Civil
Defence Emergency Management Groups (CDEM Groups) are required
to appoint 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.
9. CDEM
groups must appoint at least one suitably qualified and experienced person to
perform the functions and duties and exercise the powers of the Group
Controller and the Group Recovery Manager if there is a vacancy under sections
26(2) and 29(2) of the Act respectively. This allows for the appointment of
alternate Group Controllers and Group Recovery Managers.
10. Auckland
Emergency Management seeks to appoint additional persons to the alternate
positions to maintain a pathway to develop emergency management leadership
capacity in Auckland Council and to maintain a cohort of suitably qualified an
experienced persons for succession and staffing purposes.
Tātaritanga me ngā
tohutohu
Analysis and advice
Group Controllers recommended for appointment
11. Emergency
events may occur at any time and vary in scale and severity. Events can occur
sequentially, with short intervals between them, or concurrently.
12. Undertaking
the role of Group Controller is a significant commitment, held in addition to
demanding senior fulltime roles at Auckland Council.
13. Auckland
Council and AEM maintains a cohort of suitably qualified and experienced senior
leaders by appointing multiple alternates. This helps appointees to manage
their commitments and workloads.
14. Alternate
Group Controllers will rotate through the role of Duty Controller, which will
ensure that there is always a senior staff member available to fulfil the Group
Controller role during an emergency.
15. Three senior
council staff members are recommended as suitably qualified and experienced to
be appointed as an alternate to the Group Controller:
Anna Bray, General Manager Group
Strategy, Transformation and Partnerships, has completed advanced training in
emergency management. In her previous role as Executive Officer to the
Governance Director, Anna contributed to executive decision making in
the context of Auckland Council’s CDEM function through COVID-19 and
other emergency events.
Robert Irvine, General Manager,
Licensing and Compliance, has completed advanced training in Emergency
Management. In his former management position in Corporate Property, Robert was
a member of council’s Crisis Management Team (CMT) and was involved in
numerous responses, including COVID-19 pandemic and the 2023 severe weather
events.
Sarah Le Claire, Head of
Capability and Strategy, has completed advanced emergency management training.
Sarah was previously a senior staff member of Waste Solutions and recently
joined AEM. Sarah made a significant contribution to the planning of the
response to the 2023 severe weather events and COVID-19 pandemic.
16. Fleur Aldridge, previously Principal
Legal Counsel, has stepped down from her role as an alternate Group controller
since she ceased to be an Auckland Council staff member in late 2024.
17. A decision of
the Civil Defence and Emergency Management Committee is required to formally
remove persons from the statutory roles Group Recovery Manager.
18. If approved, these changes would mean there are eight suitably
qualified and experienced persons to perform the functions and duties and
exercise the powers of the Group Controller. These are:
· Rachel Kelleher, Director Community
· Parul Sood, Deputy Director Resilience and Infrastructure
· Adam Maggs, General Manager Auckland Emergency Management
· Mace Ward, Group Recovery Manager
· Jennifer Rose, Head of Business Performance
· Andrew Clark, Head of Finance Business Partnering
· Anna Bray, General Manager Group Strategy, Transformation and
Partnerships
· Robert Irvine, General Manager, Licensing and Compliance
· Sarah Le Claire, Head of Capability and Strategy
19. Several
Auckland Council staff are undertaking training as part of their development
towards joining the cohort of Controllers. Reports recommending their appointment
will be submitted to the Civil Defence and Emergency Management Committee at an
appropriate time.
Recovery Managers recommended for appointment
20. Recovery after an emergency can vary in scale, complexity and
duration. The recovery from the 2023 severe weather events is ongoing.
21. In September
2024, the Civil Defence and Emergency Management Committee noted the
desirability of growing a cohort of suitably qualified and experienced persons
who may be appointed under section 29(2) of the Act (Resolution number CDEMC/2024/21).
22. The current
Group Recovery Manager, Mace Ward, conferred with colleagues and discussed the
role and its responsibilities with the candidates recommended for appointment
as alternate group Recovery Managers. All candidates are informed of the
responsibilities of the position and have agreed to being recommended for
appointment. The following candidates, are considered suitably qualified and
experienced persons to perform the role of alternate to the Group Recovery
Manager:
Parul Sood,
Deputy Director Resilience and Infrastructure, previously served as the General
Manager of Waste Solutions. Parul Sood is an experienced Group Controller
having been appointed in 2017. In addition, Parul Sood has been appointed
Deputy Chair of the Coordinating Executive Group for the Auckland CDEM Group.
