WORKING TOGETHER TO BUILD A Resilient Auckland He tapui tangata hei ahuru mowai mo Tamaki Makaurau

Auckland Civil Defence and Emergency Management Group Plan 2016 - 2021 WORKING TOGETHER TO BUILD A Resilient Auckland He tapui tangata hei ahuru mowai mo Tamaki Makaurau

Auckland Civil Defence and Emergency Management Group Plan 2016 - 2021 Mihi Executive summary Tuia te rangi e tū nei Bind the tapestry of life from above Working together to build a resilient Auckland is unique challenges and changing landscape, the Tuia te papa e takoto ake Bind the tapestry of life from below the vision for the Auckland Civil Defence and Auckland CDEM Group recognises the need for Tuia hoki rātou te iwi nui tonu kua ngaro ki Bind the myriads lost unto the darkness of night Emergency Management (CDEM) Group Plan an additional goal of Resilience. This has led to te pō uriuri Let us mourn them 2016-2021 (the Group Plan). The Group Plan the development of the Auckland-specific goal He kura i tangihia Our sorrows we lament for them presents the vision and goals of the Auckland to build a resilient Auckland to support the vision He maimai aroha So they shall not be forgotten. CDEM Group for this period, how Auckland of Auckland as the world’s most liveable city. E kore rawa koutou e ngaro i te mahara. will achieve this vision, and a framework for The five goals outlined in the Group Plan specify Let us, the living be acknowledged measuring progress. It is designed to be the 13 objectives and additional action points in E ngā kanohi ora o rātou mā To the people of the land, all who reside in this five-year strategic plan for the Auckland CDEM order to guide the development of a resilient E ngā mana whenua place of plenty, Auckland Group, key partners and stakeholders involved Auckland. E ngā iwi e noho nei i raro i te maru This warmth greets you. in CDEM functions, as well as the general public o te pai me te whai rawa o Tāmaki This warmth yearns for you. The Group Plan includes a ‘Framework for within the Auckland region. The Group Plan is Nei te ngākau ka mihi Greetings to all. Action’. This framework summarises the actions designed to ensure communities are prepared Nei te ngākau ka tangi Auckland must take to become a resilient region. when a disaster strikes. tēnā tātou katoa. A monitoring and evaluation framework will The Group Plan provides strategic guidance be established to monitor the capability and towards building a resilient Auckland. It performance of the CDEM Group, key partners describes the factors which make the Auckland and stakeholders and to ensure we are working Mayoral Foreword region unique and super diverse, specifically the productively with communities, businesses, It has been six years since the birth of the new what can be achieved in Auckland through people, economy, infrastructure, environment agencies and organisations in order to achieve Auckland. The change in the city has been collaboration. This plan helps demonstrate that and hazards. By building resilience, we will create our goal of resilience. a safe and liveable region for all Aucklanders. nothing short of remarkable. Auckland is the planning for and managing risk is a collective It is important to ensure our communities largest, fastest growing and most diverse part of responsibility. Everyone from individuals The Group Plan introduces the Auckland CDEM understand Auckland’s disaster risk, and how the country. Half of New Zealand’s population and families, communities, businesses and Group and has been developed to align with to prepare for, respond to, and recover from growth is here. Last year our population grew government, both central and local, must work the Ministry of Civil Defence & Emergency emergencies. This will be achieved through the by nearly three per cent and there are now together to help build a resilient Auckland. Management (MCDEM) vision of creating ‘a participation of individuals and families at the 1.57 million of us. We are the country’s engine I am confident that our joint work in resilient New Zealand’. Aligning the Group Plan heart of our communities, right through to local room and there’s much more growth to come. this area will help propel Auckland with national direction will ensure the CDEM businesses, large organisations and all levels of Auckland is projected to add another one to the forefront of the world’s Group and the people of Auckland are working government. To achieve this shared vision of million people in the next 30 years. Auckland is most resilient cities. towards a common national goal. resilience for our region, everyone must take a desirable place to live and becoming more so. responsibility and work together. To build a resilient Auckland, the Group Plan has But we cannot be complacent; the region faces set five key goals. The 4Rs Framework set in the some significant challenges. National CDEM Strategy, Reduction, Readiness, The vision of this Civil Defence and Emergency Response and Recovery, provides a foundation Management Group Plan is an apt one: working for these goals. However, to reflect Auckland’s together to build a resilient Auckland. Working Len Brown together is what we are good at. We have shown Mayor of Auckland Contents

Introduction...... 8 Part C ...... 108 Auckland CDEM Group vision...... 16 Building resilience...... 108 Key facts...... 18 Our community resilience principles...... 108 Part A ...... 20 Be prepared, build resilience...... 112 Auckland’s resilience journey to 2021...... 21 Part D ...... 146 Auckland’s region...... 24 Framework for Action...... 147 Auckland’s people...... 26 Reduction...... 148 Auckland’s infrastructure...... 34 Readiness...... 154 Auckland’s economy...... 40 Response...... 158 Auckland’s environment...... 42 Recovery...... 164 Auckland’s hazards...... 48 Resilience...... 168 Part B ...... 76 Part E ...... 170 Strategic direction...... 77 Appendices...... 171 Auckland’s goals...... 78 Reduction...... 80 Readiness...... 82 Response...... 84 Recovery...... 86 Resilience...... 88 Management and governance...... 90 Declaration...... 96 Financial arrangements...... 102 Measuring our progress...... 104 Development and consultation The Auckland CDEM Group 8 Working together to build a resilient Auckland is the vision for the Civil Defence and Emergency Following notified proposal to commence The Auckland CDEM Group is made up of a Management (CDEM) Group Plan (the Group group planning under the CDEM Act 2002, the number of organisations and agencies that Introduction Auckland CDEM Group Plan 2016-2021 was include local government, emergency services, Plan) for Auckland. The Group Plan meets the statutory requirements of the CDEM Act 20021 developed from the review of the current Group lifelines utilities and welfare agencies who are all to provide strategic guidance for CDEM in the Plan 2011 – 2016, with support from MCDEM. responsible for working in partnership, to lead Auckland region from 2016 to 20212. An extensive informal engagement phase and implement the Group Plan across the 4Rs occurred over a nine month period. Framework: Reduction, Readiness, Response The Group Plan is designed to be used by the and Recovery as well as the Auckland-specific This involved working with: following audiences: goal of Resilience. Auckland Council fulfils all the 3 • the CDEM Group, key partners and • elected representatives (governing body administrative functions and duties of the CDEM stakeholders involved in CDEM functions and local boards) and advisory panels Group. During an emergency the CDEM Group in Auckland (emergency services, local • key partners and stakeholders, including will work together to coordinate response and government, central government, non- MCDEM recovery activities. government organisations) • the wider community through existing The principles underlying the role of the • the general public, including the groups and networks. CDEM Group are to: business sector. The draft Group Plan underwent formal 1. promote the sustainable management statutory public consultation between February of hazards 2016 and April 2016, and a technical review 2. empower communities to achieve was undertaken by MCDEM. The statutory acceptable levels of risk consultation and technical review feedback was 3. provide for planning and preparation for incorporated into a final revised draft Group response to, and recovery from, emergencies Plan. This underwent ministerial review. The Group Plan was then approved and adopted by 4. coordinate programmes and activities, and Auckland’s CDEM Group committee to produce encourage cooperation and joint action an operative Group Plan. among agencies across the 4Rs framework and Resilience The Group Plan will be reviewed by or prior to 2021, in accordance with section 56 of the CDEM Act 2002, no later than five years from its commencement date. 5. provide the basis for the integration of local Feedback on the Group Plan was obtained with national CDEM policies, processes through interviews, workshops, symposiums, and operations. network meetings and public events.

Mangere Mountain 9 10

Purpose of this plan The Group Plan outlines our vision and goals, • Legislation, the National CDEM Strategy how we will achieve them and how we will and Guide to the National CDEM Plan, measure our performance. guidelines, codes and technical standards issued under the CDEM Act. The Group Plan is a strategic document, supported by a range of processes, procedures, This Group Plan has also been developed with policies and documents which provide more regard to the following matters (required by detailed information. The plan is developed section 49 (2) of the CDEM Act 2002): from a range of documents, including but not • the responsibility of people and limited to: communities to provide for their own • Auckland CDEM Group Plan (2011 – 2016) – well-being and the well-being of future second generation Group Plan for Auckland generations based on the first generation Group Plan • the benefits to be derived for people and (completed in 2005) communities from the management of • Transforming our world: The 2030 agenda hazards and risks for sustainable development - the United • New Zealand’s international obligations. Nations sustainable development strategy All documents referenced in the Group Plan • Sendai Framework for Disaster Risk are periodically reviewed by the CDEM Group Reduction 2015 – 2030: an international and key partners and stakeholders noted in treaty on disaster risk reduction this document. • The Auckland Plan: a strategy to create Auckland as the world’s most liveable city

Great Barrier Island 11 Introduction This section gives a brief overview of the document and a description of the CDEM Group, the relationship with MCDEM and the vision for the Group Plan. 12 Part A Auckland’s resilience journey to 2021 Structure of This section provides an insight into Auckland’s resilience journey to 2021 and how the vision of working together to build a resilient Auckland will be achieved. This section discusses Auckland’s diverse social, economic, the document built and natural landscape. A hazards analysis and risk assessment is presented to illustrate Auckland’s hazards and risks. Part B The Group Plan is divided into four different Strategic direction sections. The flow of the document helps readers This section illustrates Auckland’s roadmap to achieving the goal of understand what makes Auckland unique and building resilience. This has an overview of national and international how Auckland is going to achieve the goal of strategic alignments. The following is the strategic framework which building resilience across the region. outlines Auckland’s vision, goals and objectives to build a resilient Auckland. Auckland’s management and governance, financial arrangements and monitoring and evaluation frameworks are outlined in this section to provide readers a practical overview of how the CDEM Group, key partners and stakeholders work together towards the strategic direction. Part C Building resilience This section begins with the community resilience principles of the CDEM Group. Following this, the CDEM Group has developed 13 objectives to achieve the vision of working together to build a resilient Auckland. For each objective, the CDEM Group has identified actions which aim to work towards this vision. This symbol refers to an Action Point from the Framework for Action. Part D Framework for Action All of the Group Plan objectives have actions associated with them. Because these objectives require many actions, there are actions that have not been elaborated in the previous section (Part C). The Framework for Action outlines all of the actions the CDEM Group will take towards achieving our objectives stated in the Group Plan. This gives readers a full overview of every action and their associated relevancy to the 4Rs while providing a proposed timeline. Mount Victoria, Devonport 13 14

Relationship with MCDEM for the CDEM Group to provide personnel and Relationship to National CDEM equipment to augment the alternate National The CDEM Group has a relationship with Strategy and National CDEM Plan Crisis Management Centre (NCMC) operations MCDEM to fulfil national and regional objectives Auckland’s Group Plan links upwards to the in Auckland, as directed by the NCMC. within the Auckland region. The MCDEM National CDEM Plan and Guide to the National Development Unit is responsible for assisting Collaboration with MCDEM CDEM Plan, and the National CDEM Strategy the Auckland region and its partner agencies It is important for the CDEM Group to ensure Auckland’s operational arrangements to deliver their statutory responsibilities in to collaborate with MCDEM to enable support national planning arrangements. The all aspects of CDEM to their communities. collaboration on the national CDEM vision and Group Plan takes into account other guidelines, The Development Unit is also responsible for to pursue common goals. codes, regulations and technical standards assisting CDEM Groups to implement national issued by the Director of MCDEM. Further guidance and plans in the region, and monitoring MCDEM Emergency Management Advisors: information on the relationship between the and reporting on CDEM Group performance • maintain a close working relationship National CDEM Strategy and National CDEM and development. This includes implementing between MCDEM and the CDEM Group, key Plan and Guide and the Group Plan can be found the CDEM evaluation process and assisting the partners and stakeholders in Figure 1. Auckland CDEM Group to enhance capability • implement MCDEM’s work programme in through training. relation to the CDEM Group National arrangements rely on CDEM Groups • respond during emergencies to support the to support during a large-scale emergency. For CDEM Group, the National Controller and example the Wellington Earthquake National National Recovery Manager. Initial Response Plan outlines the requirements

Narrow Neck Beach 15 Figure 1: Auckland’s link to the National Civil Defence and Emergency Management Strategy

16 Auckland’s CDEM Reducing risks Increasing community Enhancing New Zealand’s Enhancing New Zealand’s from hazards awareness, understanding capability to capability to recover Group vision to New Zealand. preparedness and manage emergency. from emergency. participation in NATIONAL CDEM NATIONAL Auckland’s vision Auckland goals GOALS STRATEGY emergency management. Working together to build a resilient Auckland Reduction: Reducing risks

from hazards to Auckland. To achieve this vision, we must have clear and achievable goals that are consistent Readiness: Increasing community Reducing risks Increasing community Enhancing Auckland’s Enhancing Auckland’s with the National CDEM Strategy’s vision awareness, understanding from hazards awareness, understanding capability to capability to recover of a ‘resilient New Zealand’. preparedness and participation in to Auckland. preparedness and manage disasters. from disasters. AUCKLAND’S CDEM GOALS participation in emergency management. emergency management.

Response: Enhancing Auckland’s capability to manage disasters.

Recovery: Enhancing Auckland’s capability to recover from disasters. We will: We will: We will: We will:

Resilience: • Strengthen our • Use knowledge to • Manage disasters • Establish Auckland’s Auckland-specific goal partnerships. deliver education. through community Recovery Framework. • Participate in co- • Encourage and action or multi-agency • Champion build back operational planning. Building a resilient Auckland to created research. promote volunteering. better approach.

OBJECTIVES • Develop capability support the vision of Auckland as AUCKLAND’S • Build a safe city • Build resilience in through sustainable our communities, and capacity. 'the world's most liveable city'. approaches. businesses and • Lead the way in organisations. innovative information and communication technologies.

We will: Build a resilient Auckland to support the • Provide strong leadership and vision as ‘the world’s most livable city’ governance frameworks and direction. • Create the world’s most liveable city.

17 18 Key facts

Auckland has 820 new 39.1 per cent of people in 33 per cent of In 2013, 40.7 per cent of We are younger than the Currently, 50 identifiable residents each week. the Auckland region were Aucklanders are Aucklanders were non- rest of New Zealand with small volcanoes are within born overseas, compared from other parts of European, compared to a median age of 35.1, the Auckland region. with 25.2 per cent for New Zealand. the rest of New Zealand compared to 38 for the New Zealand as a whole. at 33 per cent. rest of New Zealand.

There are eight new Auckland contributes 92.4 per cent of Auckland’s population In 2015, Auckland had Auckland makes up 33.4 classrooms and teachers approximately 38 per residential dwellings was 1.57 million in a regional growth of per cent of New Zealand’s every week. cent of the national gross are in urban areas. 2015 and is expected to 2.9 per cent compared population. One in every domestic product (GDP). reach around 2.1 million to a national growth of three New Zealanders by 2038. 1.9 per cent. lives in Auckland.

There’s one new street Those under 25 make up Auckland covers Auckland has 3100km Auckland boasts 200 Of the total 3,202,860 created every two days. almost 40 per cent of 16,141km² of land of coastline. distinct cultures making visitor arrivals to New Auckland’s population. and sea. it one of the most diverse Zealand for the year cities in the world. ended February 2016, 2,266,816 arrived through Auckland Airport.

340 new houses Auckland has a land area 90 per cent of Auckland’s In 2013, 65.4 per cent Over 40 per cent of 80 per cent of new are built every week. make up of approximately people live in urban areas. of people who travelled small to medium- businesses that suffer 70 per cent rural and to work in the Auckland sized businesses have from a negative event 30 per cent urban. region were driving a experienced a crisis in the or a crisis close within private vehicle. past five years. two years.

19 Part A Part 20 Part Auckland’s resilience A journey to 2021 Living with risk is a part of everyday life. Auckland is the competitive need for resources Disasters have no socioeconomic or and the community’s sensitivity to fund these geographical limitations, they can affect us resources. all at any time. To achieve the vision of working A recent survey5 within the Auckland region together to build a resilient Auckland, everyone provided the following information on individual must collaborate to understand Auckland’s readiness: disaster risk, and be prepared to respond to, and recover from current and future disasters. • 64 per cent of those surveyed have a good Super diversity is one of Auckland’s strengths. understanding of what being prepared To harness this strength, we must coordinate means for an emergency situation and leverage community engagement • 68 per cent of those surveyed have a good and development. understanding of the types of disasters that Resilience means adapting to demands, could occur in Auckland and the chances of challenges and changes. It also means flourishing them occurring. in times of adversity. Auckland’s challenge is to While these are positive figures, there is ensure the region will, indeed, survive and thrive, still room for improvement through work even after a disaster, to help achieve the vision programme development from the Framework of becoming the 'world’s most liveable city'4. for Action, inclusive of a significant revamp Building resilience is about everyone taking of Auckland’s public awareness and public responsibility. This means individuals and education programmes. families at the heart of our communities, right through to local businesses, large organisations and all levels of government. The challenge for

Mount Victoria, Devonport 21 Part A Part 22

We are all responsible for resilience impacted by disasters, this stress may increase knowledge and academic information, and the Social media is growing within the emergency the time it takes to recover from a disaster, and implementation of new and improved initiatives. management sector. It has become an important Being well prepared is not the sole responsibility typically lead to more severe impacts. communication tool for connecting, seeking of the CDEM Group or Auckland Council. It is the The CDEM Group is working in partnership with and sharing information between individual responsibility of every individual. Resilience must Shared knowledge the University of Auckland to pilot collaborative and community networks. It is essential that be developed through individual, household, and work from this alliance. This involves new and There are many lessons to be learned from the CDEM Group continues engaging with community preparedness, to business resilience, innovative ways to promote and understand national and international disasters. The communities through social media to convey which will be supported by strong leadership and preparedness. Canterbury earthquakes provided a wealth of updated, informative and clear information governance. knowledge on how to respond to a large-scale A focus on community before, during and after an emergency. Unique risks disaster. The events showed how people and The Group Plan is based strongly on community As New Zealand’s largest city, we must use communities can support each other in the face Due to Auckland’s location and particular engagement and development. It is a vehicle for our resources, people and infrastructure of adversity, and if well-coordinated, can deliver characteristics, the region is susceptible both engaging and delivering outcomes that will efficiently to create resilience. Also, with great outcomes. Learning from the collaborative to a wide variety of hazards. They range build a resilient Auckland, as well as defining our more than 200 different ethnicities, including initiatives, successes and failures in Christchurch from infrequent events, such as eruptions anticipated delivery of emergency management the world’s largest Māori and Polynesian and abroad will help us build a more resilient in the Auckland volcanic field, earthquakes services across the Auckland region. populations, our super diversity is pivotal Auckland. and tsunami, to regular events, such as to becoming a successful, connected, well- flooding, electricity outages and fire. Many Collaboration with strategic partners integrated and multicultural region. We need to think differently about how we engage are exacerbated by the narrow coastal The CDEM Group will investigate ways to isthmus which limits the locations of critical support alignment and collaboration with and support each other and how the challenges infrastructure and housing developments, but Natural hazards can affect our well-being – we need strategic partners to enable Auckland to disasters bring can become opportunities. is balanced by the short distances to the sea produce best value outcomes and realise the to ensure that Auckland and its people are resilient to for stormwater movements. Also, the effects of maximum benefit. Taking a more strategic, natural hazards. It is important to build resilient and safe climate change and Auckland’s growth are likely longer term approach to partnerships allows the Communities have the greatest local knowledge communities able to cope with, and adapt to, the effects to worsen the impact of specific disasters in the CDEM Group to realise greater opportunities and of their area and hold vital community of hazard events. Being more resilient protects people and future, such as super storms and other weather expand Auckland’s capability and capacity. connections. Cohesive communities may events. perform well together to produce beneficial their homes from natural hazard events, maintains critical Memorandum of Understanding with outcomes and increase their community infrastructure (energy supply, sewerage systems, water The CDEM Group can alleviate some of the University of Auckland effects of future disasters through measures resilience. Many community initiatives are reticulation, telecommunications systems), and ensures social such as building more robust infrastructure. The CDEM Group and Auckland Council have already underway, such as Auckland’s Thriving infrastructure can withstand external shocks (community and a strong relationship with the University of However, there are a number of daily life factors Communities Action Plan, which seeks to health networks, civil defence, and emergency services). that cause stress that need to be alleviated, Auckland, which enables collaboration and utilise local knowledge and solutions to drive – The Auckland Plan such as the lack of affordable housing. When fosters innovation. This relationship involves community preparedness. working together on joint programmes, sharing

23 Part A Part 24 Auckland’s region

Auckland has over one third of the national population, with approximately 1.57 million Auckland offers people residing in Auckland compared to New • a region with islands and a varied Zealand’s current population of approximately marine environment 4.5 million. Auckland has a total land area of 4,894km² which is comprised of approximately • a green rural landscape with many 70 per cent rural land and 30 per cent urban regional parks area. Auckland’s demographics illustrate that • a temperate climate in a southerly location 90 per cent of its population live in urban areas. • the heritage of tangata whenua Additionally, 80 per cent of Aucklanders relate not to their geographic location, but to their • a diverse region of immigrants with multiple community of interest. Auckland is a significant homelands and cultural endowments business hub within New Zealand, with over • the central hub for the South Pacific islands one third of the national gross domestic product value coming from Auckland. These unique • an English-speaking, multi-lingual society characteristics of Auckland help explain the city’s set in the Asia Pacific region built, economic, natural and social environment. • a highly educated, innovative, creative, Auckland is an emerging international city. Its and ingenious population climate, geographical, cultural and historical • a stable, open, and mature democracy. characters are unique, and it is fast developing a It is this blend that makes Auckland distinctive6. reputation for the high quality of life enjoyed by its residents.

