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Taranaki Civil Defence Emergency Management Group Joint Committee

Tuesday 17 September 2019

10.30am Taranaki Regional Council, Stratford

Agenda for the meeting of the Taranaki Civil Defence Emergency Management Group Joint Committee to be held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 17 September 2019 commencing at 10.30am. Members Councillor M J Cloke (Taranaki Regional Council) (Chairperson) Mayor N Volzke (South Taranaki District Council) Mayor R Dunlop (South Taranaki District Council) Mayor N Holdom (New Plymouth District Council) Attending Mr G Bedford (Taranaki Regional Council) Mr W Crockett (South Taranaki District Council) Mr C Stevenson (New Plymouth District Council) Mr S Hanne (Chairperson Taranaki CDEM CEG) Mr C Campbell-Smart (Taranaki CDEM Group Manager) Mr I Wilson (Ministry of Civil Defence Emergency Management) Apologies Notification of Late Items

Item Page Subject

Item 1 3 Confirmation of Minutes Taranaki Civil Defence Emergency Management Group Joint Committee

Item 2 9 Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Minutes

Item 3 17 Taranaki CDEM Advisory Group Minutes

Item 4 27 Year-end Performance Report

Item 5 66 Statutory Role Appointments and Resignations

Item 6 74 ECC Development Project - Roof costing

Item 7 78 Volcanic Resilience Fund Application

Item 8 89 Monitoring and Evaluation notice of Process

Item 9 99 CDEM Group Submissions

Item 10 Late Item - Use of Reserve Fund for Transition Plan

Taranaki Civil Defence Emergency Management Group Joint Committe - Agenda

2

Agenda Memorandum

Date 17 September 2019

Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee

Subject: Confirmation of Minutes – 18 June 2019

Approved by: G K Bedford, Director-Environment Quality

B G Chamberlain, Chief Executive

Document: 2330120

Resolve

That the Taranaki Civil Defence Emergency Management Group:

a) takes as read and confirms the minutes and resolutions of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 18 June 2019 at 10.30am

b) notes that the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 18 June 2019 at 10.30am have been circulated to the Taranaki Regional Council, New Plymouth District Council, Stratford District Council and South Taranaki District Council for their receipt and information.

Matters arising

Appendices

Document #2277430 – Minutes Taranaki Civil Defence Emergency Management Group Joint Committee

Taranaki Civil Defence Emergency Management Group Joint Committe - Confirmation of Minutes

3

Doc# 2277430-v1

Minutes of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held at the Taranaki Regional Council, 47 Cloten Road, Stratford on Tuesday 18 June 2019 commencing at 10.30am.

Members Councillor M J Cloke (Taranaki Regional Council) (Group Chairperson) Mayor R Dunlop (South Taranaki District Council) Mayor N Volzke (Stratford District Council) Mayor N Holdom (New Plymouth District Council)

Attending Mr M J Nield (Taranaki Regional Council) Ms J Mack (Taranaki Regional Council) Mr S Hanne (CDEM Group CEG Chairperson) Mr C Campbell-Smart (Taranaki CDEM Regional Manager) Mr I Wilson (Ministry of Civil Defence Emergency

Management)

Apologies There were no apologies

Notification of Late Items There were no late items of business.

1. Confirmation of Minutes – 5 March 2019

Resolved THAT the Taranaki Civil Defence Emergency Management Group Joint Committee:

a) takes as read and confirms the minutes and resolutions of the Taranaki Civil Defence Emergency Management Group meeting held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 5 March 2019 at 10.40am

b) notes that the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Group meetings held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 5 March 2019 at 10.40am have been circulated to the Taranaki Regional Council, New Plymouth District Council, Stratford District Council and South Taranaki District Council for their receipt and information.

Dunlop/Volzke Matters arising There were no matters arising.


4

Taranaki Civil Defence Emergency Management Group Joint Committee Meeting Tuesday 18 June 2019

2. Taranaki Civil Defence Emergency Management Co-ordinating Group Minutes

Resolved

That the Taranaki Civil Defence Emergency Management Group Joint Committee:

a) receives the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group meeting held in the Taranaki Regional Council chambers, 47 Cloten Road, Stratford, on Thursday 23 May 2019 at 10.30 am

b) adopts the recommendations therein.

Dunlop/Cloke

3. Quarter Three Performance Report 2018/2019 3.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum

presenting the Quarter Three Performance Report (for the financial year 2018/2019).

Resolved


a) receives the memorandum Quarter Three Performance Report 2018/2019.

b) notes that the Taranaki Emergency Management Office will engage with CDEM statutory members (New Zealand Police, Fire Emergency New Zealand, and Taranaki District Health Board) to determine how strategic leadership can be supported.

Volzke/Holdom

4. Group Controller Appointments – South Taranaki District Council 4.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum

recommending appointment of Mr Liam Dagg to the role of Local Controller and Mr Doug Scott to the role of Alternate Local Controller by the Taranaki Civil Defence Emergency Management (CDEM) Group.

Resolved


a) receives the report Local Controller Appointments – South Taranaki District Council

b) appoints Mr Liam Dagg to the role of Local Controller, as per the contents of the report

c) appoints Mr Doug Scott to the role of Alternate Local Controller, as per the contents of this report

d) notes the retirement of Mrs Phillippa Wilson from the role of Local Controller, and send a letter of thanks for her service in the role.

Dunlop/Cloke


5


5. Group Welfare Manager Appointments 5.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum

noting the appointment of a Group Welfare Management, Ms Nadine Ord, and alternate Group Welfare Manager, Mr Ben Ingram, by the Taranaki CDEM Group Controller and CEG Chair under delegated authority for the Taranaki CDEM Group.

Resolved


a) confirm the appointment of Group Welfare Manager, Ms Nadine Ord, and alternate Group Welfare Manager, Mr Ben Ingram, for the Taranaki CDEM Group.

Cloke /Volzke

6. Group Welfare Plan 6.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum

presenting the Taranaki Group Welfare Plan for adoption by the Taranaki Civil Defence Emergency Management Group Joint Committee.

Resolved


a) receives the memorandum Group Welfare Plan;

b) notes the contents of the report;

c) adopts the Taranaki Group Welfare Plan.

Dunlop/Holdom

7. TEMO Annual Business Plan 2019-20 7.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum

presenting the Annual Business Plan 2019-20 for adoption by the Taranaki Civil Defence Emergency Management Group Joint Committee.

Resolved


a) receives the Memorandum, Adoption of the TEMO Annual Business Plan 2019-20

b) notes the contents of the business plan contained within Appendix A of this report

c) approves the TEMO Annual Business Plan and the annual budget contained within.

Cloke/Volzke


6


8. Emergency Management System Reforms Update 8.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum

to update the Taranaki Civil Defence Emergency Management Group Joint Committee on the impact for Taranaki resulting from the Emergency Management System Reforms.

Resolved


a) receive the memorandum Emergency Management System Reforms Update.

b) note the ongoing reporting to the Ministry of Civil Defence and Emergency Management on implementation of Emergency Management System Reforms (Reforms).

Holdom/Cloke

9. Controller Requirements and Solution Update 9.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum

to update the Taranaki Civil Defence Emergency Management Group Joint Committee on the risks associated with Controller resignations, and operational decisions around recruitment and management to reduce this risk.

Resolved


a) receives the report Controller Requirements and Solution Update.

Cloke/Dunlop

10. ECC Development Project update – flat pitch roof issue 10.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum

to update the Taranaki Civil Defence Emergency Management Group Joint Committee on issues recently discovered during the Emergency Coordination Centre (ECC) development project, and for the Joint Committee to consider options and determine the way forward.

Resolved


a) receives the Memorandum, ECC Development Project update – flat pitch roof issue

b) notes the options, budget impacts and risks identified in this report, and in regard to the issues detailed within Appendix A and B of this report

c) approves the enhancement of the existing design by building a new low pitch roof over existing roof structure, designed to carry the ash loading, and estimated up to $200,000, with detailed design and costing to be reported back to the CDEM Group Joint Committee as soon as its available


7


d) approves that funding for the option determined will be by way of additional capital debt funding, serviced over 20-year life of the asset, and funded by operating reserve. Additional budget for debt servicing will be considered within long-term plan budget 2021-31.

Holdom/Cloke

There being no further business, Group Chairperson Councillor M J Cloke (Taranaki Regional Council) declared the Taranaki Civil Defence Emergency Management Group meeting closed at 12.20pm.

Confirmed Chairperson ____________________________________________________________ M J Cloke Date 17 September 2019


8

Agenda Memorandum

Date 17 September 2019

Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee

Subject: Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Minutes

Approved by: G K Bedford, Director-Environment Quality

B G Chamberlain, Chief Executive

Document: 2330263

Purpose

The purpose of this memorandum is to receive the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group meeting held on Thursday 15 August 2019, and to adopt the specific recommendations contained therein.

Recommendations

That the Taranaki Civil Defence Emergency Management Group:

a) receives the minutes of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group meeting held in the Taranaki Regional Council chambers, 47 Cloten Road, Stratford, on Thursday 15 August 2019 at 10.30 am.

b) adopts the recommendations therein.

Appendices/Attachments

Document #2312512 – Minutes Taranaki CDEM Co-ordinating Executive Group Meeting

Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM CEG Minutes

9

Minutes of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group (CEG) meeting held at the Taranaki Regional Council office, 47 Cloten Road, Stratford, on Thursday 15 August 2019 commencing at 10.30am. Members Mr S Hanne (Chairperson) (Stratford District Council) Mr G K Bedford (Taranaki Regional Council) Mr W Crockett (South Taranaki District Council) Mr D Langford (Risk Reduction Advisory Group) Mr D Utumapu (Fire and Emergency New Zealand) Mr C Campbell-Smart (Taranaki CDEM Group Controller) (Taranaki CDEM Regional Manager) Mr M Parkinson (Taranaki CDEM Recovery Manager) Mr J Clough (Primary Industry Sector Group) Dr G Simmons (Taranaki District Health Board) Dr B Scott (Taranaki Seismic & Volcanic Advisory Group) Mr I Wilson (Ministry of Civil Defence Emergency Management) G Roper (Police North Taranaki Response Manager)

Attending Ms N Ord (CDEM Resilience and Group Welfare Manager/ Welfare Coordination Group) Ms T Gordon (CDEM Analyst) Mr K Wright (New Plymouth District Council) Mr B Ingram (New Plymouth District Council) Mr C Williamson (New Plymouth District Council) Ms L Davidson (Committee Secretary)

Apologies Mr C Stevenson (New Plymouth District Council) Mr R Blume (St John Ambulance)

Notification of Late Items ECC Development Project update – flat pitch roof issue


10

Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Meeting Thursday 15 August 2019

Doc# 2312512-v1

1. Confirmation of Minutes – 23 May 2019

Resolved THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group

a) takes as read and confirms the minutes and recommendations of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group meeting held in the Taranaki Regional Council chambers, 47 Cloten Road, Stratford on Thursday 23 May 2019 at 10.30am. Crockett/Parkinson

Matters Arising There were no matters arising.

2. Minutes of the Taranaki Civil Defence Emergency Management Group Joint Committee Resolved THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group

a) receives the unconfirmed minutes of the meeting of the Taranaki Civil Defence Emergency Management Group Joint Committee held on Tuesday 18 June 2019. Crockett/Utumapu It was noted that the agencies update was discussed under the Quarter 3 performance report and Mr C Campbell-Smart is looking into how this can be best delivered.

3. Taranaki CDEM Advisory Group Minutes

Resolved THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group

a) receives the unconfirmed minutes of the meeting of the Lifelines Advisory Group (LAG) held on 26 June 2019

b) receives the unconfirmed minutes of the meeting of the Welfare Coordiantion Group (WCG) held on 3 July 2019

c) receives the unconfirmed minutes of the meeting of the Primary Industries Sector Group (PISG) held on 8 July 2019 Langford/Ord

Matters Arising It was noted that the Taranaki CDEM Group Conference has been confirmed for Wednesday 27 November, Mr C Campbell-Smart will send a calendar invite.


11


4. Year-End Performance Report 2019 4.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to memorandum presenting the

2018/19 Year End Performance Report for the Taranaki Civil Defence Emergency Management Group.

Recommended THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the memorandum, Year End Performance Report 2018/19 b) endorses the report ot the Taranaki Civil Defence Emergency Management Group Joint

Committee Wright/Bedford

5. Statutory Role Appointments and Resignations 5.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum outlining the

appointment of Mr Callum Williamson to the role of Local Recovery Manager for New Plymouth District Council by the Taranaki Civil Defence Emergency Management (CDEM) Group and acknowledged resignations from statutory roles for South Taranaki District Council.

5.2 Correction to the report – Mr Doug Scott has resigned from STDC so therefore has resigned

from his statutory role. The Chairman, Mr S Hanne, will send a letter of thanks be sent to Mr Doug Scott and Ms Phillippa Wilson for their contribution. Recommended THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group

a) receives the report Statutory Role Appointments and Resignations Utumapu/Wright

b) notes and endorses the appointment of Mr Callum Williamson to the role of Local Recovery Manager, as per the contents of the report

c) notes the resignation of Mr Doug Scott from the role of Alternate Local Controller d) notes the retirement of Mrs Phillippa Wilson from the role of Local Recovery Manager

Parkinson/Crockett


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6. Adoption of Council CDEM Annual Workplan 2019-20 6.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum presenting the

Council CDEM Annual Workplan for 2019-20 for the Taranaki Civil Defence Emergency Management Group.

Recommended THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the memorandum Adoption of Council CDEM Annual Workplan 2019-20

Bedford/Clough b) notes the contents of the plan contained within Appendix A of this report c) endorses the business plan to the Taranaki CDEM Group Joint Committee for adoption,

acknowledging reviews after each quarter. Crockett/Langford

7. Fuel Plan Adoption 7.1 Mr C Campbell-Smart, CDEM Regional Manager and Teresa Gordon, CDEM Analyst, spoke

to memorandum presenting the Draft Taranaki Fuel Emergency Plan for adoption by the Coordinating Executive Group.

Recommended THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the report Draft Taranaki Emergency Fuel Plan 2019 b) thanks all stakeholders for their input into developing the Draft Taranaki Fuel Emergency

Plan 2019 c) adopts the Draft Taranaki Fuel Emergency Plan 2019 as a contingency plan for Taranaki

CDEM Group Utumapu/Bedford

8. Volcanic Resilience Funding Application 8.1 Mr C Campbell-Smart, CDEM Regional Manager and Teresa Gordon, CDEM Analyst, spoke

to the memorandum seeking input into an application for MCDEM Resilience Funding in relation to the next review of Taranaki CDEM Group’s Mt Taranaki Volcanic Unrest Response Plan 2014.

Recommended THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the report Volcanic Response Plan – MCDEM Resilience Fund Application

Simmons/Crockett b) Supports the application being submitted to the Ministry of Civil Defence and Emergency

Management’s Resilience fund Langford/Bedford


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9. Contingency Plan Update 9.1 Teresa Gordon, CDEM Analyst, spoke to memorandum updating the Co-ordinating

Executive Group on the progress of the planning and policy work programme.

Recommended THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the memorandum, Planning/Policy Work Programme 2019-2023

Utumapu/Parkinson b) notes and endorses the contents of the report c) notes the list of existing Taranaki CDEM Group strategies and plans d) recommends to the Taranaki CDEM Group Joint committee to adopt the policy

development and review schedule for 2019 / 2023, as outlined in the report Crockett/Roper

10. Monitoring and Evaluation notice of process to CEG 10.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum informing the

Coordinating Executive Group on an Evaluation and Monitoring process requested by the CDEM Regional Manager and CEG Chair.

Recommended THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) note the memorandum monitoring & Evaluation process for Taranaki CDEM Group, and

endorse the report to the Taranaki CDEM Joint Committee. Langford/Wright

11. Late Item – ECC Development Project update – flat pitch roof issues 11.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum presenting a

report provided to the Taranaki CDEM Joint Committee on the flat pitch roof issue at the ECC, and update CEG with further project and budget information for approval to proceed. THAT the Taranaki Coordinating Executive Group: a) receives the Memorandum, ECC Development Project update – flat pitch roof issue,

and attached report to the Taranaki CDEM Group Joint Committee b) recommend to the Taranaki CDEM Group Joint Committee to approve the proposed

roof replacement (warm roof steel). Wright/Crockett


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12. General Business 12.1 Memorandum template

It was noted that the financial consideration section of the memorandum should be updated to reflect each topic.

12.2 Co-ordinated Incident Management System 3 (CIMS 3)

Mr C Campbell Smart, CDEM Regional Manager, spoke regarding the governments adoption of CIMS 3. This replaces all previous versions of CIMS and requires adoption by 1 July 2020. CIMS 3 describes how New Zealand Agencies and organisations coordinate, command and control all incidents.

There being no further business, the Chairperson, Mr S Hanne (Stratford District Council), declared the meeting of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group closed at 12.02pm.

Confirmed

Chairperson: ___________________________________________________ S Hanne Date: 17 September 2019


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Agenda Memorandum

Date: 17 September 2019

Memorandum to

Chairperson and Members

Taranaki Civil Defence Emergency Management

Group Joint Committee

Subject: Taranaki CDEM Group Advisory Group Minutes

Approved by: Sven Hanne, CEG Chair

Purpose

The purpose of this memorandum is to receive and consider the unconfirmed minutes of the Taranaki CDEM Advisory Group meetings as follows. Lifelines Advisory Group (LAG) – 26 June 2019 Welfare Coordination Group (WCG) – 3 July 2019 Primary Industries Sector Group (PISG) – 8 July 2019

Executive summary

The minutes of the Taranaki CDEM Advisory Groups are presented for the information of the Taranaki CDEM Group Joint Committee.

Recommendations

That the Taranaki CDEM Group Joint Committee:

1. receives the unconfirmed minutes of the meeting of the Lifelines Advisory Group (LAG) held 26 June 2019

2. receives the unconfirmed minutes of the meeting of the Welfare Coordination Group (WCG) held on 3 July 2019

3. receives the unconfirmed minutes of the meeting of the Primary Industries Sector Group (PISG) held on 8 July 2019

Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM Advisory Group Minutes

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Minutes Memorandum

01_01_Minutes_ LAG_Meeting_2019_06_26

Minutes for the meeting of the Lifelines Advisory Group (LAG) meeting held at Taranaki

Emergency Management Office, 45 Robe Street, New Plymouth on Wednesday 26th June,

2019 at 10am.

Attendees: VACANT (Chairperson) Ricky Hann Port Taranaki Pip Johnson (Minutes) TEMO Carolyn Copeland STDC Craig Campbell-Smart TEMO Howard Wilkinson STDC Teresa Gordon TEMO Graeme Pool NPDC Todd Velvin TEMO Steve Bowden SDC Ian Wilson MCDEM Victoria Araba SDC Ajay Makhija MCDEM Mario Bestall SDC Wayne Billot Transpower Bruce Vanner Chorus Deon Kotze Electrix Ltd Steven Corbitt Powerco Justin Post Todd Energy John Sutton LUC Shaun Futcher Downer Norm Jacobs LUC Lance Kennedy NZTA Chris England Trustpower Apologies

Lisa Roberts NZ Lifelines Council Helen Parr LUC

Mark Hall NPDC Vaughan Astwood First Gas Limited

Craig Thorne TEMO Mario Bestall SDC

David McKay Opus Consultants David Langford NPDC

Katie Lane Contact Energy Lyn Buxton NPDC

Rob Nichol Contact Energy Ben Ingram NPDC

Bede Shortall Transpower Richard Buttimore NPL Airport

Chris Musgrave Port Taranaki Richie Matheson STOS

Katie Hogg TEMO Glenn Hansen STDC

Nadine Ord TEMO Karl Thackham Powerco

Unconfirmed

Craig Muirhead Nova Energy Kevin Williams NZTA

Matt Richardson NPDC Paul Roberts Lattice Energy

Clive Reynolds Kordia Group Ltd Vincent Lim STDC

Bruce Monk Powerco Steve Pivac Tall Tree Company

Dave Perry NZTA Mike Roigard Spark

Notification of late items Agenda Items: Item 1: Welcome and update of contact details. (Standing item) Chair welcomed all and contact sheet was handed round members to review Item 2: Confirmation of the Minutes of the last meeting. (Standing item) Resolved THAT the Lifelines Advisory Group


17

Minutes Memorandum


Confirms the minutes and recommendations of the Lifelines Advisory Group meeting held at the TEMO, 45 Robe Street, New Plymouth on held at TEMO on Tuesday 26th February 2019 at 10.00am. Graeme Poole / Ricky Hann Item 3: Matters arising from previous minutes and action list (standing item) Discussed, no outstanding items arose. Item 4: Forthcoming Events (standing item) Explanation from Todd on what this item refers to for future meetings and the importance of agencies to share information on the exercises they run. Shared from Ian Wilson (MCDEM) two forthcoming workshops (dates tbc);

• Operation Workshop

• Hazard Risk Assessment

Item 5: Taranaki CDEM Group Conference (Craig Campbell-Smart) Planned date: Wednesday 27th November 2019. Book into your diaries. Details to follow. Item 6: Lifeline Utilities CDEM context and response structure’ (Ajay Makhija / Ian Wilson) Presentation from Ajay to members present on the function of MCDEM. Overview of the MCDEM legislation and how that fits within the LAG group. Action a copy of the presentation and Q&A sheets to be distributed to members with minutes. Action MCDEM will share the draft fuel plan with members. Item 7: Lifeline Utility Coordinator Team – a brief update (John Sutton) Updated members on the role and fuction of the LUC group. A call for more members if anyone was interested in joining the LUC Group. Speak to John. Item 8: Future LAG meetings – format and content (Todd Velvin) Updated members on the importance of the LAG meetings and put to the table how/what ideas can be implemented to add impact to these meetings. Discussion round the table of exercises that could be beneficial to the group and other stakeholders. Ideas raised;

• Field Visits to other utilities eg Todd Energy to look at possible visit to sites – Justin Post

• Focus on independencies eg Molen Metal incident and the different exposures

• Look at lessons learnt from other countries/other sectors eg health / FMCG

• Hazardscape update – reporting different hazards each time. Possibility of getting presenters in eg Dr Brad Scott on the volcanic outcomes

• Transpower “Black start” discussed Agreed that if field visits are to be implemented that a 2hour time frame to be a minimum with breakfast first to make these worthwhile events.