Nick Turoa,
Tumuaki Huanga Māori, leads Ngā Mātārae which provides
strategic direction, quality advice and support for strategic relationships to
enhance effective Māori participation in decision-making at council. Nick
Turoa previously led Te Waka Tai-ranga-whenua, Parks and Community Facilities
where he was involved with the 2023 severe weather events response. Nick has
experience and capability in Coordinated Incident Management System.
Jenny Larking,
Head of City Centre Programmes, is a tier three people leader at Auckland
Council. Jenny made a significant contribution to the recovery response to the
2023 severe weather events and continues to be active in AEM activities. Jenny
is currently undertaking advanced emergency management training.
23. Craig
Hobbs, previously a Recovery Office senior leader, has
stepped down from his role as an alternate Group Recovery Manager since he
ceased to be an Auckland Council staff member in January 2025.
24. A decision of the Civil Defence and Emergency Management Committee
is required to formally remove persons from the statutory roles Group Recovery
Manager.
25. If
approved, these changes would mean that there are seven suitably qualified and
experienced persons to perform the functions and duties and exercise the powers
of the Group Recovery Manager. These are:
· Mace Ward, Group
Recovery Manager
· Parul Sood, Deputy
Director Resilience and Infrastructure
· Nick Turoa, Tumuaki Huanga Māori,
· Jenny Larking, Head of City Centre Programmes
· Jennifer Rose, Head of Business
Performance, Parks and Community Facilities (current appointee)
· John Cranfield, Head of Operations, AEM
(current appointee)
· Wayne Brown, Principal Advisor Recovery,
Recovery Office (current appointee)
Tauākī whakaaweawe
āhuarangi
Climate impact statement
26. The role of
Group Controller and Group Recovery Manager is to respond emergencies including
severe weather or other natural disasters. The successful performance of these
roles aims to mitigate the impacts of such events and may play a part in
strengthening community resilience to the impacts of climate change-related
emergencies.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
27. Appointment
of the recommended candidates as Group Controllers and Group Recovery Managers
will ensure that there are suitably qualified and experienced persons available
to perform the statutory role of Group Controller Group Recovery Manager during
emergency events of varying scale.
28. There are no
staff members from council-controlled organisations appointed or recommended to
be appointed to Group Controller and Group Recovery Manager roles.
29. Appointment
of council-controlled organisation staff to alternate Group Controller and
Group Recovery Manager roles is possible. At present Auckland Emergency
Management are not aware of any council-controlled organisation staff members
who are suitably qualified and experienced and available to perform either of
the statutory roles.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
30. Local boards
are engaged through the course of both the response and recovery stages of
emergency management.
Tauākī whakaaweawe
Māori
Māori impact statement
31. 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.
32. Generally, as
senior council managers, appointees as alternates to the Group Controller and
Group Recovery Manager are expected to bring this knowledge to the role.
33. This
contribution to emergency management is further increased with the recommended
appointment of council’s Tumuaki Huanga Māori as an alternate to the
Group Recovery Manager.
Ngā ritenga
ā-pūtea
Financial implications
34. The proposed
appointments are from Auckland Council existing senior management staff. There
are no financial implications arising from this report.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
35. Approval
of the recommended appointments will ensure that there is extra capacity in
Auckland Council to perform the duties required by Civil
Defence Emergency Management Act 2002.
36. Expanding the
cohort of alternate Group Controllers by three and the cohort of alternate
Group Recovery Managers by two provides more capacity and capability during an
emergency.
Ngā koringa ā-muri
Next steps
37. The Committee
will receive further reports relating to the positions of Group Controller and
Group Recovery Manager and their alternates, as continue to develop our
capability and maintain a cohort of Controllers and Recovery Managers.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
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Author
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Wayne Brown - Principal Recovery Advisor
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Authorisers
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Parul Sood - Deputy Director Resilience and
Infrastructure
Adam Maggs - General Manager Auckland Emergency
Management
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Civil Defence and Emergency Management Committee
18 March 2025
|
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Update from
the National Emergency Management Agency (NEMA)
File No.: CP2025/02985
Te take mō te pūrongoPurpose of the report
1. To
provide the Civil Defence and Emergency Management Committee with an update
from the National Emergency Management Agency.