Mt Roskill cycleway 25 Auckland’s Part A Part 26 people

Auckland’s Māori New Zealand’s Māori culture and heritage is region is vibrant and culturally diverse. This is unique, and Auckland is home to the country’s reflected in our cuisine, festivals, art, music largest Māori population. Mana whenua is a term and language. Approximately 31 per cent of used to describe Māori who have tribal links to Aucklanders can speak more than one language Tāmaki Makaurau, Auckland, and are represented compared to 20 per cent of people for all of by 19 iwi. However, due to population drift, there New Zealand. is a large proportion of the Māori population Auckland is home to the largest Polynesian that do not have direct tribal ancestry to the population, with two-thirds of New Zealand’s Auckland region, and instead represent iwi from Pacific people residing in Auckland. Dynamic other regions of New Zealand (mataawaka). Pacific languages, culture and customs enhance Although this shifting demographic illustrates Auckland’s uniqueness and diversity. The a movement in place, it does not coincide with Polynesian community contributes towards cultural ties, with many Māori still identifying shaping Auckland’s economy and strengthening 7 themselves to their tribal ancestry. Auckland’s our relationships with the Pacific Island nations. Māori population is predominantly young, with 46 per cent under 20 years of age. In the last 15 years, the greatest increase of any ethnic group has been those from Asian nations, Auckland’s super diversity specifically China, India and Korea. In 1991, 5.5 Auckland is the most ethnically diverse region per cent of Auckland’s population identified in New Zealand and is one of the world’s most themselves as Asian. By 2001, this had risen to 13 culturally diverse cities, and more than 200 per cent, and by 2013 it had reached 23 per cent. different ethnicities and almost 40 per cent of The number is forecast to rise from 348,900 in Aucklanders not born in New Zealand. Of those 2013 to 515,500 in 2021 – an increase of 75 per born in New Zealand, many have travelled from cent, and will account for almost 30 per cent of other regions to reside in Auckland. The Auckland all Aucklanders by 2021.

Detail of Māori carving telling the story of Tāmaki Makaurau 27 Part A Part 28

Auckland’s growth Auckland’s ageing population Understanding how Auckland will evolve is One-third of children in New Zealand live in fundamental to building resilience. Auckland’s Auckland. Those under 25 make up almost population, economy, super diversity and 40 per cent of Auckland’s population, and the national contribution are projected to grow proportion of children is projected to grow at substantially over the next 30 years. Auckland’s a faster rate than the national average. While population is continuing to grow at a faster Aucklanders are on average younger than other rate than that of the country as a whole and is New Zealanders, the proportion of people expected to reach around 2.1 million by 2038, as over the age of 60 is set to increase from 6 per shown in Figure 2. At this growth rate, Auckland cent in 2013 to around 23 per cent by 2038. expands approximately by the population of However, from this point, the percentage of Hamilton in less than five years. people over 60 will decrease. National impacts of an aging population include concerns 2,500,000 over the sustainability of taxpayer-funded 2,000,000 superannuation and the increased costs of providing health services. The local and 1,500,000 regional impacts of an aging population include planning implications for health-related 1,000,000 issues, accommodation, community support

500,000 services, and the delivery of aged-care transport.

0 2011 2016 2021 2026 2031 2036 2041 Auckland high Auckland medium Auckland low Christchurch Wellington Hamilton Tauranga Dunedin Source: Statistics NZ and Auckland Council

Figure 2: Current and expected population in New Zealand from 2006 to 2041

Auckland Botanic Gardens

29 Part A Part 30

Auckland’s health services The objectives of DHBs include: Health and disability services in New Zealand • improving, promoting and protecting the are delivered by a complex network of health of people and communities organisations and people. Each has their role • promoting the integration of health services, in working with others across the system especially primary and secondary care to achieve better health outcomes for New services Zealanders. District Health Boards (DHBs) are responsible for providing or funding the provision • seeking the optimum arrangement for of health services in their district. DHBs within the most effective and efficient delivery the Auckland region include Auckland, Counties of health services in order to meet local, Manukau and Waitematā. regional, and national needs • promoting effective care or support of those in need of personal health services or disability support.

31 During business hours the Part A Part 32 CBD business population is greater than 91,840

Auckland’s central business district Within Auckland’s central business district It is recognised that there are distinctive (CBD) there was a resident population figure of challenges when considering emergency 34,8308 in 2015 and an employee count figure preparedness amongst residents who live in of 91,8409. This conveys a significant increase multi-unit developments. A recent Auckland in population to the CBD during business Council survey was conducted to understand hours. Also, the University of Auckland and the Aucklanders' awareness and preparedness in Auckland University of Technology would have disasters. This survey found that residents living a maximum combined count of approximately in apartments are significantly less likely to 59,000 students10. However, it is unlikely that understand disasters, their effects and how to all of these students would be on campus be prepared to respond during an emergency. simultaneously. During business hours, the CBD Due to these challenges the CDEM Group are business population is greater than 91,840, as taking a collaborative approach to strategic the university and tourist populations are not engagement and key messaging through the accounted for due to their significant variability. body corporate network. This demonstrates substantial fluctuations in the CBD population, which poses significant challenges in an emergency.

33 Part A Part 34 The two high pressure gas transmission pipelines supplying the region provide some redundancy for each other if either of these pipelines were Auckland’s out of service. Communications infrastructure Communications in Auckland consist of fixed line, cellular and broadcast networks. Local exchanges pair connections with customers through roadside cabinets operated by Chorus. Exchanges are located in strengthened buildings Auckland’s infrastructure is critical to the Electricity and gas and are equipped with battery backup and fixed functioning of our communities and economy. The Auckland region has some of the highest diesel generators. Small rural exchanges are While Auckland’s infrastructure providers are load densities combined with relatively low equipped with battery backup and a generator committed to maintaining and building resilient levels of local generation of any region in plug. If an exchange becomes isolated from networks, lifeline failures still pose a significant New Zealand. Most of Auckland’s electricity is the nationwide network of exchanges, it will risk to the region because of the potentially high supplied via the transmission grid from south continue to operate in local mode, meaning consequences when major failures occur. The of the Bombay Hills. 30 per cent of electricity that local phones will be able to call other following provides a description of Auckland’s is generated inside the region mainly from local phones from the same network. Cell sites infrastructure: Southdown and Ōtāhuhu natural gas-fired provide local coverage and are connected to Buildings power stations. exchanges through fibre, copper or microwave radio connections. Television and radio Auckland has a variety of building developments Auckland’s gas is supplied via high pressure gas broadcast networks operate from key from residential homes and industrial transmission pipelines from the Pohokura and transmission facilities located at Waiatarua, warehouses, to commercial buildings and Maui Gas Fields and other fields in Taranaki. Waiheke, Pinehill, Henderson and the central multi-unit developments. Auckland is home A major failure at certain key sites such as the business district. to some of New Zealand’s tallest buildings Rotowaro compressor station may result in including the tallest man-made structure in significant restriction of gas throughout the People in Auckland have very similar access the southern hemisphere; the Skytower. At the upper North Island. The two most critical gas to communications to the national average, time of the 2013 Census there were 473,448 delivery sites in Auckland are the Westfield with 81 per cent of households having access occupied dwellings, and 2817 dwellings under and Papakura gate stations which act as points to a telephone, 85 per cent having access to a construction. 92.4 per cent of residential of supply in the region and feed the local mobile phone, and 77 per cent having access to dwellings are in urban areas and there is one new downstream gas distribution networks. the internet. street created every two days.

35 Part A Part 36 Water services Auckland’s metropolitan water supply is mostly supplied from the Hunua dam, Waitākere dam and the Waikato river. The system holds one to two days’ supply of treated water at average demand. Future regional growth and redundancy will be met by development of the Waikato water source. Water is supplied from these sources through key trunk transmission watermains. Failure of these watermains would cause widespread regional water outages or restrictions.

Legend Critical utilities/assets Airport Port Fire Service Police Ambulance Bank Food supply Hospital Major Lifelines Motorway Water Pipe

Transpower Lines Figure 3: Auckland's infrastructure Liquid Fuels Pipeline Marsden to Win

37 Wastewater is treated at plants in Mangere, 16, 18, 20A and 20. The local roading network is Auckland Lifelines Group A Part 38 Rosedale, Pukekohe and Army Bay. A number of a mix between sealed and unsealed roads. The Auckland Lifelines Group (ALG) was Auckland’s lifeline utilities are committed to areas in south and north Auckland are serviced Fuel established to identify and coordinate efforts the ongoing building of resilience into the by separate wastewater systems. The Auckland to reduce the vulnerability of Auckland’s networks demonstrated through significant stormwater infrastructure serves a multitude of Most of Auckland’s fuel comes from the New lifelines to hazard events and to improve service and ongoing investment. Some examples of independent and relatively small catchments. Zealand refinery at Marsden Point via the reinstatement after an emergency. The members major projects that have been completed Most catchments have short drainage paths refinery to Auckland pipeline. Petrol and diesel of the ALG are the lifeline utility organisations recently or are currently underway to increase to one of the many discharge points along are then distributed by truck from the Wiri oil that own Auckland’s critical infrastructure. lifeline resilience include: depot, which stores between two and six days’ the extensive coastline of the Hauraki Gulf, These individual organisations undertake supply of fuel for the region. Aviation fuel is 1. the Hunua No. 4 water main, which will Waitematā, Manukau and Kaipara harbours. Few comprehensive asset management planning to sent to Auckland Airport by way of the Wiri to provide some redundancy for Hunua No. 3, stormwater primary systems have been designed reduce the possibility of failure and ensure that airport pipeline. which currently carries most of the treated to cope with super storm events. In a major services are re-established as soon as possible if water from the Hunua supplies north into flood event extensive local inundation can be Infrastructure failure failure does occur. expected as a result. the isthmus and will significantly improve Infrastructure service outages may originate The ALG facilitates projects such as the security of water supply to Manukau West Transportation from network failures within the Auckland region prioritisation of infrastructure assets for response and Auckland Airport. Transportation in Auckland comprises of ports, or from outside the region. For example, our and restoration through a three-tier rating 2. the Auckland-North electricity transmission airports, road and rail networks that are of electricity and fuel supplies are brought in from system of nationally, regionally and locally upgrade, which has improved security of national importance. The Ports of Auckland in other areas of the country. Infrastructure asset significant assets. Vulnerability studies are supply to Auckland city, west Auckland, the city and the smaller port at Onehunga is failures can also result from many causes, such undertaken to assess the potential impact on North Shore and Northland by providing a accountable for about a third of the region’s as natural or technological hazards, human error, Auckland’s infrastructure services from a range second major transmission route from north economic activity. The Auckland airport is the equipment failure or poor maintenance. of natural and technical hazards and to identify to south creating some ‘loop’ redundancy. gateway for around 75 per cent of New Zealand’s Examples of past infrastructure failures include potential mitigation actions. 3. the linking of SH20 from Manukau through overseas visitors with approximately 14 million the 1998 Mercury power crisis which caused a The lifeline utility sectors are highly to SH16, which will provide an alternate passengers and 214,300 tonnes of freight power cut to the Auckland CBD for six weeks, the interdependent for their own service continuity, north-south motorway route across the passing through each year. Smaller airports 111 service disruption in 2010, the failure of the and most critical community sectors such as the region and alternative road routes to the that operate in Auckland include Hobsonville, main gas pipeline to Auckland and Northland in emergency services and health rely on lifeline airport. Whenuapai, Ardmore, Dairy Flat and some on 2011, and the Penrose grid exit points fire utilities to be able to function. This means that the Gulf Islands. in 2014. the impacts of any major lifeline utility failure Though the consequences of lifeline failure are a significant risk to the Auckland region, the Auckland’s rail network is a single north-south The potential for infrastructure failures cannot be measured just in terms of loss of that likelihood of infrastructure failure is decreasing, trunk line with minor branches connecting to the is mitigated by building robustness and service, as the impacts have the potential to be and the resilience of infrastructure networks is city and the Port of Onehunga. Around 43,000 redundancy into the infrastructure networks, much wider reaching. increasing through mitigation projects, such as passengers commute by rail each day. The but 100 per cent service reliability is neither those described above. roading network is made up of state highways affordable nor practicable and there will always and local roads. The state highway network is be some residual risk. well developed and includes state highways 1,

39 Auckland’s Part A Part 40 economy Auckland Rest of New Zealand 1% Auckland is the main commercial, industrial and 20% 27% 17% 17% educational centre, and the primary distribution hub of New Zealand. While the national 9% economy mostly comprises small and medium- sized businesses, a significant proportion of the 21% 12% 32% largest businesses are in Auckland. This means 25% that Auckland contributes about 38.6 per cent 6% 13% of the national GDP. In 2013, there were 163,580 Agriculture and mining Professional services businesses in the region, and unemployment Manufacturing Wholesale trade was approximately 5 per cent. Accomodation and Other industries food services Auckland's business profile is illustrated through Figure 4. Of the exporting businesses Figure 4: Business and surveyed in Auckland, most were involved in the economy in Auckland¹⁰ manufacturing (27 per cent), wholesaling (25 per cent), or professional services sectors (21 Auckland’s GDP growth rate currently sits at per cent). These industries align to Auckland’s +3.5 per cent while the rest of New Zealand role as a distribution hub, and strong service- sits at only +2.4 per cent11. Additionally, based economy. For example, Spark, Air NZ, there is further evidence that highlights the Vodafone and Orcon head offices are in significant amount of reliance on Auckland for Auckland. In contrast, the rest of New Zealand New Zealand’s economy, such as the 694,620 had a higher proportion of businesses involved in employees in Auckland of the 2,045,610 manufacturing (32 per cent) and agriculture and registered in New Zealand. A full breakdown of mining (17 per cent). the geographic units by region and industry can be found at Statistics New Zealand12. Disasters and economic crises such as stock market crashes, changes in interest, mortgage and currency rates, and housing demand may have detrimental effects to Auckland’s economy.

41 Auckland’s Part A Part 42 environment

The Auckland region, including the isthmus, covers 16,141km² of land and sea and about 2 per cent of New Zealand’s total land area. The Auckland region is incredibly diverse and made up of unique harbours, mountain ranges, islands, lakes and streams which provide a multitude of different challenges and complexities. For instance, Auckland’s Hauraki Gulf Islands which include Great Barrier, Waiheke and Kawau Islands are isolated in terms of their location, however the residents are more resilient due to their interdependency. In comparison, the CBD is central in terms of location, however residents are less resilient due to their dependency on critical infrastructure. Within the CDEM Group it is recognised that none of Auckland’s areas are the same in terms of their unique challenges and we will work to achieve what is best for each location.

Legend Volcanic feature Prevalent wind direction Seismic faults Roads Major powerlines

Flood plains Figure 5: Auckland’s Environment Major tsunami evacuation zones

43 Part A Part 44 Auckland is geologically active Auckland lies on an active volcanic field that covers 360km² and contains at least 50 volcanoes. The earliest volcanic eruption in the Auckland Volcanic Field was an estimated 250,000 years ago; the most recent volcanic eruption, which was witnessed by Māori living on Motutapu Island, occurred approximately 600 years ago and produced Rangitoto. The volcanic activity occurs intra-plate, coming from a single active hot spot of magma. The Auckland Volcanic Field is monogenetic; this means each volcano usually only erupts once with further eruptions occurring at a new location. This occurred for each volcano in Auckland, with the exception of Rangitoto. Auckland’s volcanoes vary in shape, size and character, including small cones less than 150 metres in height and explosion craters. The locations, size and intensity of future eruptions are uncertain. Volcanoes have significantly changed Auckland’s landscape and contributed towards its success. They are important cultural sites for Māori and have become vital icons and tourist attractions; many public parks, walks and conservation areas are located on volcanic cones. Volcanic soil is also fertile, and volcanic rocks are suitable for building materials and form natural water reservoirs.

Mt Eden summit 45 Part A Part 46 Auckland’s weather is diverse Sustainability Auckland’s weather can change quickly. Most Auckland has a diverse natural environment. This weather systems originate in the Tasman Sea, is a key component to its liveability and includes but during summer and autumn, Auckland can indigenous forests, ranges, islands, beaches, also be affected by subtropical storms. Our most lakes, rivers and harbours. The Auckland region’s common weather hazard is flooding, followed by projected growth of an additional 700,000 damaging winds and rough seas. Severe weather people over the next 30 years will place pressure that affects a large part of the Auckland region on the natural environment and availability of is generally well-forecast a day or two ahead of resources. time, but localised severe thunderstorms have Demand management is a methodology used shorter warning times (hours rather than days). to forecast, plan and manage the demand for Intense storm events can produce localised and products and services. This is beneficial because regional flooding. A ‘super storm’ would have decreased individual resource consumption a significant negative impact on the Auckland helps to lessen environmental impacts, conserve region, which could include a combination supply and reduce costs. of severe winds, heavy rain, flooding, land Sustainable living is a term which covers actions instability, power outages, storm surge and that can be taken to reduce environmental coastal erosion. impacts. Examples of sustainable actions include Auckland’s coast is very active re-using and recycling, buying locally produced products and using water-efficient appliances. With approximately 3100km of coastline, An integrated, reliable transportation system coastal margins are desirable for development and shared transport options reduce congestion and provide various public beaches. But our and align to Auckland Council’s Low Carbon and extensive coasts and large harbours put Energy Resilience Strategy13. Auckland at risk from coastal erosion, coastal inundation and tsunami. Community development and engagement are essential for creating a sustainable region. Actions of sustainability are tools which can be utilised to increase resilience. Sustainable approaches and initiatives will help ensure the security, affordability and accessibility of resources that are important for building resilience.

Great Barrier Island 47 HAZARD IDENTIFICATION Natural Emergencies occurring in other parts of New To ensure all of these hazards and the risks Coastal erosion (beach and coastal cliff) Zealand may also affect Auckland in terms of they pose are understood, the CDEM Group Coastal inundation (storm surge) population displacement, widescale hazards have developed Auckland’s Hazards Quick Drought (agricultural and water supply) such as volcanic ash deposit, and the need for Reference Guide17. In addition, Auckland Part A Part 48 Earthquake (includes liquefaction) resources. The CDEM Group will work with Council has developed a Natural Hazard Risk Flooding (river and catchment) other CDEM Groups to alleviate the impacts of Communication Toolbox18 to ensure consistent Land instability emergencies when they occur. hazard and risk terminology is applied Auckland’s Severe winds both throughout council, and externally to Space hazards¹⁵ (including solar flares) stakeholders and the community. Super storm¹⁶ hazards Tornado Tsunami (distant, regional or local source) Urban fire As a group of islands in the South Pacific, New Zealand is exposed and vulnerable to many Volcanic eruption (Auckland Volcanic Field or possible hazards. A hazard is something that ashfall from distant source) has the potential to adversely affect our people, Wildfire (rural) property, economy, environment or other assets Technological we value. When combined, these are referred to Civil unrest as elements at risk14. Dam failure stormwater Hazards can be categorised into natural, Dam failure water supply technological and biological. Auckland’s Hazardous substances spill geographical location, partially on a narrow Information technology infrastructure risk isthmus of land, within the Auckland Volcanic Lifeline utility failure: airport, port, rail, roading Field, and close to the collision point of Lifeline utility failure: communications two large tectonic plates, makes our region Lifeline utility failure: electricity vulnerable to a wide range of natural hazards. Lifeline utility failure: fuel supply For example, storms can hit the Auckland region Lifeline utility failure: gas relatively frequently while lower frequency Lifeline utility failure: wastewater events such as tsunami also have the potential Lifeline utility failure: water supply to affect our region. Other technological and biological hazards include lifeline utility failures Major transport accident (aircraft, marine, and infectious human disease pandemics. A rail, road) comprehensive list of Auckland’s hazards is Marine oil spill outlined to the right in alphabetical order. 1516 Radiation incident Terrorism Biological Animal epidemic Infectious human disease pandemics Plant and animal pests Water spout in the Waitematā Harbour Table 1: Hazard identification 49 Multiple hazards events Multiple hazard events are more likely to The Auckland region experienced extremely Part A Part increase fatalities and intensify destruction. wet winter months with 150 per cent more rain Analysis of these events is complex; each than the average rainfall in July. The prolonged scenario is unique and unpredictable as there rainfall associated with the series of storm are a variety of hazards and associated impacts events resulted in saturated soils, increasing which may occur. To further understand the the susceptibility of landslides. Between June impacts of these events, examples are explored and August, 69 landslides were reported, and below to illustrate their effect and to recognise it is likely many other landslide events were the importance of preparedness. not reported. Landslides damaged several houses and resulted in numerous evacuations. Super storm Large swells (7m) and high winds (90 km/ A ‘super storm’ highlights the combination of hour) battered a cruise ship 600 km north of several circumstances occurring at one time. Auckland, which subsequently rolled sharply For example, a super storm could include just before 8pm on the night of 30 July, causing strong winds, heavy rain, floods, landslides, 57 injuries. The storms also caused power and infrastructure failure occurring at one time. cuts, broken boat moorings, beach erosion, As a result, such an event has the potential to ferry cancellations and road closures due to cover a widespread area and will have significant landslides, flooding, fallen trees and debris20. impacts to the region, presenting a high risk Models show that approximately 13,500 to Auckland. A super storm has not occurred properties in Auckland could be affected by in Auckland for a number of decades. Because coastal inundation in the event of a storm that a super storm event incorporates numerous has a 1 in 100 chance of occurring every year. hazards, which collectively result in more significant consequences, it has a very high Australian Super Storm 2016 risk rating in the Auckland region. These events Australia was hit by a ‘super storm’ in June have occurred internationally, such as the super 2016, which involved flooding, severe winds, storm in Australia in 2016 and Hurricane Katrina coastal inundation with waves as high as 12 in New Orleans in 2005. In 2008, in Auckland, metres, severe coastal erosion, landslides, several storm events occurred which had the power outages across more than 85,000 potential to develop into a super storm event as homes and businesses, and disruption to discussed below. rail and roading. There were thousands of Auckland context emergency service requests for people trapped A super storm can result in floodwaters. The flooding caused multiple in multiple hazards occurring A series of significant storm events hit the fatalities in New South Wales. Insurance at the same time, such North Island in July and August 2008. Within a losses were estimated at $38 million across as flooding or this artist's one-week period, three storm events occurred: Queensland and New South Wales. impression of a blackout 26-27 July, 29 July-1 August and 2-6 August. and coastal erosion around Auckland.