18

Minutes Memorandum


Item 9: Lifelines Vulnerability Study Questionnaire Feedback & Next Steps (Todd Velvin) Presentation from Todd on the studies outcomes to-date. Next Steps Craig Thorne developing a work plan behind the priorities highlighted by the study. Raised for discussion a review of helicopter/aerial rationale and what are the national resources available? Action TEMO to develop priorities list and will distributed when finalised. Item 10: Hazardscape Update – any new reports/plans (Teresa Gordon) Distributed to the members present the Taranaki CDEM Policies and Plans 2019 document. Action Todd to email out the REALme/Takatu login process/link Action Todd to develop document page in Takatu. General Business

Training – Todd updated members on TEMO’s training programs available to all members.

Encouraged all agencies to involve themselves and colleagues.

Chairperson – updated the members present the expectations on the role and encouraged a

chairperson to stand.

Expressions of Interest put to the group. No nominations put forward, members

encouraged to think about the role and feedback to TEMO.

Action TOR to be sent out to the members with the minutes.

Action Items REF. NO. Owners Due Date

A copy of the MCDEM presentation and

Q&A sheets to be distributed to members

with minutes.

Item 6 Pip Immediately

MCDEM will share the draft fuel plan with

members

Item 6 Ajay asap

TEMO to develop priorities list and will

distributed when finalized

Item 9 TEMO 23/10/2019

Todd to email out the REALme/Takatu login

process/link

Item 10 Todd 23/10/2019

Todd to develop document page in Takatu Item 10 Todd 23/10/2019

TOR to be sent out to the members with the

minutes

GB Todd Immediately

Next LAG Meeting 23rd October 2019 10.00am at TEMO


19

01_01_AGENDA_WCG_Meeting_2019_07_03

Minutes for the meeting of the Welfare Co-ordination Group (WCG) to be held at the TEMO Office, 45 Robe Street, New Plymouth on Wednesday, 3rd July, 2019 at 10am Attendees

Nadine Ord (Chairperson) TEMO Ian Wilson MCDEM

Craig Campbell-Smart TEMO Felicity Gallacher TDHB

Marcia Paurini Rural Support Trust Christina Scott MSD

Joel Dodd MSD Rob Gardiner Salvation Army

Francis Farmer MVC /Oranga Tamariki Shirley Birt Red Cross

Janette Denson Neighbourhood Support Kirsty Parker OT

Nick Watson Ruapehu DC Natalie Cameron TPK

Rina Hepi Ruapehu DC Vanessa Jarman IRD

Heni Butler Ruapehu DC Libby Hopson HNZC

Apologies Gloria Campbell MSD Janet Tinson ACC Megan Ranford STDC Jane Hawkins-Jones MOE Sam Tamarapa TRC Pip Johnson TEMO Julia Shanahan MBIE Mike Broker TDHB Katie Hogg TEMO Hayley Carr MPI Raewyn Vooght HNZC Ben Ingram NPDC Glen Hansen STDC Morgan Harrison NPDC Absent Grant Roper NZ Police Elizabeth Hobson HNZC Bruce McCardle St John Jackie Pole-Smith SPCA Stuart Cockburn St John Sheryl Robinson Victim Support Mario Bestall SDC Kate Whareaitu SDC Items discussed Item 1: Welcome and update of contact details. (standing item)

Requested that members advise CDEM if contact details need to be updated.

Item 2: Confirmation of the minutes of the last meeting. (standing item)

THAT the Welfare Advisory Group

Confirms the minutes of the Welfare Co-ordination Group meeting held at TEMO, 45 Robe

Street, New Plymouth on Wednesday 27th March 2019. Joel Dodd / Rob Gardiner

Item 3: Update on action list and matters arising from previous minutes. (standing item)

Discussed MSD role in complex cases by Joel Dodd

Discussed navigator model. Model is held in recovery space.

Agencies Advised that multiple players could be interested in this approach.

Agreed that Nadine would keep WCG updated.


20


Item 4: Forthcoming Events (standing item) Explained that this item allows agencies to share forthcoming exercises that could benefit others from observation or involvement. Opportunity exists to work together to provide excellence in exercising, readiness and response across emergency operations in the Taranaki region. Item 5: Ruapehu Learnings from volcanic exercise (Nick, Rina and Heni – Ruapehu District Council) Presented their CDEM arrangements in their district and the lessons learned for their welfare function from the volcanic exercise held last month. Thanked for their presentation and Nadine will maintain relationships with them. Item 6: Development of sub-function procedures (45 mins) (Group) The Group split into two groups to develop procedures for the protection of children, young people and financial support sub-functions. Purpose of the discussions was to develop / test procedures to feed into the Welfare function plan (operational plan) and build relationships between agencies. Action Nadine to circulate draft process to financial lead agency and support agencies. Process as per Directors Guideline appropriate for protection of children and young people Agreed WCG to allow time for all functions to have discussions on a regular basis Item 7: Volunteers for welfare function (Nadine Ord) Advised members present on gaps in volunteers for welfare provision. Requested agencies to identify individuals and teams that could potentially be released post-response and that are interested in CDEM. Item 8: WCG Work plan 2019-2020 Discussed priorities for WCG for next 12 months. Identified the following: Group Welfare Plan actions: Sub-function procedures, organisations maintaining

BCP.

Agencies understanding their role within WCG.

Presentations about BAU role and in response role;

field visits (e.g. CDC);

Registration and needs assessment training;

exercising.

Discussion held around available training. Circulated training brochures and encouraged members to attend Foundation and Intermediate training.


21


Item 9: Taranaki CDEM Group Conference (Craig Campbell-Smart) Shared proposed date for a CDEM half day conference is Wednesday 27th November 2019. Details to follow. Encouraged all advisory group members to put this date in their calendar. Item 10: Sub function discussions (Agencies) Discussion brief due to limited time. No updates provided (MPI and MBIE written updates

included with minutes).

General Business Shared a national update from Alex Hogg. National Plan is being reviewed. Opportunity to consider welfare services arrangements. Action items as discussed in the meeting:

Action Items REF. NO. Owners Due Date

Nadine to circulate draft process to financial lead agency and support agencies

Item 6 Nadine 16th Oct

Where possible, agencies to identify staff or teams interested in being involved as CDEM volunteers/teams.

Item 7 Members 16th Oct

Nadine to circulate draft work plan to next WCG Item 8 Nadine 16th Oct

Members to sign up for training as available Item 8 Members On-going

Meeting dates for 2019: Oct 16 Wednesday 10:00 AM Welfare Co-ordination Group (WCG) Meeting

Meeting closed at 12 noon.


22

01_01_Minutes_PISG_Meeting_2019_07_08

Minutes for the Meeting of the Primary Industries Sector Group held at the Taranaki

Regional Council 47 Cloten, Road Stratford on Monday 8th July 2019 at 10am.

Attendees

Joe Clough PGG Wrightson (Chairperson) Kevin Lockley Fonterra

Pip Johnson TEMO (Minutes) Mario Bestall SDC

Todd Velvin TEMO Jo Shailer Tegel Foods Ltd

Nadine Ord TEMO Stephen Newman Tegel Foods Ltd

Nigel Dravitzki FENZ Don Shearman TRC

Marica Paurini Rural Support Trust Tom Cloke NRC

Jessie Waite Federated Farmers Taranaki Stephen Hopkinson Taranaki Vets

Denise Sulzberger Neighbourhood Support Graeme Pitman PGG Wrightson

Dawn Mills Aviagen

Apologies

Bronwyn Muir Federated Farmers Taranaki Claire Symes STDC

Hayley Carr MPI Terry Curran MSD

Paul Chantrill MPI Jason Griffin Beef & Lamb NZ

Mike Green Rural Support Trust Richard Brewer Beef & Lamb NZ

Craig Campbell-Smart TEMO Jo Hannah Fonterra

Ben Ingram NPDC Mark Laurence Dairy NZ

Salevi Tiatia NPDC Rob Brazendale Dairy NZ

John McBride Poultry Advisory Services Josh Cleaver FMG

Tony Schischka MPI

Absent

Stephen Chamberlain Livestock Improvement Corp Deirdre Nagle AsureQuality

Shane Miles PKW Jason Rolfe FMG

Karly Hunt NZ Police Glen Hansen STDC

Notification of late items

Agenda Items Item 1: Welcome from Chair and update of contact details. (Standing item) Joe welcomed all members. Brief introduction from everyone. Item 2: Confirmation of the Minutes of the last meeting

Resolved

THAT the Primary Industries Sector Group

Confirms the minutes and recommendations of the Primary Industries Sector Group meeting held at

the Taranaki Regional Council, 47 Cloten Road Stratford, on Monday 5th November 2018 at 10am

Mario Bestall / Joe Clough

Item 3: Update on Action Items and Matters Arising from last meeting. (Standing item)

Discussion on actions from previous meeting. Action Todd to follow up on the contact with Forestry


23


Action Joe or Donald to follow up on the contact with the Beef &Meat Industries Item 4: Forthcoming Events (standing item)

Overview from Todd on the expectation of this item and the benefits of sharing information and attending exercises other stakeholders are holding. Shared from Kevin that he is currently working on Fonterra’s national civil emergency plan and will talk with Todd to this. Item 5: PISG Procedures (Todd Velvin)

Overview from Todd as to how these procedures are managed within all the sectors.

Discussion about the CIMS model and how this can benefit the group as a whole and how it feeds

back to the Civil Defence Emergency Management group.

Mentioned that a “standardised model” be produced and best practice share throughout the group, which Todd is working on. Suggested that any industries or professionals wanting to be involved with the response and recovery process should undertake the CIMS training. TEMO can tailor this to the agency’s requirements and pathway. Item 6: Business continuity and communications plan (Nadine Ord) Overview from Nadine on the background to the development of draft communications and continuity plan. Discussion round the table as to the different continuity plans the different industries have in place and what are the most important aspects to include in the TEMO plan. Action Nadine to look at establishing contacts within the banking, financial and rural servicing sectors to promote business continuity planning. Action: Nadine to liaise with WorkSafe and consider using a focus group of farmers in the development of a business continuity template and communication messages. Action Nadine to continue work on the communications plan. Item 7: Annual Work Plan Update (Todd Velvin) Overview from Todd as to the current work plan’s priorities and opened up to group present for discussion. Question to the group was “have TEMO covered all the main priorities” for the PISG sectors? Action Todd to continue working on the current draft work plan and send out to the Core Group/ members for continual feedback. Action the Core Group to ‘flesh” out the work plan priorities on behalf of the sectors and industries. Item 8: RISK Analysis and Overview (Todd Velvin) Withdrawn from the agenda, to be discussed at the next meeting.


24


Action Todd to discuss with Craig Campbell-Smart.

Item 9: Taranaki CDEM Group Conference (Todd Velvin) Proposed date: Wednesday 27th November 2019. Details to follow.

Discussed and Tom raised that the time frames for the afternoon are important and to give the

conference logistics/planning a lot of thought to make sure it is worthwhile for attendees. It is

valuable to have plenty of time for questions and discussion to increase engagement by participants.

Item 10: Round Table (standing item)

Update from all those present on their specific industries priorities, focus and concerns.

Industry Contact Priorities

Federated Farmers

Jessie Waite • Confirmed that Mark Laurence, Dairy /NZ will be the contact for the PISG group going forward.

• Yellow Bristle grass a focus.

Fonterra Kevin Lockley • BAU

Poultry Dawn Mills • Asked if the MPI workshop is happening and Nadine confirmed that Hayley Carr is finalising details and Nadine will feedback to group.

Tegel Jo Shailer • Shared that Tegel has the new owners from Philippines

• Kill rate/ bird numbers have increased in the region.

National Roading Carriers

Tom Cloke • BAU – they are talking to farmers and the different sectors about preparedness and biosecurity importance. Highlighted the issues they are facing.

TRC Don Shearman • Update on the rewards planting scheme that has been implemented. Still work in progress.

• Hill Country planting still to be completed.

• Hill Country Erosion fund near signing off and winter planting regime due to be started in near future.

FENZ Nigel Drovinski

• Plenty on the go.

• LAC – local advisory committees are up and running and providing information and feedback throughout the region.

Welfare Nadine Ord • Shared that the Taranaki Chamber of Commerce Business Excellence Awards are now open for entries. Encouraged agencies to enter the business continuity award.

Taranaki Vets

Stephen Hopkins

• Overview of their priorities at present. Update on the blood testing procedure for MBovis.

SDC Mario Bestall • Supported the need for agencies to get colleagues to engage in training in emergency response and planning.

PGG Wrightson

Joe Clough • BAU


25


Rural Support Trust

Marica Paurini • Plenty of support needed out there at present

• Confirmed some new contact details for the group.

• Concerned about new round of MBovis tests starting in August.

• Raised the issues with banks putting pressure on with some farmers

General Business

No General business discussed.

Action Items Item Ref.

No.

Owners Due Date

1. Joe Clough or Donald McIntyre to contact Silver Fern Farms re PISG membership.

Item 3 Joe or Donald 14th Oct

2. Core Group membership – Todd to contact forestry consultants.

Item 3 Todd 14th Oct

3. Nadine to look at establishing contacts within the banking, financial and rural servicing sectors to promote business continuity planning.


4. Nadine to liaise with WorkSafe and consider using a focus group of farmers in the development of a business continuity template and communication messages.


5. Nadine to continue work on the communications plan.


6. Todd to continue working on the current draft work plan and send out to the Core Group/ members for continual feedback.

Item 7 Todd Continual

7. Core Group to ‘flesh” out the work plan priorities on behave of the sectors and industries

Item 7 Core Group

Members

14th Oct

8. Todd to discuss RISK Analysis and

Overview item 8 with Craig Campbell-

Smart. Present at next meeting.

Item 8 Todd / Craig 14th Oct

9. Nadine to confirm with Hayley Carr the

date of animal welfare in emergencies

presentation.


Next Meeting date Oct 14th Monday 10:00 am Taranaki CDEM PISG

Meeting Closed 12.05pm


26

Agenda Memorandum


Memorandum to




Subject: Year End Performance Report 2018/19


Purpose

The purpose of this memorandum is to present the 2018/19 Year End Performance Report for noting by the Taranaki Civil Defence Emergency Management Group.

Executive summary

Performance reporting for the Taranaki Civil Defence Emergency Management Group (the Group) considers the statutory responsibilities under the Civil Defence Emergency Management Act (2002), the Taranaki CDEM Group Plan, strategic priorities, and available resources. The Year End Performance Report for the Taranaki Civil Defence Emergency Management Group has been prepared and is presented for the information of the Taranaki CDEM Group Joint Committee. A favourable year end-result of $308,350 (underspend) has been achieved. As previously agreed by the Taranaki CDEM Joint Committee underspend will accumulate within a Group Office reserve (via the Taranaki Emergency Management Office, (TEMO)) and remain available for future projects and used to balance budget overspend for future financial years. As the Emergency Management Systems Reform (EMSR) work continues, additional costs and associated service levels will need to be considered. The operational reserve enables TEMO to be agile in responding to service changes as the reform work is transitioned. The Year End Performance Report 2018/19 is attached in Appendix A.

Recommendations


1. receives the Memorandum, Year End Performance Report 2018/19

Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report

27

2. notes the reserve accumulation of $308,350

Decision-making considerations

Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act.

Financial considerations—LTP/Annual plan

This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice. Budget analysis shows a favourable year end-result of $308,350 (underspend) against total budget of $1,118,139. This is a variance of 28%. A reserve accumulation of $308,350 will carry forward into the 2019/20 financial year.

Policy considerations

This memorandum and the associated recommendations are consistent with the policy documents (such as the Group Plan) and positions adopted by this CDEM Group under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Civil Defence Emergency Management Act 2002. The Taranaki CDEM Joint Committee has previously resolved that budget underspend will accumulate within a Group Office reserve and remain available for future projects and used to balance budget overspend for future financial years.

Legal considerations

This memorandum and the associated recommendations comply with the appropriate statutory requirements imposed upon the CDEM Group listed in Section 17(3) of the Civil Defence Emergency Management Act 2002.


Appendix A: Year End Performance Report 2018/19


28

PERFORMANCE REPORT Year End 2018-19

Year End

- 2018/19

FOR FINANCIAL YEAR 2018/19 TARANAKI CDEM GROUP

TARANAKI EMERGENCY MANAGEMENT OFFICE | 45 Robe Street, New Plymouth


29

PERFORMANCE REPORT YEAR END 2018-19PERFORMANCE REPORT YEAR END 2018-19

PAGE 2 OF 37

Contents

Group Plan Objectives ................................................................................................................... 5

Emergency Management System Reforms ................................................................................... 6

Morris Review ............................................................................................................................... 8

Corrective Action Plans ................................................................................................................. 9

Performance Reporting Programmes & Targets 2018/19 .......................................................... 10

Significant Projects ...................................................................................................................... 10

Regional Council responsibilities ................................................................................................ 14

Territorial Authority responsibilities ........................................................................................... 16

TEMO Profit & Loss ..................................................................................................................... 22

Appendix A: Taranaki CDEM Group Vision ................................................................................. 23

Appendix B: Group Plan Objectives ............................................................................................ 24

Appendix C: Corrective Actions Remaining................................................................................. 27

Appendix D Performance Reporting – Programmes ................................................................... 28

Appendix E: Risk Register & Methodology ................................................................................. 31

Appendix F: TEMO Year End Financial Report ............................................................................ 36


30


PAGE 3 OF 37

Executive Summary One year in from the adoption of the Taranaki CDEM Group Plan 2018-2023, the annual report shows strong progress against statutory responsibilities. The Morris report change programme is substantially complete, with District Council’s employing staff and establishing Emergency Operations Centres. The full year activity of Taranaki Councils is recorded in section 4 Council Responsibilities, demonstrating the ongoing work of Taranaki Regional Council, and new District Council activity to give effect to local CDEM delivery.

The relationship with statutory partners continues to strengthen.

The performance dashboard records further progress in Group Plan objectives and Corrective Action Plans and includes expectations on CDEM Groups from the Emergency Management Systems Reform (Reforms). Reform actions remain a challenge for the Group Office, which are additional responsibilities on top of the existing work programme.

Group Office performance tracking continues to show strong results with significant achievements for number of CDEM Centre staff trained and social media reach. The baseline measure for duty officer time (40 hours for the year, with 1352 warning received) demonstrates the busy nature of this 24/7 monitoring service. Delays and changes resulted in CDEM plans missing target by 2% which is explained in a separate report agenda.

Financial variance is 28% under budget with a $308,350 underspend. This is made up primarily from $260,031 underspend in support service changes by provider New Plymouth District Council, and reduce cost of depreciation finance charge (delay in capital building works). This is further explained in Section 6 Budget Performance.

As previously agreed by the Taranaki CDEM Joint Committee the budget underspend will accumulate within a Group Office reserve and used to balance budget overspend for future financial years enabling agility to meet additional demands, such as additional commitments from the Reforms. It is proposed that current budget levels remain the same, until the Reform impacts and service levels can be considered through the Long-Term Plan 2021-31 budget cycle.

Major projects continue and we see the completion of the Taranaki Fuel Plan. Strategy recovery and GIS scoping project has both commenced. The ECC development project has experienced delay due to detailed design revealing that a structural and waterproofing risk exists for the flat pitch. Additional project budget has been confirmed for up to $200,000 for roof replacement (subject to design and estimates), with construction timed with other developments given project independencies.

Risk management continues with one (1) additional risk added around management of the operational reserve, which is to be addressed through inclusion of controls within Group Financial Policies. One (1) item of extreme risk remains related to capability of statutory role holders (Controllers and Recovery Managers), however actions are being progressed.


31


PAGE 4 OF 37

Completed93%

Tracking to plan 33%

Concerns -mitigations

67%

Completed21%

Dashboard Q3 Progress Q4 Progress

GROU

P PL

AN

CORR

ECTI

VE A

CTIO

NS

EM S

YSTE

M R

EFOR

MS

Completed19%

Tracking to plan 26

74%

Concerns -mitigations 5

14%

Future action 4

12%

Tracking to plan 26

76%


4 12%

Future action 4

12%

Completed98%


100%

Completed 9%

Tracking to plan 4

40%

Concerns -mitigations 4

40%

Concerns - no mitigations 2

20%


32


PAGE 5 OF 37

Plan Progress

Group Plan Objectives The CDEM Group Plan is a statutory document under the Civil Defence Emergency Management Act (2002) and is a high-level strategic document that sets out our vision, goals, principles and objectives for action over the next five years. Local Authorities enable implementation of the Group Plan through providing resources and funding for CDEM activities via their Long-Term Plans.

Of the 43 Group Plan objectives listed over six priority areas, nine (9) are now completed, (21% completion).

Four (4) objectives remaining for future delivery.

The majority of objectives (79%) are tracking to plan, and reflect significant and ongoing focus on the work programme.

Summary of Progress – Group Plan Completion For year-end 9 objectives out of 43 have been achieved (19%) (improvement of 1 from previous quarter).

Progress Of remaining objectives (34):

27 objectives are tracking to plan (79%) (improvement of 1)

4 objectives are not tracking to plan, but mitigations are in place (9%) (improvement of 2)

4 objectives are scheduled for future delivery (12%) within the 5-year work plan

Completed21%

Objectives /Remaining

Completed

Tracking to plan 26

76%


4 12%

Future action 4

12%

Tracking to plan


Concerns - nomitigations

Future action


33


PAGE 6 OF 37

Implementation Concerns The following implementation concerns are identified for consideration.