Whakarāpopototanga matua
Executive summary
Response to the recommendations from the Government Inquiry
2. On
10 October 2024, the Government released its long-term vision to strengthen New
Zealand’s emergency management system in response to the recommendations
in the Government Inquiry into the response to the North Island Severe Weather
Events (NISWE).
3. The
National Emergency Management Agency (NEMA) has set up the Emergency Management
System Improvement Programme (EMSIP) to implement the 15 high-level
recommendations from the Government Inquiry.
4. Phase
one of EMSIP is complete. The government response accepted all the high-level
recommendations, identifying five focus areas with 15 high level actions. The
government response was informed by the NISWE and by other events, reviews and
inquiries.
5. Phase
two is underway, with the preparation of an investment and implementation
roadmap for cabinet’s consideration. NEMA intends to deliver this
high-level roadmap to cabinet in early 2025
Emergency Management Bill
6. In
November 2024, cabinet agreed to progress development of the new Emergency
Management Bill to be introduced during this term of government.
7. In
October 2024, the government released their Strengthening Disaster Resilience
and Emergency Management plan which sets out the government’s vision for
emergency management over the next five years. NEMA is analysing the issues
raised in the plan and is developing options to address them and working
towards publicly consulting on options between July and September 2025.
Catastrophic Event Handbook
8. The
Catastrophic Event Handbook, V1.0 was signed off by NEMA’s Chief
Executive and the Director Emergency Management. It provides a blueprint to
respond to the most severe disasters.
9. The
handbook outlines roles and responsibilities by agency, across 11 workstreams
to manage an All-of-Government response to a catastrophic level event.
10. The
handbook takes a hazard-agnostic approach to the response and recovery aspects
of a catastrophe. It is scalable and allows for hazard-specific plans to be
developed under this framework.
Tsunami template NWS and EMA consultation
11. NEMA is
seeking feedback on the content of draft land and marine tsunami warning
National Warning System (NWS) and Emergency Mobile Alert (EMA) templates.
12. The current
single National Warning: Tsunami Threat to land and Marine Areas template is
being replaced with two separate templates:
· National Warning: Tsunami Threat to Land and Marine Areas –
prepare to evacuate
· National Warning: Tsunami Threat to Land and Marine Areas –
immediate evacuation required
13. The
new templates have been drafted in line with best practice for writing warning
messages and lessons from past events and exercises. They have also been
written to be consistent with the existing CDEM Group EMAs for a land and
marine tsunami threat and reinforce the message that local evacuation
instructions will come from Civil Defence Emergency Management Groups.
Starlink
14. NEMA
is still seeking internal approvals for the Starlink agreement to go-live. NEMA
are not able to provide a definite date of when the service will be available.
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Committee:
a) whiwhi /
receive the update report from the National Emergency Management Agency.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Author
|
Mike Gillooly – National Emergency Management
Agency
|
|
Authorisers
|
Parul Sood - Deputy Director Resilience and
Infrastructure
Adam Maggs - General Manager Auckland Emergency
Management
|
|
Civil Defence and Emergency Management Committee
18 March 2025
|
|
Plans for
Exercise Manaaki
File No.: CP2025/03058
Te take mō te pūrongoPurpose of the report
1. To
inform the Civil Defence and Emergency Management Committee of the plan for a
large-scale welfare emergency relief focused exercise titled Exercise Manaaki.
Whakarāpopototanga matua
Executive summary
2. Auckland
Emergency Management (AEM) is the lead of the Auckland Welfare Coordination
Group (AWCG).
3. AEM
has developed a Welfare User Guide that includes an expanded welfare function
within the Emergency Coordination Centre (ECC). This is to support
managing welfare / emergency relief arrangements at a large-scale given the
size and population density of the Auckland Region.
4. Although
there is ongoing support and training for welfare function roles within the ECC
and within a Civil Defence Centre setting, enhanced welfare arrangements are
new and currently untested for a large-scale emergency response that spans
across the Auckland region.
5. Auckland
Welfare Coordination Group agreed that a large multi-agency welfare-focused
exercise take place under AWCG’s work programme in 2025.