51 Part A Part 52 Hurricane Katrina, New Orleans 2005 Hurricane Katrina formed on 23 August 2005 and dissipated on 31 August 2005. The number of fatalities is estimated at over 1700 with approximately 1500 coming from Louisiana 19. An additional estimated USD$125billion dollars’ worth of damages recorded to date, makes it one of the most devastating hurricanes in the history of the United States. Hazards associated with Hurricane Katrina included heavy rainfall, extreme winds, tornadoes and storm surges. Secondary hazards included power outages and severe flooding from heavy rainfall and infrastructure failure. The catastrophic failure of structural flood walls and engineered levee systems associated with the low-lying (below sea level) region of New Orleans was the principle cause of the flooding and associated damages to the US state. The levee system had six major breaches on 29 August, which resulted in widespread flooding to approximately 80 per cent of New Orleans causing significant damage to infrastructure with an estimated $5.5 billion in damages to roads and bridges. Thirty oil platforms were either damaged or destroyed during the hurricane. This example demonstrates how the consequences of Hurricane Katrina was not from an individual hazard, but, instead, multiple hazards resulting from direct and indirect impacts.

Mid City and Palmetto areas of New Orleans flooded by Hurricane Katrina a decade apart.

53 Earthquake and tsunami Auckland context

An earthquake that triggers a tsunami results Auckland’s highest risk for tsunami is from A Part 54 in multiple hazard consequences, including the Tonga-Kermadec Trench, approximately earthquake shaking, fault rupture, coastal 300km to the east of New Zealand. Distant inundation and coastal erosion, landslides, source tsunami, generated from earthquakes secondary health effects and lifeline utility around the Pacific Rim, occur most commonly failures. There is no record of such an event from South America. Auckland has no occurring in Auckland to date, however such an identified faults that could generate a local- event has the potential to cause disruption to source tsunami, but a volcanic eruption or lifeline utilities, businesses and the economy for underwater landslide could cause a local the entire country. source tsunami. Japan earthquake and tsunami 2011 Since 1840, 11 tsunamis have been recorded on the Auckland mainland coasts with wave On Friday 11 March 2011, a magnitude 9.0 heights ranging from less than 0.1m to 2.9m; (Mw) earthquake struck off the coast of Japan, however, tsunamis have been recorded to up the most powerful earthquake the country had to 10 metres in New Zealand. An earthquake ever recorded. This event triggered a series of in 1855 ruptured the Wairarapa Fault powerful tsunami waves that reached up to east of Wellington, generating a tsunami 39 metres in height. There are an estimated with a maximum known run-up of 10m at 15,890 deaths and 6152 injuries associated to Te Kopi, Palliser Bay and 4-5m run-up in the tsunami. Furthermore the earthquake and parts of Wellington and along the northern tsunami caused $220 billion in damages in Marlborough coast. At least 300-500km of Japan21. coastline was estimated to be affected by the Additional hazard events included fires, tsunami event with a run-up of 1m or greater. landslides, infrastructure failures and nuclear The principle cause of the tsunami was likely incidents, including the release of radiation. to be the vertical sea bed displacement by The nuclear power plant Fukushima Daiichi approximately 6m; however, submarine and was not built to withstand the scale of the coastal landslides could have contributed to tsunami event. As a result, the power plants the tsunami22. cooling system failed and resulted in a level-7 To put this into context, approximately 6 per nuclear disaster. cent of the Auckland region is sitting below The primary earthquake event initiated 3m above mean sea level. Although this is secondary landslides and tsunami events. These a relatively small percentage regarding the events contributed towards fire outbreaks Auckland region, this encompasses areas and infrastructure failures, such as nuclear such as part of the central business district, meltdowns and electricity outages, illustrating Mission Bay and large parts of the North Shore; Higashimatsushima city in Miyagi how one hazard can trigger other hazards and therefore, the economic impact of a tsunami prefecture in 2011 and 2016 (right). have multiple cascading effects. could be significant.

55 Auckland’s risk profile Identification of Auckland’s hazards is the first and peer review of the proposed methodology section. The development of the final step in the risk assessment process23. Risk is from a panel including representatives from NHRMAP will continue to assist the CDEM defined as both the consequences and likelihood MCDEM and the Earthquake Commission (EQC). Group in achieving further risk reduction of an event occurring and both these factors Recognising our cultural uniqueness and the strategies as part of the Group Plan.

inherent spirit of Auckland, the methodology A Part must be understood in determining Auckland’s Methodology risk profile. Quantifying the consequences of is currently being refined in collaboration each event must consider the exposure and with our mana whenua groups to ensure a full In determining the overall risk of each hazard vulnerability of each of the elements at risk and appreciation of the cultural impacts of hazards occurring, the following factors are taken into then be assessed in terms of the likelihood of in Auckland. consideration to guide the hazard and risk assessment methodology: the event occurring to understand the overall As a comprehensive and best practice risk risk it presents. assessment tool, the NHRMAP risk assessment • hazard description (including scale As a result, a risk assessment is required to methodology has replaced the standard and extent) identify the hazards that present the greatest Seriousness, Manageability, Growth Risk • range of likelihoods of hazards occurring risk and to prioritise those that can be managed Analysis previously applied. For consistency, • consequence of the hazard occurring based most effectively. The approach used for this the methodology has also been applied across on the four ‘well-beings of sustainability’24 Group Plan was adapted from the Auckland remaining technological and biological hazards also known as the ‘four pou’25: social, Council Natural Hazards Risk Management to represent our best available knowledge of environmental, cultural and economic Action Plan (NHRMAP). risk. Technical hazard and risk experts were consequences (including built environment engaged as part of this process to ensure that Natural Hazards Risk Management consequences). both natural and non-natural hazard risk was Action Plan Given that risk is defined as the likelihood of assessed comprehensively and consistently for an event occurring multiplied by consequence, A priority within the Auckland Plan is to ‘build the CDEM Group across all hazards. These results the risk assessment rates these factors for each resilience to natural hazards’. In response, are summarised for CDEM purposes and do not hazard considered. Likelihood is scored from 1 the NHRMAP is being developed to share our take precendence over other risk assessments to 6 using a defined, scalable matrix, whereby; understanding of Auckland’s natural hazards undertaken for specific sectors. a score of 6 relates to ‘almost certain’ events and subsequent best practice risk management NHRMAP is facilitating a coordinated risk while a score of 1 relates to ‘very rare’ events. activities to be implemented across council. As management approach that supports Auckland Consequence is similarly scored using a matrix part of the project, NHRMAP has developed a Council to use resources effectively by targeting developed for each of the wellbeing’s/pou semi-quantitative risk-assessment methodology activities that deliver the greatest reduction considered. The consequence assessment takes appropriate for the broad range of natural in risk. In conjunction, the CDEM Group has into account existing management practices hazards to which Auckland is exposed. The already started implementing some mitigation applied by respective agencies and the average methodology was developed based on an strategies around natural and technological consequence score is taken to define the overall evaluation of existing risk assessment techniques hazards, as discussed in the Risk Management risk as outlined in the equation below:

Overall Risk = Likelihood x Average (Social + Cultural + Economic + Environment)

Consequence Looking towards Auckland’s risk profile is displayed in Appendix 2 North Head in Devonport

57 Very high priority Coastal inundation (storm surge) Flooding (river and catchment) Infectious human disease pandemics Part A Part 58 Severe winds Super storm High priority Coastal erosion (beach and coastal cliff) Risk management Earthquake (includes liquefaction) The risk of a hazard is influenced by the type of Hazard prioritisation Lifeline utility failure: communications hazard, exposure, vulnerability and likelihood. Risk treatment can take the following forms: Lifeline utility failure: electricity Based upon these factors, appropriate hazard Hazardous substances spill management activities to reduce the risk of the • reduce or modify the hazard Land instability The hazards in Auckland that have been hazard across the 4Rs Framework can • modify behaviour Major transport accident (aircraft, rail, road, marine) identified as having a high priority for the CDEM be applied: • reduce or modify vulnerability Lifeline utility failure: airport, port, rail, roading Group include coastal inundation, flooding, • type of hazard - for example, nature and • risk transfer of financial consequences Tsunami (distant, regional or local source) human pandemic, severe wind and super storm. duration of the event, extent of the area to another party Urban fire Auckland reduces the risks from these hazards potentially affected, impact on the social, Volcanic eruption (Auckland Volcanic Field or ashfall from distant source) using the 4Rs framework. More detail about • accept risk and plan for response economic, built and natural environments the risk mitigation options and those agencies and recovery. Wildfire (rural) • exposure - for example, the length of time Moderate priority responsible are described in the following Not all risks can be mitigated effectively and the section. An action out of the development of a person will be in the area, how long an Animal pandemic asset will be subject to the floodwater, and risk that remains after treatment is referred to as this Group Plan is to develop or support hazard Civil unrest to what depth residual risk. How effectively this residual risk is specific contingency plans for the hazards Dam failure (stormwater and other) a managed is prioritised using a scale of 1 to 6. identified as very high priority. • vulnerability is described as the This rating is then used to identify the priorities Drought (agricultural) characteristics and circumstances of for the Auckland CDEM Group (i.e. the CDEM Lifeline utility failure: fuel supply Table 2: Civil Defence and Emergency elements at risk (for example, human life group wants to place more emphasis on those Lifeline utility failure: water supply Management Group priorities in risk management and property) that make them susceptible hazards that can be more effectively managed). Marine oil spill to the damaging effects of a hazard 26 Plant and animal pests • likelihood or chance of the event occurring. Terrorism Tornado Low priority Dam failure (water supply) Drought (water supply) Information technology infrastructure risk Lifeline utility failure: gas Lifeline utility failure: wastewater Radiation incident Space hazards¹³ (including solar flares)

59 Part A Part 60 The NHRMAP will provide greater detail for • Building Code and Auckland Council’s how Auckland will reduce risk natural hazards Earthquake Prone, Dangerous and across Auckland Council. More information on Insanitary Buildings Policy which are hazards and risks can be found in the Auckland requirements under the Building Act Council Risk Communication Toolbox and the 2004 National Hazardscape Report²⁷. Based on the • New Zealand Coastal Policy Statement 4Rs Framework, the sections below summarise key hazard management activities and initiatives • Auckland Unitary Plan, a requirement being undertaken by Auckland Council and the under the Resource Management Act CDEM Group. 1991, and Auckland Council’s Long-term Plan and Annual Plan, requirements Reduction under the Local Government Act 2002. Reduction involves identifying and analysing • The Auckland Plan also outlines high medium and long-term risks to human life and level strategies on how to build resilience property from hazards, taking steps to eliminate to natural hazards through the NHRMAP. these if practicable, or reducing the magnitude of their impact and the likelihood of them Building design and construction occurring. The following activities are used in Auckland Council regulatory services is Auckland to reduce the risks from hazards. responsible for ensuring that all significant Legislation and policies building work is safe, durable, sustainable, and poses no danger to the health and Legislation and policies are used to regulate wellbeing of property owners and users. The activities and assist in land-use planning, Building Act 2004 provides the means for hazard identification and management, ensuring the safety and integrity of structures emergency response from a central taking into consideration the nature of the government and Auckland Council Chief land on which the building is to be built. The Planning Office perspective. This framework Act establishes a certification process to of legislation provides the basis for a wide ensure compliance and a standard to which range of other strategies, plans, policies, buildings and structures must conform. codes and practices that support risk This is regulated and enforced by Auckland reduction outcomes for the CDEM Group. Council through the issuing of building Some examples are: consents, resource consents and certificate

of acceptance. These measures inform how

CDEM reduce the vulnerability and exposure

of buildings and structures to hazards such as earthquakes, landslides and strong winds. Great Barrier Island

61 Part A Part 62

Auckland Council is also responsible for housing and infrastructure. Where more administering and monitoring safety of people are located in areas at risk from dams. Dam owners are required to classify natural and man-made hazards there is their dam according to the potential impact a need for greater civil defence response its collapse would have on the community. structures. This classification is regularly reviewed which The Auckland Unitary Plan requires that means that changing risk factors such as adverse effects associated with natural new downstream development or changing hazards are managed so that overall risks hydrological conditions can be taken into are not increased and are reduced where account. Owners must also prepare dam possible. Mitigations being considered in the safety assurance programmes which include Auckland Unitary Plan include requirements emergency action plans, and provide an for built design, location of uses within annual compliance certificate for medium or buildings and the avoidance of natural hazard high potential impact dams. Effective dam areas. management will reduce the likelihood of dam failure. The relationship between major hazardous facilities, significant infrastructure and more Land-use planning sensitive land-uses are identified in the Land-use planning zones land for different Auckland Unitary Plan and are required to uses, for example: rural, residential, industrial, be considered in order to manage risks and town centre. In addition to zoning, other protect the function of these facilities and constraints, including natural hazards, are infrastructure. identified and must be considered when Effective land-use is also beneficial in subdividing, using or developing land. managing river catchment areas to reduce Auckland Council’s Chief Planning Office is sediment flowing into rivers and through responsible for developing policy on how land implementing farm management practices to is developed and where and when natural improve recovery implications as a result of and man-made hazards may be considered. drought, animal diseases and plant pests. As Auckland grows there is a need to

accommodate a greater number of people,

Federal Street 63 Part A Part 64

Structural protection and engineering and risk and how these can be managed. Research is either commissioned directly Strengthening of buildings can reduce the by Auckland Council and stakeholders or vulnerability to hazards, for example, lead through national or regional advisory groups. rubber bearings have been fitted in many Volcanic hazards, for example, are studied buildings to isolate the building from its through the Determining Volcanic Risk in foundations and absorb earthquake energy, Auckland (DeVoRa) project. Examples of helping protect the building and its contents research commissioned by Auckland Council from ground shaking damage. include tsunami and coastal inundation Other structural methods such as sea walls modelling and risk communication. Research and increasing the heights of transport can then be incorporated into emergency infrastructure have reduced the risk from management plans and other supporting coastal hazards. Auckland Council has a material. MCDEM issue guidelines and forecast spend of $1.5 billion over the next technical standards to assist agencies and 30 years on improvements to the stormwater organisations with responsibilities under system which includes targets to reduce the the CDEM Act to properly exercise those Beach stabilisation and nourishment Border protection and screening level of flood risk. responsibilities. Auckland Council has also Beach stabilisation and nourishment The primary means of preventing pests and Auckland has increased its resilience developed a coastal management framework involves bringing in sand to replenish diseases from entering New Zealand include through continuous improvement of the to guide best practice around coastal beaches, planting sand binding native grasses, pre-border screening and inspection of at-risk robustness and redundancy of lifeline utility management. building groins, rock walls and restricting goods and conveyances at ports of entry. infrastructure. This has been encouraged Hazard mapping access across dunes to defined walkways. Public awareness and reporting complements through the Auckland Lifelines Group where Hazard maps highlight areas that are This has been undertaken at beaches across border protection and screening by infrastructure providers voluntarily work affected by, or vulnerable to, a particular Auckland such as Mission Bay and Orewa. identifying a potential threat early which together to identify interdependencies hazard. Hazard maps are used in planning This reduction activity reduces the risk means a wider range of possible options for and vulnerabilities to hazards which are and CDEM as they highlight the vulnerability from coastal hazards such as beach and response, including eradication. incorporated into asset management plans. and exposure of a community to a particular cliff erosion. Reducing infrastructure vulnerability to The risk of terrorism can also be reduced hazard. The CDEM Group has developed hazards will reduce Auckland’s overall risk. through border protection and screening hazard maps for a range of hazards including by way of immigration criminal checks Research tsunami, coastal inundation and earthquakes. and cooperation with international police Research is undertaken to improve the Hazard maps are useful for communicating authorities. understanding of Auckland’s hazards risk to communities and the public.

65 Readiness if there is a high level of uncertainty in is displayed through a Hydrotel system. knowledge and skills against a scenario or in a the forecast, for example, thunderstorms. Once rainfall, river flows, or lake levels reach simulated emergency environment. Readiness involves developing operational Warnings and watches are published on the a predetermined warning level, notifications systems and capabilities before an emergency Business continuity planning

MetService website and sent to authorities are sent to relevant stakeholders. A Part happens, including self-help and response 66 and subscribers. Business continuity planning identifies any programmes for the general public, and specific Surveillance programmes potential risks to an organisation and the programmes for emergency services, lifeline The Pacific Tsunami Warning Centre (PTWC) The Ministry of Health and Ministry of impacts to normal business operations utilities and other agencies. The following issues a tsunami information bulletin when Primary Industries both operate surveillance that those risks might cause. It provides a activities are undertaken in Auckland to prepare an earthquake between magnitude 6.5 and programs to monitor possible biological framework for improving organisational for an emergency. 7.5 is detected within or near the Pacific hazards such as human infectious diseases, resilience to any potential disruption by Ocean basin. A tsunami warning or watch Hazard monitoring systems animal and plant pests and diseases. identifying and protecting essential business bulletin is issued for earthquakes greater than Surveillance programs involve gathering processes and assets, and by building a A number of hazard monitoring systems are magnitude 7.5. If an earthquake appears to intelligence which includes monitoring capability to manage the event and recover used in Auckland to provide early warning of be large enough to cause a tsunami, and is hospital admissions, monitored traps, regular quickly from it. potential emergencies and for monitoring located in an area where tsunami generation screening and other national surveillance the progression of a hazard during a response. is possible, the PTWC will check water-level Organisations and agencies involved in the information. Public health warnings and This will help reduce the exposure of the data from automatic tide stations near the response to and recovery from an event advisories are sent via the MCDEM National hazard through providing quick response. earthquake for evidence of a tsunami. If the in Auckland have developed a business Warning System. These hazard monitoring systems include: water-level data indicates a tsunami that continuity plan to ensure that they are able Infrastructure failures are unpredictable and to function to the fullest possible extent, The GeoNet project, which is managed by poses a threat to countries around the Pacific generally occur randomly and therefore there even though this may be at a reduced level, GNS Science, monitors earthquake, volcanic, Ocean has been generated, a Pacific-wide are generally no warnings for these events. during and after an emergency. Business landslide and tsunami activity within and tsunami warning bulletin is issued. If tide Sometimes internal faults can be picked up continuity plans will reduce the vulnerability around New Zealand. It provides real-time stations indicate a negligible or no tsunami within internal processes which are either of an organisation and agency to a potential data collection and dissemination to enable the tsunami warning/watch bulletin is managed by the asset owner or if they are emergency. Organisation resilience is rapid response to geological events. GeoNet cancelled. This alerts the MCDEM and the more serious they will contact relevant discussed in more detail later in the includes strong and weak earthquake motion Auckland CDEM Group of the possibility that authorities, for example, dam break. document. recording, volcanic surveillance, landslide a tsunami may have been generated. MCDEM response and earth deformation monitoring, will issue a national warning if there is a Training and exercises Public awareness and education supported by data communication and threat of tsunami to New Zealand through The CDEM Group, in collaboration with Individuals and communities need to be management systems. the MCDEM National Warning System. key partners and stakeholders facilitates aware and understand the hazards and The CDEM Group will identify potential The MetService uses satellite imagery, training and development, and an exercise risks, and how to prepare for, respond to, local impacts and communicate messages computer modelling and meteorologists to programme which is used to educate and and recover from an emergency. The CDEM to the public. delineate weather patterns and forecast the practise what to do in the event of an Group continues to increase community weather. Severe weather warnings are issued Auckland Council is the primary source of emergency. Exercises play a vital role in awareness, understanding and participation if there is an expectation of widespread flood information, warnings and monitoring identifying gaps and issues and improving in emergency management by developing heavy rain, heavy snow or severe gales in in the region. Auckland Council maintains organisational resilience and emergency public education material and delivering the next 24 hours. Severe weather watches a network of remote stations that monitor management planning. As real-life events do education to the community. The CDEM and outlooks are issued 48 hours and 3-6 rainfall, river flows and lake levels throughout not occur that often, exercising is a good way Group works closely with key influencers and days in advance to provide earlier warning the region. This information is fundamental to measure the effectiveness of emergency community networks to co-design and co- of such events. Watches may also be issued to forecasting potential flooding events and management plans, procedures and allow create resilient strategies that are a priority staff an opportunity to practise their for the community.

67 Part A Part 68

Organisations and agencies as part of their and develop arrangements for addressing day-to-day responsibilities advise land every stage of an emergency. It describes a owners and the public on hazards and risk desired outcome, outlines effective ways for management options. Auckland Council achieving it, and communicates expectations undertakes risk assessments for subdivisions of all response and recovery partners. using up-to-date hazard information. Public Planning takes place at all levels and involves education and awareness also form part of multiple stakeholders. To ensure that reduction. arrangements are representative, realistic, Examples of hazard awareness campaigns and recognised by all partners, it is essential include: that plans are coordinated horizontally and integrated vertically so that a common • King Tides initiative which encourages operational focus can be achieved. The CDEM people to observe and record highest Group develops and maintains the following tides events to increase community plans to describe key activities, functional awareness of coastal inundation responses and protocols to be used when • Ahead of the Wave initiative that responding in an emergency: encourages communities to develop and • Auckland Evacuation Framework practice walking their tsunami evacuation routes • Auckland Welfare Plan • National Rural Fire Authority ‘c’mon, • Auckland Recovery Framework keep it green’ initiative. • Lifeline Utility Vulnerability plans Emergency management planning • Hazard Specific Contingency Plans All organisations and agencies that are • Standard Operating Procedures involved in emergency management should prepare plans that outline their arrangements • Evaluation Action Plans. for contributing to the response of and recovery from an emergency. Planning provides a methodical way to think through

Orewa tsunami walk Part A Part 70 Response Response involves actions taken immediately before, during or after an emergency to save lives and protect property, and to help communities recover. The following activities are undertaken during the response phase to reduce the consequences of the emergency: National Warning System The National Warning System is a 24/7 process for communicating hazard information via warnings or advisories. This alerts recipients to a potential or imminent threat that may result in an emergency requiring a response. The system is maintained and operated by MCDEM. Auckland warning and notification systems The CDEM Group uses an information management system to disseminate warnings or advisories through multiple channels both internally to key partners and stakeholders, and externally to the public. The CDEM Group also works closely with the media for public information. Emergency management response planning Auckland Council, emergency services, lifelines utilities, welfare agencies and the community will work together in the event of an emergency to ensure the most effective response and best possible recovery. The response will be coordinated through the Emergency Coordination Centre.