Community Resilience No. Objective Timeframe Action taken Progress CR 2 Review and rationalise Civil Defence

Centres to ensure they are fit for purpose. By 30 June 2019

Review underway. Target for TAs to complete by June 2020.

CR 3 Refine and continue delivery of our Community Resilience Strategy to ensure that its objectives of engaged, connected, resource and empowered communities is being achieved.

By 30 June 2019

Resilience Strategy scheduled for review following Group Welfare Plan adoption. Now commenced.

CR 4 Develop and implement a public education and community engagement strategy focused on improving community preparedness to act in a coordinated and collaborative way during an emergency, and to strengthen their ability to adapt to change following an emergency.

Establish by 30 June 2018

Communications Support Plan agreed with Service Provider. The strategy to be integrated within the Resilience Strategy, incorporating community engagement objectives.

Capability Development No. Objective Timeframe Action taken Progress CD 6 85% of CIMS function leads trained in

relevant ITF Function Lead courses to ensure a sufficient skill level of critical staff.

By June 2023

Half of CIMS function courses are available from the Ministry. Activity remains focused on baseline training, with CIMS function courses scheduled.

Emergency Management System Reforms The Ministerial Review into Better Responses to Natural Disasters and Other Emergencies resulted in a Government decision “Delivering better responses to natural disasters and other emergencies, Government response to the Technical Advisory Group’s recommendations, August 2018’. Implementation of the governments decisions are now referred to as the Emergency Management system reforms (the Reforms).

The Emergency Management system reforms has previously been assessed the Taranaki Emergency Management Office (TEMO), and the impact this will have on the approved change programme embedded within the Taranaki CDEM Group Plan 2018-23, and given effect within budgets, annual plans and performance targets.

Despite the Taranaki CDEM Group being well positioned to give effect to the Emergency Management System Reforms (Reforms) within the existing Group Plan work programme, the Reforms have placed additional requirements on the Taranaki CDEM Group.


34


PAGE 7 OF 37

Summary of Progress – Emergency Management System Reforms Completion For year-end 2018/19 1 objective (9%) have been completed.


2 objectives are not progressing, and yet to have a mitigation plan in place

1 objective completed in 2018/19 4 objectives have mitigations in place A review meeting was held between MCDEM

Advisor, CEG & JC Chair, and CDEM Regional Manager.

Implementation Concerns – Emergency Management System Reforms The following implementation concerns are identified for consideration.

12-month target – by 2019 No. Objective Timeframe Action taken Progress EMSR 1 Scope work needed to

identify and upgrade suitable marae for emergency management purposes.

By 30 August 2019

Marae engagement programme has been established, whereby TA Iwi Liaison staff will engage with marae to explore what relationship the marae may wish to have within a response.

Marae gis map layer completed. No infrastructure assessment of

marae is planned.

EMSR 4 Design and implement Fly-in Teams.

By 30 August 2019

Nil

Long-term target No. Objective Timeframe Action taken Progress EMSR 2 Retire the name ‘civil

defence’ and replace it with ‘emergency management’ to better reflect the broad and

Undefined Nil

Completed 9%Objectives /Remaining

Completed

Tracking to plan 4 40%


4 40%

Concerns -no

mitigations2 20%

Tracking toplanConcerns -mitigationsConcerns - nomitigationsFuture action


35


PAGE 8 OF 37

integrated nature of who the emergency management sector is and what it does.

EMSR 5 Amend the Civil Defence Emergency Management Act to enable Fly-in Controllers to undertake their statutory function anywhere in the country.

Undefined Controller capability and capacity issues assessed, and development is a work in progress.

Efforts underway to recruit and train additional Controllers.

A suite of enhancements to Controller appointment and management is underway.

EMSR 9 Enforce the expectation that people in relevant Co-ordinated Incident Management System roles are trained and competent.

Undefined Awareness and culture of staff release good and supported by TAs.

MOU with Taranaki Regional Council to confirm and release staff for CDEM purposes still in negotiation.

Staff churn not considered. CIMS functions meetings

commencing and greater focus on exercises planned.

Funding is sufficient for training (via $62k in MCDEM capability dev funding), however TEMO staff resource insufficient to deliver with other commitments. MCDEM funding to be used to contract some delivery, freeing up TEMO staff.

Morris Review Civil Defence Emergency Management (CDEM) within Taranaki has been subject to ongoing review and development of a refreshed operational approach, informed by consultant review (the Morris report), and reports investigating CDEM regional coordination and local delivery.

Work continues on the remaining objective of strengthening statutory member input into CEG. During quarter four productive meetings have been held with FENZ and TDHB. Key points are:

The TEMO/FENZ relationship and work collaboration remains strong. A TDHB restructure has resulted in a change in key contact. An initial meeting has confirmed

key contact and partnering opportunities, including CDEM Regional Manager attendance at Health Emergency Management Committee meetings.

Police are recruiting a new Area Commander, and CEG representation will be discussed on appointment.

Implementation Concerns – Morris Review No implementation concerns are identified for consideration.

This objective will cease to be reported on.


36


PAGE 9 OF 37

Corrective Action Plans Corrective action planning is the process to identify lessons and to ensure those lessons are embedded within planning arrangements in anticipation of future emergencies, and incorporated, prioritised and actioned through work plans.

Following the response and recovery from emergency events and exercises, organisational audits and reviews, it is important to develop Corrective Action Plans to record continuous improvement actions.

Corrective Actions remain in place for the following events and exercises:

Ex-tropical cyclone Fehi Loss of Internet Connectivity at ECC

Three (3) CAPs remained for completion from last quarter, with two (2) being completed with the completion of the Public Information Management Plan. No new actions have been added. Appendix C contains the Corrective Actions remaining.

Summary of Progress – Corrective Action Plans Completion Year to date for financial year 2018/19, 40 objectives of 41 (98%) completed.


2 objectives completed in quarter 4 1 remaining objective is scheduled for completion

(100%)

Implementation Concerns – Corrective Action Plans The following implementation concerns are identified for consideration.

Loss of Internet Connectivity at ECC No. Objective Timeframe Action taken Progress

Completed98%

Objectives /Remaining

Completed

Tracking to plan 0%


100%

Tracking to plan


Concerns - nomitigations

Future action


37


PAGE 10 OF 37

6.2 Investigate options to have a “heartbeat” confirming full internet access and should this fail then raise an alert and trigger failover, by 30 May 2019.

30-05-2019

NPDC have committed to complete work, an update needed to confirm.

Performance Reporting Programmes & Targets 2018/19 The Group Office continues to make good progress against objectives, with two measures not meeting objectives.

Delays and changes has resulted in CDEM plans meeting target by 2%, and these are explained in a separate report agenda.

Financial variance against budget is 28% under budget, which is further explained in Section 6 Budget Performance.

A brief activity summary is contained in Appendix D Performance Reporting – Programmes.

Strategic Priority

Measure Year 1 Target Result Year-end result

Governance YTD % of member attendance at Advisory Group meetings

50%

66% attendance at year end.

Governance Quarterly reporting against annual budget

Within 10% of budget at year-end

28% under budget at year end

Disaster Risk Reduction

% of contingency plans that are fully current

40% at year end

38% as at year end. This includes plans that exists and current (32%) and plans that exists but are overdue for review (6%).

Capability Development

YTD No. of CDEM Centre staff trained

100 at year end

73 people trained in Q4, with a total of 479 people completing training over 22 course types for 2018/19 (note there can be multiple training attended per person).

Community Resilience

YTD No. of people reached through social media posts

100,000 at year end

293,001 people reached through social media during quarter 4, with a total 963,013 reach achieved across all media platforms for 2018/19.

Response & Recovery

YTD No. of warning advisories received and responded to

Baseline established

1352 advisory warnings reviewed during 18/19, and 40 Duty Officer hours performed.

Significant Projects A significant project is defined as one that, alone or in combination with other concurrent projects, is anticipated to cause sustained work impacts that are greater than what is considered tolerable for delivery within existing Group Office resource.

66%

28%

38%

963,013

40 hrs

389


38


PAGE 11 OF 37

Fuel Plan - Resilience funding Contributes to Disaster Risk

Reduction Progress

The Taranaki CDEM Group was granted funding of $25,000 in the 2018/19 financial year for a Fuel Plan. The project is being concurrently delivered by the same contractor preparing the National Fuel Plan and a delay in delivery was experienced through the first half of the year.

The project is completed and is presented to CEG for adoption.

Key Points Fuel Study complete and for adoption.

GIS Scoping Project – Resilience funding Contributes to Disaster Risk

Reduction Progress

A successful outcome from the project funding application has been announced, with MCDEM matching funding of $25,000, for a total budget of $50,000. The project structure is now being considered.

The project will determine requirements for a GIS shared service across the CDEM Group members, including functionality, technical structure, software and licensing, user requirements, sharing agreements, staging, detailed budget, human resource requirements. These learnings will be applicable to other Groups with shared user requirements.

The outcomes of this investigation will provide a solid foundation for the Group to decide on committing budget and resource to the implementation and maintenance of GIS capability.

Key Points Project funding approved and budget of $50,000 for 2019/20 financial year allocated. Terms of Reference and project structure completed.

ECC Building Development Project Contributes to Organisational

Resilience Progress

The Robe St facility (Emergency Coordination Centre) was commissioned in the 1980s as a purpose-built facility for Civil Defence Emergency Management. A project to upgrade the facility has been approved, and a detailed project scope and outcomes developed. Design, planning and consenting (phase 1) is occurring in the 2018/19 financial year, funded from capital budget. Construction (phase


39


PAGE 12 OF 37

2) will occur within the 2019/20 financial year, with full completion now extended to December 2019 due to project delays.

Delay has been experienced through detailed design revealing that a structural and waterproofing risk exists for the flat pitch roof due to method of construction, and as a result the roof does not meet current or previous building code standard. Repair or replacement of the flat pitch roof is required. This matter was considered by the Taranaki CDEM Joint Committee on the 18th June 2019 as an out of scope project. The Joint Committee resolved to replace the flat pitch roof with a new low pitch roof that can withstand structural loading, such through ash accumulation.

Additional project budget has been confirmed for up to $200,000 for roof replacement, funded through capital funding arrangements, with debt servicing funded over the 20-year life of the asset.

Phase two construction is now estimated at $380,000, with an additional $200,000 for the roof, for total project estimate of $580,000. Estimate includes accessibility works and a 10% contingency.

All elements of the project will be completed during the same construction period because of project efficiencies. This has required changes to the timing of planned building works.

The project risk has been remains at moderate with full investigation completed.

Key Points Detailed design completed. Final project scope to be confirmed. Flat pitch roof replacement proceeding through design and engineering, with approval subject to cost.

Policy Work Programme Contributes to Organisational

Resilience Progress

The Policy Work Programme will ensure currency and fit-for-purpose of the following plan types, in accordance with a comprehensive emergency management approach.

Progress across all categories of plans, policies and procedures has been pleasing, however some challenges have been experienced which has created delays against the work programme. A separate CEG agenda report covers progress in detail.

Key Points

Completion of Fuel Management Plan Completion of Group Welfare Plan Commencement of Lifeline Utility Coordinator Procedures review Commencement of Public Information Management Plan review Commencement of Strategic Recovery Plan Commencement of Tsunami Initial Response Plan Commencement of Community Resilience Strategy


40


PAGE 13 OF 37

Strategic Recovery Project Plan Contributes to Response & Recovery

Progress

Good process has been made to the Strategic Recovery Project Plan approved by CEG in February 2019. The primary function is to develop a Strategic Recovery Plan for Taranaki which aligns with legislative requirements (the CDEM Act) and the Group Plan 2018-2023 for Taranaki.

The following key points describe progress against recovery activities:

Key Points

“Step 1: Develop a timeframe for expected completion of the work programmes” – Status COMPLETE (January 2019)

“Step 2: Develop and deliver “recovery induction” training for territorial local authority recovery managers – Status COMPLETE (May 2019)*

“Step 3: Establish a recovery advisory group for the CDEM Region” – Status COMPLETED (April 2019).

“Steps 4 and 5”: Status IN PROGRESS *Please note that the original planned date for completion was February 2019 and was deferred to compensate for availability and updates from CDEM nationally around the national recovery training framework.


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PAGE 14 OF 37

Council Responsibilities The Taranaki CDEM Group local authorities are party to an agreed Constituting Agreement. The purpose of this Agreement is to set out fundamental elements and arrangements for civil defence emergency management in Taranaki, including the individual and collective roles and responsibilities of the parties. These arrangements form the basis for the CDEM Group Plan, the forward statutory plan document for the Taranaki CDEM Group.

Progress reporting against these responsibilities is included below:

Regional Council responsibilities

The Taranaki Regional Council’s responsibilities are essentially to support regional coordination for CDEM in Taranaki and for the provision of all the services of the administering authority necessary for effective and efficient delivery of CDEM across Taranaki (defined under section 24 of the Act), including any related services as determined by the CDEM Group.

This role will include the following functions and activities based on the 4Rs as well as the administering authority function:

Reduction

Provide regional hazards and risk monitoring management support and advice to TEMO as required by the Group, such as river flow, river height, wind speed and gust, rainfall, and soil moisture monitoring.

Implement methods for natural hazards under section 11.1 of the Regional Policy Statement for Taranaki 2010 Readiness

Support regional coordination at the Group ECC during response and recovery by support for TRC staff training and professional development

Response and recovery

Provide CDEM personnel for regional coordination roles at the Group ECC during response and recovery Provide support for fulfilling key CDEM Group appointments such as Group and alternate controllers, welfare

managers and recovery managers Provide EOC support for the region’s district councils in local CDEM coordination and delivery as required

Administering authority

Provide secretariat services for the CDEM Group and CEG (convening meetings, providing venues, distributing agendas, providing minutes and catering)

Taranaki Regional Council Reduction

The Council continues to maintain live or near real-time environmental data to the public on rainfall intensity; river flows and levels; soil moisture; wind gust, average speed, and direction; and recreational water quality. Received 37 special weather watches and warnings from the MetService during the 2018/2019 year (compared to 62 in 2017/2018). In all instances, flood monitoring was undertaken in accordance with the Flood Event Standard Operating Procedure. There was no requirement to issue a flood warning during the 2018/2019 year (compared to five warnings issued in 2017/2018).


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PAGE 15 OF 37

The Council continues to implement in full [methods 1, 2, 4(a), 5, 6, 8, 9, 10, 11, 12] or in partnership with other agencies, methods 1-14 set out in Section 11.1 of the Regional Policy Statement for Taranaki 2010

Hydrology and river control sections of the Council provided advice on all Section 13 RMA consent applications (in-stream structures)

The Council is participating in the development of research proposals focusing variously on the volcanic and seismic hazards, risks and cascade consequences for Taranaki

Readiness

Hydrology staff and inspectorate staff are on call 24 hours/day TRC awaits confirmation of training schedule and identified ECC roles for TRC staffing. Current staff capability

remain available for ECC roles. Response and recovery

TRC awaits confirmation of training schedule and identified ECC roles for TRC staffing. Current staff capability remain available for ECC roles.

No emergency river and control works were required.

Administering authority

Secretariat services and being provided for CEG and Joint Committee agendas and meetings as required. There were 4 CEG and 5 Joint Committee meetings convened during the year. One special Joint Committee meeting was administered by NPDC staff.

Prepared by Gary Bedford Director-Environment Quality 29 Jan 2019


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PAGE 16 OF 37

Territorial Authority responsibilities

The responsibilities of the region’s three district councils – the New Plymouth, Stratford and South Taranaki district councils – relate primarily to local CDEM coordination and delivery within their local authority areas. Territorial authorities also have lifeline utility responsibilities under the Act.

This role will include the following functions and activities based on the 4Rs as well as the lifeline utility responsibilities:

Reduction

Provide support and assistance for civil defence in Taranaki by linking district policy and planning to objectives with the CDEM Group Plan and the Regional Policy Statement for Taranaki 2010

Undertake implementation of methods for natural hazards under section 11.1 of the Regional Policy Statement for Taranaki 2010

Readiness

Develop and maintain capability and capacity to lead local CDEM coordination and delivery by: o Provide leadership roles: controller, information gathering and planning, welfare manager and

recovery manager and alternates, for either the Group or local level o Supporting the region’s district council staff to undertake professional development, training and

participation in exercises o Developing a local EOC capability and ensuring all systems and processes, and facilities and

resources, are robust (such as communications, impact assessment, welfare delivery, local recovery management)

o Supporting TEMO in the preparation and delivery of community resilience programmes Response and recovery

Activate local CDEM response and recovery when required Provide CDEM personnel for coordination and delivery roles at the local EOC or regional ECC during response

and recovery Provide support for fulfilling key CDEM Group appointments such as alternate controllers, welfare managers

and recovery managers Provide liaison with TEMO Provide support for other territorial authorities and TEMO with CDEM delivery as required

Lifeline utility responsibilities

Fulfill responsibilities under section 60 of the Act to ensure territorial authority lifeline utilities are able to function to the fullest possible extent during and after an emergency.

New Plymouth District Council Reduction

NPDC infrastructure resilience programme is underway to inform our the current state of our infrastructure and maintain and strengthen where possible.

Readiness

EOC Orientation exercises completed x 2


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PAGE 17 OF 37

NPDC CDEM Education Programme / Marketing Campaign pre work being completed for roll out in September (daylight saving). The campaign is called "Sort Ya Kit Out" and will be a partnership between NPDC CDEM and Foodstuff supermarkets within the New Plymouth District. There will be a range of different promotional material, including interviews, videos, reusable supermarket shopping bags, along with prizes for community involvement.

Needs assessment and registration training has been completed by staff to capture critical information in an emergency.

CIMS 4 training course was completed in June 19 with 10x NPDC staff attending. CDC Assessment completed at NP Raceway and will be a key facility to fill the function of Civil Defence Centre

(CDC) in an emergency. Bell Block Rugby League Club was also assessed and deemed unsuitable. ELT Desktop Exercise completed to identify critical staff, functions and resources to ensure NPDC has the

capacity to function as well as possible in an emergency. The exercise focussed on critical BAU services, as well as staffing the EOC for approximately 2 weeks.

Functional Logistics Course - where NPDC staff co-delivered the first ever Functional Logistics Course in Taranaki as part of the national Integrated Training Framework. 10x NPDC staff completed this training.

CIMS3 Review - NPDC staff were part of the review and submission on the draft CIMS3. Waitara Community Outreach - NPDC staff have met with the newly employed Community Development

Coordinator (Dave Haskell) as part Te Ara Whakamua O Whaitara. These are early discussions regarding how we can get active and involved as Emergency Management in the Waitara Community.

Red Cross train the trainer CDC course completed - NPDC CDEM staff are now able to look at recruiting and training CDC volunteers.

Marae engagement - Have met with Owae Marae to begin building the relationship between NPDC CDEM and Marae in the New Plymouth District. Further discussions will be happening with other Marae in the district over the coming months.

Response

Small tornado ripped through New Plymouth Metro Fires on the 7th July 2019. There was some damage, but was relatively low level. We had discussed with Dave Utumapu (Area Commander, FENZ) and as the event was isolated, we were not required.

Recovery

Alternate Local Recovery Manager to be appointed - Callum Williamson, Community Partnerships Lead NPDC.

South Taranaki District Council Reduction

Working with regional coordination to update information for district policy and planning. Readiness

Environmental Manager Liam Dagg is the STDC Controller. However, with the resignation of Doug Scott, STDC will need to appoint another alternate controller. The Senior Leadership Team has been approached about possible staff placement for this.

The local EOC preparedness is ongoing. Since the last report another agreement has been made regarding the purchasing of technical equipment. The cost for this will now be covered by TEMO, where the New Plymouth District Council will be contracted to set up the laptops and provide helpdesk coverage when required.

The Council’s Long Term Plan Performance Measure for training has been achieved for the 2018/19 year. STDC staff are continuing with professional development, with approximately 55 staff completing the Foundation training and 20 staff completing the Intermediate training. Staff interest in attending the training remains high.


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PAGE 18 OF 37

A recent Foundation Course had 10 STDC staff attending and 3 community volunteers included as well. The 3 volunteers were from the Puke Haupapa Maori Wardens. The Intermediate Course planned for late August 2019 has 15 participants, again with a member of the Puke Haupapa Maori Wardens attending.

As well as training within Council, a Foundation Course was run for the Opunake Communality Emergency Plan, this took place on a Saturday with 10 members of the community attending. Opunake CEP group are going through a change in volunteers. The Opunake Emergency Plan will also be updated.

The possibility of all new STDC staff attending Foundation Training as part of the STDC induction/on-boarding program is proposed to be discussed with the senior leadership team, now that the STDC People and Capability Manager has been appointed.

A desktop exercise for the STDC EOC is being planned for this calendar year. Regional Training for the specific roles within the EOC has been organised by TEMO. This training has been

well attended and the feedback has been very positive. There are plans to repeat these on a regular basis. The STDC EMO has visited Waitotara and Waverley Primary Schools, resources have been delivered that will

allow the students and community help prepare for a civil emergency. A further visit to Waitotara Primary School is planned for August, where STDC will work in partnership with the Whanganui EMO. Ngamatapouri School will also be invited to this event.

The TEMO and Council staff associated with Civil Defence will be attending a shared training day with Whanganui. This is to establish a working partnership with them.

Response and Recovery

With the staff currently trained and with more training planned the STDC will be able to operate the EOC and the CDC’s when required. This can be done for a local and regional response. More community volunteers have undergone the foundation treatment too.

An Alternative Controller is being sought, and with other recent resignations from STDC some key replacements within the EOC are required too.