6. Exercise
Manaaki will test the enhanced emergency relief / welfare arrangements in a
simulated large-scale emergency event across Auckland. The exercise will
include:
· activation
of seven Civil Defence Centres (CDCs)
· activation
of the Emergency Coordination Centre (ECC) with a specific focus on the ECC
welfare function
· activation
of the Auckland Welfare Coordination Group (AWCG) and the provision of welfare
cluster arrangements.
7. Exercise
Manaaki will be based on a severe weather event impacting the Auckland region.
The scenario enables the testing of welfare arrangements in a multi-agency
setting with the activation of seven Civil Defence Centres across multiple
locations in the Auckland region (North, Central, West, and South).
8. The
Auckland Welfare Coordination Group will practice providing welfare and
emergency relief in response to an emergency severe weather event in accordance
with Auckland CDEM Group’s welfare processes detailed in the recently
updated Welfare User Guide.
9. The
exercise will test AWCG’s coordination of welfare response through the
cluster arrangements of welfare support that includes accommodation, household
goods and services, financial assistance, psychosocial support and animal
welfare.
10. Exercise
Manaaki will take place between 30 April and 2 May 2025. There will be four
phases to the exercise over the three days, each with a different focus as
identified in the table below.
Table 1. phases of Exercise Manaaki
|
Phase 1
Lead-in
30 April 2025
|
Phase 2
Activation
1 May 2025
|
Phase 3
Response
2 May 2025
|
Phase 2
Close/Deactivation
3 May 2025
|
|
· Situational awareness established to inform a shared
multi-agency common operating picture
|
· Activation and initial response
arrangements in a multi-agency setting
· Agency interoperability
|
· Welfare/emergency relief response
arrangements in a multi-agency setting
· Agency interoperability
· Situational awareness
|
· Activation and initial response
arrangements in a multi-agency setting
· Agency interoperability
|
11. Exercise
Manaaki will be evaluated through:
· observation and reporting from appointed Exercise Evaluators
· observations from all exercise participants who will be asked to complete an
individual exercise participant feedback form.
12. The
evaluation criteria will be based on the exercise objectives and key
performance indicators.
Ngā tūtohunga
Recommendation
That the Civil Defence and
Emergency Management Committee:
a) whiwhi/receive
the report outlining the plans for Exercise Manaaki.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Author
|
John Cavanagh – Head of Business and Welfare,
Auckland Emergency Management
|
|
Authorisers
|
Parul Sood - Deputy Director Resilience and
Infrastructure
Adam Maggs - General Manager Auckland Emergency
Management
|
|
Civil Defence and Emergency Management Committee
18 March 2025
|
|
2024/2025
Work Programme Quarter Two Progress Report
File No.: CP2025/02033
Te
take mō te pūrongo
Purpose of the report
1. To
provide the Auckland Emergency Management 2024/2025 Work Programme Quarter Two
Progress Report.
Whakarāpopototanga matua
Executive summary
2. Auckland
Emergency Management (AEM) has developed a quarterly report to update elected
members, the Council Group, our emergency management partners, key stakeholders
and the public on progress against its annual work programme that implements
the five-year Tāmaki Makaurau Auckland Civil Defence Emergency Management
Group Plan 2024-2029 (Group Plan).
3. The
2024/2025 Work Programme Quarter Two Progress Report is provided as Attachment
A covering the period from 1 October 2024 to 31 December 2024.
4. AEM
continues to implement the recommendations from three independent reviews; the
Auckland Flood Response Review (Bush Review, March 2023), Auckland Severe
Weather Events 2023 (Toa Review, August 2023) and the Auckland Council:
Preparedness for Responding to an Emergency (Office of the Auditor-General
Review, June 2023).
5. AEM
has completed 43 of the total 51 recommended actions from those three reviews
and is on track to complete the remainder by the end of the 2025/2026 financial
year.
6. Significant
progress has been made across the nine workstreams of AEM’s work
programme by completing 22 of the 28 quarter two key milestones, including:
· six
marae developing their Marae Preparedness Plan
· host
or contributed to four or more events engaging religious communities in
community readiness
· development
of 20 Local Board Emergency Readiness and Response Plans
· new
/ improved emergency management website
· 240
staff upskilled, 14 trainings delivered and eight engagements across all
Coordinated Incident Management Systems (CIMS) functions
· five
tiered exercises completed including a large-scale, multi-agency annual
exercise
· analysis
of fit-out requirements for all civil defence centres was complete
· a
training framework for the Needs Assessment Tool was developed
· participation
in the North Island New Zealand Response Team (NZRT) exercise run by Wellington
Civil Defence Emergency Management Group.