71 Part A Part 72

Recovery be reimbursed by central government in accordance with national policy. It is the Recovery is the coordinated efforts and responsibility of the council to claim for any processes to bring about the immediate, reimbursement or financial assistance and medium and long-term holistic regeneration a clear record of expenditure, authorisation of a community following an emergency. The and purpose needs to be maintained during following recovery activities have been put in the emergency. To meet some of these place to reduce the exposure to the disaster. initial costs the CDEM Group has committed Recovery planning emergency expenditure financial facility that Recovery planning is an essential element in can be used to fund immediate emergency emergency management and the principles response and recovery costs. are set out within the Group Plan. Recovery Hazard-specific recovery planning should take opportunities to meet Examples of hazard specific recovery future community needs and reduce future measures may include remedial works, exposure to hazards and risks. relocation or demolition of buildings and Insurance structures that pose a risk to people either EQC provides insurance against earthquake, through compromised structural integrity landslide, volcanic eruption, hydrothermal or if they are identified as being located activity, tsunami, flood and fire. Residential within a high risk areas. Rehabilitation of houses and contents are insured up to a land from a volcanic eruption, rural fire or certain limit for those home owners who hold drought may include reseeding burnt areas. fire insurance. Responsibility for recovery is for all agencies and organisations, private land and asset Financial arrangements owners. Impact assessment is a critical part The costs incurred during and following of the recovery process as it is used to an emergency with respect to welfare and identify the needs of the community. essential infrastructure will need to be met initially by Auckland Council but may

73 Part A Part 74

Factors that influence Auckland’s hazards - removal of vegetation that Restoration of catchments, wetlands, soil, the built environment and commercial food would help stabilise slopes by vegetation and other natural systems is supply chains, leaving them vulnerable if Factors that are not considered hazards but do intercepting rainfall and binding now recognised as an integral part of hazard those resources fail influence Auckland’s hazards include: management. the soil • Reliance on technology and essential • Climate change may increase the likelihood - draining wetlands that would • Population growth is expanding urbanisation services continues to grow and with it, and severity of weather and climate-related normally store large amounts of and creating higher urban property values, people's vulnerability to failure of these hazards. This could include rising sea levels, water during heavy rain and particularly in at-risk areas such as on steep systems. People are much more reliant on more intense rainfall, and associated release it gradually slopes and waterfronts. Auckland has the technology and essential services with high flooding, more frequent and intense highest growth rate in New Zealand, each expectations of immediate access to goods droughts, more damaging windstorms, - urbanisation which has week Auckland has approximately 340 new and services, including emergency services, higher temperatures, heat waves and increased the proportion of houses built and 820 new residents, this and communication and information, increased rural fire risk. impermeable surfaces, such equates to 43,000 new residents per year. such as phone and internet. Services are as roofs, roads, driveways and • Human modification of the natural As the population grows, along with assets also highly dependent on each other and a carparks making rainfall environment can both worsen and mitigate and infrastructure, so too do the potential breakdown in even one part of this matrix unable to soak into the natural processes that create hazards. The consequences of hazards. For example, as can easily cause breakdowns in other parts. ground causing greater Auckland landscape has been significantly population density increases in urban areas, stormwater runoff and The CDEM Group’s vision of working together modified since early settlement. Such more people are potentially vulnerable to associated surface flooding. to build a resilient Auckland will lead Auckland’s modification includes: a hazard event in those areas. People also contribution to the national vision of a ‘resilient tend to be more reliant on infrastructure, New Zealand’.

75 United Nations resilience framework Development goals. The CDEM Group will align and national alignment to the new National Disaster Resilience Strategy. The Transforming our World: The 2030 Agenda This change presents a significant opportunity 76 for Sustainable Development document for Auckland. While the CDEM Group continues recognises the importance of reducing the to work under the current National CDEM Part Strategic risk of disasters in the future. The Sustainable Strategy, we have also combined some Development Goals outlined within the fundamental principles from the Sendai document have direct links to the Sendai Framework into the development of this Framework for Disaster Risk Reduction. Group Plan. For example, placing more B direction emphasis on managing disaster risk, rather The Sendai Framework for Disaster Risk than managing disasters. Reduction (2015-2030) was adopted in

March 2015 at the Third United Nations While the goals of this Group Plan directly B Part World Conference in Sendai, Japan. The Sendai align with the national CDEM goals, to support Framework seeks to achieve the following within the Auckland's vision of the world's most 15 years: liveable city, the CDEM Group have developed The substantial reduction of disaster risk and an Auckland-specific goal of Resilience. The losses in lives, livelihoods and health and in Auckland Plan is a 30 year strategy that the economic, physical, social, cultural and contributes to Auckland’s social, economic, environmental assets of persons, businesses, environmental and cultural wellbeing. It sets the communities and countries. long-term objectives that will make Auckland the world’s most liveable city. The National CDEM Strategy, developed in To support this and the CDEM Group's vision the 2008, is currently under review to align with Auckland Council CDEM department have built a commitment New Zealand made to the a whare (Appendix 3). This whare represents international Sendai Framework for Disaster Risk how we, as a department, will achieve this and Reduction. give effect to the Group Plan's goals and actions; The CDEM Group’s vision of ‘working together through our key focus areas of engaging and to build a resilient Auckland’ will lead Auckland’s enabling communities, delivering customer contribution to the national vision of a ‘resilient friendly services and making our size work. New Zealand’. Through the quality of our leadership and the The review of the National CDEM Strategy demonstration of our organisational behaviours presents New Zealand with an opportunity to – collaborate, serve, achieve and develop – we consider how it can contribute to the Sendai are building a high performing culture to deliver Framework’s international goal, which will result the best outcomes for our communities. in a new National Disaster Resilience Strategy The objectives in this Group Plan are based on (launched September 2017). This will guide the principles of the 4Rs Framework: Reduction, New Zealand’s progress towards the priorities Readiness, Response and Recovery and the of the Sendai Framework, and the Sustainable Auckland-specific goal of Resilience.

Tāwharanui Regional Park 77 78

Auckland’s

goals B Part

This section provides an overview of CDEM Group’s goals towards building a resilient Auckland. To follow a clear pathway towards resilience, the Group Plan has five goals: the 4Rs Framework and the Auckland-specific goal. These goals are supported by the 13 objectives detailed in Part C: Building Resilience. The Framework for Action (Part D) outlines proposed actions to deliver on the objectives.

Māngere Mountain

79 Statement of expectations The CDEM Group, key partners and stakeholders • Hazards and risk, including how they are will work together to implement comprehensive, managed, need to be better understood sustainable and affordable disaster risk reduction and more effectively communicated by the activities. Disaster risk reduction is a shared CDEM sector. responsibility for all Aucklanders. The CDEM 80 Reduction Goal • Willingness to invest in disaster risk Group manage their risk reduction activities for Reduce risks to Auckland. reduction is low because the cost benefit of Reduction involves identifying, analysing and their agency or organisation. implementing such initiatives is unclear or evaluating long-term risks to life, property Principles and environment from natural, technological Issues and challenges misunderstood. • Adopt a resilience-based approach to or biological hazards. It also involves working • Research opportunities are not well • Communities are becoming increasingly managing hazards. towards eliminating these risks if practicable, coordinated, and there is no streamlined more reliant on critical infrastructure, which and, if not, reducing the magnitude of their • Advocate for improved risk-reduction process for collating hazard information. increases their vulnerability. impact and the likelihood of them occurring. policies and coordinated initiatives across • Constantly changing regulatory, commercial Arrangements CDEM Group key partners and stakeholders. Examples of risk reduction measures include and structural environments, which include Below are the specific arrangements for the B Part • Recognise that risk reduction is a centralisation, outsourcing and increased • hazard mapping and monitoring 4Rs Framework that guides the CDEM Group to responsibility shared by every person, use of contractors, makes risk reduction meet the objectives. • land-use management and planning community agency and organisation. planning difficult, and in the past, it has • improved building design and construction Objectives lacked consistency. REDUCTION • physical mitigation works 1. Strengthen our partnerships. Strategies and plans Tools Forums • public awareness and education 2. Promote, support and participate in • National CDEM Strategy • CDEM Act 2002 • MCDEM co-created research. • sustainable land management • National CDEM Plan • Building Act 2004 • Resilient Organisations • regulation and monitoring 3. Build a safe city through sustainable

REDUCTION • Auckland CDEM • Resource Management • Strategic research alliance approaches. • upgrading infrastructure resilience and Group Plan Act 1991 • Determining volcanic risk emergency management planning. Outcomes • The Auckland Plan • Building Code in Auckland (DEVORA) Risk reduction involves many stakeholders. 1. Auckland’s leaders champion resilience with • Auckland Energy • Auckland Council • Auckland Lifelines Group These include central and local government, partners and stakeholders for communities. Resilience and Low Earthquake Prone, • Upper North Island Carbon Action Plan Dangerous and Insanitary emergency services and lifeline utilities, as well 2. Disaster risk reduction will be prioritised Strategic Alliance Buildings Policy as individuals and communities. It is guided by across all levels of society to reduce risks. • New Zealand Coastal • Coordinating many pieces of legislation, policies and plans, Policy Statement • Auckland Unitary Plan Executive Group 3. Disaster risk reduction research is both at local and national levels. Therefore, • Natural Hazard Risk • Auckland Council Coastal understood and applied across the CDEM • Scientific and technical successful, comprehensive risk reduction Management Plan Management Framework Group, key partners and stakeholders. advisory groups requires a collaborative, multi-agency and all-of- (NHRMAP) • Hazard maps • Scientific Institutions and government approach. 4. Auckland is adaptable to the changing • Sendai Framework for • Public education material University groups landscape and the associated risks. Disaster Risk Reduction • Structural protection and (2015 – 2030) engineering works

Table 3: Reduction arrangements

81 Statement of expectations education providers because it is not part of the mandatory curriculum framework The CDEM Group, key partners and stakeholders will maintain an appropriate level of readiness • Recruiting and retaining people to volunteer 82 to respond to and recover from an emergency before an emergency is challenging due to Readiness so that their organisations can function to the time commitment involved. • Community engagement and involvement the fullest possible extent and support the Individuals, households, communities, • Community participation and preparedness in the planning of the response to and the CDEM Group. The CDEM Group, key partners businesses, agencies and organisations are aware in CDEM is low because CDEM’s activities recovery from emergencies is important. and stakeholders will work together with of, understand and are prepared for emergencies. are not well understood, and changing communities, businesses and organisations to Goal Objectives people’s behaviour is challenging. implement readiness activities. To increase community awareness, 1. Use knowledge to deliver education. • Business continuity or emergency Issues and challenges understanding, preparedness and participation in 2. Encourage and promote volunteering. management planning is not seen as a

emergency management. • Hazard and risk information needs to be priority for many organisations, even though B Part 3. Build resilience in our communities, more comprehensive and accessible to the some play a critical role in an emergency. Principles businesses and organisations. public and it includes inconsistent teaching Arrangements • Coordinated and integrated operational Outcomes across education providers. planning across CDEM Group, key partners Below are the specific arrangements for the 4Rs • Delivering education on hazards, risks and stakeholders. 1. An education framework for communities Framework that guide the CDEM Group to meet and preparedness is inconsistent across and educators that increases understanding the objectives. • Engage volunteers and voluntary of risks, personal and household organisations to increase readiness and preparedness, and community resilience. READINESS ability to respond to and recover from Strategies and plans Tools Forums emergencies. 2. A well-trained team of volunteers who are READINESS ambassadors for CDEM. • Public education • Warning systems and public • Emergency Services • Public education is essential for preparing alerting systems Coordinating Committees Auckland’s communities. • Public awareness • Social media • Controllers • Community and business engagement • Preparedness key • Recovery managers performance indicators • Volunteer engagement • National Public Education • Information management Reference Group • CDEM exercises systems • Auckland Welfare • Information • Training courses and Coordination Group management materials • Auckland Lifelines Group • MCDEM • Universities

Table 4: Readiness arrangements

83 84 Response Statement of expectations • CDEM Group partner agencies and number of people in the affected political stakeholders must have population. Disasters are inevitable. Auckland must be • The response will escalate only to the level The CDEM Group, key partners and confidence in the CDEM response and prepared to manage them. By enhancing required to manage the emergency. stakeholders will have response capacity, • Auckland’s size and complexity make it recovery. Auckland’s emergency management Objectives capability and arrangements before, during difficult to understand what is happening capability, we are more able to respond and after an emergency. This is coordinated • Capability and capacity across the CDEM in a large-scale emergency; therefore, to community needs. 1. Manage disasters through community through consistent and scalable structures, Group and stakeholders to a large-scale organisations and agencies are not action or multi-agency operational planning. processes and procedures. By working with Auckland event are not tested regularly responsive to community needs. Goal our communities, we ensure there is an agreed and well-understood. 2. Develop capability and capacity. Arrangements

To enhance Auckland’s capability to and clear understanding of current and future B Part 3. Lead the way in innovative information and • Responding to large-scale, widespread manage disasters. needs in order to effectively and efficiently Below are the specific arrangements for communication technologies. emergencies is not tested regularly respond to and recover from an emergency. the 4Rs Framework that guide the CDEM Principles enough and lessons learned are Outcomes Group to meet the objectives. • Agencies will respond to an emergency Issues and challenges not incorporated into annual work 1. Auckland’s communities, agencies and programmes. by coordinating with the lead agency and • There are varying levels of consistency, organisations are better equipped to activating their own plans and procedures. integration and coordination between • Operational emergency management manage emergencies together. • The lead agency will be the organisation response agencies in an emergency. plans do not always meet the coordination 2. Auckland has established sustainable needs required in an emergency. mandated by legislation or with the best • Resources are not effectively utilised, capability and capacity across agencies and RESPONSE expertise and resources to manage the managed or shared across responding • Public alerting systems and associated organisations. emergency. agencies; for example, personnel, public education messages are ineffective, • To ensure an effective response, agencies 3. Auckland is an innovative region using equipment and coordination centres. and warnings do not reach the required will be guided by the Coordinated Incident effective and best value-for-money RESPONSE Management Systems (CIMS) framework technologies to manage our risks and adapt Response activation and Plans and procedures Tools with enhancements and adjustments to to change. coordination structures reflect the operating business model • Emergency Coordination Centre (ECC) • Public information management • Public alerting and warning systems (Figure 9). • National Coordination Management • Volunteer engagement • Social media Centre (NCMC) • Welfare services • Information management systems • Integration of project management • Lifelines coordination • Volunteer engagement arrangements, principles and CIMS functions and for example, Auckland Response Teams terminology • Warning systems • MCDEM • Lifeline Utility Coordination (LUC) • Auckland Operational Evacuation Plan • Auckland Welfare Coordination Group • Standard Operating Procedures for the Emergency Coordination Centre

Table 5: Response arrangements

85 86 Recovery Statement of expectations • by conflicts between the private and public sector and local and national government. Recovery activities will be developed and In the wake of a disaster, Auckland must • Support the short, medium and long implemented by the CDEM Group, key partners • The CDEM Group’s Recovery Framework be prepared to implement a framework for term restoration and enhancement and stakeholders. This will be done by working needs strengthening and broadening recovery across all social, economic, built of a community post-disaster through collaboratively to produce a comprehensive to align with the new national recovery and natural environments. inter-agency shared goals, priorities and strategies. Recovery Framework that provides for strong arrangements. Goal social, economic, infrastructure and natural • Poor understanding and integration of social • Implement pre-planned recovery outcomes. CDEM Group, key partners and To enhance Auckland’s capability to recover components into strategic and operational measures as soon as the response begins stakeholders will be active during the from disasters. recovery planning. B Part (or as soon as practicable) through a recovery phase. Principles coordinated approach, and integrate into • Lack of national specifications and Issues and challenges • Undertake strategic planning activities to the response actions. guidelines for risk management of assets for improve preparedness in anticipation of Objectives • Increasing our knowledge of the Sendai CDEM Groups in recovery. recovery specific to the Auckland region’s Framework principles and fulfilling our 1. Establish Auckland's Recovery Framework. Arrangements hazards and risks. agreement as a CDEM Group to ensure 2. Champion the ‘Build Back Better’ approach. that consideration is given to disaster risk Below are the specific arrangements for the 4Rs • Return essential services to the affected reduction when planning for recovery. Framework that guide the CDEM Group to meet community as quickly as possible by Outcomes the objectives.

RECOVERY • Recovery is uncoordinated across agencies focusing on providing infrastructure, 1. Auckland’s Recovery Framework is aligned and at all levels. Recovery can be hampered housing, health and wellbeing. with best-practice and national guidelines. • Adopt the Sendai Framework ‘Build Back 2. Auckland’s Recovery Framework effectively RECOVERY Better’ principles, which will strengthen incorporates the Sendai Framework ‘Build Strategies and plans Tools Forums the resilience of the community, the Back Better’ principles. infrastructure and the environment. • Recovery Framework, • Recovery task groups • Auckland Lifelines Group which includes, strategic and subtask groups • Auckland Welfare planning for recovery, a • Recovery managers Coordination Group Recovery Plan, transition from Response to • Recovery controller • Coordinating Recovery Plan, Exit Executive Group Strategy and Recovery • MCDEM Communication Plan • Universities • Business continuity plans • ‘Build Back Better’ Approach

Table 6: Recovery arrangements

87 88 Resilience Objectives Statement of expectations CDEM Group, key partners and stakeholders Auckland-specific goal 1. Provide strong leadership and governance frameworks and direction. understand building resilience is a key priority To become the world’s most liveable city, and are responsible for working together with Auckland must ensure that its resilience to 2. Create the world’s most liveable city. the wider community to create the world’s most disasters is integrated into all levels of society. Outcomes liveable city. By integrating resilience within the frameworks Issues and challenges of communities, businesses, agencies and 1. Auckland’s communities, businesses and organisations, the vision for Auckland to become organisations are more resilient. • Auckland growth is putting significant Part B Part a liveable and safe city can be achieved. 2. Contribute to the Auckland Plan to ensure pressure on its ability to be resilient. This is increasing communities’ vulnerability to Goal Auckland is fair, safe and healthy. hazards and risks. To build a resilient Auckland to support the • Lack of understanding across partners and vision of Auckland becoming 'the world's most stakeholders of how to incorporate disaster liveable city'. resilience into their organisational plans Principles and policies. • Support the implementation of Auckland’s vision to create ‘the world’s most liveable

RESILIENCE city’ across CDEM Group, key partners and stakeholders by building resilient and safe communities.

89 90 Management and governance

The CDEM Group includes a statutorily of the Group Plan. By placing emphasis

established committee, with key partners on what is important, having attention to B Part and stakeholders as observers, responsible detail, and allowing the CDEM Group to for coordinating CDEM activities across the make effective, efficient and legitimate Auckland region. decisions, Auckland will continue to build resilience. Principles • Roles and responsibilities – CDEM Group, The principles underlying the role of key partners and stakeholders understand management and governance in Auckland their obligations under their own legislation. are as follows: This plan will not affect those obligations. • Strategy – Auckland’s strategic direction is • Value Te Ao Māori – ensure Māori values the foundation of all CDEM activities. and perspectives are taken into account • Leadership – provide strong leadership and when developing long-term business commitment across CDEM at political and direction. Developing performance executive levels. standards and collective goals that • Engagement – active engagement contribute to key Te Tiriti o Waitangi / across the CDEM Group, key partners and the Treaty of Waitangi outcomes. stakeholders, and Auckland’s communities Issues and challenges to deliver the regional and local outcomes • Roles, responsibilities, and accountabilities that will support and promote a resilient are not always clear. Auckland. • Poor understanding of how CDEM • Decision-making – contribute to the Groups, key partners and stakeholders development of policies and frameworks can effectively implement local, regional across CDEM that will underpin the success and national risk-reduction initiatives.

Arataki visitor centre 91 92

Objective • Accountability – ensures that those responsible for implementing a strategic The objective for CDEM is to deliver strategic,

initiative have role clarity and accountability B Part focused, committed and responsive leadership for required actions and outputs as well as across the CDEM Group needs. the mandate to act in a way consistent with Behaviours organisational values. The CDEM Group behaviour model connects the • Pride – identifying opportunities to make vision for the CDEM Group to Auckland Council. things better by being open, sharing new It aims to convey performance expectations and ideas and taking pride in and enjoying operational excellence. your work. • Innovation – proactively recognises • Teamwork – places higher priority on team the need for innovation, continuous or organisation goals than on own goals. improvement and initiates efforts to explore • Service – our ‘can do’ attitude alternative solutions. demonstrates CDEM’s flexible and • Respect – everyone is expected to behave adaptive approach to any situation that with the highest standards of courtesy we encounter. reinforcing that we are trustworthy and • Challenge the status quo regularly. respectful. • Continuous improvement.