The liaison with TEMO is in place and information is shared both ways. STDC are represented on the majority of the working groups and committees, including senior management

Lifeline utility responsibilities

STDC unit managers are on the working groups for this and are assisting in building a regional map identifying utilities locations.

The Business Continuity Plans will be monitored as normal and updated as issues are identified. A strategic review of these documents is proposed to be conducted in conjunction with the other TAs and TEMO before the end of the calendar year.

Stratford District Council Reduction

Ongoing participation in lifelines activities including local and regional vulnerability assessment. Incorporation of resilience into operational and renewal decision making.

Readiness

SDC has been building its volunteer database since its EOC inception and is currently sitting at 63. This consists of 42 staff and 21 volunteers.

Central Taranaki Safe Community Trust staff have attended the ITF foundation training. Staff changes have impacted trained volunteer numbers. In addition to above mentioned ITF foundation training, Central Taranaki Safe Community Trust staff have also

undertaken needs assessment training that will allow them to carry out such functions when the need arises. A draft MOU with The Central Taranaki Safe Community Trust and SDC has also been formed with the rationale that SDC will be tasking their volunteers in a localised event.


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PAGE 19 OF 37

5 more staff have had intermediate training including CIM’s 4, PIM’s and function training. Local controller has undertaken 5 day training course at MCDEM whilst also having completed his intermediate

training. An alternate controller still needs to be identified and appointed following the departure of previous alternate controller.

Comprehensive assessments of primary ECC and CDC planned. Initial assessments of all local CDCs planned for the remainder of the financial year.

Preliminary conversations with local Iwi to develop relationship and partnership in the CDC space have been held but need further development.

Response and Recovery

Planning underway for Readiness and Response desktop exercises in Oct/Nov, this includes 17th Oct National Shakeout exercise along with other aligned exercises.


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PAGE 20 OF 37

Risks The Group Office is committed to managing risks that may impact on the delivery of the Taranaki CDEM Group activities and services, and/or the ability to meet its legal obligations.

Risks A total of 18 risks (an increase of 1 from previous quarter) are now identified on the risk register. All risk bar two (2) have controls in place, however one (1) has a future actions to reduce risk.

One (1) new risk have been added to the risk register, related to:

Lack of transparency around operational reserve, accumulated due to year end underspend.

The key risk changes are:

Retention risk for TEMO staff reduced with completion of job levelling and budgeted salary movements. Group Recovery Manager retention at risk due to contract model, with a long term solution needed to be

identified. Development of a Territorial Work Programme and performance measure for 2019/20 to focus improvement

on operational capability. Sustained change programme with the Emergency Management System Reforms (EMSR) and workload

pressures for TEMO staff needing proactive management. Identified roof issues for regional ECC, and additional budget allocation for replacement.

Risk Rating Risk Rating Pre controls Post controls E Extreme 1 1 H High 1 1 M Moderate 12 12 L Low 3 4 I Insignificant 0 0

Total 17 18


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PAGE 21 OF 37

The ratio of risk pre versus post controls is as follows:

Pre Controls Post Controls

Appendix D contains the full list of identified risks, detailing initial risk, controls and residual risk, and risk methodology used.

Extreme Risk One item of extreme risk remains, relating to capability of newly appointed statutory role holders. This is currently being addressed through capability development and training, and attendance at the now established National Readiness and Response professional development programme.

Issue Initial Risk

Controls & Residual Risk

Risk Rating

Mitigation Residual Risk Rating

Operations & service delivery Number and capability of newly appointed statutory roles holders (Controllers and Recovery Managers), required to manage effective response and recovery.

E Statutory appointments continue for Group Office and TAs. Controller and Recovery Manager function meetings, induction and initial training provided on appointment and position holders are also progressing through ITF training pathways. Certification of competency for statutory position holders, through Response and Recovery national programme. Actions underway but yet to mitigate risk.

E

Extreme2 11%

High 422%

Moderate 11 61%

Low 16%Extreme

High

Moderate

Low

Insignificant

Extreme1 5%

High 16%

Moderate12 67%

Low 422%Extreme

High

Moderate

Low

Insignificant


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PAGE 22 OF 37

Budget Performance Operational and Capital budget performance is reported for TEMO, as the Group Office for the Taranaki CDEM Group, funded under apportionment arrangements by the four Taranaki Councils as follows:

Taranaki Regional Council 34% New Plymouth District Council 40% South Taranaki District Council 18% Stratford District Council 8%

100%

TEMO Profit & Loss The year-end financial report, detailing revenue and expenditure year to date is attached in Appendix E.

Budget analysis shows a favourable year end-result of $308,350 (underspend) against total budget of $1,118,139, accounted for in ‘390 - Operating Appropriations’ budget line of $292,701, and ‘net result’ of $15,649. This is a variance of 28%.

Total expenditure within manager control was ($11,437.24), and profit/(loss) $32,260.

The variance to budget is a result of two main underspend areas:

Budget Line Variance $ (overspend)

Explanation

Depreciation - operational assets

$41,008 Reduced cost of depreciation (finance charges) with capex underspend for F19. It is noted that capital budget has been transferred to F20 for the ECC Development Project, with a forecast increase of depreciation charges next financial year.

Internal Charges $260,031 Internal charges are the actual services consumed from NPDC by the Taranaki Emergency Management Office, under the Service Level Agreement.

As previously agreed by the Taranaki CDEM Joint Committee the budget underspend will accumulate within a Group Office reserve and remain available for future projects and used to balance budget overspend for future financial years.

As the Emergency Management Systems Reform (EMSR) work continues, additional costs and associated service levels will need to considered. The operational reserve will enable TEMO to be agile in temporarily increasing service provision for this transition. It is proposed that current budget levels remain the same, until the EMSR impacts and service levels can be considered through the Long-Term Plan 2021-31 budget cycle.


50

Appendices Appendix A: Taranaki CDEM Group Vision


51

Appendix B: Group Plan Objectives

Strategic Goal

No. Objective

Gove

rnan

ce

Gov 1 A performance monitoring and evaluation framework for the CDEM Group (based on this Group Plan and other planning documents) will be established and implemented to ensure that the work of the Group remains on track to achieve the strategic goals outlined in this Plan, and to identify risks and issues that emerge over the course of the Plan that will need to be addressed.

Gov 2 CDEM Group Financial Policy arrangements implemented to ensure accountability for delivery.

Gov 3 Advisory Group work plans and priorities are established, implemented and contribute towards the 4 Rs

Gov 4 Group Plan and annex documents review commenced 12 months prior to expiry to comply with legislative requirements.

Gov 5 Review the Constituting Agreement within five years to ensure governance and delivery arrangements are fit for purpose.

Gov 6 An annual report will be submitted by member councils to CEG and the CDEM Joint committee regarding actions undertaken to improve their preparedness and readiness to respond to and recover from emergencies.

Gov 7 Governance arrangements across the full range of Taranaki CDEM activities will be reviewed by 1 July 2020 regarding the involvement and representation of Māori.

Disa

ster

Risk

Red

uctio

n

DRR 1 A survey of all current risk and hazard documents completed to create a better understanding of the hazardscape for Taranaki.

DRR 2 Disaster Risk Reduction Advisory Group established to create a focal point for ensuring the implementation of risk reduction measures across the region.

DRR 3 Disaster Risk Reduction priorities developed into a Disaster Risk Reduction Strategy to address priority hazards.

DRR 4 The CDEM Group will seek out and encourage applied hazard science research to benefit risk reduction planning.

DRR 5 Regional GIS (Geospatial Information System) system established for the CDEM Group to improve the understanding of risk exposure and to enable better situational awareness during a response and recovery.

DRR 6 The CDEM Group will promote the integration of activities and a consistent CDEM risk reduction approach within work programmes such as Councils’ Long Term Plans, Resource Management Plans, and other stakeholder agency work plans, to ensure they are informed by the likely post-event consequences on communities.

DRR 7 Regional Lifeline vulnerability study undertaken to improve the understanding of lifeline utility exposure to natural hazards and to create a basis for a work programme for risk reduction measures.

Orga

nisa

tiona

l res

ilien

ce

(read

ines

s)

OR 1 Implement EMIS (Emergency Management Information System), or another suitable CDEM Group information system to improve the communications and record keeping of decisions made during emergency activations.

OR 2 Audits of existing and proposed EOCs/ECC conducted to assess their capacity for response.

OR 3 Training capability development plan developed and implemented to increase the number and capability of civil defence emergency management staff and volunteers.


52

PERFORMANCE REPORT YEAR END 2018-19 PAGE 25 OF 37

OR 4 CDEM Group partner business continuity plans tested based on hazardscape and likely impact scenarios to improve the capacity and capability of organisations to cope with and recover from emergencies

OR 5 Development and implementation of performance measures by 2020 to monitor the progress against the recovery programme of work, and ensure the actions are achieving the required outcomes.

OR 6 Continuous improvement practices are adopted and corrective action planning established and implemented following exercises and activations.

Com

mun

ity re

silie

nce

(read

ines

s)

CR 1 Develop and commence delivery of a Volunteer Management Strategy to increase the numbers and capability of volunteers.

CR 2 Review and rationalise Civil Defence Centres to ensure they are fit for purpose. CR 3 Refine and continue delivery of our Community Resilience Strategy to ensure that its

objectives of engaged, connected, resource and empowered communities is being achieved.

CR 4 Develop and implement a public education and community engagement strategy focused on improving community preparedness to act in a coordinated and collaborative way during an emergency, and to strengthen their ability to adapt to change following an emergency.

CR 5 500 community volunteers registered and trained in CIMS and other relevant topics to improve the level of skills in the sector.

CR 6 10 Community Emergency Plans (including marae based) established and functioning to create local groups of prepared and skilled community volunteers to support communities to respond to and recover from emergencies.

Capa

bilit

y de

velo

pmen

t (re

adin

ess,

resp

onse

and

reco

very

)

CD 1 Adult Community Education (ACE) funds and other funding sources for volunteer training investigated and accessed to increase the number of people able to be trained.

CD 2 Training records managed to record staff and volunteer training for both currency and proficiency to create better knowledge about the community’s capacity to respond to and recover from emergencies.

CD 3 Plan and run at least one Tier 2 Exercise (whole of Group) to test and increase the capacity and capability of staff and volunteers.

CD 4 Participate in all Tier 4 national exercises to test and increase the capacity and capability of staff and volunteers.

CD 5 500 CDEM centre staff trained to Integrated Training Framework (ITF) Intermediate CIMS to provide a sufficient pool of trained staff within the region.

CD 6 85% of CIMS function leads trained in relevant ITF Function Lead courses to ensure a sufficient skill level of critical staff.

Resp

onse

and

reco

very

RR 1 A Readiness and Response Advisory Group will be established (fulfilling Section 8 Guide to the National Plan requirement for and emergency services coordination committee) to improve the quality of communication and cooperation both between first responders and with Civil Defence Emergency Management.

RR 2 All Group and Local Controllers complete National Controller Training Programme to improve decision making and emergency management skills.

RR 3 Three district based EOCs and one regional ECC established to increase the capacity for response at a local level.

RR 4 The accuracy and currency of all response plans and Standard Operating Procedures is assessed (and takes into account the response principles in this plan) and a programme for review developed.

RR 5 Standard Operating Procedures established and kept up-to-date to ensure consistency of decision making and actions in an emergency.

RR 6 The Recovery programme of work to be completed by 2020 will guide the activities of the Group to prepare for recovery ahead of an emergency, and enable the Group and partner agencies to achieve the recovery principles and policies. This work will include (but is not limited to):


53


Engagement with priority communities likely to be affected by specific hazards to understand their values and priorities, the likely consequences and the support needed. This will allow the necessary capabilities, processes and arrangements to be identified.

Identification of key recovery partners needed to support recovery activities, including across local, regional and central government, non-government organisations, private sector, and within communities.

Identification and prioritisation of actions to address gaps in recovery preparedness RR 7 Hazard specific strategic recovery planning will be undertaken at the same time as

hazard response contingency planning for the 15 Group Plan priority hazards over the life of this Group Plan to enable comprehensive emergency management.

RR 8 A framework for the coordination of recovery activities and collaboration post emergency will be established by 2021.


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Appendix C: Corrective Actions Remaining

No. Issue Objective Loss of Internet Connectivity at ECC

1.1 Revisit redundancy options

Investigate options to have a “heartbeat” confirming full internet access and should this fail then raise an alert and trigger failover, by 31 May 2019.


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Appendix D Performance Reporting – Programmes In addition to general programmed service delivery, specific projects and programmes were directed to be delivered within the 2018/19 financial year (relating specifically to Taranaki CDEM Strategic Goals).

Emergency Management Systems Reforms Contribute to national system reforms Implement required changes by due date

Work completed 2018/19

Submissions made to Ministry of Civil Defence and Emergency Management on: 1) Fly-In Teams 2) National information system framework for common operating picture 3) National EM System Reforms 4) CIMS 3 welfare function 5) CIMS 3 review

Contribution to NZ-FIT development Contribution to Response and Recovery Competency framework development Ongoing national meetings re EM Systems Reforms Represented on the EMIS replacement project group

Governance Establish performance monitoring and evaluation framework Commence and implement Advisory Group work plans and priorities Implement approved policy work programme Complete related service transition


Performance monitoring report enhanced Detailed work to record actual quantum of NPDC support services consumed Submissions made to Ministry of Civil Defence and Emergency Management on:

1) National Disaster Resilience Strategy 2) National Fuel Plan

Adoption of Strategies and Plans: 1) Flood Contingency Plan 2) Group Welfare Plan 3) Lifelines Vulnerability Study 4) Fuel Plan 5) Duty Officer Field Guide

Update to Tsunami Contingency Plan commenced Advisory Group work priorities established

Disaster Risk Reduction Establish Risk Reduction Advisory Group


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Commence Disaster Risk Reduction Strategy Establish regional GIS system for the CDEM Group Project manage to completion the Lifelines Vulnerability Study and Fuel Plan Commence engagement with scientific agencies and report on options for coastal inundation monitoring

Work completed 2018/19 Risk Reduction Advisory Group established Second generation Lifeline Viewer with updated data structure and functionality Engagement with CDEM Groups and scientists re Volcanic Unrest Response and Recovery Plan Preparation of Resilience Fund Application for Volcanic Unrest Response and Recovery Plan

Organisational Resilience Ongoing review of CDEM Group operational systems Develop common set of SOPs within first year that enable the smooth deployment of controllers in all ECCs

and EOCs and common practice throughout centres Conduct audits on existing and proposed EOCs Arrange exercises for testing of all systems Conduct Organisational Debriefs and Corrective Action Planning as required Incorporate and implement Corrective Action Planning priorities through work plans Project manage Robe St facility upgrades


EOC/ECC Audits conducted Debrief into ECC Network Outage completed Ongoing improvements to Office 365 and D4H response systems Project Management for ECC Development Project and detailed design near completion CIMS function meetings and training sessions commencing

Community Resilience Implement Volunteer Management Plan Complete review into Civil Defence Centres Complete review of Community Resilience Strategy and community led social infrastructure to increase

resilience Commence engagement with Iwi and Marae Commence engagement with other priority communities Deliver schools engagement programme for ‘What’s the Plan Stan’ educational resource


TEMO Restructure and appointment of Group Welfare Manager Marae engagement commenced via Iwi Liaison Officers with Territorial Authorities Community Welfare Outreach review completed

Capability Development Coordinate Adult Community Education (ACE) funded delivery Implement the approved Training and Capability Development Plan and commence training delivery



57


Capability development funding secured ($62k) from MCDEM Ongoing delivery of Training and Capability Development Plan Secure additional resource to commence MCDEM funded training and exercising service provision Registration and Needs assessment training (to IRD and Safer Communities Trust Central)

Response and Recovery Formally record activity during 24-hour monitoring including no. of warnings, averages, trends, log of times,

event hours etc to compare year to year Establish CIMS rostering system for emergency centre activations Develop a standard operating procedure for the collection and management of registration and rapid

needs assessment Undertake ongoing review of response plans and Standard Operating Procedures Undertake hazard specific recovery planning through hazards contingency planning Develop strategic planning for recovery programme of work and performance measures


SOP review programme commenced Commencement of Strategic Recovery Planning work programme MOU with TRC re staff release in final draft


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Appendix E: Risk Register & Methodology Risks Added

One (1) new risk have been added to the risk register.

Issue Controls & Residual Risk Initial

Risk Rating


Financial Lack of transparency around operational reserve, accumulated due to year end underspend.

L

Policy around reserve approval process to be established and agreed with CEG chair, and included within the TEMO Group Office financial policies.

L

Risks Removed Nil removed this quarter.

Risk Register Issue Controls & Residual Risk Initial

Risk Rating


People and Knowledge Inability to retain skilled staff, due to salaries comparative to peer CDEM Groups

M Job levelling exercise completed, with corresponding Salary increases budgeted to enable market and performance movements. Salary reviews occur September, back dated to 1 July 2019.

L

Inability to engage 'suitably qualified and experienced' person to the role of Group Recovery Manager.

M Contract for delivery of the Taranaki CDEM Group Recovery work programme to meet statutory requirements in place, however this has now been terminated by the contractor. The contractor has chosen to remain in the statutory role of Group Recovery Manager as a volunteer and remains appointed in this position by the Taranaki CDEM Group Joint Committee.

M

Lack of capacity for CDEM to manage field operations in emergency and disaster zones (i.e. cordon and movement management, welfare registration, CDC management).

M Agreements with external agencies to conduct field activities, that are trained and exercised to appropriate standard. CDC training

M


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established and TAs working on operational capability.

Health & Safety High workload for TEMO team over a sustained time to deliver work programme, leading to sickness, use of sick leave, decreased staff moral, and reduced capability of TEMO staff for response.

M Re-focus and adjustment of TEMO work programme, prioritising key actions and extending or shifting other timeframes. External resource (contractors or temporary FTE) secured to augment TEMO service delivery. Maintain visibility of work programme priorities, and pressures, to CEG and staff.

L

H&S of CDEM staff deployed into emergency and disaster zones.

M Emerging understanding of exposure through hazard contingency planning.

M

Governance, reputation, legislative compliance and control Lack of engagement with Iwi and future Iwi representation requirement at CEG.

H Marae engagement programme established.

H

Environment Inability to restrict public access to the Emergency Coordination Centre during activation.

M Planning completed under the ECC development project.

M

Unclear processes for TEMO involvement in Major Hazard Facility (MHF) consultation, requiring operators to consult territorial authorities under MHF regulations.

H Work with Taranaki HAZMAT Advisory Group to establish information sharing and consultation protocols. A national review has commenced into regulations for MHF facilities. Roles and responsibilities of TAs and TEMO under existing HAZMAT regulations to be discussed at management meeting.

M

Planning & Strategy Newly establish emergency response structure, and Emergency Operations Centres (x3).

H Arrangements defined within the Group Plan (Statutory document), and Response Management Plan. Plans and arrangements regularly discussed with EOCs. Ongoing training for Controllers and Recovery Managers to understand roles and responsibilities. Major focus of TEMO workplan, and additional 0.5 FTE for exercising in place from August 2019.

M


60


Financial Lack of transparency around operational reserve, accumulated due to year end underspend.

L

Policy around reserve approval process to be established and agreed with CEG chair, and included within the TEMO Group Office financial policies.

L

Information management Nil.

Operations & service delivery Capability of newly appointed statutory roles holders (Controllers and Recovery Managers), required to manage effective response and recovery.

E Statutory appointments continue for Group Office and TAs. Controller and Recovery Manager function meetings, induction and initial training provided on appointment and position holders are also progressing through ITF training pathways. Certification of competency for statutory position holders, through Response and Recovery national programme. Actions underway but yet to mitigate risk.

E

Number of trained and capable response staff for Emergency Management Centres.

H Delivery occurring as per approved training and exercising plan, with a focus on TA capacity.

M

Lack of monitoring or forecasting of coastal inundation within Taranaki.

M Unable to be mitigated. M

Effectiveness of welfare delivery for affected communities, by Emergency Operation Centres.

M Community Welfare Outreach review completed and findings included within Group Welfare Plan. TA's commencing actions to improve capability.

M

Ability to develop and maintain a common operating picture, for responding agencies during emergencies.

M Office 365 operating system and initial GIS system established.

L

Property & assets Documented issues with the current design, functioning and age of systems for the Emergency Coordination Centre.

M Minor enhancements to building systems effected. Maintenance contracts in place. Issues addressed within planning and design stage 2018/19 for ECC development project.

M

Significant building development project for the 2019-20 financial year.

H Project Management structure in place. ECC development project concept and design completed. Various assessments completed

M


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(detailed seismic assessment, importance level 4 post disaster facility, asbestos survey and fire scheme assessment completed). Recent flat pitch roof issues uncovered and additional design ($40k) and replacement ($200k) budget in place, with approval subject to the project being within indicated budget amounts.

Identified risks with inadequate standard of existing Civil Defence Centres, and suitability of alternatives.

M Development of CDC assessment criteria. Completion of some reviews. Two unsuitable CDCs retired. Delivery of CDC training for staff.

M

Risk Methodology The methodology for CDEM risk analysis is based on the New Plymouth District Council Risk Management Framework – Policy and Process risk, largely based on the Australian and New Zealand Standards for Risk Management (AS/NZS ISO 31000:2009)1.

There are two steps to completing the risk analysis and evaluation process:

1. Identify and analyse risk 2. Evaluate the risk and manageability

Assessment of likelihood is based on:

Level Descriptor Detail description A Almost certain Expected to occur more than once in the next year L Likely Expected to occur once in the next year M Moderate Could occur at least once in the next two years P Possible Could occur at least once in the next three to five years U Unlikely Unlikely to occur in the next five years

Assessment of consequence reflects the following potential financial impacts:

Level Descriptor Detail description C Catastrophic Loss of over $250k

Ma Major Loss of between $100k to $250k Mo Moderate Loss of between $50k to $100k Mi Minor Loss between $25k to $50k

1 Standards Australia Limited/Standards New Zealand, 2013, Joint Australian/New Zealand Handbook, SA/SNZ HB 436:2013.


62


L Low Loss of less than $25k

A qualitative risk matrix for the likelihood and consequence rating are then applied to determine an overall risk.