7. Six
of the quarter two key milestones are delayed primarily due to capacity
constraints (being addressed through recruitment) and internal or external
dependencies on subject matter experts but are scheduled to be finalised by the
end of this financial year.
8. AEM
is well-positioned to build on its quarter two progress, with 25 key milestones
planned to be completed in quarter three and is on track to achieve all
milestones of the 2024/2025 work programme by 30 June 2025.
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Committee:
a) whiwhi /
receive the Auckland Emergency Management 2024/2025 Work Programme Quarter Two
Progress Report.
Horopaki
Context
9. To
improve our transparency and accountability, Auckland Emergency Management
(AEM) has developed a quarterly report to update elected members, the Council
Group, our emergency management partners, key stakeholders and the public on
progress against its annual work programme.
10. The
annual work programme implements the five-year Tāmaki Makaurau Auckland
Civil Defence Emergency Management Group Plan 2024-2029 (Group Plan).
11. A
framework to report the progress of actions under the Group Plan and
AEM’s 2024/2025 Work Programme on a quarterly basis was received by this
committee in September 2024 (CDEM/2024/12139).
12. AEM
presented the first quarterly progress report to this committee at the November
2024 meeting which covered work programme activity during the quarter one
period from 1 July 2024 to 30 September 2024.
13. The
Auckland Emergency Management’s 2024/2025 Work Programme Quarter Two
Progress Report is provided as Attachment A, covering the period from 1 October
2024 to 31 December 2024.
Tātaritanga me ngā
tohutohu
Analysis and advice
14. Significant
achievements have been made over the second quarter of the Auckland Emergency
Management 2024/2025 Work Programme (and implementing the five-year Group Plan)
by completing recommendations from external reviews on the 2023 severe weather
events and milestones in the work programme.
We are on track to implement all but two recommendations
from external reviews by July 2025
15. In
September 2024, the Office of the Auditor General audit report, Improving
Auckland Council’s Emergency Preparedness: A follow-up report,
acknowledged that Auckland Emergency Management (AEM) had completed 38 of the
51 recommendations from the external reviews following the 2023 severe weather
events and that work was ongoing to address the remaining 13 recommendations.
16. Over
this quarter two period (from 1 October 2024 to 31 December 2024) AEM has
completed five of the remaining 13 recommendations. Six remaining
recommendations are planned to be completed before July 2025, leaving two
recommendations to be completed in the 2025/2026 financial year.
17. Table
1 below identifies the five recommendations that were complete in quarter two
by the green tick and an explanation. The table also shows the remaining
recommendations with timeframe of when each would be implemented and complete.
Table 1. Remaining review
recommendations completion timeframes
|
When the remaining review
recommendations will be complete
|
|
|
Review recommendation
|
2024/2025
|
2025/2026
|
|
|
|
Q2
|
Q3
|
Q4
|
Q1
|
Q2
|
Q3
|
Q4
|
|
Bush
Review
|
15.
Communicate the CDC database
|
|
Completed
with the production of the Civil Defence Centre Locator Tool available via an
app and on Auckland Emergency Management’s refreshed website
|
|
OAG Review
|
6.
Keep the public well informed
|
|
Completed
with the refreshed and updated website and social media platforms as well as
integrating with council’s marketing and public relations team
|
|
Toa Review
|
4.
Governance training
|
|
AEM
regularly updates key documents that guide council’s governance (such
as the Mayoral Guide and Standard Operating Procedures) AEM are developing
induction collateral and are incorporating governance participation in
response exercises
|
|
18.
Develop a plan for the use of volunteers
|
|
A
draft Volunteer Framework has been developed categorising distinct volunteer
groups and outlining strategic approaches for engaging and managing each
group with key actions identified
|
|
22.
Pre-identify CDCs based on requirements
|
|
We
currently have 115 Civil Defence Centres (CDCs) identified across the
Auckland region
|
|
10.
Identify personnel to support the Emergency Coordination Centre
|
|
|
|
|
|
|
|
|
6.