Māngere Mountian 93 The CDEM Act 2002 specifies the governance committee is to provide strategic direction 28 94 requirements for emergency management in and leadership across CDEM key partners, The CDEM department whare in Appendix 3 • managing contracts entered into on behalf New Zealand. This guides the role of the CDEM stakeholders and communities. The CDEM describes how we as a department implement of the CDEM Group or CEG Group and Coordinating Executive Group (CEG). Group committee is responsible for the vision of working together to build a resilient • managing and administering CDEM staff Outside these statutory requirements, Auckland overseeing the delivery of coordinated and Auckland. It represents how we achieve this, by on behalf of the CDEM Group needs a resilience platform to better manage collaborative CDEM arrangements across engaging and enabling communities, having disaster risk across the city. the Auckland region. The CDEM Group customer friendly services and making our size • external liaison with the CDEM sector committee’s operational arrangements are Governance is critical to the initiatives that will work. Our culture of collaboration, serving, • coordination of monitoring and administered by Auckland’s CEG. make our city more resilient and, as a result, achieving and developing provides the basis for evaluation activities implementing these pillars to achieve our vision. more liveable. Therefore, to effectively manage • The CEG, comprised of senior • preparation of the annual report for

short, medium and long-term risks and cost, representatives from CDEM agencies, The CDEM department provides the following the CDEM Group’s activities, budget B Part we need many partners: city leaders and senior acts an advisor to the CDEM Group. The roles, responsibilities and functions: and performance. officials, local government representatives, CEG’s roles and responsibilities are to • review and align the CDEM Group member infrastructure agencies, CDEM Group, business provide for the planning, organisation, work programmes and insurance sectors, special interest groups coordination and implementation of CDEM Auckland Coordinating Executive Group (CEG) and private enterprises. in Auckland. Current arrangements include • advice and technical support for the CDEM • Chair: Auckland Council Chief Executive Auckland Lifelines Group, Auckland Welfare Group and the CEG Auckland’s unique local government • NZ Police Coordination Group (AWCG), Emergency • project and programme coordination structure, comprising the Governing Body, • NZ Fire Service Services Coordinating Committee and the Independent Māori Statutory Board, local and management Emergency Management Committee. • St John Ambulance boards and advisory panels, is a significant • coordination of regional CDEM policy • Health Coordinating Executive Group Chair resource for cross-region collaboration and All CEG members must work collaboratively to and implementation local consultation. These groups, particularly produce an annual integrated work programme • Auckland Welfare Coordination Group Chair local boards, play an active role in working with to give effect and ensure alignment in the • Auckland Lifelines Group Chair Auckland Civil Defence and Emergency Auckland’s communities to better understand implementation of the Framework for Action. Management Group committee • NZ Defence Force disaster risk and deliver emergency management Auckland Council is the administering authority services. to both groups, which are supported by the • Seven Auckland Council governing body • Auckland Harbourmaster councillors CDEM department within the Operations • Auckland Principal Rural Fire Officer The CDEM Act requires two groups to be division. The administrating authority is • Two representatives of the Independent established to manage emergencies in Auckland. • Auckland Controller responsible for the funding and coordination Māori Statutory Board • Auckland Transport Operations Centre(s) The following outlines the CDEM Group and of CDEM activities within the Auckland region. • Ex-Officio: Mayor, Deputy Mayor and the CEG roles, responsibilities and established The CDEM department takes advantage of the all other councillors The following are observers: arrangements required under the CDEM council’s vast range of services and resources • Auckland Council CDEM department Act 2002. to deliver community-based services. Through Figure 6: Membership of the Auckland Civil representative • The CDEM Group committee is comprised cross-region collaborative initiatives, there is Defence and Emergency Management Group • Ministry of Civil Defence & Emergency of governing body elected representatives a substantial opportunity to make Auckland’s committee Management representative Figure 7: Membership of the Auckland with observers from CDEM key partners and size work. Coordinating Executive Group stakeholders. The role of the CDEM Group

95 Declaration b) if the state of emergency was previously extended under this section, immediately before When an emergency happens, or has the that extension would have expired. potential to occur, a state of emergency may be declared under section 68 of the Persons authorised to declare a state CDEM Act 2002. A person who makes a of emergency under the CDEM Act 2002 96 declaration must immediately give notice to The Mayor and nominated members of the the public of the declaration by any means of CDEM Group committee as per resolution by communication that are reasonably practicable the committee are authorised to declare a state in the circumstances, and must ensure that the of local emergency. The hierarchy of persons declaration is published in the Gazette as soon authorised to declare a state of local emergency as practicable. is noted below: A state of emergency comes into force at • Mayor the time and on the date that a declaration of the state of emergency is made. A state of • Chair of the Auckland CDEM Group Part B Part emergency expires seven days after the time and committee date on which the state of emergency comes • Deputy Chair of the Auckland CDEM Group into force. committee Before a state of local emergency expires, a • Other councillors who are members of the person authorised to declare a state of local Auckland CDEM Group committee emergency for an area may, by declaration, Best endeavours will be made to follow the extend the state of local emergency. An hierarchy, however, if time is of the essence, the extension of a state of emergency comes signature of any of those authorised to declare into force. will over-ride this hierarchy. Transition from Response to Recovery a) immediately before the state of emergency Formal transition from response to recovery would have expired under section 70(3); or will be planned before a declaration is terminated and will involve: • briefing of the Mayor and Chief Executive Key appointment Legislative requirement Description throughout both the response and Controllers and CDEM Act 2002, The CDEM Director is the Primary Group Controller and will be the recovery phases alternates Section 26 first contact in the event of an emergency. If the Director is absent, • the Chief Executive confirms terms alternate controllers will be contacted (Appendix 1). Given that the Role and responsibilities of reference of the Recovery Manager, CDEM Group is a unitary authority, there are no Local Controllers. of local boards including delegations Welfare Manager National CDEM Plan The Welfare and Recovery Managers are appointed by the CDEM Group The Auckland region is divided into 21 • termination of response, including Order 2015, Section and are predominantly members of Auckland Council with specialised local board areas, as presented in Figure 8. any declaration, currently in force. 62(6)(b) welfare and recovery skills. Auckland’s 21 local boards are a key part of Recovery Manager National CDEM Plan Persons authorised to issue a Notice of Auckland Council governance. They represent Order 2015, Section Transition under section 94B of the CDEM Act and make decisions on local matters, provide 157(1) 2002, after first being satisfied that issuing a local leadership and support strong local notice is in the public interest and necessary or communities29. Table 7: Roles of appointed persons desirable for a timely and effective recovery.

97 98

The hierarchy of persons authorised to then signature of any of those authorised to declare issue the Notice of Transition is noted below: will over-ride this hierarchy. A major disaster in Auckland will require the • Mayor It is the responsibility of the 21 local boards cooperation of central government agencies, to drive the 4Rs Framework with their coordinated by MCDEM, and our partner • Chair of Auckland CDEM Group Committee communities at a grassroots level. The CDEM CDEM Groups. We have memorandums • Other councillors who are members of the of understanding between the Auckland, Group works with the local boards to develop B Part Auckland CDEM Group Committee and implement strategies, plans and policies to Northland and Waikato CDEM Groups. Also, Best endeavors will be made to follow the create resilient communities. the Upper North Island Strategic Alliance hierarchy, however, if time is of the essence, the outlines our partnership with adjacent regions. Due to our access to large resources and funding lines, Auckland’s threshold of declaration will be higher than other regions. REDUCTION READINESS RESPONSE RECOVERY RESILIENCE • Advocate and • Work with local • Two-way • Support • Integrating promote goals communities communication impacted resilience and priorities in and businesses and information communities. across all levels the Group Plan. to increase flow to ensure of society to • Contribute to understanding and consistent and support the ALBERT-EDEN • Encourage strategic planning DEVONPORT-TAKAPUNA participation in timely messaging. implementation increased for recovery. FRANKLIN building resilience. of Auckland’s investment in • Leadership in local GREAT BARRIER vision to create disaster risk • Participate in matters. HENDERSON-MASSEY ‘the world’s most reduction. training and HIBISCUS AND BAYS liveable city’. HOWICK development. • Promote disaster KAIPĀTIKI risk reduction to MĀNGERE-ŌTĀHUHU influence opinion ŌRĀKEI and action for ŌTARA-PAPATOETOE sustainable PAPAKURA development. PUKETĀPAPA RODNEY UPPER HARBOUR WAIHEKE WAITĀKERE RANGES WAITEMATĀ Figure 8: Local Board areas WHAU in the Auckland region

99 100

Māori Responsiveness Framework challenges. The CDEM Māori Responsiveness Plan will align to the objectives in the Group

Auckland Council is committed to meeting its B Part Plan across the 4Rs Framework. responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi. Policies and actions must To ensure the Māori Responsiveness Plan is recognise Māori rights and interests within embedded into the Group Plan the CDEM Tāmaki Makaurau and address and contribute Group will actively collaborate with mana to the needs and aspirations of Māori. whenua through a process of ownership that is outcomes-focused. To support these commitments and embed Māori responsiveness into all internal and The CDEM Group will: external council activities, Auckland Council has • Incorporate a culture of Māori capability developed a Māori Responsiveness Framework. and capacity. To align with council’s Māori Responsiveness • Collaborate with Māori communities Framework, the CDEM Group is developing a in the development of strategies to Māori Responsiveness Plan. This plan will have enhance resilience. an internal focus on CDEM’s staff professional development, and an external focus that • Embed a department-wide culture of provides a framework to engage, communicate confident, effortless Māori responsiveness. and consult with mana whenua and mataawaka. • Support effective Māori participation in The consultation will be ongoing and enduring democracy. to ensure the actions within the MRP align with • Increase in Māori leadership at all levels. mana whenua beliefs, priorities and real-time

Mt Roskill

101 102 Financial arrangements

Auckland Council is the sole financial contributor 3. Emergency expenditure In the lead-up to a declared emergency, the to meet their own operational costs. The to the CDEM Group. Auckland Council funds a CDEM Group is responsible for funding: procedure for claims is outlined in the Guide to The CDEM Group has committed emergency CDEM department that: the National CDEM Plan30. Upon termination

expenditure finanical facility to fund initial • all costs associated with the resourcing B Part of the emergency, the Recovery Manager will • provides administrative and related services and immediate emergency response and activation and operation of the ECC communicate to the CDEM Group and to central under s24 of the CDEM Act 2002 for the recovery costs. • all reasonable direct expenses incurred by government about which costs could reasonably CDEM Group For day-to-day CDEM department activities, all the Controller be met by either party. • completes an annual work programme levels of service and resourcing are established • all reasonable direct expenses (such as Generally, response costs that can be recovered by Auckland Council using the Group Plan, the • provides coordination in an emergency. travel, meals and accommodation) incurred from central fall into two categories: long-term plan and annual plan processes. by recognised technical advisors when they Auckland Council’s financial arrangements and The cost of caring for the displaced: Projects and resourcing are established by are requested to attend meetings. policies guide all expenditure and reporting. Auckland Council working with external agencies • Costs associated with accommodating, CDEM Group have the opportunity to provide During a declared emergency, the CDEM represented at the CEG using the Group Plan transporting, feeding and clothing evacuees. input into CDEM department activities through Group is responsible for funding: and the Auckland Plan process. As of 2015, the Central government will reimburse 100 per CEG. CDEM costs can be incurred in three ways: Auckland Council’s operating revenue is provided • all costs associated with the resourcing cent of the agreed costs. 1. Day-to-day CDEM department activities: through rates (45 per cent), grants, subsidies, activation and operation of the ECC Other response costs: • the cost of providing administrative and development and financial contributions, • all reasonable direct expenses incurred by • Other expenditure associated with related services under s24 of the CDEM user charges and fees. Therefore, the financial the Controller responding to an event that may be partially Act 2002 agreements for the CDEM Group are also • all reasonable direct expenses incurred by determined by Auckland Council’s operating reimbursed by government. • the cost of reduction and readiness activities recognised technical advisors revenue and its overall cost-benefits analysis for Volunteers suffering personal injury, or performed by the CDEM department to fulfil all Auckland-wide departments. • costs associated with the use of resources damage to or loss of property while carrying agreed levels of service. and services under the direction of the At all times, the CDEM Group must be aware of out emergency work under the authority of 2. Projects Controller. affordability and best-value outcomes within the the Controller, may also submit claims to the • Projects not based on the Group Plan that work programme. To ensure this takes place, it Response costs in a Civil Defence Emergency authority employing the Controller, or in the are identified as priorities. case of the Controller, to the CDEM Group. will undertake regular best-value reviews of its In an emergency, CDEM agencies are expected operations and partner interfaces.

103 104 Measuring Objectives and outcomes Objectives Outcomes Measure our • Group Plan Framework for Action objectives will be implemented our progress performance against to agreed timelines. standards • Work programmes are evaluated to ensure performance is to the required standard. Goal Statement of expectations Exercise, test and grow • CDEM Group will demonstrate capability and competence in The successful implementation of the Group • All CDEM Group and partners continually our capability and key tasks by applying skills in national and regional exercise performance programmes. Plan depends on effective monitoring and clear monitor and measure progress against B Part evaluation processes. To ensure accountability current goals and objectives outlined in the • CDEM Group will evaluate events, exercises and incidents and within the CDEM Group, key partners and Group Plan. The monitoring and evaluation demonstrate understanding of key performance areas. stakeholders, the Group Plan sets high-level programme is agreed by all members and • CDEM Group will implement evaluation action plans to improve performance expectations. partners and meets the expectations of our capability and capacity, and apply these. communities. Principles Analyse effectiveness • CDEM Group members will identify lessons learned in events and Issues and challenges The Group Plan uses principles and legislation apply these into local practices as appropriate. within the CDEM Act 2002, the National CDEM The Group Plan highlights the issues and • CDEM Group will review the CDEM Capability Assessment Tool Plan and Guide, supporting documentation, challenges Auckland faces in building resilience outcomes, understand the implications at a local level and identify and the Auckland long-term plan to inform this to disasters across all environments. It action opportunities. process. This will ensure our outcomes are in recognises that desired outcomes include Track our progress • CDEM Group will evaluate the progress of group objectives over line with the expectations of these documents ownership and participation from individuals and towards goals and time and demonstrate that these are being achieved, delivered and the national Monitoring and Evaluation households, communities and businesses, across objectives or planned. guidelines. government and non-government organisations, and multiple sectors. • CDEM Group will take into account changing demands These principles are that and requirements and understand how these impact the Issues include: • all CDEM partners and agencies enhance achievement of objectives. Where necessary this will result in the organisational learning to increase capability • capacity and capability are not quantified implementation of additional tasks or actions. or tracked • the CDEM Group ensures informed decision- making processes • evaluation action plans are not being Table 8: Objectives and outcomes implemented • substantive accountability is supported to measure our performance by the CDEM Group for all partners and • lack of national benchmarking frameworks agencies • lack of Auckland-specific key indicators. • the CDEM Group build capacity, capability and support partners and agencies in this development.

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Monitoring and evaluation Further monitoring and evaluation for the CDEM Group can be undertaken internally or by Monitoring and evaluation are essential to the external agencies. It is generally focused in three integrated risk management process. They allow different areas: comparisons to be made between actual and desired states, enable ongoing analysis, and • compliance – monitoring the fulfilment of refinement of decisions and implementation both legislative requirements and those processes to improve outcomes. Monitoring requirements outlined within the CDEM Part B Part involves tracking progress against a plan or Group Plan. performance against standards, generally using • performance – measured as capability and quantitative data. Evaluation is about measuring capacity to ensure work programmes are effectiveness; it compares what is happening being carried out according to needs and against what was planned and interprets the requirements. reasons for any differences. • outcomes – monitoring and evaluating The Auckland Council CDEM Department reports progress towards the high-level goals and progress monthly via the Auckland Council objectives of the CDEM Group. Opal3 reporting system. Opal3 measures objectives described in the departmental Group Plan review process business plan and supporting work programmes After the Group Plan is adopted, CEG members which is aligned with the CDEM Group Plan will continue to work with central government Framework for Action. Quarterly reports officials in order to seek further alignment are provided to the CEG and CDEM Group between targets and actions in the Group Plan committee. If necessary, the work programme and communicate changes in legislation and can be adapted where outcomes are not being best practice. We will monitor and evaluate achieved or improvements or alternatives have our engagement and development within been identified. communities. The CDEM Group is also evaluated on a regular Further information on the Group Plan basis using the CDEM Capability Assessment development, consultation and review process Tool developed by MCDEM. The capability of the is outlined in the introduction. CDEM Group was last reviewed using this tool in September 2014, and the outcomes from this review were referred to during the development of this Group Plan and the Auckland Council Tawharanui Regional Park CDEM Department Business Plan.

107 108 Part Building C resilience Understand community complexity Our community • A realistic understanding of the complexity of a community’s daily life will help resilience principles emergency managers determine how we can best meet its true needs. • Once we move beyond easy, typical approaches, we can look at real situations and issues. Be inclusive • See diversity as an asset and strength.

• Identification of vulnerable groups is vital for C Part their recovery after a disaster. • Understanding our differences will help to remove any barriers to participation. Recognise community capabilities and needs • A community’s needs must be defined by what it requires, without being limited to what traditional emergency management capabilities can address.

109 110 Foster relationships with community leaders Empower local action • Every community has formal and • Community members must be allowed informal leaders with valuable knowledge to lead, not follow, in identifying priorities, and insights. organising support, implementing programmes and evaluating outcomes. • Leaders can help identify activities in which residents are already involved. This could • Ownership of projects is a powerful inform preparedness campaigns that have incentive for sustaining action and more appeal and relevance. involvement. • Emergency managers and community • Supporting home-grown resources and leaders form trusted relationships as they responses will boost a can-do attitude. learn to support and rely on one another, to • Encourage communities to adapt creatively solve problems together. to risks and hazards, ensuring they • Be transparent about sharing information, understand the issues and are part of planning processes, and capabilities to deal the solution. with hazards and risks. • Clear messages and open discussion of Build and maintain partnerships the roles and responsibilities will help communities commit adequate resources • Find the shared interests that bring groups

and understand the desired outcomes. C Part and organisations together. Use and strengthen social networks • Ensure decisions are made as close as and assets possible to the people affected. • Communities are extremely resourceful at • Sustain the incentives to collaborate over dealing with everyday challenges. A culture time, while improving connectedness of shared responsibility and decision-making through public-private partnership. links communities and leaders in tackling Businesses play a key role. shared problems. • As businesses consider their continuity • Understanding how communities plans for surviving a disaster, they must operate normally (before a disaster) identify what their customers need to is critical to immediate response and survive. Without customers and employees, long-term recovery. businesses fail. • Invest in the social, economic and political structures that make up daily life, and connect them to emergency management programmes.

111 112 Strong partnerships We are witnessing unprecedented technological drive recovery from an emergency; it takes and social change. The concept of being socially the whole community to create resiliency. resilient to disasters is fairly new. Traditionally, By developing strong and sustainable the focus has been on individual preparedness. partnerships between the CDEM Group, Be prepared, No single person, community or agency is community leaders and community responsible for resilience to disasters; everyone networks, innovative approaches will must take part. By working closer with key be co-developed and delivered to build partners, stakeholders and the community, the community resilience. CDEM Group has the ability and environment build resilience Co-created research to generate ideas, identify opportunities, drive productivity and work towards the shared vision The CDEM Group relies on scientific research of the Group Plan. for accurate and reliable information about Through the development of a shared risks, hazards and what to expect when disasters Auckland faces many hazards that pose ability to respond and recover should one occur creative workspace to explore opportunities affect Auckland. Working with other agencies vulnerability to individuals, communities and has never been tested. This is not to say we are to integrate disaster risk reduction into and research organisations, the CDEM Group businesses. Being prepared is a cornerstone in unprepared; contingency plans, evacuation plans common practice across the CDEM Group, will continue to undertake co-created research growing Auckland’s resilience for the future, but and response systems are in place and ready to key partners and stakeholders and the projects, linking academia with practice, to

we also need to respond effectively to events use when needed. wider community. gain a better understanding of Auckland’s C Part when they occur. environments, how we can minimise future There are steps Auckland can take now before One of the missing pieces in community losses, and inform effective land management, It’s not just about planning for the unexpected, an emergency occurs, that can reduce exposure. resilience is a better understanding of resilience planning and other mitigation activities. but knowing how to respond to events. These are the objectives of the Framework in the context of a large metropolitan area. By for Action31 which will create a safe and more In line with the Auckland Council’s Natural Being prepared involves taking action before, educating and engaging community leaders prosperous region, one that understands its Hazard Risk Management Action Plan during and directly after an emergency to to promote resiliency in their communities hazards and has resilient communities recommendations, develop a 10-year ensure that people stay safe, their properties are we can reach communities that may not be as working together. hazard research plan to target gaps in protected and Auckland can recover quickly. knowledgeable about the importance of knowledge and information. Detailed below are Auckland’s 13 objectives to disaster preparedness. The government alone In an emergency, a large-scale response will have achieve the vision of working together to build cannot adequately prepare for, respond to, or huge impacts on leadership, welfare, businesses a resilient Auckland. and communities. Auckland has not needed to respond to a large-scale, regional event, so our

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A safe city Building a safe city is essential to the economic, term, with a particular emphasis on the social, environmental and cultural well-being consequences of hazards and exposure of Auckland’s communities, businesses and the to our economy. region as a whole. A sustainable approach to The climate is changing globally, regionally infrastructure planning, focusing on building and locally. The risks associated with climate strong communities and sustainable ecological change are likely to be wide and far-reaching, systems, will make better use of existing including changes to temperature and rainfall networks to manage the demand for new patterns, more frequent and intense weather infrastructure efficiently and equitably, ensuring events and accelerated sea-level rise. Auckland’s

that investment leads to the most effective response to climate change is outlined in the C Part outcomes for Auckland. Auckland Plan32. Auckland’s economy must be robust to ensure Through a collaborative partnership, that major events, such as global economic the CDEM Group, key partners and crises, cause minimal disruption to the region stakeholders will continue to advance and the nation. Auckland to a sustainable, energy resilient, By working with key partners and low carbon future by developing and stakeholders, the CDEM Group will continue implementing adaptive land planning to improve Auckland’s understanding of the and management initiatives. economic risk of disasters in the long

One Tree Hill

115 116 Knowledge through education Volunteer participation Due to the nature of the environment and When it comes to educating Auckland’s landscape, it is not possible to completely communities and planning for emergencies, remove all risks to people and property. volunteers play a vital role. Lessons from the Knowing the hazards in the area and having a Christchurch earthquakes showed that when better understanding of risk by communities, emergencies occur, people join together to help businesses, agencies and organisations, will each other, forming spontaneous groups, such as help Auckland cope better in an emergency. the Volunteer Student Army. We must harness For example, properties could be located in this enthusiasm with a volunteering campaign a tsunami zone, affected by power outages, to strengthen volunteer energy through an susceptible to flooding or vulnerable to organised volunteer engagement framework. landslides. Through the development, implementation Being resilient requires input and ownership and evaluation of a Volunteer Engagement from everyone. People are at the heart of Framework, which includes spontaneous our region, so by sharing an understanding volunteers, Auckland will be better prepared of the environment we live in, and ensuring to respond to and recover from

everyone works together, Auckland can be an emergency. C Part better prepared. Volunteering is an opportunity for all individuals By working with communities, businesses, to contribute and build stronger local networks agencies and organisations, the CDEM and communities. By partnering with local, Group will develop and implement regional and national agencies to encourage successful strategies to increase resilience. and promote volunteering, whether it’s through community groups or within organisations, Auckland can use its size as a positive to create powerful relationships to strengthen community resilience. Through utilising and working with established community and organisational volunteering networks that support and optimise community collaboration, the Auckland region will be stronger in the face of adversity.