Consequences Likelihood

Unlikely Possible Moderate Likely Almost certain

Catastrophic H H H E E

Major M M H H E

Moderate L M M H H

Minor I L M M M

Low I I L L L


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Appendix F: TEMO Year End Financial Report Profit and Loss Summary Report for June 2019 for TEMO TEMO

Actual YTD June

Budget YTD June

Variance YTD June

Note

Revenue Other revenue 169 - Other Operating incl Rebates & Recoveries (37,800) 0 37,800 1 Total Other revenue (37,800) 0 37,800 Subsidies and grants 3950 - Taranaki CDEM - TRC Contribution 0 (1,118,139) (1,118,139) 3971 - TEMO Projects 0 0 0 4976 - STDC Recoveries (199,860) 0 199,860 4977 - SDC Recoveries (88,826) 0 88,826 4978 - TRC Recoveries (377,513) 0 377,513 4979 - NPDC Recoveries (444,124) 0 444,124 Total Subsidies and grants (1,110,323) (1,118,139) (7,816) Vested Assets 195 - Gain on Sale (13,713) 0 13,713 2 Total Vested Assets (13,713) 0 13,713 Total Revenue (1,161,836) (1,118,139) 43,697 Expenses Personnel costs 220 - Salaries and wages - Payroll Only 473,208 553,914 80,706 223 - Other employee benefits - Payroll Only 14,525 0 (14,525) 224 - Employee Development & Education 23,931 24,000 69 225 - Employer contributions - Payroll Only 15,634 0 (15,634) 226 - Recruitment costs 53 0 (53) 229 - Other personnel costs 4,754 0 (4,754) Total Personnel costs 532,105 577,914 45,809 3 General operating expenditure 231 - Insurances 0 8,715 8,715 232 - Legal and professional fees 68,620 14,000 (54,620) 4 233 - Occupancy and utilities 27,909 14,430 (13,479) 5 234 - Property Maintenance 6,788 0 (6,788) 235 - Communications 5,562 25,000 19,438 236 - Advertising and Marketing 8,116 18,070 9,954 238 - Travel and accommodation 1,108 0 (1,108)


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245 - Other general costs 21,577 2,500 (19,077) 6 Total General operating expenditure 139,680 82,715 (56,965) Direct costs of activities 250 - Contracts 6,756 19,500 12,744 253 - Services 773 0 (773) 254 - Materials 377 0 (377) 255 - Fleet & Plant Consumables & Maintenance 11,876 0 (11,876) 6 Total Direct costs of activities 19,781 19,500 (281) 10 - Depreciation - operational assets 13,817 54,825 41,008 7 Total Expenses 705,384 734,955 29,571 EXTERNAL OPERATING (PROFIT)/LOSS (456,452) (383,184) 73,268 INTERNAL CHARGES 3021 - Allocation Charge from Financial Services 35,000 35,000 0 3023 - Allocation Charge from ICT 68,171 206,451 138,280 3052 - Allocation Charge from Human Resources 864 45,000 44,136 3054 - Allocation Charge from Communications 1,485 35,000 33,515 310 - Labour allocation expense 1,439 0 (1,439) 320 - On-charges expense 7,464 45,063 37,599 330 - Interest allocation expense 10,628 18,568 7,940 INTERNAL RECOVERIES 355 - Fixed Amount Recovery of Shared Services 250 0 (250) 370 - On-charge recoveries (660) 0 660 APPROPRIATIONS 390 - Operating Appropriations 292,701 0 (292,701) 8 391 - Depreciation funding/ (unfunded) (13,817) (54,825) (41,008) 395 - Capital Appropriations 37,278 52,927 15,649 TOTAL NET RESULT (15,649) 0 15,649 8 NOTES 1 - Income from National Resilience Fund for Fuel Plan. 2 - Sale of two vehicles due for replacement. 3 - Underspend due to external contractors being budgeted from this cost code. 4 - Cost of external contractors (from personnel) and Fuel Study contractor (funded from other revenue). 5 - Unbudgeted additional cost from change of cleaning contract to NPDC contractor. 6 - Numerous budget variances due changes to budget structure and where costs are coded. Managing to bottom line. 7 - Reduced finance charges due to capital unspent for financial year (capital budget carried forward to 2019-20 FY for building development project). 8 - Year end underspend will carry-forward and accumulate into an operational reserve, as per Taranaki CDEM Group Joint Committee resolution.


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1

Agenda Memorandum


Memorandum to




Subject: Statutory Role Appointments & Resignations


Purpose

The purpose of this memorandum is to recommend appointment of Mr Callum Williamson to the role of Local Recovery Manager for New Plymouth District Council by the Taranaki Civil Defence Emergency Management (CDEM) Group and acknowledge resignations from statutory roles for South Taranaki District Council.

Executive summary

The Group has previously determined how statutory positions are made by the Taranaki CDEM Joint Committee for the for the Taranaki region. This process followed the established qualifications and capabilities for the role (Controller or Recovery Manager), including interview of each of the considered applicants. This report is to receive and recommend the appointment of Mr Callum Williamson, Community Partnership Lead at the New Plymouth District Council, to the position of alternate Local Recovery Manager for New Plymouth District Council. The report also notes the retirement of Mrs Phillippa Wilson from the Local Recovery Manager, and Mr Doug Scott from the alternate Local Controller role, both for South Taranaki District Council. The appointment of Mr Williamson was considered by the Coordinating Executive Group at its meeting held 15th August 2019 and is endorsed to the Joint Committee.

Recommendations


1. receives the report Statutory Role Appointments & Resignations

Taranaki Civil Defence Emergency Management Group Joint Committe - Statutory Role Appointments and Resignatios

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2

2. appoints Mr Callum Williamson to the role of Local Recovery Manager, as per the contents of the report

3. records the retirement of Mr Doug Scott from the role of alternate Local Controller

4. records the retirement of Mrs Phillippa Wilson from the role of Local Recovery Manager

5. determines that letters of appreciation be send to Mrs Phillippa Wilson and Mr Doug Scott.

Background

Statutory roles under the Civil Defence Emergency Management Act (2002) provide leadership to direct and coordinate CDEM resources made available to them during declared emergencies, and perform any other functions delegated by the CDEM Group. The CDEM Act 2002 states that the Taranaki CDEM Group may appoint one or more Local Controllers and one or more Local Recovery Managers. 27 Appointment of Local Controllers:

(1) A Civil Defence Emergency Management Group may appoint 1 or more persons to be a Local Controller, and direct that person or persons to carry out any of the functions and duties of, or delegated to, the Group Controller of the Group and to exercise the powers of Controllers in the area for which the Group Controller is appointed, including, but not limited to, the powers in sections 86 to 94.

(2) Despite anything in subsection (1), a Local Controller must follow any directions given by the Group Controller during an emergency.

30 Appointment of Local Recovery Managers

(1) A Civil Defence Emergency Management Group may appoint, either by name or by reference to the holder of an office, 1 or more suitably qualified and experienced persons to be a Local Recovery Manager, and direct that person or those persons to perform any of the functions and duties of, or delegated to, the Group Recovery Manager of the Group and to exercise the powers of the Group Recovery Manager in the area for which the Group Recovery Manager is appointed, including, but not limited to, the powers in sections 94H, 94I, and 94K to 94N.

(2) Despite anything in subsection (1), a Local Recovery Manager must follow any directions given by the Group Recovery Manager during a transition period.

Discussion

Nominations New Plymouth District Council (NPDC) have nominated the following people to the following positions:

Alternate Local Recovery Manager: Callum Williamson – Community Partnership Lead

The appointment review checklist and biography for Mr Williamson is contained in appendix A and B respectively. Mr Williamson has also been requested to attend the appointment meetings of CEG and Joint Committee. Retirement


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http://www.legislation.govt.nz/act/public/2002/0033/latest/link.aspx?search=sw_096be8ed816228ae_national+plan_25_se&p=1&id=DLM150799#DLM150799

http://www.legislation.govt.nz/act/public/2002/0033/latest/link.aspx?search=sw_096be8ed816228ae_recovery+manager_25_se&p=1&id=DLM7053585#DLM7053585



3

STDC wish to advise of the retirement from the role of Local Recovery Manager for Mrs Phillippa Wilson. Subsequent to Mr Doug Scott’s recent appointment as Local Controller, he has since accepted a position in Australia, and has submitted his resignation. Approval Process The CDEM Group Joint Committee has previously determined a selection and appointment process for statutory roles. This involves review of each nominated person’s capabilities, by way of interview or known competencies and personality attributes against role capabilities, and submission of selection and appointment review checklist to the CDEM Group Joint Committee. In addition a biography for Mr William is appended in appendix B, and Mr Williamson has requested to be in attendance for the Coordinating Executive Group.




This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.


This memorandum and the associated recommendations are consistent with the policy documents (such as the Group Plan) and positions adopted by this CDEM Group under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Civil Defence Emergency Management Act 2002.




Appendix A: Taranaki CDEM alternate Local Recovery Manager and Appointment Review Checklist for Mr Callum Williamson Appendix B: Biography of Mr Callum Williamson


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4


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5

Appendix A: Taranaki CDEM alternate Local Recovery Manager and Appointment Review Checklist for Mr Callum Williamson

Taranaki CDEM Group

Controller Selection Checklist

Skills and Attributes Yes Partial No

1. Relationship Management

Develops relationships easily with key individuals and partner organisations

Able to effectively resolve conflict

Credible influencer and negotiator

2. Information Management

Able to identify information needs, the systems functionality and capability to

source the information required.

Able to analyse wide ranging information to inform situational awareness and

strategy

Absorbs and synthesises information but is not distracted by the detail

3. Risk Management

Able to understand the hazards and risks and determine community impact

Applies the principles of risk management

4. Planning

Ensures plans are coordinated, integrated and implemented across all levels

and partners

Able to forward plan and assess consequential risk

Ensures plans are evaluated and updated

5. Communication

Communicates with clarity with partners and communities

Leads and owns public information messaging and engagement with

communities

Engenders confidence with the media

6. Capability Development

Able to proactively engage in professional development1 for self and response

staff

Understands the strategic risk of weak capability and monitors levels of

collective capability

1 Professional development includes courses, workshops, peer learning and exercises


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6


7. Leadership

Able to maintain strategic overview

Creates an environment where others are able to succeed

Able to provide firm but participative leadership in an emergency that

influences others towards the achievement of objectives

Able to create strategic vision, motivate staff and delegate direction


8. Response

Able to work within legislative parameters

Able to quickly analyse information and risk and define credible planning

objectives and information needs

Can work in multi agency teams and is cognisant of differing roles / functions

Can effectively manage emergency events from initial stages through to

transition to recovery

9. Personal

Addresses impact of the role on own family

Medically fit to work in a high stress environment

Self confident, unflappable and remains calm under pressure

Has confidence of CEO and senior partners

Is politically astute

Has good knowledge of local area and communities

Has high professional ethics

Manages their own well being in a pressured environment

10. Experience, Knowledge and Qualifications

Understands the Taranaki EOC procedures

Completed CIM’s 4 module

Understands the financial delegations as set out in the “Delegations manual for the New Plymouth District Council”.

Has a good knowledge of the CDEM Act, Plan and Directors Guidelines


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7

Taranaki CDEM Group

Recovery Manager Appointment Review Checklist

PART 1 Recovery Manager Appointment Confirmation Form

Controller

Name:

Callum Williamson TA/ Group: New Plymouth District Council

Review

Period:

July 2019 Reviewer: Craig Campbell-Smart

Other TAs (if a shared arrangement exists): N/A

Recovery Manager Review: Confirmation

In conjunction with Callum Williamson, I have reviewed their appointment as Local Recovery

Manager for the New Plymouth District Council and wish to confirm his willingness and suitability for

this role.

Reviewer

Name:

Craig Campbell-Smart Name: Callum Williamson

Reviewer

Designation:

Group Controller Designation: Alternate Local Recovery Manager

Signature:

Date: 27 July 2019 27 July 2019

Other TAs (if a shared arrangement exists): N/A


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8

Appendix B: Biography of Mr Callum Williamson

Callum Williamson is the Community Partnerships Lead at New Plymouth District Council. After spending nearly a decade working in policy and local government, Callum has a strong understanding of legislation, democratic processes, and the community. Callum has previously worked in central government at the Ministry of Social Development, and Department of Internal Affairs as a policy analyst, as well as time at Stratford District Council as a policy planner. Callum holds a BA (Hons.) in Political Science from the University of Canterbury.


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Agenda Memorandum


Memorandum to




Subject: ECC Development Project update – flat pitch roof issue


Purpose

The purpose of this memorandum is to update the Taranaki CDEM Joint Committee on the flat pitch roof issue at the ECC following detailed design and costings, and to seek further budget approval to proceed.

Executive summary

Detailed design for the ECC development project has revealed a structural and waterproofing risk for the flat pitch roof due to method of construction, and repair or replacement of the flat pitch roof is required. The Taranaki Civil Defence Emergency Management Group Joint Committee considered this issue at its meeting on the 18th June 2019 and approved the recommended option to ‘enhance the existing design by building a new low pitch roof over existing roof structure, designed to carry the ash loading, and estimated up to $200,000 with detailed design and costing to be reported back to the CDEM Group Joint Committee as soon as its available’.

Roof design and engineering options have subsequently been investigated and the project

team recommends replacement with a warm roof steel due to additional project benefits. The

project would coincide with the existing ECC development project to achieve build

efficiencies. Project estimate is $330,000 (similar for two options considered), however is

$130,000 over original estimate and budget approval. This will have an estimated additional

annual cost of approximately $13,500 to repay the capital debt over a twenty-five-year

period.

The ECC roof issue and additional cost was considered by the Coordinating Executive Group at its meeting held 15th August 2019. The CEG view is that no other viable option exists other than to continue with the roof replacement, given the project independencies for the ECC Development Project and requirement to replace the roof to meet current building and important level standards.

Taranaki Civil Defence Emergency Management Group Joint Committe - ECC development Project - Roof Costing

74

Recommendations

That the Taranaki CDEM Group Joint Committee: 1. receives the Memorandum, ECC Development Project update – flat pitch roof issue;

2. approves an additional $130,000 for the ECC roof replacement, for a total replacement budget of $330,000, funded through debt with the loan repaid over a twenty-five-year life of asset.

Background

The Robe St facility (Emergency Coordination Centre or ECC) was commissioned in the 1980s as a purpose-built facility for Civil Defence Emergency Management. A project to upgrade the facility has been approved, and a detailed project scope and outcomes developed. Design, planning and consenting (phase 1) is nearing completion, funded from capital budget. Construction (phase 2) is planned to occur within the 2019/20 financial year, with completion by March 2020. Detailed design for the ECC development project subsequently revealed a structural and waterproofing risk for the flat pitch roof due to method of construction, and as a result the roof does not meet current or previous building code standard. Repair or replacement of the flat pitch roof is required. The matter was brought before the Joint Committee for consideration with five options presented:

Option A (do nothing)

Option B (repair)

Option C (replace)

Option D (replace with improved design) - RECOMMENDED

Option E (abandon and build new)

Option D was approved along with budget of $200,000, subject to detailed design and costing. Funding was through debt and repaid over the life of the asset, with operational budget or reserve accumulation servicing the loan.

Discussion

Roof design and engineering options have subsequently been investigated. Two roof options

have been considered by the project team to meet structural requirements, being a timber

truss and steel warm roof. Both the timber truss and steel warm roof options were discussed

in terms of pros and cons from a design and cost point of view.

Option One: (Timber Truss)

There will be detail around exterior cladding that will need to be thought about

Not as easy to get HVAC ducting around

Heavy and a large amount of timber

Option Two: (Warm Roof Steel)

Better space for HVAC ducting


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Steel will place loading directly over the concrete block wall below

Higher stud inside with industrial looking ceiling

Slope of roof will be approx. 8deg, so iron can be used instead of membrane

Ash may slide better on the iron surface

Estimates have been provided on completed designs, and are approximately $300,000 to

$330,000, with costs for both Option 1 and Option 2 being similar. This is $130,000 above

initial estimate of $200,000.

The project team recommend option two Warm Roof Steel, given the additional project

benefits. The extent of roof replacement is shown in Figure 1: Proposed New Roof - option 2

(warm roof steel).

Figure 1: Proposed New Roof - option 2 (warm roof steel)

Replacement of the flat pitch roof will require a tent (given the extent of replacement),

removal of existing ceiling, removal and replacement of lights and HVAC system.

Replacement lights and HVAC are planned with the ECC development project, with project

timeframes coinciding. This plan would require staff to move out of the building but would

condense the build time into one construction phase.



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This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice. If approved the total roof replacement budget will increase by $130,000 to a total of $330,000.

This will represent additional debt repayments of approximately $17,000 per annum over the

25-year life of the asset. This can be serviced over the next two financial years through the

CDEM reserve accumulated from 2018/19 financial year, and thereafter reflected through an

increased in the Long-Term budget, from 2021/22.


This memorandum and the associated recommendations are consistent with the policy documents (such as the Group Plan) and positions adopted by this CDEM Group under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Civil Defence Emergency Management Act 2002. Roof replacement is required for the ECC to meet the Importance Level 4 (IL4) building standard, to be operational immediately after an earthquake or other disastrous event (i.e. volcanic eruption). IL4 buildings include emergency operation facilities, emergency shelters and hospital operating theatres, triage centres and other critical post-disaster infrastructure. IL4 classification places special building code requirements on the building, which are detailed in the building code handbook, specifically “B1.3.4 Due allowance shall be made for: (a) The consequences of failure, (b) The intended use of the building…”. Taken with New Plymouth District Council District Plan 12.2 hazard reasons, it is the “responsibility of the developer to ensure the potential for hazard events is considered”.




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Agenda Memorandum


Memorandum to




Subject: Volcanic Response/Recovery Plan – MCDEM Resilience Fund Application


Purpose

The purpose of this memorandum is to present and gain endorsement for an application for MCDEM Resilience Funding in relation to the next review of Taranaki CDEM Group’s Mt Taranaki Volcanic Unrest Response Plan 2014.

Executive summary

The Mt Taranaki Volcanic Unrest Response Plan 2014 was adopted in 2015 will be due for review in 2019-20. This paper outlines a MCDEM Resilience Funding application, which if successful, could enable a comprehensive, collaborative review that takes in nationwide effects of an eruption including response and recovery. The funding round closes 1 October 2019. The draft application was considered by the Coordinating Executive Group at its meeting held 15th August 2019 and is endorsed to the Joint Committee for its endorsement prior to submission.

Recommendations


1. receives the report Volcanic Response Plan – MCDEM Resilience Fund Application;

2. endorses the application being submitted to the Ministry of Civil Defence and Emergency Management’s Resilience fund.

Background

The Mt Taranaki Volcanic Unrest Response Plan 2014 is due for review. It is predicted that there is a 50% chance of an eruption from the Taranaki strato-volcano within the next 50 years. Scientists also believe that Taranaki is the most likely volcano to cause nation-

Taranaki Civil Defence Emergency Management Group Joint Committe - Volcanic Resilience Fund Application

78

wide impacts during our lifetime. Research has also shown that eruptive periods for the volcano typically continue for years to decades once it starts erupting. New scientific information from the last decade (and planned for the next five years) is creating a wealth of information that needs to be translated into useful decision-making tools for the civil defence sector, businesses, the community and central government. The TEMO Analyst has been exploring the feasibility of a multi-CDEM group (with MCDEM involvement) response/recovery plan for a Taranaki volcanic eruptive sequence.

Discussion

A robust decision-making framework for how civil defence groups and central government will respond in a coordinated fashion is needed as the scale of a Taranaki volcanic eruption sequence is likely to require a nationally coordinated response (especially in relation to lifeline utilities such as natural gas and electricity). The potential for cascading lifeline impacts of an eruption became clear during the recent work undertaken in the Lifelines Vulnerability Study 2018. The key outcomes of the project are proposed to include:

A concise summary of the likely impacts of various types of eruption scenarios on lifelines, (including a description of interdependencies between lifelines and likely restoration scenarios);

A decision-making framework for controllers and mayors to assist with initial response plan priorities and coordination requirements that uses the best available volcanic hazard forecasting tools being developed in other scientific streams of research;

A strategic plan for recovery from eruptive episodes (and adaption to a new norm) during what may be an ongoing sequence of events; and

Identification and planning for community and business resilience in areas likely to be heavily impacted.

The MCDEM Resilience fund The purpose of the CDEM Resilience Fund is to enhance New Zealand’s disaster risk resilience through the development of local, regional, and national capability and practices. The quantum of the funding available to CDEM Groups is approximately $1 million including GST each year. Application close on 1 October of each year. The actual amount available is subject to confirmation in the budget each year. There is precedence for multi-group applications to develop response plans. These include Project AF8 and the Hikurangi Response Plan. Both relate to potential large-scale earthquakes. Eligibility Criteria While any agency or individual can apply to the Director for project funding, there are several eligibility criteria that will be considered as minimum conditions. These are:

projects meet the purpose of the fund projects are able to demonstrate a contribution to increasing hazard risk resilience projects are aligned with the goals of the National Strategy, National CDEM Plan and

where appropriate, CDEM Group Plan

projects should provide enhanced opportunity for resilience, and as a general rule:


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o will result in material change, not purely academic research o will be developed and delivered under Creative Commons licence i.e. will not result

in intellectual property that is unable to be shared o will not result in developments that are embedded in commercial products or

services o may have a project life up to three years on one application (subject to annual

funding availability) o leverage funding and in-kind contributions from other sources.