Determine local response arrangements
|
|
|
|
|
|
|
|
|
7.
‘Just-in-Time’ trainings
|
|
|
|
|
|
|
|
|
15.
Clear procedures for use of ESRI / ArcGIS (geographical information systems)
|
|
|
|
|
|
|
|
|
21.
Implement the needs assessment solution
|
|
|
|
|
|
|
|
|
28.
Work with communities and local boards to identify appropriate community
response arrangements
|
|
|
|
|
|
|
|
|
9.
Develop a well-being response plan
|
|
|
|
|
|
|
|
|
19.
Work with NEMA to identify a solution for the deployment of resources
|
|
|
|
|
|
|
|
Most of
the quarter two milestones in AEM’s 2024/2025 Work Programme have been
achieved
18. AEM
made significant progress during quarter two, completing key milestones and
achieving strategic advancements across its key change initiatives and nine
workstreams.
19. Of
the 28 key milestones for this quarter from the nine workstreams, 22 have been
achieved, including:
· six
marae developing their Marae Preparedness Plan
· host
or contributed to four or more events engaging religious communities in community
readiness
· development
of 20 Local Board Emergency Readiness and Response Plans
· new
/ improved emergency management website
· 240
staff upskilled, 14 trainings delivered and eight engagements across all
Coordinated Incident Management Systems (CIMS) functions
· five
tiered exercises completed including a large-scale, multi-agency annual
exercise
· analysis
of fit-out requirements for all civil defence centres was complete
· a
training framework for the Needs Assessment Tool was developed
· participation
in the North Island New Zealand Response Team (NZRT) exercise run by Wellington
Civil Defence Emergency Management Group.
20. Six
of the quarter two key milestones have been delayed but are scheduled to be
complete by the end of this financial year as shown in Table 2.
Table 2.
Estimated completion of delayed milestones
|
Delayed milestone
|
Estimated completion
|
|
Community Emergency Hub guide is finalised and launched
|
Q4
|
|
Hazard story books delivered in braille and sign language
|
Q4
|
|
Creation of a tiered recruitment plan
|
Q4
|
|
Elected member handbook is updated
|
Q4
|
|
AEM business risk register finalised
|
Q4
|
|
Lifelines: The Vulnerability Study, Electricity Outage Plan,
Generator Plan and Fuel Plan have been updated
|
Q3
|
21. Graph
1 below shows the number of milestones completed or delayed per workstream.
Graph 1. AEM 2024/2025
work programme milestones per workstream completed or delayed
22. Delays
of milestone achievement within predicted timeframes are primarily due to
capacity constraints (being addressed through recruitment) and internal or
external dependencies on subject matter experts. More information on the
delayed milestones is provided in section 04 of Attachment A.
23. The
three milestones that were delayed in quarter one are now complete. These are:
· milestones
identified on actions in the Group Plan for years 2024 – 2029
· digital
channels are optimised for accessible and cultural needs
· volcanic
response plan completion.
We are on track to achieve our end of year milestones by
30 June 2025
24. Despite
the delays in achieving some key milestones within the anticipated timeframe,
we remain on track to achieve our annual goals and end of year milestones of
AEM’s 2024/2025 work programme.
25. AEM
is well-positioned to build on its quarter two progress, with 25 key milestones
planned to be completed in quarter three that will be reported on at the next
committee meeting in June 2025.
Steady progress is being made on achieving the five-year
objectives of the Group Plan
26. Each
of the 16 objectives and 33 actions in the five-year Group Plan have several
associated milestones in AEM’s 2024/2025 Work Programme.
27. In
the second quarter of the Work Programme 2024/2025, AEM made steady progress on
most of the five-year objectives and actions in the Group Plan, see section 05
of Attachment A.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
28. The
Group Plan and associated work programme contain actions to increase
understanding of current and future hazard risks and required mitigation. This
includes hazards that are expected to become more likely due to severe weather
related to climate change.
29. Many of the milestones in AEM’s work programme and actions in
the Group Plan support the implementation of Te
Tāruke-ā-Tāwhiri: Auckland’s Climate Plan Action area C1:
Work together to strengthen the resilience of our communities, people and
places.