Project Twin Streams 117 118 Individual readiness such as tinned food, toilet paper, a torch and Changing attitudes The challenge of diversity spare batteries. 40 per cent of those surveyed Emergencies such as floods, fire, tornadoes, or Low motivation and complacency require a Auckland is ranked as one of the most diverse who owned emergency survival items, regularly loss of critical services are well-reported in the change in individual behaviour and attitude. cities in the world. It is home to more than 1.5 update their supplies. news. Research shows that today’s communities From a planning perspective it would be useful million people and over 200 cultures speaking are more aware of the hazards and risks that Although this is a great result, the understanding to know the level of preparedness across multiple languages with various education may affect them, particularly where they live. needs to be improved through on-going geographic and demographic groups in the levels and economic statuses. Such diversity Individuals also have ready access to hazard public awareness campaigns. The CDEM region. The CDEM Group does not have enough makes preparing for a large-scale disaster extra and risk information, such as flood and tsunami Group will continue to seek the most up to detailed data, but we do know that Aucklanders challenging but can ultimately be harnessed inundation maps, to help guide their land-use date information about individual, household are generally apathetic about their need to be as a strength. The current suggested approach decisions and preparedness levels. and community preparedness in Auckland prepared for disasters. for individual and household preparedness is through continuing to survey Aucklanders and the ‘Never happens? Happens’³³ campaign. It is Barriers Our region’s challenge is to shift because of the complexity of our communities improve understanding through on-going public Aucklanders from apathetic awareness To increase Auckland’s levels of preparedness, that we tend to opt for across-the-board awareness campaigns. to personal preparedness. the CDEM Group, key partners and stakeholders approaches, which include communicating Having a conversation with family and friends is and communities must overcome barriers to The CDEM Group, key partners and stakeholders hazards and risks to individuals, families and the most important way to make sure everyone build Auckland’s resilience. must promote a culture of preparedness that communities. Instead of a blanket approach agrees and understands the actions to take if is embedded into everyday life and becomes a As discussed earlier, a recent survey illustrated to educating Aucklanders, the CDEM Group, they are separated during a disaster. This is more natural attitude of ‘that’s just how we do things that Aucklanders have a good awareness and key partners and stakeholders must focus important than simply filling out the household around here’. understanding of the types of hazards that could on strategies that allow individual and emergency plan. Survey respondents have C Part community resilience to develop in our affect Auckland and what being prepared means told us that the most significant connection communities over time. for an emergency situation. 52 per cent of those for getting this information about hazards and surveyed stated that they have the necessary disaster preparedness is from family members. emergency items needed to survive a disaster,

52 per cent of those surveyed stated that they have the necessary emergency items needed to survive a disaster, such as tinned food, toilet paper, a torch and spare batteries.

Potters Park

119 Resilience for our citizens

120 is how easily they would bounce back from adversity.

Community responsibilities Local action and reward The challenge is to empower communities The CDEM Group must listen to those who to collaborate on strategies to effectively understand and are active in community respond to and recover from disasters. development. A more detailed understanding of specific needs and capabilities will lead to a Every community is different more efficient use of resources. In an emergency, Communities are complex and unique. spontaneous community collaboration There is no single solution, institutional leads to local action and stronger networks. guide, technology or academic theory for Communities must be able to assess, measure community resilience. Ideas that work well and improve their preparedness, which could be in one community may not be feasible for celebrated with tangible rewards or benefits.

another because of, for example, funding, C Part Honest communication demographics or cultural issues. It is important to ask the community how Mutual benefits they want to be communicated with. This We must understand what is important to will, of course, vary for different geographical the community to create mutually beneficial and demographic groups. Open and honest relationships that will lead to better social communication is important to build strong, outcomes. inclusive communities. Any disaster resilience strategies must Understanding risks and consequences • be flexible so that they can be adaptable Understanding and communicating risk so that and relevant in each specific area people can take action remains a significant • meet the needs of the wider community challenge. Communities must clearly understand the consequences of emergencies in their day- • offer different participation choices. to-day lives and the impacts it has on the people they care about so they can take action in any emergency situation. A good way to do this is by showing them what the consequences of Kohimarama Beach

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emergencies would be across social, economic, In contrast, a high proportion of migrants live built and natural environments. Stories of what in multi-unit apartments in the inner city, often Auckland could look like during and after a with family outside New Zealand, and they major disaster may create a high level of are not well-prepared for displacement from anxiety in the public, but they may also motivate their homes. people to build resilient communities that The CDEM Group, key partners and stakeholders could respond to and recover from such must work with agencies and organisations an emergency. that have networks and connections into these There are limited numbers of local emergency communities to identify those that are at greater response personnel and finite resources to risk and who will need extra support during manage large-scale emergencies, so people and after any emergency. By connecting with must look to each other for help. If people social services, community and faith-based understand the true capacity of the organisations that interact with these groups, emergency response, that may motivate we can prioritise those who need assistance first. them to be prepared. Involving vulnerable communities in the For example, if communities realised the development of any disaster resilient means

personal and financial implications of disasters, their collective objectives are met, and they C Part they might take out insurance to reduce their are accountable for their present and future financial burden. Similarly, understanding condition. consequences such as the time required to Technology restore critical services, might motivate them to put plans in place before disaster strikes. Resilient communities have a comprehensive understanding of their hazards and are Vulnerable groups committed to building safe and healthy All residents and visitors to Auckland are environments. It is important to have considered vulnerable, depending on the easily accessible and usable hazard and risk emergency. Some communities have a information, so Auckland’s communities can recognised disadvantage, for example, those on make informed decisions. Communities must low incomes. These groups, however, may often also be able to use technology and data for their be more resilient as they are more familiar with own disaster resilience strategies. Emergency challenges in daily life. As a result, community technology platforms are not the total solution, and family support networks are usually strong but these can be a powerful toolbox to extend across these communities. the reach and efficiency of existing programmes.

Parnell Baths 123 124

Building resilience in our Government and non-government organisations communities, businesses and continue to improve their capability and play an organisations integral role in CDEM. However, they cannot do it alone. Shared responsibility At the grassroots level, individuals and In adversity, people and communities are the communities play a key role because they may true sources of strength, and building resilience be personally involved in the emergency. is a shared responsibility across the whole of society. Typically, disaster resilience is not the Individuals, households and communities number-one priority for any group, yet taken as need to take greater responsibility for their a whole, the investment pays huge dividends own safety. Everyone is a partner. when disasters strike. No community is immune Trust and social values to disasters. A trusting and open relationship is essential To get everyone on board, understanding the to building and sustaining resilience across risks and building strong networks to withstand Auckland’s leaders and our communities.

them, Auckland faces a number of challenges. C Part By developing a comprehensive hazard and Ownership and participation risk awareness campaign, with a focus on Everyone must play a part through strong the consequences, communities, business, partnerships and networks at government, agencies and organisations will understand business and community levels. A sense of the disaster risks, understand the impact shared responsibility will inform Auckland’s and be better prepared. CDEM strategies such as public education Social values campaigns, hazard and risk awareness, communication plans and community The CDEM Group recognises that beliefs, development programmes. However, ideas and values are necessary and critical to shared responsibility does not mean equal community development and social change. responsibility. Auckland’s communities have different needs, interests and priorities. Through profiling, we At the national and local level, the government can gain a better understanding of their drivers plays a crucial role in shaping the direction and values. of disaster risk reduction and resilience.

125 Business resilience and This includes: organisational resilience Emergency management planning emergency to have a common understanding • establishing and maintaining necessary and terminology to ensure effective response Failure to plan can be disastrous. Businesses, equipment and operational systems Being prepared requires planning. Emergency 126 and recovery. The purpose of the CIMS large and small, often do too little, too late to management plans help Auckland respond to • addressing any need for specific framework is to: prepare for the unexpected. At best they risk and recover from disasters that can affect our interoperability losing customers while getting their business lives and the lives of those around us. Planning, • establish common functions and back on its feet. At worst their business may • coordinating with interdependent agencies either through community action or multi- terminology to be used by agencies that are flexible, modular and scalable so that it can never recover and ultimately cease trading. • monitoring and evaluating capacity and agency operational planning, is fundamental be adapted to circumstances specific to any Experience has shown that it is vital that capability to perform effectively and to meeting Auckland’s needs. Emergency level or type of incident. Auckland’s businesses and organisations respond efficiently. management planning must be inclusive, and recover quickly to get back to normal involving the CDEM Group, key partners, • enable agencies to develop their own Our partnership with research institutes, such stakeholders and the wider community to operations. 34 processes, procedures and training. as Resilient Organisations , ensures there ensure everyone understands the complexities As Auckland aims to become a more resilient are opportunities and resources to fulfil these of emergencies and the importance of planning. The role of the CDEM Group in response region, the CDEM Group, key partners, expectations. Resilient Organisations focuses on is twofold36: stakeholders and the business community helping businesses, industries, and economies By working together to develop and test 1. Lead agency for geological, meteorological need to ensure collectively that frameworks to survive emergency events and to become key operational emergency management hazards and infrastructure failure are developed and adapted to enhance more resilient. To build a resilient business it is and contingency plans across the CDEM organisational and business resilience. essential to follow five key factors: Group, key partners and stakeholders the 2. Support agency for all other hazards listed in Organisations and businesses must accept more response to and recovery from, a disaster Table 1. • effective leadership will be effective and coordinated to support accountability in becoming more resilient. In an emergency, the Lead agency directs the • a culture of valuing employees Auckland’s communities and businesses.

By working with business and organisations response. The Lead agency is the agency with the C Part in the community, the CDEM Group, key • establishing ways of collaborating Coordinated Incident Management System legislative responsibility or chosen by agreement of all agencies involved. partners and stakeholders will improve the • committing to collective learning The CDEM Group and key partners and resiliency of Auckland’s businesses to better stakeholders work together under the For more information about the roles, functions • supply chain risk management. respond to and recover from an emergency. Coordinated Incident Management System and responsibilities of agencies in an emergency A resilient business35 is more thoughtful Through effective partnerships and working (CIMS) framework. Auckland CDEM also refer to the Guide to the National CDEM Plan37. and adaptive. It can provide high levels of relationships with sector groups, the CDEM applies best practice programme and project continuity of service, ensuring it is effective, Group, key partners and stakeholders will management principles to the way we work. The efficient and productive – even during improve their organisational resilience. framework allows all agencies involved in the an emergency. To function to the fullest extent during and after an emergency, and to contribute to response and recovery activities, each organisation or agency within the CEG is expected to undertake readiness activities as described in the agency- specific sections in the Guide to the National CDEM Plan.

127 128 Intelligence Planning

Chief Resource management they need to be; this may require some creative of Staff and innovative approaches. For example, salt- Resources such as fast-moving consumable water desalinisation plants were set up by the

goods and equipment are critical during an Operations New Zealand Defence Force to provide water to emergency and must be provided in good residents in the eastern suburbs of Christchurch Auckland Emergency National Crisis condition, at the right time, to the right place Controller during the Canterbury Earthquakes in 2011. Coordination Centre Management Centre and in the right quantities. The CDEM Group does not stockpile resources as this has been Emergency Coordination Centre Logistics During a disaster there are lead deemed unsustainable and inefficient. Instead, Auckland Council provides an Emergency and support agencies. resources are managed through pre-established Coordination Centre (ECC) that allows all CDEM Liaison Agency Technical relationships with key suppliers and other key partners and stakeholders to work together Experts The lead agency is the response agencies, as it has been found that Agency Emergency agency with the legislative

to plan and implement response and recovery C Part Operation Centres responsibility for managing these organisations already have the necessary activities in support of Auckland’s communities. or District Command networks in place to manage these resources. the type of hazard, if Public Centres Understanding the capabilities and resources The ECC uses an integrated structural approach there is uncertainty about Information Management available during an emergency is essential and reflecting best practice programme and responsibility, or the response to the disaster will be is a collaborative effort by all response agencies. project management and CIMS functions improved, and all agencies A database of key suppliers and resources and terminology (Figure 9). The roles and involved agree, a lead agency should be maintained during the readiness, responsibilities of the functional teams are Recovery may be assigned. response and recovery phases of an event. The outlined in Table 9. The general structure will Incident Control Point logistics function is responsible for coordinating not change, but the numbers of people in the Other agencies are expected Civil Defence resources and ensuring that they get to where ECC will vary depending on size and scale of to support the lead agency the emergency. Centre(s) as required. Welfare Lead agencies for hazards can be found in the Guide to National CDEM Plan: Section 3.

Figure 9: Auckland's Response and Recovery Structure

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Coordinated Incident Management System roles and responsibilities

Function Responsibilities Control Coordinates and controls the response Intelligence Collects and analyses information and intelligence related to context, impact and consequences, also distributes intelligence outputs Planning Leads planning for response activities and resource needs Operations Provides detailed direction, coordination, and supervision of response elements Logistics • Provides personnel, equipment, supplies, facilities, and services to support response activities Agency Liaison • Establishes communication between agencies to enable accurate and timely information sharing C Part Public Information Develops and delivers messages to the public, directly and through Management the media, and liaises with the community if required Recovery Coordinates the efforts of the task groups for short, medium and long-term community recovery following an emergency Welfare • Coordinates the efforts of the task groups for short, medium and long-term community recovery following an emergency

Table 9: Auckland's Response and Recovery structure

The ECC has five alert states of activation A detailed outline of the modes of activation depending on the scale of the emergency can be found in Figure 10. and the required response needed under the CIMS model. These alert states come under four modes of activation: Monitor, Engage, Assist and Direct.

Tāwharanui Regional Park 131 Mode Roles Scale Emergency Coordination Threshold Centre (ECC) activation transition 1. Monitor Monitor and assess Lead agency: GREEN: threats and incidents on standby, minimal 24hrs Passive Duty Officer that may lead to a local staffing to monitor monitoring, supported by 132 emergency. impending or actual back-up Duty Officer emergency. Passive monitoring OVERSIGHT: Orient/Decide 24hrs and actively Support agencies: Duty Officer from green to white: monitor any emergency on standby. WHITE: Duty Officer risk that is identified Duty Officer conducting or above. Other CDEM Groups When possible there will be a representative ranging from central and local government and escalate where from MCDEM in the ECC. This will usually be agencies, to key non-government agencies, active monitoring of an Where possible, other CDEM Groups are required. a MCDEM Regional Emergency Management organisations and private businesses. See emerging risk, supported by expected to provide support and assistance Advisor who will be the liaison between the Table 10 for membership, roles and a back-up Duty Officer. during an emergency. This assistance must go National Crisis Management Centre and the responsibilities of AWCG. OVERSIGHT: Orient/Decide through a formal requesting process between ECC. Also, the CDEM Group Controller will ECC Manager from white the ECC and the National Crisis Management The formal welfare response focuses on to yellow: work with the National Controller to ensure 2. Engage Collect, analyse, Lead agency: YELLOW: Centre. The support will be coordinated within ensuring that affected community members ECC Manager an effective response. At all times the ECC and disseminate increased staffing. ECC Manager and Duty the region through the logistics function within are supported through the response to, and or above. will operate in accordance with the National information, report to Officer engaged, partial the ECC. recovery from, emergencies that affect their Support agencies: Controller’s directives. or advise stakeholders, acvtivation by ECC personnel. lives. This response links with and supports kept informed, some Similarly, other regional CDEM Groups may provide public More information on how the CDEM Group spontaneous and planned community-led activated. OVERSIGHT: Orient/Decide require support from the CDEM Group. The information. maintains liaison with these national groups and responses. CD LEAD TEAM from yellow CDEM Group will support other regional groups the details of how they operate can be found in to amber: through official requests from the National Crisis CDEM welfare staff work collaboratively with 3. Assist Process or coordinate Lead agency: Lead Team the Guide to the National CDEM Plan38. requests for support partial to full staffing. Management Centre. The CDEM Group will other stakeholders in Auckland, in addition to C Part AMBER: or above. from stakeholders, assist as far as possible while retaining the ability International aid maintaining relationships with neighbouring Support agencies: CD Lead Team engaged. to respond effectively should an emergency CDEM Groups and at a national level through establish a liaison with In the event that international assistance is most activated. occur within the Auckland region. the National Welfare Coordination Group. government, report/ OVERSIGHT: required or offered, all requests will be directed advise stakeholders Controller Orient/Decide National assistance to the National Crisis Management Centre A five-year Group Welfare Plan is being and public. from amber for coordination. developed that will align with national to red: Response to a significant emergency in Auckland guidelines and the CDEM Act 2002. The plan 4. Direct Control and direct Lead agency: RED : Controller or could require support by national groups, which Welfare overall response. full staffing. will outline the strategic welfare arrangements Full activation of ECC ALT Controller. will be coordinated through the National Crisis At the heart of planning for emergencies is for Auckland in greater detail. Management Centre. Support agencies: including functional the need to support affected communities all activated. managers, staff and ACES Examples of these groups are: during and after an emergency. Planning for a with multiple shifts possible. coordinated welfare response is led by CDEM, • the National Welfare Coordination Group through the work of the Auckland Welfare OVERSIGHT: (NWCG) Controller Coordination Group (AWCG). This Group is • the Transport Emergency Management chaired by the CDEM Welfare Manager and Coordination Group addresses the key areas of welfare response, in • the Visitor Sector Emergency Advisory line with the MCDEM Director’s Guidelines for Figure 10: Modes of activation Group. Welfare. Membership of this group is diverse,

133 134

Animal welfare Welfare Animal welfare must also be considered in Welfare sub-function Agency responsible/mandate Key support agencies include: modern emergency management. While Registration CDEM Inland Revenue, Auckland Council emergencies cause significant hardship for Needs assessment CDEM Ministry of Social Development, NZ people, animals are often forgotten during Police, Ministry for Primary Industries, these times. The Ministry of Primary Industries Ministry of Business Innovation and leads and facilitates the management of animal Employment, Auckland, Waitematā welfare. Companion animals, livestock and and Counties Manukau District Health wildlife may perish, be injured or left without Boards, NZ Red Cross, Salvation Army food and shelter during and after emergency Inquiry NZ Police Auckland Council, Auckland, events, leading to animal psychological and Waitematā and Counties Manukau District Health Boards, Ministry physical harm. Companion animals are an of Education essential part of families, and livestock are often Psychosocial support Auckland, Waitematā and Counties Ministry of Social Development, primary income sources for rural businesses. Manukau District Health Boards Ministry of Education, Te Puni Kōkiri, The loss of valued animals can have significant Salvation Army, NZ Red Cross psychosocial impacts on people; this may Financial support Ministry of Social Development Inland Revenue, NZ Red Cross, reduce or postpone their ability to recover C Part Auckland Council, Accident from disaster events. Compensation Corporation Auckland Welfare Coordination Group Household goods CDEM Auckland, Waitematā and Counties and services (e.g. Manukau District Health Boards, The Auckland Welfare Coordination Group food, clothing, Auckland Regional Public Health, (AWCG) is a cluster of social sector government sanitation, furnishings, NZ Red Cross, Salvation Army and non-government agencies that work medication) together to develop regional arrangements Care and protection Ministry of Social Development Ministry of Education, NZ Red Cross, for the coordination of community welfare of children and young (Child Youth and Family) Te Puni Kōkiri and recovery in the event of an emergency. people Membership is flexible, and the current Animal welfare Ministry for Primary Industries Auckland Council Animal structure is available by visiting the Auckland Management, SPCA CDEM Group website. Shelter and CDEM (emergency shelter and Ministry of Social Development, accommodation accommodation) Ministry of NZ Red Cross Business Innovation and Employment (temporary accommodation)

Table 10: Auckland Welfare Coordination Group Shakespear Regional Park 135 136

Capability and capacity To ensure Auckland can respond to and recover capability with the community and from an emergency, the CDEM Group, key operational response partners, such as partners, stakeholders and volunteers must the emergency services. be trained through an Integrated Training The CDEM Group will develop and conduct Framework with supporting capability multi-agency exercises, looking at large- development activities that are aligned scale events that may affect Auckland, such with national expectations. This can link as a tsunami or a volcanic eruption, to build to deployment opportunities, professional Auckland’s capability. development, learning from other agencies’ Auckland Council and council-controlled experience and getting expert input. organisations employ approximately 11,000 By supporting the ongoing development staff, giving the CDEM Group access to a range and implementation of the national CDEM of individuals with valuable skills, knowledge Integrated Training Framework, the delivery and experience. Utilising these individuals will of CDEM functions and services in Auckland make Auckland’s size work. Through better C Part will be consistent and robust. management, coordination, and service Integrated Training Framework delivery, the CDEM Group will strive to unlock opportunities within Auckland’s community, The Integrated Training Framework aims key partners and stakeholders that can lead to enhance the overall competency of to improving daily life, while also preparing leadership and staff working in an ECC. This the region as a whole for future emergencies. will be done through standardised training Auckland’s local communities are often the best that both promotes and supports professional point of contact for local knowledge, whether development. The framework includes they have lived there for years or experienced foundation and intermediate training, as well as first-hand disasters in their community. The advanced function-specific training for the ECC CDEM Group will continue working with and environment. using Auckland’s local communities as guides to Along with collaborating with others raise awareness in their own local community, nationally and internationally, the help identify knowledge gaps and acknowledge CDEM Group will test the local response champions in the event of an emergency.