The draft funding application has looked to ensure that all eligibility criteria have been met. Bringing Organisations Together Conversations have been held with the following organisations regarding their potential involvement with the project:

Auckland CDEM Waikato CDEM Bay of Plenty CDEM Manawatu-Whanganui CDEM Wellington CDEM Department of Conservation MCDEM Central Plateau Volcanic Advisory Group University of Canterbury Massey University University of Auckland Venture Taranaki GNS Science

Conversations have also been undertaken with personnel involved in other multi-CDEM Group projects such as: Project AF8, Hikurangi Response Plan, Project ECLIPSE (Taupo Caldera project), and DEVORA (Determining Volcanic Risk in Auckland) to learn from their success and pitfalls. At the point of writing this report there has not yet been a conversation with the Iwi Chairs Forum. Efforts to carry this out before the Joint Committee meeting have been unsuccessful to date and will continue. The timing of this application coincides with deed of agreement negotiations with the eight iwi of Taranaki regarding the status of Ngā Maunga (Taranaki, Pouakai, and Kaitake). This deed of agreement aims to give legal recognition to recognising Taranaki maunga and the others as ancestors. The practical implication of this for Taranaki CDEM Group is that the Crown will need to enable and resource Ngā Iwi o Taranaki to “participate in activities that will encourage cultural connection and revitalisation relating to our maunga”1. It is expected that the deed of agreement will be signed by December 2019 and then legislation enacted to give effect to the agreement in March 20202. As part of that legislation there will be the “establishment of a joint governance entity to be the human face of, and act in the name of, the legal personality for Nga Maunga.3 It is recommended that the

1 http://taranakimaunga.com/ 2 Conversation with Department of Conservation staff July 2019 3 Te Anga Putakerongo (Record of Understanding) https://www.govt.nz/dmsdocument/7265.pdf


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https://www.govt.nz/dmsdocument/7265.pdf

Taranaki CDEM Group develop a relationship with this new entity as soon as possible in order create the environment for productive discussions about the Volcanic Response/Recovery Plan in a timely fashion. Providing in advance a position on the project Steering Group for a representative of the body appointed to speak on behalf of Maunga Taranaki as a personality is recommended. Budget considerations The budgetary implications for the Taranaki CDEM Group involve the use of staff time to be actively involved in steering the project and integrating the information developed into other workstreams such as community resilience, business continuity planning, and public education. It is expected that 0.1FTE of the Group Manager’s time and 0.3FTE of the CDEM Analyst’s time will be devoted to the project during its life cycle, in addition to the funded project manager role for which funding is being sought. If the funding application is unsuccessful then further consideration will need to be given to how this project will continue with delays likely.


Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act. Hazard specific contingency planning contributes to the Taranaki CDEM Groups responsibility for comprehensive emergency management.


This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice. Taranaki CDEM Group staff time will be funded out of existing budget. Resilience application funds will fully fund a project manager position, additional contractors and ancillary project costs.





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Appendices

Appendix A: Draft Resilience Fund Application – Taranaki Unrest Response and Recovery North Island Plan (TURRNIP)


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Draft Only v1.3 – as at 31/07/2019

Ministry of Civil Defence & Emergency Management Page 1 of 6 @BCL@9C0686A5

CDEM Resilience Fund project application form

This form provides the minimum of information for the application; a detailed project plan should be developed to inform this application and may be attached.

Project title Taranaki Unrest Response and Recovery North Island Plan (TURRNIP)

Date of application 1 October 2019

Details on application

Applicant Taranaki CDEM Group

CDEM Group/s affected Taranaki, Manawatu/Whanganui, Waikato, rest of the nation if reticulated natural gas supply or air transport system affected.

Other local authorities, Groups or organisations supporting this proposal

Manawatu Whanganui CDEM Groups, Waikato CDEM Group, Auckland CDEM Group, Wellington Region CDEM Group

Project description

Executive summary [200 words maximum description.]

It is predicted that there is a 50% chance of an eruption from the Taranaki strato-volcano within the next 50 years. Scientists also believe that Taranaki is the most likely volcano to cause nation-wide impacts during our lifetime. Research has also shown that eruptive periods for the volcano typically continue for years to decades once it starts erupting. A robust decision making framework for how civil defence groups and central government will respond in a coordinated fashion is needed as the scale of a Taranaki volcanic eruption sequence is likely to require a nationally coordinated response. The key outcomes of the project will include:

A concise summary of the likely impacts of various types of eruption scenarios on lifelines, (including a description of interdependencies between lifelines and likely restoration scenarios)

A decision-making framework for controllers and mayors to assist with initial response plan priorities and coordination requirements that uses the best available volcanic hazard forecasting tools being developed in other scientific streams of research

A strategic plan for recovery from eruptive episodes (and adaption to a new norm) during what may be an ongoing sequence of events

Identification and planning for community and business resilience in areas likely to be heavily impacted

Challenge/opportunity [200 words maximum description.]

The fall out from a Taranaki eruption sequence will require a new way of responding to a natural hazard event in New Zealand. A year-long, or even decades-long series of eruptions is considered the likely scenario. This may mean regular disruptions of the transport and energy sectors nationally, and regional effects on waterways, drinking water supplies, and farming infrastructure. This is likely to be accompanied by widespread fear and fatigue. New scientific information from the last decade (and planned for the next five years) is creating a wealth of information that needs to be translated into useful decision-making tools for the civil defence sector, businesses, the community and central government. We expect the volcano, as a dynamically evolving hazard, to force a rethink of the largely sequential 4Rs model. Planning for how we move between cycles of response and recovery over a long period of time while maintaining business and community confidence in the region is a challenge. Providing an improved level of certainty with event progression forecasting will assist this enormously.


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Alignment with identified goals and objectives identified in the CDEM sector [200 words maximum

description.]

The project aligns particularly well with the following objectives from the National Disaster Resilience Strategy: Objective 1: Identify and understand risk scenarios (including the components of hazard, exposure, vulnerability, and capacity), and use this knowledge to inform decision-making Objective 10: Ensure it is clear who is responsible for what, nationally, regionally, and locally, in response and recovery; enable and empower community level response, and ensure it is connected into wider coordinated responses, when and where necessary Objective 13: Enable and empower individuals, households, organisations, and businesses to build their resilience, paying particular attention to those people and groups who may be disproportionately affected by disasters Objective 17: Embed a strategic, resilience approach to recovery planning that takes account of risks identified, recognises long-term priorities and opportunities to build back better, and ensures the needs of the affected are at the centre of recovery processes The National CDEM Plan aims to integrate and align agencies’ CDEM planning and related operational activities at the national level. The Manawatu-Wanganui CDEM Group Plan relevant strategic goals are: Goal 3: Agencies are aligned, prepared and able to provide an effective response to an emergency. Goal 4: Communities and agencies can effectively recover from an emergency The Waikato CDEM Group Plan relevant strategic goals are: Sections 5/6 Enhance our capability to deliver an effective response. Goal 7 Enhance our capability to recover from emergencies. The Taranaki CDEM Group Plan vision is “Our Taranaki community shows resilience through periods of disaster, crisis, and change.”

Dissemination of benefits to sector [200 words maximum description.]

Sector benefits will be realised by active CDEM group participation in the project through identifying consequences and vulnerabilities individually and as a group. Phase 1: Face to face meetings between scientists, lifeline utility managers and decision makers will raise awareness of the likely impacts of various types of volcanic eruption. Discussions will be held about gaps in scientific knowledge and what existing response plans look like for all agencies, lifelines and businesses. Community meetings to raise awareness of the risks associated with volcanic eruption and to promote community response planning. Phase 2: will involve the development of a central North Island response and recovery plan for a Taranaki Volcanic eruption event. Parties involved will include university/crown institute researchers, Taranaki, Manawatu-Whanganui, Waikato, Auckland and Wellington CDEM Groups, emergency services and MCDEM staff. Outputs of the project to be publicly available include: a summary of best scientific information available and outline of future work planned, a concept of operations for the initial stages of a response for all responding agencies, a response plan and strategic recovery plan for all responding agencies and lifeline utilities, and a plan for community and business resilience building specific to volcanic hazards.

Project design

Project sponsor Craig Campbell-Smart

Project Manager To be appointed

Other project members Proposed Steering Group Members:


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a) Taranaki CDEM Group

b) Manawatu-Whanganui CDEM Group

c) Waikato CDEM Group

d) Auckland CDEM Group

e) Wellington CDEM Group

f) MCDEM

g) MBIE

h) Department of Conservation

i) Risk project team leader plus one alternate

j) Taranaki Iwi Chairs Forum

Risk Project Team Members:

a) University of Canterbury

b) Massey University

c) Auckland University

d) GNS Science

e) Project Manager

f) MCDEM Planning team

g) SG Chair

h) TEMO Analyst

Response Project Team Members: a) Project Manager (team leader)

b) Taranaki CDEM Group

c) Manawatu-Whanganui CDEM Group

d) Waikato CDEM Group

e) Auckland CDEM Group

f) Wellington CDEM Group

g) MCDEM Planning team

h) MCDEM REMA

i) Risk Project team leader

j) Taranaki Emergency Services

k) Taranaki Lifelines Advisory Group

l) Taranaki Primary Industries Sector Group

m) Venture Taranaki (economic development agency)

Other notable organisations/position holders to be involved in project work include: Taranaki Regional Council hazards specialist Waikato Regional Council hazards specialist Horizons Regional Council hazards specialist NZ Lifelines Council

External providers/contractors Universities, GNS Science, and other possible organisations include Joint Centre for Disaster Research, Resilient Organisations, EQC

Deliverables

Milestones Date for completion Cost

Phase One: Quantifying and communicating volcanic risk, and exploring response gaps:


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Contracting of project manager (part-time fixed term)

Formation of working group, terms of reference and project management framework

Turn University of Canterbury’s

impact research into an easily understood document for lifelines organisations and CDEM Group decision makers

Prepare a range of likely eruption

sequence scenarios for use during planning and community outreach – modelling based on work done to date in RNC2 and Endeavour fund projects

Assess CDEM groups and national

organisations ability to respond to a Taranaki eruption sequence according to their current plans and resources

Draft scoping report (likely hazard

scenarios and capacity to respond) writeup and review

Report workshop and community

socialisation of project

Project Management

Project admin, venue hire,

consumables, printing etc

Travel, accommodation, and associated costs

Phase Two: Response and recovery plan development: Continue scenario and impact

modelling Clarify future work programme and

governance arrangements for TERRNIP

Discuss and confirm roles and expectations between MCDEM, CDEM Groups and emergency services in responding to, and recovering from, a volcanic eruptive phase.

1 August 2020 30 July 2020 30 October 2020 30 October 2020 30 March 2021 30 April 2021 30 June 2021 Total 31 July 2021 30 October 2021

$10,000 $20,000 $100,000 $30,000 $60,000 $220,000


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Draft Taranaki Volcanic Eruptive phase response/recovery plan, write up and review

Draft economic recovery plan, write

up and review

Establish MOUs for mutual offers of support

Produce common public messaging

for required actions during various phases of eruptive events

Draft plan workshops and publicity

Feedback and public engagement

phase

Design and conduct a multi-region exercise based on the draft plan

Review and finalised plans in light of

exercise results. Project Management (? hours per

week) Project admin, venue hire,

consumables, printing etc

Travel, accommodation, and associated costs

30 November 2021 30 November 2021 30 December 2021 30 December 2021 30 March 2021 30 April 2021 30 May 2021 30 June 2021 Total

$10,000 $50,000 $100,000 $30,000 $60,000 $250,000

Identified risks

Risks Suggested management

1. Commitment to project from partners 2. Volcano erupts before the work is

complete 3. Project manager unable to be

recruited/ becomes unsuitable 4. Individual groups do not have the

capacity to contribute fully

1. Employ good quality engagement methods with

regular communication that emphasises the benefit to all contributing partners

2. Ensure that all work done is able to be operationalised as well as possible straight away. Recognise that all work will improve response and recovery anyway.

3. Work to identify a suitable project manager will take place before the application is submitted to ensure that the proposed budget is fit for purpose. Good performance management techniques will be employed to ensure project manager gets regular feedback and stays on track.

4. This will be a challenge due to limited budgets however the project itself is likely to highlight the need for more resources in order to improve resilience.

Funding request and use

CDEM resilience fund contribution $250,000


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Local authority/organisation contribution In-kind staff time for project leadership, and staff time (all participating CDEM groups) for assistance in developing and reviewing plans and exercises staff time as a contribution – group managers, planners etc

Other sources of funding or support The hazards science and scenario development work will be funded through the MBIE RNC2 funding stream. If the MBIE Endeavour Funding application is successful this will also contribute towards the economic recovery stream of work as well as scenario development.

Budget [Please supply spreadsheet]

Applies if application exceeds $100,000 over the life of the project

Do you wish to attend a hearing in support of this application?

Yes

☒

No

☐

Application confirmation

Approval of Chief Executive

CDEM Group comment

Comment


88

Agenda Memorandum


Memorandum to




Subject: Monitoring & Evaluation Process for Taranaki CDEM Group


Purpose

The purpose of this memorandum is to inform the Taranaki CDEM Group Joint Committee on an Evaluation and Monitoring process requested by the CDEM Regional Manager and Coordinating Executive Group Chair.

Executive summary

The Taranaki CDEM Regional Manager and CEG Chair have agreed to engage a consultant to complete an Evaluation and Monitoring (M&E) process for the CDEM Group, to build on previous M&E reports. The report will help the Taranaki CDEM Group understand performance against national standards, including those introduced through the Emergency Management System Reforms, and enable comparison with similar CDEM Groups and recent movements in the sector. CDEM delivery is the responsibility of CDEM Groups, either collectively through the Group Office (funded on an apportionment basis), or locally via District Councils. The intent of the project is to clearly articulate the Taranaki CDEM Group current level of service, strengths and priority areas to decision-makers, and enable robust discussions as to level of service and resourcing leading to long-term budget process for 2021-2031. The process was considered by the Coordinating Executive Group at its meeting held 15th August 2019, and is endorsed to the Joint Committee for noting.

Recommendations


1. note the memorandum Monitoring & Evaluation Process for Taranaki CDEM Group.

Taranaki Civil Defence Emergency Management Group Joint Committe - Monitoring and Evaluation Notice of Process

89

Background

The CDEM Monitoring and Evaluation programme was introduced by the Ministry of Civil Defence & Emergency Management (MCDEM) in October 2009. The Taranaki CDEM Group have participated in two M&E processes in 2010 and 2015.

Discussion

The enhanced Taranaki CDEM delivery model commenced development in 2017 and was adopted through changes to the Taranaki CDEM Group Plan 2018-2023. To achieve the full model a 5-year work programme has been defined, requiring changes primarily at the CDEM Group Office (Taranaki Emergency Management Office, TEMO), and District Councils. The priority of projects is determined by risk, with core readiness and operational gaps addressed first. On 30 August 2018, the Civil Defence Minister Kris Faafoi released the Government’s response to a Technical Advisory Group’s report into how New Zealand responds to natural disasters and emergencies. The Government’s response addresses the Technical Advisory Group’s findings and 42 recommendations, and sets out a multi-year work programme that will deliver extensive change to New Zealand’s emergency response system known as the Emergency Management System Reform (Reforms). TEMO continues to engage in the EMSR, inputting regional considerations into this national programme of work. As previously reported, despite the Taranaki CDEM Group being well positioned to give effect to the Emergency Management System Reforms (Reforms) within the existing Group Plan programme, the Reforms have placed additional requirements with increased national expectations. In order to meet new and emerging requirements, the Taranaki CDEM Group will need to consider service levels and associated costs. As CDEM delivery is the responsibility of CDEM Groups, these costs will be borne either collectively through the Group Office (funded on an apportionment basis), or locally via District Council CDEM budgets. To understand current capacity and capability with the Taranaki CDEM Group, an Evaluation and Monitoring (M&E) project will be undertaken, with this service contracted to an external consultant. The project aim is to complete a full Civil Defence Emergency Management (CDEM) Monitoring and Evaluation process for the Taranaki CDEM Group, covering all Objectives and Key Performance Indicators (KPIs) for the National Strategy, understand our responsibilities under various best practice Ministry Guidance (Directors Guidelines), increased expectations from the Reforms, and relative performance for the Taranaki CDEM Group to peer CDEM Groups. This will provide comparability to previous M&E assessments (2010 & 2015), take into account Reform changes and understand comparative movements in CDEM across similar CDEM Groups. The intended audience of the M&E report is the Taranaki CDEM Group Joint Committee and Coordinating Executive Group (CEG) and its officers in the Taranaki region, with its intent is to clearly articulate the Taranaki CDEM Group current level of service, strengths


90

and priority areas to decision-makers, and enable robust discussions as to level of service and resourcing leading to long-term budget process for 2021-2031.




This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice. Consultant costs are funded out of existing TEMO operational budget.






Appendix A: Proposal for conduct of Civil Defence Emergency Management Monitoring and Evaluation process


91

Proposal CDEM Monitoring and Evaluation – Taranaki CDEM Group

1

Appendix A: Proposal for conduct of Civil Defence Emergency Management Monitoring and Evaluation process Taranaki Civil Defence Emergency Management Group

Prepared by: Malinda Meads Prepared for: Craig Campbell-Smart CDEM Regional Manager Taranaki Emergency Management Office 22 July 2019


92


2

Project aim To complete a full Civil Defence Emergency Management (CDEM) Monitoring and Evaluation process for the Taranaki CDEM Group covering all Objectives and Key Performance Indicators (KPIs) for the Goals and Enablers as part of the National CDEM Strategy1 as follows:

Goal One - Increasing community awareness, understanding, preparedness and

participation in CDEM.

Goal Two - Reducing the risks from hazards.

Goal Three - Enhancing capability to manage emergencies.

Goal Four - Enhancing capability to recover from emergencies.

Enabler One - Governance and management arrangements.

Enabler Two - Organisational resilience.

Background The CDEM Monitoring and Evaluation programme was introduced by the Ministry of Civil Defence & Emergency Management (MCDEM) in October 2009.

Monitoring and evaluation provides a method for learning from experience, analysing capability, planning and allocating resources, and demonstrating results as part of accountability to stakeholders. Monitoring and evaluation are standard parts of any good policy or risk management process. It provides a ‘feedback loop’ within these processes, allowing comparisons between actual and desired states. This enables ongoing analysis, and refinement of decisions and implementations processes, to improve outcomes2.

Though often referred to together, monitoring and evaluation involve distinctly different aims and processes:

Monitoring is a continual process that aims to provide management and

stakeholders of an ongoing intervention with early indications of compliance with

responsibilities, and progress, or lack thereof, in the achievement of results.

Evaluation is about measuring effectiveness. It compares what is happening against

what was intended (goals, objectives and targets) and interpreting the reasons for

any differences3.

It is important for agencies to continually monitor and measure progress in order to know when they have successfully reached their goals and objectives and to ensure they have the capacity and capability necessary to be able to perform their CDEM roles and responsibilities4.

1 National Civil Defence Emergency Management Strategy 2007 2 Ministry of Civil Defence & Emergency Management (MCDEM) website

https://www.civildefence.govt.nz/cdem-sector/monitoring-and-evaluation/ 3 MCDEM website 4 MCDEM website


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3

CDEM Monitoring and Evaluation for the Taranaki CDEM Group was previously conducted in 2015.

The CDEM Monitoring and Evaluation programme centres on the ‘CDEM Capability Assessment Tool’, a set of nationally-consistent performance indicators and measures (‘capability criteria’) organised in an assessment tool format. MCDEM conducts CDEM Monitoring and Evaluation of CDEM Groups and local authorities in line with this programme.

Due to the Emergency Management System Reform, MCDEM have advised that the current CDEM Monitoring and Evaluation programme has been deferred.

The conduct of out-of-programme CDEM Monitoring and Evaluation is being conducted by a number of CDEM Groups in order to measure their performance outside of the CDEM Monitoring and Evaluation programme cycle.

Taranaki CDEM Group has requested that an out-of-programme CDEM Monitoring and Evaluation process be conducted. This is to provide an evidence-based snapshot of current progress benchmarked against previous CDEM Monitoring and Evaluation conducted for the Taranaki CDEM Group; and also provide comparison to CDEM best practice through assessment of relevant national guidance. The conduct of this out-of-programme CDEM Monitoring and Evaluation will be timely to provide evidence-based reporting to inform long-term planning processes with reference to Taranaki CDEM Group capability.


94


4

Deliverables

The deliverables required from this project are:

1. Complete a documentation review.

2. Conduct CDEM Monitoring and Evaluation interviews with key staff with defined

CDEM roles and responsibilities within the Taranaki CDEM Group at local authority

and Group level.

3. Complete the CDEM Capability Assessment Tool: measure against nationally

consistent KPIs and measures (capability criteria) organised in the assessment tool

format.

4. Conduct a workshop with Taranaki Emergency Management Office staff.

5. Complete a CDEM Capability Assessment Report for Taranaki CDEM Group

including scoring from CDEM Capability Assessment Tool and comment on each

CDEM Goal and Enabler as part of the National CDEM Strategy.

6. Report to the Taranaki CDEM Group Coordinating Executive Group (CEG) and Joint

Committee on completion of the CDEM Capability Assessment Report for Taranaki

CDEM Group.

In order to achieve these deliverables it is proposed that the Taranaki CDEM Group provide the Contractor with:

The relevant CDEM documentation and plans as requested by the Contractor.

A point of contact for the organisation of the CDEM Monitoring and Evaluation

interviews on agreed dates between the Taranaki CDEM Group and Contractor.

Availability of personnel in the Taranaki CDEM Group post the conduct of the

CDEM Monitoring and Evaluation interviews if points of clarification are required.

Also to achieve the deliverables, it is proposed that a Subject-Matter-Experts (MCDEM Regional Emergency Management Advisor), be included in the CDEM Monitoring and Evaluation process.