30. 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
31. AEM
is working collaboratively with departments who have a role in Auckland’s
emergency management to build our overall capacity and capability including
Planning and Resource Consents, Chief Sustainability Office, Group Recovery,
Parks and Community Facilities and Community Wellbeing.
32. AEM
works closely with subject matter experts across the Council Group in sharing
scientific and technical information.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
33. Many of the actions and milestones in AEM’s 2024/2025 Work
Programme involve building the resilience and capability of local communities
to effectively respond to an emergency. Two of the key change initiatives that
work directly with communities are:
· Community
Engagement and Support Programme
· Marae and
Whakawhanaungatanga Programme.
34. Other examples of AEM’s direct local action are provided in
section 04 of Attachment A.
35. Local
boards have an important role to play in supporting disaster resilient
communities through their knowledge of local communities and local government.
36. The
AEM 2024/2025 Work Programme includes actions that support local boards with
building resilient and adaptive communities, such as: development and
implementation of 20 Local Board Emergency Readiness and Response Plans,
identification of Community Emergency Hubs, and community emergency readiness
events.
Tauākī whakaaweawe
Māori
Māori impact statement
37. The
Group Plan, AEM’s 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
tikanga and Te ao Māori in emergency management.
38. Many
of these actions are grouped in the Marae and Whakawhanaungatanga Programme of
AEM’s 2024/2025 Work Programme. This programme includes securing mana
whenua and mataawaka
representation in the Incident Management Team, emergency management training
provided to marae, and delivery of the Kia Rite, Kia Mau programme to schools
and kura throughout Tāmaki Makaurau.
39. These actions align with Kia Ora Tāmaki Makaurau mana outcomes.
40. Over the quarter two period, AEM has defined our commitment to
improving outcomes for Māori and created the following objectives under
the five mana headings of Kia Ora Tāmaki Makaurau.
Table 3. AEM commitments to
Kia Ora Tāmaki Makaurau mana outcomes
|
Kia Ora
te Hononga
|
Kia Ora
te Marae
|
Kia Ora
te Whānau
|
Kia Ora
te Taiao
|
Kia Ora
te Tangatahi
|
|
Mana whenua entities and Māori communities are active partners in the
decision-making process to plan for, and activate, an emergency response in
their local area
|
Tāmaki
Makaurau Marae are centres of excellence in being prepared to support and
provide services to whānau and their local area residents during an
emergency event
|
Whānau,
Hapu, Marae and Iwi are resilient and capable of responding to and providing
support to recover from an emergency event
|
The
approach to emergency management actively exercises kaitiakitanga principles
and concepts in protecting and enhancing the environment
|
Through
the delivery of the Kia Rite, Kia Mau programme to schools across
Tāmaki, rangatahi feel empowered to participate meaningfully and
effectively in building the resilience of their local community
|
41. These objectives for improving Māori outcomes are now included
in AEM department’s delivery plan and business plan for the period of 1
July 2024 – 30 June 2025 under the Resilience and Infrastructure
directorate reporting framework.
42. The delivery plan also includes AEM’s key work programme
deliverables to improve outcomes for Māori which are:
· supporting the
development of Marae Preparedness Plans and Marae Response Plans
· Kia Rite, Kia Mau
school programme delivery
· Senior
Iwi-Māori Resilience Advisor positions providing bespoke support to Marae
and Iwi in Tāmaki Makaurau
· provision of hazard
education, emergency training and resources to Marae and Iwi to support
disaster / emergency preparedness
· establish and
implement Te Taunga within our department and connect across the directorate.
Ngā ritenga
ā-pūtea
Financial implications
43. 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.
44. It
is not anticipated that additional funding would be required to undertake any
actions in AEM’s 2024/2025 Work Programme.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
45. While
some quarter two milestones were delayed due to capacity constraints (being
addressed through recruitment) and internal or external dependencies on subject
matter experts, AEM is on a clear path to ensure progress remains on track for
achieving the objectives of the five-year Group Plan.
46. Potential
risks that could impact AEM’s delivery of the 2024/2025 work programme,
improving outcomes for Māori, completing review
recommendations and progress towards achieving the five-year objectives of the
Group Plan, are identified in Table 4
below.
Table 4.