Ōkahu Bay Playground 137 138 Information and ‘Build Back Better’ communication technologies The Sendai Framework for Disaster Risk Auckland is taking best practices from around Reduction highlights the importance of the world to create innovative ways to manage including ‘Build Back Better’ concepts in our risks and adapt to change. To build on pre and post-disaster planning to build this, we need to improve our information and resilient communities. communication technologies to create resilient ‘Build Back Better’ will address several key areas systems in times of emergencies. for resilience building in Auckland. These include: By improving Auckland’s interoperability • disaster risk reduction through improving across response and coordinating agencies, resilience, land-planning and management the response to and recovery from an emergency in Auckland is well-managed • community recovery through supporting and effective. social and psychological recovery Auckland will continue to invest in the national • economic recovery through business shared Emergency Management Information continuity and crisis management planning System39 to maintain situational awareness • effective implementation through better and a common operating picture during an post-disaster governance mechanisms emergency. The system provides a common

• better use of legislation and regulation C Part information management tool for CDEM. It allows for the creation and sharing of • effective monitoring and evaluation standardised reports such as situation reports, processes. action plans, needs analysis and mapping. By incorporating 'Build Back Better' into Auckland needs high-powered information recovery planning resilience will also be obtained management systems to support decision- creating a more seamless approach in the future making before, during and after a disaster to aid management of disasters. an integrated response and recovery. Through the incorporation of ‘Build Back In an emergency, the effective delivery of public Better’ principles into strategic policies and information is critical to ensure members of operational plans, Auckland’s communities the public take appropriate actions to protect and businesses will be empowered and have themselves, their property and others. The most the confidence to drive their own recovery. effective management of public information is through coordination between partner agencies.

Mission Bay

139 SHORT TERM MEDIUM TERM LONG TERM 140

Operationalise Implement Transition to recovery plans and and monitor business-as-usual, activate recovery plans recovery plans monitor and report and Auckland’s Recovery Framework Planning for sector lessons learned Recovery is planned for prior to emergencies. It TASK GROUPS begins as soon as disaster strikes by working in parallel with response activities. This is the case Activate task Recovery Transition to for every event, whether it is an isolated minor group, welfare programmes business-as-usual, assessment and active, community monitor and report,

flood or a widespread power outage across the Social develop assistance sustainability, safety lessons learned

region. Every event that impacts on daily lives environment programme and well-being needs a method to recover. The main priority is to maintain continuity of coordination of Activate task Recovery Transition to group, cultural programmes active, business-as-usual, the response and recovery. In Auckland, this is assessments cultural identity and monitor and report and achieved by both the Controller and Recovery Cultural values, Te Ao Māori lessons learned environment Manager being located within the Auckland Council CDEM department and working Activate task Recovery Transition to group and financial programme active, business-as-usual, together to plan an integrated approach. assessments insurance and financial monitor and report and arrangements lessons learned Economic Part C Part

environment continuing

Activate task Recovery Transition to group, infrastructure programmes active, business-as-usual, assessment and waste disposal and monitor and report and develop assistance demolitions, building lessons learned programme and infrastructure safety environment and rebuilding Built and lifelines

Activate task Recovery Transition to group, business programmes active, business-as-usual, assessment, develop business restoration monitor and report and Business assistance programme lessons learned environment

Activate task group Recovery Transition to and environmental programme active and business-as-usual, assessments active monitoring and monitor and report and Natural reporting lessons learned environment

Figure 11: Auckland’s Recovery Framework

141 142 Lessons from previous disasters illustrate the This provides support for the Recovery benefit of strategic planning activities based Manager to: • using community-led approaches • Natural Environment Task Group and on a regions hazards and risks to better prepare where possible subtask groups • develop and implement a Recovery Action before a disaster occurs. They also provide Plan to manage the recovery phase • coordinating consistently in all activities • Public information and media management. guidance on how to think about recovery. These lessons include a move from centralised • establish reporting processes and schedules • advocating for a risk-based approach All recovery actions should be planned with an eventual business-as-usual state in mind. This is to decentralised systems: from government- • control expenditure and maintain • successfully transitioning to a business-as- the end-point of recovery; however, the CDEM led recovery to community led recovery accountability usual state. supported by the government. Recovery may Group, key partners and stakeholders recognise • identify and obtain resources and facilities The recovery phase involves restoring the last weeks and months, and economic recovery, that Auckland will never return to the same to support recovery community to the point where social and for example, could even extend for years and business-as-usual state before the disaster. The economic activity may resume. An Exit Strategy decades. Strong leadership and governance • develop recovery policies and strategies. end point does require the development and is a systematic plan to withdraw formal recovery provide a platform to direct, coordinate and plan implementation of an exit strategy. Auckland’s The Group Recovery Plan, which is being assistance from the Recovery Management for recovery. The CDEM Group is responsible task groups are responsible for building this developed, specifies financial, legal delegation Office. This requires a handover of activities for managing the recovery from a significant transition from recovery to business-as-usual and authorisation roles. The plan also outlines to agencies that normally have the lead event in Auckland. The CDEM Group Recovery into recovery planning. six recovery task groups (Figure 11) to responsibility so they can undertake the required Manager will report directly to the Chief By working collaboratively across the provide a common ground to aid recovery for services. The Exit Strategy outlines handover of Executive throughout the recovery phase and is recovery task groups, key partners, communities, organisations and businesses. The responsibilities for the following: responsible for: task groups are categorised as social, cultural, stakeholders and the community to develop C Part • Group Recovery Manager • supporting and advising the CDEM Group to economic, built and lifelines, business and an inclusive Auckland Recovery Framework, set policy by providing guidance on priorities natural environments, which will identify the • Recovery Office (administration) and all aspects of recovery will be planned for. immediate needs of the affected communities. reporting • establishing the Auckland CDEM Group The Recovery Manager is responsible for Recovery Management Office, which The community knows its people • Social Environment Task Group and subtask coordinating inter-agency recovery activities coordinates operational activities of CDEM and what they can offer. groups and will prepare a specific Terms of Reference appropriate to the event before transition, which key partners and stakeholders Successful recovery includes: • Cultural Environment Task Group and will be authorised by the Auckland Council Chief • ensuring the recovery effort is coordinated subtask groups • understanding the context Executive. among all required agencies. • Economic Environment Task Group and • recognising and effectively communicating Any financial delegations or delegated legal The CDEM Group is committed to cross- subtask groups the complexity of recovery to Aucklanders duties or authorisations will be specified in the council and multi-agency approach in planning • Built and Lifelines Environment Task Group • ensuring the Auckland community is aware Recovery Manager’s Terms of Reference. for recovery while also drawing on external and subtask groups expertise and resources to work with our and understands that a prepared community communities. is better able to recover • Business Environment Task Group and subtask groups

143 Create the world’s most Leadership and governance liveable city 144 Governance is critical to the initiatives that will As the world’s most liveable city, Auckland will make Auckland more resilient. Being resilient be a region that Aucklanders love and are proud requires incorporating disaster resilience into of. It will be a place they want to stay or return organisational plans and policies across partners to and a place that others want to visit, move to and stakeholders. The CDEM Group is aiming or invest in. to lead from the front and ensure resilience is the collective responsibility of all sectors of Auckland’s significant growth is putting pressure society. This is the opportunity to drive resilience on its ability to be resilient and increasing the through leadership and facilitate collaboration vulnerability of communities to hazards and in disaster risk reduction initiatives, delivery and risks. The vision of ‘creating the world’s most application. liveable city’ recognises the importance of building resilient and safe communities, which Through the development of a resilience can cope with and adapt to the effects of platform to better manage disaster risk hazard events. across the region, short, medium and long-term risks and costs are seen as a By supporting the development of policies priority across Auckland’s leaders. and plans that will drive action to achieve the vision of the world’s most liveable Local boards and community networks play a city, Auckland will be better placed to key role in encouraging community engagement understand future population growth to build resilience at the local level. Part C Part and its interaction with the changing By working with Auckland’s local boards environment. and key community leaders to better Smart city initiatives are just one way the CDEM understand their involvement and Group aims to support and assist Auckland champion resilience across the region, Council in creating the world’s most liveable city. Auckland’s communities are better Smart city initiatives looks to improve quality prepared before, during and after of life by using technology to improve the an emergency. efficiency of services and meet resident’s needs. A smart city is defined as an urban development vision to integrate multiple information and communication technology solutions in a secure fashion to manage a city’s assets – such assets include, schools, libraries, transportation systems, hospitals, water supply networks, waste management and other community services.

145 146

Part Framework D for Action

As discussed at the beginning of this document, action points which build Auckland’s resilience have been identified and highlighted in inPart C through the icon. The following Framework for Action sets out

current state, all action points, delivery lead and D Part delivery support, and timeframe. An implementation framework and subsequent work programmes will provide the basis for the successful implementation of the Group Plan.

147 148

REDUCTION

ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME Research opportunities are not well coordinated and there is no Provide leadership, coordination and facilitate 1. Conduct a review of hazard and risk reduction advisory groups and Auckland Council – CDEM Group June 2017 streamlined process for collating hazard information. collaboration in risk reduction initiation, delivery develop a new structure to explore disaster risk reduction opportunities CDEM and application. and support partnerships. 2. Continue to collaborate through and learn from strategic alliances with Auckland Council – CDEM Group Ongoing academic institutions (e.g. the National Science Challenge). CDEM 3. Ensure that research outcomes are coordinated across other advisory groups Auckland Council – CDEM Group June 2021 D Part and are aligned with the Sendai Framework for Disaster Risk Reduction. CDEM Constantly changing regulatory, commercial and structural Strengthen disaster risk governance and 4. Develop a disaster risk reduction strategy and creative workspace to guide Auckland Council – CDEM Group June 2021 environments that include centralisation, outsourcing and increase encourage all stakeholders to reduce the risks stakeholders, practitioners and policy makers in how to effectively manage CDEM Strong partnerships Strong use of contractors makes risk reduction planning difficult and in the from hazards to acceptable levels through hazards and risks in the long term, including the effects of climate change. past it has lacked consistency. coordinated and collaborative disaster risk 5. Undertake long-term strategic risk management and reduction through the Auckland Council – CDEM Group Ongoing reduction planning. Auckland Unitary Plan and by advocating for changes in legislation or through CDEM the review and maintenance of local plans and policies.

Continued on the following page. 149 ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME Constantly changing regulatory, commercial and structural Strengthen disaster risk governance and 6. Foster strong partnerships with non-government organisations to ensure Auckland Council – CDEM Group June 2018 environments that include centralisation, outsourcing and increase encourage all stakeholders to reduce the risks capability is understood and opportunities for collaboration are supported CDEM 150 use of contractors makes risk reduction planning difficult and in the from hazards to acceptable levels through through shared resilience programmes. past it has lacked consistency. coordinated and collaborative disaster risk 7. Advocate for and participate in coordinated planning and initiatives with Auckland Council – CDEM Group Ongoing reduction planning. neighbouring CDEM Groups. CDEM 8. Develop strategic partnerships to deliver effective and sustainable strategies. Auckland Council – CDEM Group Ongoing Strong partnerships Strong CDEM Hazards and risks including how they are managed needs to be Increase the understanding of disaster risk 9. Develop an effective and comprehensive hazard and risk awareness campaign. Auckland Council CDEM Group June 2017 better understood and more effectively communicated by the in Auckland through further investigation, – Communications CDEM sector. promotion and accessibility of research. and Engagement 10. Conduct further investigation and research into the consequences of hazards Auckland Council – CDEM Group Ongoing and ensure that hazards and risks and not considered in isolation. CDEM 11. Support the development and implementation of the Natural Hazard Risk Auckland Council – CDEM Group June 2017 Management Action Plan (NHRMAP) to deliver best practice risk reduction Operations and resilience outcomes. 12. Develop a 10-year hazard research plan to target gaps in knowledge and Auckland Council CDEM Group June 2017 information in line with the NHRMAP (e.g. impacts from climate change and – Research, future growth). Investigations and Monitoring Unit 13. Provide targeted and coordinated risk reduction education and training as Auckland Council – CDEM Group June 2018 part of a professional development programme. CDEM 14. Develop a mutually beneficial exchange programme with international Auckland Council – CDEM Group June 2021 partners and organisations to learn about disaster risk reduction and how it CDEM Co-created research Co-created is being applied globally. Communities are becoming increasingly reliant on critical Identify the network vulnerabilities of critical 15. Regularly update the Auckland Lifelines Report and expand the report to Auckland Council – CDEM Group June 2019 infrastructure which is increasing their vulnerability. infrastructure and ensure this is regularly incorporate how utilities will manage issues across the 4Rs. CDEM updated as infrastructure grows. 16. Maintain the Auckland Lifelines Group to promote research opportunities Auckland Council – CDEM Group Ongoing and increase infrastructure resilience. CDEM 17. Ensure all infrastructure providers are part of the Auckland Lifelines Group Auckland Council – CDEM Group June 2018 and have appropriate business continuity/emergency management plans CDEM in place. D Part 18. Assist in the development and implementation of Auckland Lifeline Group Auckland Council – CDEM Group Ongoing projects that aim to improve infrastructure resilience. CDEM Continued on the following page.

Table 11: Reduction Framework for Action Great Barrier Island

151 ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME Willingness to invest in disaster risk reduction is low because Invest in disaster risk reduction for resilience 19. Improve our understanding of the economic risk of disasters in the medium Auckland Council – CDEM Group June 2020 the cost benefit of implementing such initiatives is unclear or and long-term. CDEM 152 misunderstood. 20. Encourage stakeholders to invest in disaster risk reduction by effectively Auckland Council – CDEM Group June 2021 A safe city communicating the cost and benefits. CDEM

Table 11: Reduction Framework for Action Part D Part

Great Barrier Island

153 154

READINESS

ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME CDEM information needs to be more comprehensive and Increase the level of community awareness and 21. Develop a public education strategy to enhance disaster preparedness through Auckland Council – CDEM Group June 2018 accessible to the public and taught more consistently across understanding of the risks from hazards and relevant and meaningful community engagement. CDEM

education providers. how to prepare for emergencies through public 22. Utilise technology and innovative solutions to help communicate information Auckland Council – CDEM Group June 2019 D Part education. to the public. CDEM 23. Work with primary schools and early childhood centres to ensure that Auckland Council – CDEM Group June 2018 emergency preparedness is being taught as part of the school curriculum. CDEM 24. Develop an education programme for secondary schools and tertiary Auckland Council – CDEM Group June 2021 institutions in the area of disaster resilience. CDEM 25. Develop a targeted public education campaign for Auckland’s public alerting Auckland Council – CDEM Group June 2020

Knowledge through Knowledge through education and warning systems. CDEM

Continued on the following page. 155 ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME Recruiting and retaining people to volunteer before an emergency Encourage the community to be involved in 26. Create a city-wide CDEM ambassador programme and volunteering campaign. Auckland Council – CDEM Group June 2018 is challenging due to the influence of technology on society and emergency management by promoting the CDEM 156 the time commitment involved as people seem to be leading benefits to them and the community. 27. Ensure volunteers and volunteer groups continue to be recognised as an Auckland Council – CDEM Group June 2019 busier lives. important resource by implementing a volunteer engagement framework CDEM that includes recruitment, ongoing training and progression opportunities. 28. Develop a volunteer engagement framework which includes a plan to Auckland Council – CDEM Group June 2019

Volunteer participation Volunteer coordinate spontaneous volunteers. CDEM Community participation and preparedness in emergency Empower the community to increase their own 29. Work with established community and organisational networks to increase Auckland Council – CDEM Group Ongoing management is low because CDEM’s activities are not well resilience through strategies and tools. participation, optimise collaboration and to empower the community to help CDEM understood and changing people’s behaviour is challenging. themselves and others during a disaster.

30. Develop a Māori Responsiveness Plan and establish partnerships with Māori Auckland Council – CDEM Group June 2017 to ensure greater involvement in CDEM. CDEM

31. Develop guidance to leaders, elected members and advisory panels on Auckland Council – CDEM Group June 2017 what they can do to increase resilience within their community and support local boards elected members through a comprehensive framework across the 4Rs.

32. Encourage community-led hubs which assist the community to effectively Auckland Council – CDEM Group June 2018 respond in an emergency. CDEM

Business continuity planning is not seen as a priority for many Enhance disaster preparedness for effective 33. Work with organisations and businesses to improve the level of awareness Auckland Council – CDEM Group Ongoing organisations; some of whom play a critical role in a disaster. response through business continuity planning. and preparedness to enable them to respond and recover from an emergency CDEM as quickly as possible.

34. Develop an effective partnership and working relationship with sector groups Auckland Council – CDEM Group Ongoing to help promote organisational resilience (e.g. Resilient Organisations, CDEM

Build resilience - communities, businesses and organisations - communities, businesses and Build resilience business associations, insurance providers).

Table 12: Readiness Framework for Action Part D Part

Tāwharanui Regional Park

157 158

RESPONSE

ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME There are varying levels of consistency, integration, and Understand the roles and capabilities of 35. Integrate best practice programme and project management into coordinated Auckland Council – CDEM Group June 2017 coordination between response agencies in an emergency. responding agencies and to ensure effective incident management systems for more effective coordination across the CDEM coordination through a common operating CDEM Group. framework. 36. Identify the roles, functions and capabilities of all organisations and agencies Auckland Council – CDEM Group June 2018 that may respond to an emergency within the Auckland region. CDEM Resources are not effectively utilised, managed or shared across Improve the interoperability, coordination and 37. Assess the interoperability of Emergency Operations Centres between NZ Police/NZ Fire CDEM Group June 2018 responding agencies (e.g. personnel, equipment and coordination management of resources across agencies agencies across the region and implement recommendation(s) as made by the Service centres). through shared arrangements. Emergency Service Information and Communications Strategy (2013-2017). 38. Investigate the opportunity of a multi-agency, shared/co-located coordination Auckland Council - CDEM Group June 2018 centre for the Auckland region. CDEM Part D Part 39. Ensure the primary and alternate ECCs function effectively and support Auckland Council – CDEM Group Ongoing other agency systems and processes as required. CDEM 40. Undertake regular audits of agency resources, capability and capacity during Auckland Council – CDEM Group June 2018 a disaster. CDEM Emergency management planning Emergency 41. Increase the capability and awareness of field response teams. Auckland Council – CDEM Group June 2019 CDEM 42. Develop and implement levels of activation, thresholds and criteria that are Auckland Council – CDEM Group June 2017 understood and applied consistently across responding agencies. CDEM Continued on the following page. 159 ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME CDEM Group partner agencies and political stakeholders need to Ensure transparent decision making and an 43. Understand critical gaps in response and recovery associated with small-, Auckland Council – CDEM Group June 2017 have confidence in the CDEM response and recovery. effective transition from response to recovery. medium- and large-scale emergencies in Auckland and ensure that these are CDEM addressed for effective ECC operations.

44. Establish and maintain relationships with technical experts to ensure that Auckland Council – CDEM Group June 2017 160

Emergency Emergency decision-making in the event of an emergency is supported by appropriate CDEM scientific and technical advice. management planning

Capability and capacity across the CDEM Group and Improve the capability and capacity through 45. Develop and implement a multi-agency capability and development strategy Auckland Council – CDEM Group June 2020 stakeholders to a large-scale event in Auckland is not tested competency development, training, exercises and training programme and align with national and Auckland-specific CDEM regularly nor well-understood. and growth opportunities. competency frameworks. 46. Utilise trained staff from across the council group and external partner Auckland Council – CDEM Group June 2019 agencies to provide staffing capacity for the ECC. CDEM 47. Explore development opportunities at the local, national or international level Auckland Council – CDEM Group June 2018 that will increase a staff member’s operational experience or training. CDEM 48. Ensure the safety and well-being of responders both during and after an Auckland Council – CDEM Group June 2019 emergency through the development of a deployment support project. CDEM 49. Support the national initiative of a cadre of professional emergency managers Auckland Council – CDEM Group Ongoing by the development of an Auckland-specific emergency management training CDEM and development framework for leadership roles. Responding to large-scale, widespread emergencies is not tested Enhance disaster preparedness for effective 50. Support the ongoing development and implementation of the Integrated Auckland Council – CDEM Group Ongoing regularly enough and learnings are not incorporated into annual response through regular ongoing training and Training Framework. CDEM work programmes. exercises. 51. Establish and implement an exercise calendar (minimum two exercises per Auckland Council – CDEM Group Ongoing year) that is aligned with the national exercise programme. CDEM

Capability and capacity 52. Develop a library of exercise coordinating instructions for Auckland across Auckland Council – CDEM Group June 2019 the range of hazards identified within this plan. CDEM 53. Incorporate lessons learned (evaluation action plans) from training, exercises Auckland Council – CDEM Group Ongoing and real emergencies into annual work programmes. CDEM Operational emergency management plans do not always meet Enhance disaster preparedness for effective 54. Develop, maintain and implement an agreed common operating structure Auckland Council – CDEM Group June 2018 the coordination needs required in an emergency. response through operational planning. and procedures for sharing/managing resources to enable an efficient CDEM response across all agencies. 55. Develop and maintain operational and contingency plans across key partners Auckland Council – CDEM Group June 2020 and stakeholders. CDEM D Part 56. Review the Auckland Welfare Plan and align with new national arrangements Auckland Council – CDEM Group June 2017 for welfare. CDEM Continued on the following page.