The scope of the contract does not extend to the following:

The detail of the level of funding associated with the Taranaki CDEM service

delivery arrangements.

Review of any structural changes for the Taranaki CDEM Group, Taranaki

Emergency Management Office or human resource implications.


95

Timeframe A complete CDEM Monitoring and Evaluation process, achieving all deliverables, can be conducted over approx. a one-month period.

Detailed tasks and time frames for each deliverable are provided in the table below.

These tasks and time frames are based on the completion of a full CDEM Monitoring and Evaluation process for the Taranaki CDEM Group.

Deliverable Tasks Timeframes (Approx. hours)

Key milestone dates

1. Complete a documentation

review.

Review and assessment of relevant CDEM national guidance documents to identify

CDEM best practice.5

Review of Taranaki CDEM Group documentation and plans (Group and local

authority level).6

16 hours 15 November 2019

2. Conduct CDEM Monitoring and

Evaluation interviews with key

staff with defined CDEM roles

and responsibilities within the

Taranaki CDEM Group at local

authority and Group level.

Identify suitable three-day interview period for conduct of interviews agreeable to

Taranaki CDEM Group/ Contractor/ Subject-Matter-Experts (MCDEM REMA).

Identify and confirm key personnel within Taranaki CDEM Group with CDEM roles

and responsibilities (Group and local authority level).

Conduct of CDEM Monitoring and Evaluation interviews with identified key staff within

Taranaki CDEM Group with Contractor and Subject-Matter-Experts (MCDEM REMA).


3. Complete the CDEM Capability

Assessment Tool: measure

against nationally consistent

KPIs and measures (capability

criteria) organised in the

assessment tool format.

Score all CDEM Goals and Enablers (Objectives and KPIs) as a result of information

obtained through the Monitoring and Evaluation interviews and CDEM

documentation.

Consult Subject-Matter-Experts (MCDEM REMA) on CDEM Capability Assessment

Tool scoring.


4. Conduct a workshop with

Taranaki Emergency

Management Office staff.

Identify suitable one-day interview period for conduct of workshop agreeable to

Taranaki Emergency Management Office/ Contractor/ Subject-Matter-Experts

(MCDEM REMA).

Workshop preparation.

Facilitate conduct of workshop with with Taranaki Emergency Management Office

staff with a focus on scoring of the CDEM Capability Assessment Tool.


5 Including Director’s Guidelines, Best Practice Guides, Technical Standards and Information Series documentation; and documents related to the Emergency Management System Reform 6 Including Taranaki CDEM Group Capability Assessment Report 2015, Consultant review of Taranaki CDEM Group 2016 and Taranaki CDEM Group Plan 2018-2023


96


2

Deliverable Tasks Timeframes (Approx. hours)

Key milestone dates

5. Complete a CDEM Capability

Assessment Report for the

Taranaki CDEM Group

including scoring from CDEM

Capability Assessment Tool and

comment on each CDEM Goal

and Enabler as part of the

National CDEM Strategy.

Develop draft CDEM Capability Assessment Report for Taranaki CDEM Group.

Identify current state of CDEM capability in line with CDEM Goals and Enablers.

Identify areas of strength and improvement in CDEM capability.

Provide recommendations in CDEM Capability Assessment Report based on current

CDEM capability and CDEM best practice considerations.

Consult Subject-Matter-Expert (MCDEM REMA) on draft CDEM Capability

Assessment Report.


6. Report to the Taranaki CDEM

Group Coordinating Executive

Group (CEG) and Joint

Committee on completion of the

CDEM Capability Assessment

Report for the Taranaki CDEM

Group.

Draft presentation on Capability Assessment Report for Taranaki CDEM Group

covering:

o CDEM Group current CDEM capability.

o Current level of service provided by the Taranaki Emergency Management Office.

o CDEM capability areas of strength and improvement.

Presentation to CEG on Capability Assessment Report for Taranaki CDEM Group.

Presentation to Joint Committee on Capability Assessment Report for Taranaki

CDEM Group.

14 hours December 2019/ January 2020

Total hours (approx.) 118 hours


97


3

Project Management The project will be managed by the Contractor with guidance and input from the MCDEM Regional Emergency Management Advisor; and direction from the CDEM Regional Manager (Craig Campbell-Smart).

For a complete CDEM Monitoring and Evaluation process to occur with detailed background information and knowledge of Taranaki CDEM capability, it is proposed that a Subject-Matter-Expert (MCDEM Regional Emergency Management Advisor) jointly facilitate the conduct of the Monitoring and Evaluation interviews; and also review the draft CDEM Capability Assessment Report.

Any important issues that arise with respect to scope, expected outcomes or timing will be discussed directly with Craig Campbell-Smart.

Cost Estimate The Contractor is to complete deliverables with an hourly rate of $_____ (excluding GST). The Contractor is GST registered.

It is estimated that all deliverables can be completed through the conduct of approx. 118 hours of work with a total cost of $_______(GST excl.).

Other costs associated with this project are:

Accommodation as appropriate for the conduct of CDEM Monitoring and Evaluation

interviews and the workshop.

Return flights to/from New Plymouth and transport within the Taranaki region (for

conduct of CDEM Monitoring and Evaluation interviews and workshop; and

presentation of report to committees).

Other associated travel costs including airport carparking (if required).

The contractor will present a monthly invoice for payment representative of actual work on deliverables and associated tasks completed to that date and associated costs.

GST is not included in this proposal.


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Agenda Memorandum


Memorandum to




Subject: CDEM Group Submissions


Purpose

The purpose of this memorandum is to present members of the Taranaki CDEM Group Joint Committee with the submissions made by the Taranaki Emergency Management Office to various Government submission processes through quarter four, following existing protocols to represent the Taranaki CDEM Group.

Executive summary

Work progresses by the Ministry of Civil Defence and Emergency Management (MCDEM) on Emergency Management Systems Reform, with the release of two documents for feedback related to the review of the Coordinated Incident Management System (CIMS) version 3, and one for Recovery Preparedness and Management. The CDEM Regional Manager, in consultation with the CEG Chair, has considered the respective reports, and made submissions on behalf of the Taranaki CDEM Group, fulfilling Group Office responsibilities for advocacy. Due to the timing of feedback, submissions have been sent to the Ministry and are now provided to the Joint Committee for noting.

Recommendations

That the Taranaki CDEM Group Joint Committee: 1. receives the report CDEM Group Submissions; 2. notes the content of the report and attached submissions for:

a. CIMS Welfare Review 2019; b. CIMS 3rd Edition; c. Recovery Preparedness and Management Director’s Guideline.

Background

Following the Ministerial Review - ‘Better Responses to Natural Disasters and other Emergencies in New Zealand’, and the Emergency Management System Reforms, work has

Taranaki Civil Defence Emergency Management Group Joint Committe - CDEM Group Submissions

99

been progressed by the Ministry of Civil Defence and Emergency Management and the Department of Prime Minister and Cabinet to implement the review findings. The Ministry continues to define and imbed recovery practice through release of its latest Directors Guideline.

Discussion

CIMS Review (including Welfare function) The National Security Workforce Team (NSW) is working with the sector to increase the professionalisation and capability of our workforce to manage responses more effectively. This work is situated within the Emergency Management System Reform work. Improving the consistency of CIMS application across local, regional and central government is a foundational piece of work that supports this goal. Consistent CIMS practice across the sector is important as CIMS is the system that we work within and apply during responses and is the key enabler of multi-agency interoperability. There are many aspects to this work including revising the CIMS unit standards and developing common assessments to support the standards; building career pathways; developing entry criteria for responses; and producing nationally consistent role cards and role descriptions for the various response roles. CDEM Groups have requested to input into two reviews processes. The first being a fundamental rethink of the Welfare function, the second being a release of CIMS version three incorporating the earlier welfare review. Submissions for CIMS v3 were due 09 May and 05 July 2019. Taranaki CDEM Group submissions are contained in appendix A and B respectively. Recovery Preparedness and Management Director’s Guideline Guidelines and technical standards issued under the CDEM Act 2002. The purpose of these guidelines is to assist organisations with responsibilities under the Act to properly exercise those responsibilities. The purpose of the Directors Guideline (DGL) is to provide contextual information and practical guidance on preparing for and managing recovery. It provides information that Recovery Managers, CDEM Groups and local authorities need to understand about recovery before and after an emergency, as well as others involved in preparing for and managing recovery, such as non-government organisations, the private sector and central government agencies. The DGL is split into three Parts to help readers navigate the document, especially following an emergency. The final DGL will be available as four documents: the entire document, and then the three parts separately. These parts are:

• Part A: About Recovery, which provides the context of recovery in New Zealand, including the criticality of the community, legislative framework and roles and responsibilities. It outlines what Recovery Managers need to know and consider before an emergency.

• Part B: Preparing for Recovery, which provides guidance on how CDEM Groups and local authorities need to prepare for recovery.

• Part C: Managing Recovery, which provides guidance on how to support a community recovery following an emergency by managing recovery activities.


100

Submission for Recovery Preparedness and Management DGL was due 17 June 2019, and is contained in appendix C.


Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act. Under the Taranaki CDEM Constituting Agreement, adopted within the Taranaki CDEM Group Plan 2018-2023, the Taranaki Emergency Management Office (TEMO) performs the role of representing CEG on national bodies and projects.


This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice. Nil considerations. TEMO staff time is already budgeted for.






Appendix A: Submission on CIMS Welfare Review 2019 Appendix B: Submission on CIMS 3rd Edition Appendix C: Submission on Recovery Preparedness and Management Director’s Guideline


101

Appendix A: Submission on CIMS Welfare Review 2019

Feedback Form – CIMS Welfare Review 2019

Agency: CDEM – Taranaki Name: Nadine Ord Email or phone: [email protected]

General comments

Preferred Option Reason

☐ 1

☒ 2

☐ 3

Concept of option 2 is preferred option of the three presented. It is outcome focussed and process driven. The Welfare coordination role is key.

The concept is scaleable. However, it does require more detail on how this will work, including how to imbed welfare requirements in other

functions – specifically Operations, Logistics and PIM.

Comments by section

Pa

ge

nu

mb

er

Paragraph heading Original text Suggested change Reason for change

Page

one

Welfare sub-functions Add section on limitations of option Add section on limitations of option Silo approach. Allows agencies to pass the buck.

Opportunity for impacted people to fall through the

cracks.

Has unintended consequence of being less likely to

follow Controllers instructions.


102

Pa

ge

nu

mb

er


Is not often delivered during response, is specific to

large response only.

Page 6 Needs identification Clarify role of intelligence in this initial

impact assessment process.

Clarification required

7 Needs assessment Include nationally consistent

Registration and needs assessment

process

Currently does not specify this essential CDEM

process

7 Needs assessment Ensuring specific needs of children…. To be embedded across all functions

including logistics, operations and PIM.

Many functions cross the welfare space. Needs of all

people must be considered at centre of CIMS.

9 Option 3. The Strategic Welfare Adviser.. This needs to be integrated into training

prior to response across all functions.

Challenging during response to ensure this occurs

without being part of prior training, expectations

and protocols.


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Appendix B: Submission on CIMS 3rd Edition

CIMS 3’d Edition Draft v1.5: Feedback submission form

If your agency/organisation wish to provide feedback on the CIMS 3’d edition Draft v1.5, please fill in the form below and send it to: [email protected] by 17:00 Friday 05 July 2019. Your feedback will be processed and analysed for consideration by the CIMS Steering Group. Please ensure you fill in the ‘Reviewer details’ box below to indicate who the feedback is from. Reviewer details

Name Agency/Organisation email

Craig Campbell-Smart

Taranaki Civil Defence Emergency Management Group, comprising of the following Councils:

- Taranaki Regional Council

- New Plymouth District Council

- South Taranaki District Council

- Stratford District Council

[email protected]

General comments

Number Comment


104

mailto:[email protected]

mailto:[email protected]

1 Taranaki CDEM Group do not believe that the CIMS v3 working draft (section 2.6 Command, control and coordination) acknowledges the statutory role of CDEM Groups under the CDEM Act (2002), as the management function for all hazards all emergencies, and its role to provide coordination between functions, response levels and organisations (p. 11).

The role of the Group Controller is explicit in section 28 of the CDEM Act, Functions of Group Controllers, in that they “must, during a state of local emergency… direct and co-ordinate…”

The role of the Group Controller is confused with section 2.7 Unified Control, whereby two or more Controller from different organisations may be integrated into one Control function. Under the CDEM Act the Group Controller has a statutory mandate, under a state of local emergency, to direct and co-ordinate, and provide the coordination management function for the response. The non-declared role of a Group Controller in providing coordination support, also needs to be incorporated.

The statutory mandate needs to be acknowledged in CIMS v3, giving acknowledgement and awareness of the legislation for user agencies of CIMS.

2 Section 3, supporting protocols and systems (p. 17) outlines the broader context of CIMS response levels, and ultimately giving effect to the National Security System for National level response (3.1.5). This is further explained in Appendix D The National Security System.

The implication for lower response levels is however unclear. Clarification is needed that the National Security System is a governance level (not strategic level as indicated in paragraph 2, p. 84), for a National level response only.

Further consideration is required however for when this governance system is activated, and how interactions and any implications may arise for CDEM Groups.

3 Strategic Communications covered in Section 3.3.3 Governance support is acknowledged as a useful role. This section however sits outside of the CIMS command and control structure and there is significant linkage with PIM and the Controllers role to ‘manage up’ and engage with governance. This has potential to cause confusion and needs to be resolved. It is suggested that Strategic Communications linkage with the Controller needs to be clarified.

It is recommended that Strategic Communications is included within the CIMS structure (figure 7, page 30), as an advisor to the Controller.


105

4 Section 4, Lead Controller, has significant implications for CDEM Groups given the statutory appointments as Group or Local Controller (section 26 and 27, CDEM Act 2002). CDEM Controllers have non-emergency roles and business as usual responsibilities. The expectation of lead Controller to be “continuously available” is unrealistic, will place considerable pressure on appointees with HR and Safety implications, and associated issues of compensation, lieu and leave. Suggestions as to managing the “continuously available” requirement needs to be provided.

A process to determine Lead Controller must be consistent with the CDEM Act.

5 Taranaki CDEM Group acknowledge the important partnership with the Crown for whanau, hapu and/or iwi, and that these arrangements may be different for each event level and scale of response. This places importance on pre-event arrangements for all responding agencies using CIMS, with significant implications and resourcing expectations.

6 Taranaki CDEM Group like and endorsement the principles outlined on page 6, and re-classification of system features as ‘characteristics’.

7 Taranaki CDEM Group like section 3.2 incident classifications (page 21) and believe these will be useful to designate scale and forecast event trend.

8 Taranaki CDEM Group support section 3.3 Governance, placing the decision-making of emergency events within political and other oversight contexts.

9 Taranaki CDEM Group support the inclusion of the ‘Safety Manager’ role and supports its inclusion in the CIMS Incident Management Team.

To add another row: Right click in the last row, choose ‘insert’, then ‘insert row below’

Specific comments

pag

e

Secti

on

n

um

ber


6 2.2 Responsible to community needs

Communities actively participate in a response rather than wait passively for assistance

Clarify intent of statement. CIMS cannot dictate what communities do.


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pag

e

Secti

on

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ber


7 2 Management by Objectives

Response objectives bullet points

Add a Recovery specific bullet point:

“Manage the transition to Recovery”

Elevates the recovery activity and proactive management for the response, IMT and Controller, where recovery is required.

10 2 Doctrine 3rd Paragraph “Doctrine informs…”

Add further information on continuous quality improvement and Corrective Action Planning process.

Detail the process to record, set objectives and monitor achievement of improvements.

10 Engaging iwi/maori

As they are Treaty partners Remove “they are” Unnecessary text.

15 2 Incident management facilities

Whole section Include sub-headings for: - Coordination Centres - Incident Control Points

Assist document navigation

18 3.1.1 Community level response

Self-response initiatives are recognised, managed and coordinated

Remove “managed”, replace with “supported”.

Official response should not be managing community response. And inconsistent with terminology in section 2.2

20 3.1.7 Response level viewpoint

First sentence “In a response that involves…”

Re-write sentence. Sentence is confusing and doesn’t make sense.

32 4.3.1 Control when multiple response levels apply

Figure 8. Add National level to figure 8. Consistent with 3.1 response levels.

33 4.3.2 Lead Controller “Where legislative powers associated with the role of the Controller apply, these will be vested only in the Lead Controller, while other Controllers will act in support

Change “delegation of” to “authorisation of”.

Inconsistent with the CDEM Act (2002) (sec 28 (3)), where the Controller authorises performance of function or duty or exercise of power.


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of, or under delegation of, the Lead Controller”.

35 4.4 Safety Second paragraph: “The Safety function provides expert advice and oversight on issues relating to…”

Insert: “The Safety function provides management, expert advice and oversight on issues relating to…”

Reflects the management level of the IMT and expectation that this function proactively manages safety related responsibilities.

37 4.5.2 Sub-functions Figure 10 and section. Add GIS sub-function. GIS is a specialist function that need investment in BAU and contributes to all phases of Intelligence (collection, analysis and dissemination).

40 4.6.2 Long-term Planning

Second bullet point:

- Resource management plans

Change terminology. Resource management plans is a specific legislative term under the Resource Management Act.

The term used in CIMS needs to be deconflicted.

40 4.6.2 Contingency Planning

Contingency Planning section Reference that contingency plans are often developed during business as usual (such as hazard contingency plans)

Links the BAU contingency plan activity to response planning.

41 4.6.2 Transition [to recovery] Planning

Transition [to recovery] Planning

Remove [to recovery]. Clarity.

Transition planning includes demobilisation (section Appendix F) not just transition to recovery.

42 4.7.3 Deployed Staff Management

Title and first sentence. Change term to “field staff” and clarify paragraph.

Meaning is unclear.

Deconflict – deployed staff is also the term used for CDEM Group


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staff brought into another region to support the response.

43 4.7.3 Liaison Officer Coordination

Sentence. Change to:

“Liaison Officer Coordination support communication between the lead agency, support agency representatives (Liaison Officers) and sector coordinating entities (e.g. Primary Sector).

Reflect the full range of liaison sub-function.

52 4.10.2 Responsibilities Welfare is responsible for ensuring the welfare needs of affected people…

Needs clarification that welfare needs mean those arising from the current emergency or incident.

Response / Recovery not to include broad welfare needs that may be existing or occur outside of the geographic boundary of the event.

53 4.10.2 Responsibilities Planning, coordinating and integrating welfare activities with other CIMS functions and activities, including Logistics for the establishment…

Remove ‘including logistic’. Already covered under other CIMS functions.

53 4.10.3 Sub functions Change welfare delivery coordination to “Welfare service coordination”. Add additional sub function for: “Welfare Liaison and Support”, to liaise with Civil Defence Centres and other operational field activities to provide oversight and welfare coordination.

The two proposed sub functions changes better provides for the welfare linking role across CIMS functions, agencies and communities, and will achieve greater responsiveness to community needs and unity of effort.


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54 4.10.3 Needs Assessment

Needs assessment is the… Add more context and expected process to achieve needs assessment.

Task and responsibility unclear.

56 4.10.3 Welfare Delivery Coordination

These services include:…household goods and services

Remove “household goods and services”. Replace with “essential items” encompassing food, water, medication, sanitary items, warmth”.

Focus should be on essential needs not nice to have. Currently needs assessment split across household goods and essential items, which are not clear.

55 & 57

4.10.3 Figure 16 Welfare cycle & Figure 17 Examples of function interdependencies with Welfare

Placement within document More to Welfare appendix.

Consistent with Intelligence and Planning cycles.

57 Figure 17 Inputs to operations: resource requests Outputs from operations

Moved to Logistics Add liaising/communications with spontaneous volunteers

Correct placement with other functions.

58 4.11 Recovery (in Response)

Last sentence:

“This includes communities and individual that may be indirectly affected”.

Remove sentence. Including ‘indirectly affected’ is far too broad and unclear.


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76 6 Appendix B The Planning Process

Under ‘Planning fundamentals’, second paragraph: “The planning team must include appropriate representation from key stakeholders.”

Clarify that stakeholders will provide this resource from existing team as additional to their emergency role for a period of time to do this work.

Clarity needed about how this is implemented. This appears to be a significant change from the current structure and increase to the planning workload and participating stakeholders.



111

Appendix C: Submission on Recovery Preparedness and Management Director’s Guideline

Request for feedback from MCDEM staff

Your feedback on the revised document Recovery Preparedness and Management Director’s Guideline would be greatly appreciated. Please ensure you fill in the ‘Reviewer details’ box below to indicate who the feedback is from. Reviewer details

Name (individual or team) Craig Campbell-Smart & Matt Parkinson (Group Recovery Manager) – Taranaki CDEM Group

Your feedback will be processed and analysed, and the draft document will be amended accordingly. Please email completed forms to [email protected] by 17:00 Monday 17 June. General comments

Number Comment

1 Clarify the relationship between this DGL and the Strategic Planning for Recovery DGL 20/17. What overlaps/duplications are there? Are they consistent? How do they interlink?

2 Does this replace the original Recovery Management DGL 2/05?

3 It would be useful to have a flow diagram explaining the relationships between all the recovery DGL products.


112

4 What are the foundations / research evidence for the 4 environments? How does this link to the World Health Organisation definition of health and wellbeing: “a state of complete physical, mental and social wellbeing and not merely the absence of disease or infirmity”.

The National Disaster Resilience Strategy does a better job at contextualising these environments:

These environments also do not acknowledge broader cultural considerations (i.e. Te Whare Tapa Wha or Te Pae Mahutonga).

Where does the principles of the Treaty of Waitangi come in to the 4 environments?

5 Social Environment – needs to include elements of ‘social capital’ and the psychological impacts of ‘loss of belonging’ (trauma). These social relationship aspects are fundamental to social wellbeing, and are not well captured in current definitions (section 7.1). Refer to comment 4 above.