Potential risks for AEM’s planned achievements and progress
|
Risk
|
Risk level
|
Mitigation
|
|
AEM is activated to manage an emergency event: If staff are required to
monitor and/or manage an emergency event, this will take resource away from
the planned business-as-usual improvement actions / milestones towards
achieving our long-term / Group Plan objectives.
|
High
|
Increase the number of Duty Managers
and Duty Officers skilled in emergency monitoring as well as increasing the
in-person duty presence in the Emergency Coordination Centre.
|
|
Internal capacity constraints: Staff shortages due to vacancies and
promotions may affect key workstreams such as the Capability Growth and
Development Programme, Community Engagement and Support, and Response Tools
and Arrangements.
|
High
|
Staff recruitment to fill key vacancies
and use of specialist contractors if required.
|
|
External dependencies: Some actions and
milestones in AEM’s work programme are reliant on external parties to
be achieved such as our emergency sector partners responsible for
contributing to key actions or contractors that provide our workforce courses
or training exercises.
|
Medium
|
AEM is broadening its focus on building
sustainable capability systems and structures within council and having
strong working relationships and shared goals with our emergency sector
partners.
|
|
Design and scope changes: Projects like the
Community Emergency Hub Guide and the Assurance and Continuous Improvement
Framework, risk delays from scope changes or feedback during consultation.
|
Low
|
Clear project scope and project
management to manage expectations and minimise disruptions.
Early stakeholder engagement to allow
more time for consultation and approvals.
|
|
Technology integration: Delays in launching
digital tools, such as AEM’s new website, could arise from technical
issues.
|
Medium
|
Phased technology rollouts to identify
and address technical issues early.
|
Ngā koringa ā-muri
Next steps
47. Progress on
the AEM 2024/2025 Work Programme quarter three milestones will be provided to
this committee at the next meeting in June 2025 along with a quarter three
progress report.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇩
|
Auckland Emergency Management 2024/2025 Work Programme
Quarter Two Progress Report
|
41
|
Ngā kaihaina
Signatories
|
Author
|
Kimberly Rees - Principal Advisor Strategy and
Implementation
|
|
Authorisers
|
Parul Sood - Deputy Director Resilience and Infrastructure
Adam Maggs - General Manager Auckland Emergency
Management
|
|
Civil Defence and Emergency Management Committee
18 March 2025
|
|
|
Civil Defence and Emergency Management Committee
18 March 2025
|
|
Summary of
Civil Defence and Emergency Management Committee information memoranda,
workshops and briefings - 18 March 2025
File No.: CP2025/00954
Te take mō te
pūrongo
Purpose of the report
1. To
whiwhi / receive a summary and provide a public record
of memoranda, workshop and briefing papers that may have been held or been
distributed to committee members.
Whakarāpopototanga matua
Executive summary
2. This
is a regular information-only report which aims to provide greater visibility
of information circulated to committee members via memoranda/workshops and
briefings or other means, where no decisions are required.
3. The
following memoranda/information have been sent:
|
Date
|
Subject
|
|
18/12/2024
|
Notification for MetService Severe Weather Watches
|
4. The
following workshops/briefings have taken place for the committee:
|
Date
|
Subject
|
|
9/12/2024
|
Briefing: Ready for Summer
|
5. These
documents can be found on the Auckland Council website, at the following link:
http://infocouncil.aucklandcouncil.govt.nz/
o at the top left of the
page, select meeting/te hui “Civil Defence and Emergency Management
Committee” from the drop-down tab and click “View”;
o under
‘Attachments’, select either the HTML or PDF version of the
document entitled ‘Extra Attachments’.
6. Note
that, unlike an agenda report, staff will not be present to answer
questions about the items referred to in this summary. Governing
Body members should direct any questions to the authors.
|
Ngā tūtohunga
Recommendation/s
That the Civil Defence and
Emergency Management Committee:
a) whiwhi / receive the Summary of Civil Defence and Emergency
Management Committee information memoranda, workshops and briefings –
18 March 2025.
|
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇨
|
Notification for MetService Severe Weather Watches
(Under Separate Cover)
|
|
|
b⇨
|
Ready for Summer (Under Separate Cover)
|
|
Ngā kaihaina
Signatories
|
Author
|
Mike Giddey - Kaitohutohu Mana Whakahaere / Governance
Advisor
|
|
Authorisers
|
Parul Sood - Deputy Director Resilience and Infrastructure
Adam Maggs - General Manager Auckland Emergency
Management
|