161 ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME Public alerting systems and associated public education Enhance disaster preparedness through effective 57. Develop a public alerting strategy that is aligned with national projects. Auckland Council – CDEM Group June 2017 messages are ineffective and warnings do not reach the required warning and hazard monitoring systems. CDEM 162 number of people in the affected population. 58. Build effective warning systems and ensure that the community is able to Auckland Council – CDEM Group June 2018 receive and interpret the information correctly. CDEM 59. Establish and maintain an effective and resilient inter-agency communication Auckland Council – CDEM Group June 2018 system. CDEM Auckland’s size and complexity makes it difficult to understand Ensure responding agencies have the 60. Support the National Common Operating Picture project and/or develop a Auckland Council – CDEM Group June 2021 what is happening in a large-scale emergency and, therefore, infrastructure and systems in place to have good multi-agency situational awareness tool. CDEM organisations and agencies are not responsive to community situational awareness and a common operating 61. Strengthen relationships with partner agencies and establish protocols to Auckland Council – CDEM Group June 2018 needs. picture. facilitate the sharing of information during an emergency. CDEM Information and communication

Table 13: Response Framework for Action Part D Part

Ferry Terminal, Quay Street

163 164

RECOVERY

ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME D Part Increasing our knowledge of the Sendai Framework principles Champion the ‘Build Back Better’ concept and 62. Develop and implement a Recovery Framework that incorporates 'Build Back Auckland Council – CDEM Group June 2017 and fulfilling our agreement as a CDEM Group to ensure that integrate disaster risk reduction into development Better' into development measures. CDEM consideration is given to disaster risk reduction when planning for measures across the 4Rs. 63. Identify opportunities for risk reduction based on potential impacts of Auckland Council – CDEM Group June 2019 recovery. a disaster that cannot be implemented before the event due to existing CDEM restrictions (e.g. land-use planning). 64. Consider ‘Build Back Better’ principles in the development of strategic policies Auckland Council – CDEM Group June 2020 ‘Build Back Better’ and operational plans. CDEM

Continued on the following page. 165 ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME Recovery is uncoordinated across agencies and at all levels. Strengthen and broaden recovery capability 65. Ensure the Recovery Framework sets clear protocols for stakeholders and Auckland Council – CDEM Group June 2017 Conflicts arise between private and public sector and local and across all stakeholders and the wider includes appropriate structures and strong governance and management CDEM 166 national government levels that can hamper recovery. community. capabilities. 66. Establish and maintain recovery task groups across the social, cultural Auckland Council – CDEM Group December 2017 economic, built and lifelines, business and natural environments and CDEM connect these with other advisory groups (e.g. lifelines group). 67. Coordinate recovery needs assessments and ensure responsibilities are clearly Auckland Council – CDEM Group June 2019 understood. CDEM 68. Work more closely with the insurance sector to better understand risk Auckland Council – CDEM Group Ongoing transfer, improve coordination of financial assistance and develop disaster CDEM recovery plans. The CDEM Group’s recovery framework needs strengthening and Recovery planning for Auckland is effective, 69. Develop and implement a Recovery Framework in accordance with Auckland CDEM Group Ongoing broadening to align with the new national recovery arrangements. integrated and tested. legislation and best practice guidelines, which includes: Emergency Management • an understanding of the sensitivities, value and priorities of Auckland communities developed through engaging with local boards and communities (both directly and indirectly) to better establish a recovery vision and outcomes • contributes to discussion on risk and risk tolerance under Action 9 Recovery “Develop an effective and comprehensive hazards and risk awareness campaign” • explores recovery scenarios based on the impacts associated with Auckland’s hazards and risks to identify and better understand the recovery activities required 70. Maintain an investment fund (or similar) to ensure that funding for Auckland Council - Auckland Council - Ongoing emergency expenditure and the recovery process is available. Finance Finance 71. Each recovery task group will contribute to the development of contingency CDEM Recovery External organisations June 2021 plans and the Recovery Framework. Task Groups 72a. Educate and train personnel for recovery roles by creating opportunities Auckland CDEM Group Ongoing through formal training, exercises and knowledge sharing within Auckland Emergency

Emergency Management, its volunteers, across the CDEM Group and the Management D Part wider CDEM sector. 72b. Identify a core set of indicators for successful recovery outcomes over the Auckland CDEM Group Ongoing short, medium and long term. Emergency Management

Table 14: Recovery Framework for Action Britomart

167 168

RESILIENCE

ISSUE ACTIVITIES ACTIONS DELIVERY LEAD DELIVERY SUPPORT TIMEFRAME Auckland growth is putting significant pressure on the Support the implementation of Auckland 73. Identify effective resilience indicators and use these to evaluate Auckland's Auckland Council – CDEM Group June 2017 components of resilience which is increasing the vulnerability of Council’s vision of Auckland as the world's most resilience. Operations communities to hazards and risks. liveable city. 74. Support and assist in the development of policies and plans that will support Auckland Council – CDEM Group June 2017 the Auckland Plan and drive action to achieve the vision of the world’s most CDEM liveable city (e.g. ‘Smart city’ initiatives). 75. Participate in scenario building workshops to understand Auckland’s future Auckland Council – Auckland Council – December 2018 Liveable city Liveable population growth and its interaction with the changing environment. CDEM CDEM 76. Incorporate sustainable, energy resilient, low carbon and adaptive land Auckland Council – Auckland Council – Ongoing planning and management initiatives into CDEM activities. CDEM CDEM

Lack of understanding across partners and stakeholders of how Ensure resilience is the collective responsibility 77. Ensure the right level of agency and organisation representation and Auckland Council – Auckland Council – Ongoing D Part to incorporate disaster resilience into their organisational plans of all sectors of society, including government, composition across all CDEM governance structures. CDEM CDEM and policies. business, communities and individuals. 78. Ensure that elected representatives champion resilience and are competent Auckland Council – Auckland Council – Ongoing to deliver their CDEM responsibilities. local boards CDEM 79. Develop an Auckland resilience platform to support collaboration, Auckland Council – Auckland Council – June 2019

governance innovation and align to the National Disaster Resilience strategy. CDEM CDEM Leadership and 80. Support and collaborate on national level projects and act on preferred Auckland Council – CDEM Group Ongoing options. CDEM

Table 15: Resilience Framework for Action 169 Appendix 1 Auckland's Group Controllers and Alternate Controllers

170 NAME POSITION John Dragicevich⁴⁰ CDEM Director Part Aaron Davis Head of Emergency Management Operations Bryan Cartelle Principal Rural Fire Officer Appendices Ian McCormick General Manager Building Control Ian Maxwell Director Community Services E John Schermbrucker Head of Project Delivery Sarah Sinclair Chief Engineer Craig McIlroy Manager Stormwater Matthew Walker GM Financial Plan Policy and budget Rachel Kelleher Manager Biodiversity Alan Tresadern Technical Advisory Manager Jennifer Rose Operations Support Manager Victoria Walker Head of Marketing and Publicity Stephen Drumm Business and Finance Manager Mara Bebich Strategy and Stakeholder Liaison Manager Grant Barnes GM Licensing and Compliance Graham Bodman GM Arts, Community and Events Auckland’s Group Recovery Managers

NAME POSITION David Middleton Head of Welfare and Recovery Craig McIlroy General Manager Stormwater Alan Tresadern Technical Advisory Manager Sarah Sinclair Chief Engineer Rob McGee Manager Leisure Mace Ward GM Parks, Sports and Recreation Auckland’s Group Welfare Managers NOTE: The above lists identify the Group NAME POSITION Controllers and Alternate Controllers and Catherine Gilhooly Welfare Manager the Group Recovery and Welfare Managers James Hassall Senior Strategic Advisor for the Auckland CDEM Group as at 23 August Alison Dobbie Principal Development Advisor 2016. This list is subject to change and was Mike Ikilei Manager Programmes and Partnerships correct at the time of printing. Parul Sood Waste Planning Manager Visit aucklandcivildefence.org.nz Rachel Orr Specialist Advisor for current record. Lion Rock, Piha 171 Appendix 2: Auckland’s risk profile⁴¹ Hazard Likelihood Consequences Natural Coastal erosion (beach and coastal cliff) Possible Moderate Coastal inundation (storm surge) Possible Moderate 172 Drought (agricultural and water supply) Possible Minor Earthquake (includes liquefaction) Unlikely Major Flooding (river and catchment) Possible Moderate Land instability Possible Moderate Severe winds Possible Moderate Space hazards (including solar flares) Unlikely Minor Super storm Unlikely Severe Tornado Unlikely Major Tsunami (distant, regional or local source) Unlikely Major Urban fire Possible Moderate Volcanic eruption (Auckland Volcanic Field or ashfall from distant source) Unlikely Major Wildfire (rural) Possible Moderate Technological Civil unrest Rare Major Dam failure (stormwater and other) Possible Minor Dam failure (water supply) Rare Moderate Hazardous substances spill Possible Moderate Information technology infrastructure risk Likely Minor Lifeline utility failure: airport, port, rail, roading Likely Minor Lifeline utility failure: communications Likely Minor Lifeline utility failure: electricity Likely Minor Lifeline utility failure: fuel supply Possible Minor Lifeline utility failure: gas Possible Minor Lifeline utility failure: wastewater Possible Minor Lifeline utility failure: water supply Possible Minor Major transport accident (aircraft, marine, rail, road) Possible Minor Marine oil spill Likely Minor Radiation incident Unlikely Minor Terrorism Rare Major Biological Animal epidemic Unlikely Minor Infectious human disease pandemics Possible Moderate Plant and animal pests Possible Minor

173 Appendix 3: Auckland Council's Civil Defence and Emergency Management Department Whare

174

WORKING TOGETHER TO BUILD A RESILIENT AUCKLAND ENGAGING AND CUSTOMER MAKE OUR ENABLING COMMUNITIES FRIENDLY SERVICES SIZE COUNT Appendix 4: Acronyms • More with community, less to • Right advice. • Deliver locally, influence globally. ALG – Auckland Lifelines Group community. • Understand customer needs. • Uphold mutually beneficial • Deliver empowered • Comprehensive and relationships and obligations as AWCG – Auckland Welfare Coordination Group community resilience coordinated services to our a member of the international BCP – Business Continuity Plans through quality community communities. community. engagement and education. • Provide accountability and • Effective use of resources by CDEM – Civil Defence and Emergency Management • Implement Māori effeciency of services to our leveraging whole of council CEG – Coordinating Executive Group Responsiveness Plan. customers. partnerships. • Make volunteering easy. • Provide effective response. • Our people, our brand; recognise CIMS – Coordinated Incident Management Systems • Quality advice for quality • Make every interaction count. talent, drive performance, and DHB – District Health Boards decisions. • Start with ‘yes’ and make it develop our capability. • Give confidence to Auckland. happen. ECC – Emergency Coordination Centre OUR CULTURE EQC – Earthquake Commission COLLABORATE SERVE ACHIEVE DEVELOP LUC – Lifeline Utility Coordinator We will... We will... We will... We will... Listen to each other and Seek to understand our community Expect to give and recieve clear Learn through coaching and mentoring. MCDEM – Ministry of Civil Defence & Emergency Management stay open minded in our and its needs by being approachable, objectives that can be understood Encourage innovation. NCMC – National Crisis Management Centre conversations. trustworthy, with a ‘can do’ by all. Be open to new ideas and ways to learn. NHRMAP – Natural Hazard Risk Management Action Plan Seek solutions and ensure approach. Hold ourselves to account for our Seek feedback and review to increase relationships remain intact. Hold ourselves to account for actions and outcomes. NWCG – National Welfare Coordination Group honest self-awareness. Support each other and outcomes and demonstrate respect Know how we are measured and PTWC – Pacific Tsunami Warning Centre Learn how to give useful constructive recognise the value and for our customers and colleagues. check ourselves against those feedback to enhance and improve Te Ao Māori – the Māori world view strength of each participating measureable outcomes. performance. partner. UNISA – Upper North Island Strategic Alliance

We want to be... We want to be... We want to be... We want to be... Transparent in Flexible and adaptable Continuously improving in Growing and sharing our dealings with and still deliver outcomes what we do, how we behave our skills and knowledge each other. in a timely manner. and what we achieve. and resilient to change.

175 Appendix 5: Glossary Act (the Act) means the Civil Defence and technological failure, infestation, plague, Guide (the Guide) means the Guide to Recovery means the coordinated process 176 Emergency Management Act 2002 (CDEM Act). epidemic, failure of or disruption to an the National Civil Defence and Emergency of reconstruction of infrastructure and the emergency service or a lifeline utility, or actual Management Plan that is referred to in restoration of social, economic, and physical Capability means the effectiveness of or imminent attack or war-like act; and the National CDEM Plan and approved by wellbeing of a disaster-affected community. cooperation and coordination arrangements government. across agencies for the delivery of resources in (b) causes or may cause loss of life or injury Recovery manager is the person appointed the event of an emergency. or illness or distress or in any way endangers Hazard has the same meaning as in section 4 of to coordinate recovery activities within the the safety of the public or property in New the CDEM Act, where it means something that region in the short, medium and long term Capacity means the adequacy of resources in Zealand or any part of New Zealand; and may cause, or contribute substantially to the to ensure a holistic approach to recovery terms of quantity, and suitability of personnel, cause of, an emergency. incorporating the social, economic, built, lifeline equipment, facilities and finances. (c) cannot be dealt with by emergency utility and rural environments. services, or otherwise requires a significant and Hazardscape means the natural processes and CDEM Group committee is comprised of coordinated response under the Act. events, and human actions that may cause harm Reduction means the application of techniques Auckland Council governing body elected or disruption to people’s lives and livelihoods. and management principles to reduce the representatives with observers from the CDEM Cluster means a group of CDEM agencies that probability and/or the consequence of an Group, key partners and stakeholders. The role interact to achieve common CDEM outcomes Lead agency means the organisation with occurrence. of the CDEM Group committee is to provide across reduction, readiness, response, and current responsibility for managing an strategic direction and leadership across CDEM recovery in a coordinated manner. emergency. Response means the actions taken in anticipation of and immediately after an key partners, stakeholders and communities. It is Director has the same meaning as in section Lifeline utility has the same meaning as in emergency or disaster to ensure that its effects established under section 12 of the CDEM Act. 4 of the CDEM Act, where the term means section 4 of the CDEM Act, where it means an are minimised and that people affected are given Coordinating Executive Group (CEG) is the Director of Civil Defence Emergency entity named or described in Part A of Schedule immediate relief and support. comprised of senior officers from Auckland Management appointed under section 8. 1, or that carries on a business described in Part B of Schedule 1. has the same meaning as in section 4 of the Council and senior executives from key agencies Emergency services has the same meaning as Risk CDEM Act, where it means: the likelihood and involved in CDEM.The CEG is the central in section 4 of the CDEM Act, where the term Minister has the same meaning as in section 4 consequences of a hazard. committee for coordinate between agencies means: the New Zealand Police, New Zealand of the CDEM Act, where it means subject to any and acts as an advisor to the CDEM Group. It is Fire Service, National Rural Fire Authority, rural enactment, the Minister of the Crown who, with Strategy means the National Civil Defence established under Section 20 of the CDEM Act fire authorities, and hospital and health services. the authority of the Prime Minister, is for the Emergency Management Strategy (the Strategy) 2002. time being responsible for administration of completed under section 31 of the CDEM Act. Group Controller is the person appointed this Act. Civil Defence emergency refers to the Civil Group Controller under section 26 of the CDEM Welfare manager is responsible for Defence aspects of any emergency managed Act with those functions set out in section 28 Plan (the Plan) means the National Civil Defence coordination of the delivery of welfare under the CDEM Act where emergency means of the CDEM Act. The Group Controller must, and Emergency Management Plan [CDEM Act services during and after an emergency. Pre- a situation that: during a state of emergency for the area for 2002 section 4]. emergency, they are responsible for providing which the Group Controller is appointed, direct input on welfare-related reduction measures (a) is the result of any happening, whether Readiness means the actions to taken to ensure and coordinate the use of personnel, materials, and coordination of welfare readiness. During natural or otherwise, including, without communities know what to do in the event of information, services, and other resources made recovery the Welfare Manager is responsible for limitation, any explosion, earthquake, an emergency, and there are effective warning available by departments, CDEM Groups, and the strategic coordination of welfare needs. eruption, tsunami, land movement, flood, mechanisms and responding organisations other persons. storm, tornado, cyclone, serious fire, leakage well trained and practised in preparation for an or spillage of any dangerous gas or substance, emergency.

177 19 Federal Emergency Management Agency End notes (2013) Mitigation Assessment Team Report Hurricane Katrina in the Gulf Coast. fema.gov/media-library-data 1 CDEM Act 2002, s 49 (2) /20130726-1520-20490-8446/549_ch1.pdf 2 This is a living document subject to on-going 178 20 Hancox, G. & Nelis, S. (2009) Landslides review, visit aucklandcivildefence.org.nz for caused by the June-August 2008 Rainfall in the most recent version Auckland and Wellington, New Zealand. 3 Comprised of the mayor and 20 governing National Oceanic and Atmospheric body members Administration – Summary report of the 4 The Auckland Plan Tohoku earthquake and tsunami. 5 Survey by gravitas on behalf of Auckland 21 National Oceanic and Atmospheric Council, published in March 2016 Administration – Summary report of the 6 theplan.theaucklandplan.govt.nz/ Tohoku earthquake and tsunami auckland-now-and-into-the-future/ 22 Review of Tsunami Hazard in 7 Te Ara 2013 New Zealand, 2013 8 Statistics NZ, 2015 23 ISO31000:2009 Risk Management 9 Statistics NZ, 2014 Principles and Guidelines - Risk 10 Auckland Council Management Process 11 aucklandcouncil.govt.nz/EN/ 24 Local Government Act, 2002 AboutCouncil/businessandeconomy/ 25 The Māori plan for Tamaki Makaurau Documents/economicupdatejanuary2016. 26 Space hazards include space weather, near pdf earth objects and space debris but are not 12 nzdotstat.stats.govt.nz/wbos/Index. based on the worst case scenario due to the aspx?DataSetCode=TABLECODE7601 limited options available to manage these 13 theplan.theaucklandplan.govt.nz/aucklands- potential apocalyptic events response-to-climate-change/#introduction 27 civildefence.govt.nz/assets/Uploads/ -10 publications/national-hazardscape-report- 14 Auckland Council (2014) Natural Hazard sept-2007-complete.pdf Risk Communication Toolbox, Natural 28 CDEM Act 2002 s 17 Hazard Risk Management Action Plan 29 Local Government (Auckland Council) 15 Space hazards include space weather, near Act 2009 (s) 13 earth objects and space debris but are not 30 Guide to the National CDEM Plan (s) 33 based on the worst case scenario due to the 31 Refer to Part D: Our Framework for Action limited options available to manage these 32 The Auckland Plan – Chapter 8 potential apocalyptic events. 33 'The Never Happens? Happens' is a refresh 16 A ‘super storm’ is an event that could be of the national Get Ready Get Thru campaign. expected to occur once every 100 years, involving multi-hazard effects such as 34 resorgs.org.nz flooding, lifeline utility failure and severe 35 resilientbusiness.co.nz winds. This term was agreed in collaboration 36 Guide to the National CDEM Plan (s) 3 with MetService. 37 Guide to the National CDEM Plan (s) 4 17 Auckland Council (2014) Auckland Civil 38 Guide to the National CDEM Plan (s) 7-16 Defence and Emergency Management: Hazards Quick Reference Guide. 39 Guide to the National CDEM Plan (s) 27 40 Primary Controller of Auckland CDEM Group 18 Auckland Council (2014) Natural Hazard Point Resolution Bridge Risk Communication Toolbox, Natural 41 Ratings are described within Hazard Risk Management Action Plan the Auckland's hazards section.

179 180 List of Figures List of Tables

Figure 1: Auckland’s link to the National Civil Defence and Emergency Management Strategy...... 17 Table 1: Hazard identification...... 48 Figure 2: Current and expected population in New Zealand from 2006 to 2041...... 28 Table 2: Civil Defence and Emergency Management Group priorities in risk management...... 59 Figure 3: Auckland's infrastructure...... 37 Table 3: Reduction arrangements...... 81 Figure 4: Business and economy in Auckland...... 40 Table 4: Readiness arrangements...... 83 Figure 5: Auckland’s Environment...... 43 Table 5: Response arrangements...... 85 Figure 6: Membership of the Auckland Civil Defence and Emergency Table 6: Recovery arrangements...... 87 Management Group committee ...... 95 Table 7: Roles of appointed persons...... 96 Figure 7: Membership of the Auckland Coordinating Executive Group...... 95 Table 8: Objectives and outcomes to measure our performance...... 105 Figure 8: Local Board areas in the Auckland region...... 98 Table 9: Auckland's Response and Recovery structure...... 130 Figure 9: Auckland's Response and Recovery Structure...... 129 Table 10: Auckland Welfare Coordination Group...... 134 Figure 10: Modes of activation...... 132 Table 11: Reduction Framework for Action...... 148 Figure 11: Auckland’s Recovery Framework...... 141 Table 12: Readiness Framework for Action...... 154 Table 13: Response Framework for Action...... 158 Table 14: Recovery Framework for Action...... 164 Table 15: Resilience Framework for Action...... 168

181 978-0-9941368-9-3