6 3.1 Community involvement in recovery section is a bit utopian in its intent.

Looks great, but there are significant resourcing constraints that will severely undermine the level of community engagement able to be committed to by local authorities. Councils are elected members of communities, with responsibilities under the Local Government Act (2002) to consult, and this is the process through which Council led recovery effects will take place within.

7 Too much framework detail in here. Keep the document more focussed for Recovery Managers (Part B and C).

Remove Part A into more strategic framework (i.e. National Plan).

8 There is to much reference to Australian research and examples. Surely there is enough learnings from the Canterbury recovery experience and associated research programmes to give context.

9 The document should start at section 8, Preparing for Recovery, which is the main intent of the DGL. Cuts out the framing content (which is covered in other documents) and focusses on the implementation aspects.


113

10 Need to further tease out the interplay between governance for Recovery. There is an important interplay between the CDEM and National Vs Local responsibility, and the processes Local Government is required to operate within via the Local Government Act (2002). It is unclear what Central Government intervention or influence can apply given this already defined legislated delegation of responsibility and process.

Perhaps a good starting point is referencing the CIMS v3 Governance content, but applying this more specifically to a local government context.


Specific comments

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1 1.1

Structure 1. Part A: About

Recovery,

which provides

the context of

recovery in New

Zealand,

including the

criticality of the

community,

legislative

framework and

roles and

responsibilities.

It outlines what

Recovery

Managers need

to know and

Explain the relationship to the Strategic Recovery DGL 20/17.

Strategic Planning for CDEM Groups, under the DGL, will contextualise the Part A context, particularly the ‘criticality of the community’, as it talks broadly to the hazardscape, community vision and values for recovery, and what recovery success looks like.


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consider before

an emergency.

5 1.2

Engagement

Engagement is a process where people come together to participate in decision making on an issue that affects them and their community.

Inset “participate in and influence decision making”

Reflects the broader nature of engagement, as this may not necessity include decision-making components.

7 1.2

Resilience Resilience means communities can anticipate and manage risk, and prepare for, respond to, and recover from emergencies in ways that enable them to successfully adapt and thrive in a changed environment.

The ability to anticipate and resist the effects of a disruptive event, minimise adverse impacts, respond effectively post-event, maintain or recover functionality, and adapt in a way that allows for learning and thriving.

Use the definition of resilience within the National Disaster Resilience Strategy.

7 1.3

About CDEM

Consultation note. Move section to an appendix, or remove.

Good summary, but Recovery Managers should have familiarity. Also this information sits in respective Group Plans.

16 2.1

Community in the core

Every recovery vision, outcome, relationship and activity should have the health, safety, security and well-being

Every recovery vision, outcome, relationship and activity should have the health and wellbeing, safety and security of the community at the core of its purpose.

Clumps ‘health & wellbeing’ together, as well as ‘safety & security’, as commonly understood terms in local government.


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of the community at the core of its purpose.

17 2.1

Figure 4 Figure 4: The foundations that interact and connect to support a community function and thrive

Replace diagram. The diagram does not help explain the interactions between each of the recovery environments. Work is needed to explain the interdependencies and cascading impacts of environment failure.

See the UN Global Assessment Report on Disaster Risk Reduction (GAR) for excellent examples.

https://gar.unisdr.org/sites/default/files/gar19distilled.pdf

17 2.1

Māori and recovery

Whole section. This content needs its own sub-section or section.

Does not acknowledge the depth of knowledge and frameworks that exist within this area of practice. This is potentially a parallel model for recovery practice specifically for engaging in Te Ao Maori, and acknowledging agency of Maori in a recovery sense.

Refer to Ministry of Health re Te Whare Tapa Wha or Te Pae Mahutonga.

31 2.2

More information

More information about the impact of recovery on local authorities and critical success factors in recovery is available

Add this guidance to your website. I searched for this and it wasn’t there.


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in the Learning from Regional Recovery Events A Practical Guide for Territorial Authorities and Local Recovery Managers on the MCDEM website www.civildefence.govt.nz.

23 2.3

Recovery Environments and their application

Whole section Refer to general comments 4 & 5 above.

26 3.1

Engaging with communities

Whole section Add the diagram into the document from International Association for Public Participation’s Public Participation Spectrum.

This is a practical tool to help define what options exist along the spectrum.

29 4 Legislative Provision

Whole section Remove and refer to existing sources. This information already exists in other documents (i.e. Strategic Recovery DGL and CDEM Act) so refer to these.

31 5 Recovery Framework

Whole section Remove and refer to existing sources. This information already exists in other documents (i.e. CDEM Act), or should be more fully explained in the National Plan, so add this information there.

28-39

5.5

Recovery sector groups

Whole section More context is needed on how to effectively structure a recovery team. CIMS is the basis for response and has excellent breakdowns of functions and

Builds consistency of structure and expectations of service provision for recovery across Councils.

Needs more operational detail.


117

http://www.civildefence.govt.nz/

http://www.civildefence.govt.nz/

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responsibilities, it is consistently applied across agencies and well understood.

A recovery equivalent of CIMS is required, or how CIMS could be applied in a recovery context.

40 5.5

Recovery sector group formation

Consultation question. Whole section.

This is unrealistic. It is difficult to engage with statutory partners with legislated responsibilities under the CDEM Act, let alone ‘recovery sector groups’ that have no drive to engage during BAU.

Term ‘Recovery Actors’ is recommended as a term. This aligns with the United Nations terminology used in UN-CMCoord.

Resource requirements to establish and maintain recovery sector groups is unrealistic.

Replicating this at a local and Group level present too much duplication.

Alignment of term to UN.

40-41

5.5.1

Recovery sector group

Consultation question. Whole section.

Figure 7.

As per 5.5 above.

Figure 7.

Suggest CDEM Groups use existing advisory groups to hold recovery specific conversations, rather than create new groups.

As above.

This proposed structure replicates many existing Advisory Groups to CEG, and is ridiculous in terms of proposed recovery readiness proposed. How many meetings do you want people to attend!?

Social Environment SG = same people as WCG.

Economic Environment SG = no equivalent, although MSD attends WCG.

National Environment SG = similar to Primary Sector AG.

Built Environment SG = same people and Lifelines AG.


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Rural Environment SG = same as Primary Sector AG.

44 5.5.4

Continuity of structures between response and recovery

Structures established in readiness and response may be continued (where appropriate) in recovery.

Whole section.

A recovery equivalent of CIMS is required, or how CIMS could be applied in a recovery context.

Builds consistency of structure and expectations of service provision for recovery across Councils.

Needs more operational detail.

46 6 Roles, responsibilities and functions

Whole section. Remove and refer to existing sources. This information already exists in other documents (i.e. CDEM Act), or should be more fully explained in the National Plan, so add this information there.

65 7 Recovery Environments

Whole section. Refer to general comments 4 & 5 above. The recovery environment just do not explain the interrelated elements that make up communities. Much more could be done to explain cascading effects, and interdependencies.

See the UN Global Assessment Report on Disaster Risk Reduction (GAR) for excellent examples:


72 7.2

Rural Infrastructure

Rural infrastructure

supports the daily lives

and businesses in rural

communities. It can

Change terminology to ‘Primary Industries’.

Better reflects the integrated nature of productive land sector with the name change.


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include water

infrastructure, farm

buildings, productive

land, factory and

storage infrastructure,

fencing, tracks,

housing for seasonal

staff, pasture and

crops, machinery and

horticulture, tourism,

and aquaculture

structures.

77 7.3

Business and enterprise

Shocks and stressors, including emergencies, can have an effect on the presence or operation of industries or sectors in local communities and regions. Primary industries are particularly vulnerable to hazards such as high winds, flooding, wildfire, biohazards, snow, and drought. All industries and sectors

Introduce content on farm animals as a critical component of supply chain given risks of de-stocking or disruption to breed stock.

Acknowledges the supply chain interdependencies with critical breed stock (i.e. poultry, sheep and lamb, beef and Dairy, bees, goats).


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rely on transport, power, water, and communications networks, which may be disrupted by emergencies.

77 7.3

Business and Enterprise

Businesses – particularly small businesses – can be vulnerable after an emergency. This in turn can affect the local or regional economy.

Businesses – including particularly small businesses – can be vulnerable after an emergency. This in turn can affect the local, regional or national economy.

Supply chain disruption can be concentrated in specific areas on the country, or be highly interconnected, and therefore national impacts can be experienced. I.e. Microplasma bovis, Aviagen breed stock for Chickens (80% of national poultry meat supply in one location).

78 7.3


This will mean:

Prioritising

local business

interests across

recovery

activities;

This will mean:

Prioritising local business interests

across recovery activities;

Recovery activities may be concerned with regional and national level priorities, not just local interests.

78 7.3


Indirect costs that can also affect them include:

Costs

associated with

Add the following indirect costs:

Skills vacuums

Potential insurance premium increases

Migration of employees

Captures other likely indirect costs for business and enterprise.


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the loss of

production in

manufacturing,

agriculture and

service sectors

Impact on

income/trade/s

ales/value

added

Increased costs

e.g. freight,

input costs

Loss of supply

chain networks

Increase

work/demand

e.g.

construction

sector

Providing an

opportunity to

review a

struggling

business, e.g. is

it still viable.


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Virtual business

interruption

Associated

costs of traffic

delays and

extra transport

operating costs

Loss of

computer-

controlled

systems and

data

Loss of lifeline

utilities

79 7.4

Natural Environment

Recovery activities themselves can impact the natural environment, for example, burning wood debris following a large flood releases particulates into the air. These need to be taken into account alongside other priorities when

Natural Environment considerations will need to give effect to environment legislation (i.e. RMA), and may include consideration of emergency works.

Reflects existing legislative mechanisms for managing natural environment impacts.


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considering recovery options. Rebuilding during a recovery will invariably have an impact on the natural environment. The need to fast-track the regeneration of the built environment should be balanced with allowing time to properly assess environmental impacts.

81 7 Natural environment consequences

To describe consequences in the natural environment following an emergency it is helpful to break the natural environment down into four elements:

air,

water,

land and soil,

and

To describe consequences in the natural environment following an emergency it is helpful to break the natural environment down into four elements:

air,

water,

land and soil, and

plants and animals.

Fauna and flora

NZ context specific description.


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plants and

animals.

84 7.5

Other Environments

The four recovery environments of social, built, economic and natural incorporate all aspects of a community, ensuring they are considered when identifying consequences of an emergency. Depending on the desires of the community however, additional environments might be adopted to highlight or focus on particular aspects of the community, and ensure consequences in these areas are not overlooked. Examples of these environments include cultural and rural.

Re-write section Give effect to these additional environments in and of themselves. See general comments 4 & 5.


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87 8.1

Why do we need to prepare for recovery?

All emergencies result

in a need to recover,

with the scale and

nature of recovery

varying for each

emergency.

Irrespective of this, the

community will need

support to adapt to any

changes to their pre-

emergency lives.

Because of the

profound, life-changing

and long-lasting

consequences

emergencies can have

for individuals and

communities, recovery

can be a long and

complex process

involving many

individuals, agencies,

organisations and

groups.

All Emergencies may result in a need to recover, with the scale and nature of recovery varying for each emergency. Irrespective of this, the community will may need support to adapt to any changes to their pre-emergency lives. Because of the profound, life-changing and long-lasting consequences emergencies can have for individuals and communities, recovery can be a long and complex process involving many individuals, agencies, organisations and groups.

Not all emergencies trigger the need for a recovery process.

87 8.1

Why do we

need to

Preparing for recovery:

Bullet point list

Highlight this list as key recovery management principles. Excellent summation of requirements for

recovery. This is actually the core intent of


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prepare for

recovery?

the DGL, and focussing on this will help focus attention for the reader.

87 8.1

Understandi

ng the

communitie

s’ values and

priorities for

recovery

Knowing and

understanding what

drives the communities

that may be affected by

emergencies is

essential and a crucial

part of preparing for

recovery. Engagement

with the community

prior to emergencies

can inform decisions

and choices over the

priority of essential

community assets such

as sports clubs,

schools, religious or

historic landmarks. It

can help communities

prepare for the on-

going stressors that

people and

communities inevitably

face during recovery,

including the stress of

adjusting to changes or

Knowing and understanding what drives the communities that may be affected by emergencies is essential and a crucial part of preparing for recovery. Engagement with the community prior to emergencies can inform decisions and choices over the priority of essential community assets and services, such as sports clubs, schools, religious or historic landmarks. It can help communities prepare for the on-going stressors that people and communities inevitably face during recovery, including the stress of adjusting to changes or impacts to their normal life, and the resultant impacts on the normal business of local authorities.

Reflects the broader community values and priorities, and the range of services local Councils provide and plan for.


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impacts to their normal

life, and the resultant

impacts on the normal

business of local

authorities.

89 8.2

Strategic

Planning for

Recovery

Preparing

for

operational

recovery

manageme

nt

Linking

recovery to

risk

reduction

No change – acknowledging good summary section.

91 8.2

Considerati

ons

In addition to building the recovery foundations during strategic planning for recovery, CDEM Groups and each member need to plan

In addition to building the recovery foundations during strategic planning for recovery, CDEM Groups and each member (in particular Local Authorities, Regional Councils, and CDEM Group Offices) need to plan for how recovery will be managed and supported at an operational level. This

Parts in red give more relevance to members who are primarily responsible.

Bullet point list is a repeat of items on ‘Preparing for operational recovery management’ (p89). These need to be


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for how recovery will be managed and supported at an operational level. This pre-emergency operational recovery planning needs to consider:

Recovery

governance

Relationship

building and

management

Coordination

arrangements

Professional

development

and training

Information

management

Financial

arrangements

pre-emergency operational recovery planning needs to consider: Expand on these listed bullet points.

flesh out, with examples of what good recovery management planning includes.

This sections needs paint the picture of good and great recovery management preparation.


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Monitoring,

reporting and

review

The processes

for starting

recovery, and

moving from

response to

recovery (refer

to Error!

Reference

source not

found. for more

information).

91 8.2

Other key

arrangemen

ts

These arrangements include:

Streamlining

processes to be

used in

recovery. For

example, it will

not be

acceptable to

take two

months to time

These arrangements include:

Streamlining processes to be used

in recovery. For example, it will not

be acceptable to take two months to

time recruit staff into a Recovery

Office by using a business-as-usual

recruitment process, therefore,

arrangements need to be in place to

speed up this process; Processes

that determines the structure and

efficient recruitment of a Recovery

These arrangements should be specified in advance, such as through a Recovery concept of operations.

This is a more useful and proactive description of good recovery preparation.


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recruit staff into

a Recovery

Office by using

a business-as-

usual

recruitment

process,

therefore,

arrangements

need to be in

place to speed

up this process;

Office (Recovery Concept of

Operations).

91 8.2

Other key

arrangemen

ts

Emergency

Business

transaction

arrangements

with

contractors

such as with the

waste

management

industry,

demolition

contractors or

Remove bullet point. This is too specific and relates more to the business continuity and preferred supplier arrangements for Councils.


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security firms.

This may

involve

preparing

memorandums

of

understanding

or pre-

preparing

contracts;

92 8.2

Scenario-

based

planning

Scenario-based planning is a tool that can be used to assist pre-emergency operational planning. It can be used to better understand the potential consequences from different hazards and risks in the area so that local authorities and CDEM Groups can ensure they are prepared to deal with the consequences. The use of scenarios can help to identify area

Add following paraph at the end: Existing hazard contingency plans could for example include a specific recovery section, outlining what forecast recovery impacts per hazard may be. This can provide an indication of the scale and recovery consequences required to be managed post event.

Adds more context to how scenario-based planning can be used for Recovery operational planning.


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where additional planning is needed or arrangements and processes need to be established. It can also be beneficial in building recovery awareness and capability.

93 8.2

Good governance is1:

participatory;

equitable and

inclusive;

transparent;

responsive; and

effective and

efficient.

Change the source for good governance: http://www.localcouncils.govt.nz/lgip.nsf/wpg_url/About-Local-Government-Local-Government-In-New-Zealand-How-councils-should-make-decisions

Decision making for CDEM Group and Local Councils (Territorial Authorities and Regional Councils) occurs under the Local Government Act (2002). There is national good governance principles and guidance that is more appropriate for the New Zealand context.

94 8.2

Who is

responsible

for

governance

?

Other individuals, agencies or groups may need to inform the strategic governance group. For example:

Other individuals, agencies or groups may need to inform the strategic governance group. For example:

Key community leaders;

Acknowledging good summary section.

However include Iwi as recovery governance.

1 United Nations Economic and Social Commission for Asia and the Pacific. 2009. What is Good Governance?

https://www.unescap.org/sites/default/files/good-governance.pdf


133

http://www.localcouncils.govt.nz/lgip.nsf/wpg_url/About-Local-Government-Local-Government-In-New-Zealand-How-councils-should-make-decisions




https://www.unescap.org/sites/default/files/good-governance.pdf

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Key community

leaders;

Agency

representatives,

for example the

New Zealand

Transport

Agency, if there

is considerable

damage to a

state highway;

and

Subject matter

experts for local

knowledge,

service delivery

or advice.

Agency representatives, for

example the New Zealand

Transport Agency, if there is

considerable damage to a state

highway; and

Subject matter experts for local

knowledge, service delivery or

advice.

Iwi representatives.

95 8.4

Governance

responsibilit

ies

A governance group are able to remove barriers impeding recovery, push decisions through, provide visible and strong leadership and ensure all decisions

A governance group are able to remove barriers impeding recovery, push decisions through, provide visible and strong leadership and ensure all decisions contribute to the achievement of recovery objectives.

Remove statement as this is inconsistent with good governance and mandated local government decision making processes under LGA 2002.


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contribute to the achievement of recovery objectives.

95 8.4

Operational

recovery

manageme

nt

Operational management focuses on coordinating the delivery of recovery activities and the associated decisions and actions. Management implements decisions of the strategic governance group by coordinating, managing and directing activities.

And bullet

points…

Describe this more please. This is a repeat of previous bullet points and guidance, but is not expanded upon. More description needed please.

99 8.6

Coordinatio

n

Arrangeme

nts

Figure 9 Remove Recovery Environments from figure. Don’t consider that the recovery

environments add a useful way to structure or organise projects. Project clusters deliver this without the added complexity.

102 8.7.3

Controllers,

recovery

environmen

Controllers, recovery environment sector group chairs and recovery team/office

Controllers, recovery environment sector group chairs and recovery team/office personnel should develop an

As per comments above (8.6) suggest removing section/wording stating “recovery environment group” and leave in “group


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t sector

group

chairs and

recovery

team/office

personnel should develop an understanding of recovery management via an induction or targeted training.

understanding of recovery management via an induction or targeted training.

chairs” this allows for regional flexibility whereby existing CDEM groups may be utilised for specific recovery forums/guidance.

111 Part C

Bullet point

“Health Integration”

Health Integration: health considerations and implications are included in recovery decision making.

Health Integration: health and well-being considerations and implications are included in recovery decision making.

As per previous comments expand on use of term health to incorporate well-being also.

112 9.1

Leading in

Recovery

Manageme

nt

Whole section Combine leadership requirements and challenges WITH recovery training and role delivery expectations section in Section 8 (as these are intertwined)

Similarities to Section 8.7.1 consider reviewing the capability sections to align these to avoid duplication and aid readability.

123 10.2

Recovery

Action Plan

Whole section Similarly to information relating the guidance for “transition to recovery notices and period” it would be beneficial to see more information and explanation surrounding requirements and content for ‘recovery action planning’.

There appears to be limited information and training currently aided towards developing recovery action plans. More specific guidance to recovery managers could be developed with this DGL to support such requirements within the sector as it is considered that there is little national consistency in the content and efficacy of such plans.

124 10.3

Local

Transition

Period

Consultation Question – response

Agree with MCDEM’s approach in terms of leaving out specific detailed content from the factsheets guides (refer /link to these)


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and keep this section as ‘high level guidance only’.

162 11.11

Communica

ting with the

public

Communication principles

80 Adapted from Public Information Management Director’s Guideline for Civil Defence Emergency Management Groups [DGL14/13] 81 Adapted from ‘Learning from regional recovery events’ report (November, 2015), p. 17.

Other international literature which is well founded and utilised by groups such as the CDC is “Risk communication” – refer to http://psandman.com/ “risk = Hazard + Outrage”. Communication to the community is straight forward where information and efforts are well received, but need to ensure there are approaches that support PIMs and Recovery Managers to apply concepts for communication when outrage is high (expectations of communities not being met).

165 11.11

Communica

tion tools

Communication tools should be used to help all members of a community understand key messages. Examples include: ● Visual tools such as diagrams, maps, plans on a page, picture and photos and videos ● Experiential and interactive tools

Include term “social media” as a bullet point Social media is a term that resonates

better within this section (as is broadly used by main stream media and general public).


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● On-site visits to impacts area ● Electronic and paper surveys ● Supporting resources such as brochures ● Translated information ● Using sign language

168 11.12.2

Essential

infrastructur

e recovery

repairs

Eligibility criteria for essential infrastructure repairs is outlined in the Guide to the National CDEM Plan. The message remains clear that local authorities should adequately protect itself through asset and risk management prior to an event. Expenses for infrastructure repairs can be claimed through the expense claim process.

Add information (processes) relating to “infrastructure” which may be private in nature (outside of the control of local authorities) i.e. gas and oil supply which can be seen as national supply chain infrastructure. Funding may be required beyond that of the local TA but loss of lifeline utility may still have recovery effects on local communities and individuals.

This may be particular to certain regions but may support discussions such as NZTA requirements, Tranzrail etc.



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Documents

Taranaki Civil Defence Emergency Management Group agenda ...€¦ · Taranaki Civil Defence Emergency Management Group Joint Committee Meeting Tuesday 18 June 2019 d) approves that