Wellington Region Civil Defence Emergency Management
Group Plan 2013-2018
DRAFT
For public consultation P WELLINGTON REGION EMERGENCY MANAGEMENT GROU Wellington Region Civil Defence Emergency Management Group Plan
11 April 2013 Version 1.1 DRAFT FOR PUBLIC CONSULTATION
Authority This Group Plan has been developed by the Wellington Region Civil Defence Emergency Management Group and will be effective following approval from the Wellington Region Civil Defence Emergency Management Joint Committee.
WREMO BD03:APRIL 2013 Wellington Region Civil Defence Emergency Management Group
Operational Boundaries Contents
Introduction 2 Response continued.
Purpose of the CDEM Plan 2 Arrangements during response 26 Relationship to national CDEM documents 2 Warning procedures 28 Supporting documents 3 Wellington Region CDEM Group Duty Plan development and consultation Officer 28 process 4 Function, roles and responsibilities 28 Vision and goals of the Group Plan 4 Activation of local Emergency Operation Centres and the Emergency Coordination Risk profile 7 Centre 31 Group Controller 31 Key characteristices of the Wellington Role of local Emergency Operations Region CDEM Group area 8 Centres 31 Hazards 10 Role of the Group Emergency Risk analysis 10 Coordination Centre 32 Risk evaluation 10 Integrating with CDEM Partners 33 Public information management 33 Reduction 13 Volunteer management 33 Welfare managment 33 Principles for risk reduction within Lifeline Utillity Coordination (LUC) 33 the Group 14 Declaring a state of local emergency 33 Current local risk reduction practices 14 External support 34 Reduction objectives, methods and tools 14 Neighbouring CDEM Groups 34 National assistance 34 Readiness 17 International assistance 34 Debriefing 34 Principles for readiness within the Group 18 Response objectives, methods and tools 34 Current level of readiness 18 Community readiness responsibilities 18 Recovery 37 Readiness objectives, methods and tools 19 Principles for recovery 38 Response 23 CDEM in recovery 38 Transitional arrangements 38 Additional information 23 Group recovery structure 39 Principles for response within the Group 24 CDEM Group’s role in recovery 39 Arrangements for response related Territorial authorities’ role in recovery 40 activities during peacetime 24 Group Recovery Plan 40 Responsibilities 24 Reporting requirements 40 EOCs/ECC facilities 25 Financial arrangements 40 Professional development 25 Exit strategy 40 Exercises 25 Recovery objectives, methods and tools 40 Monitoring and Evaluation 43
Monitoring and evaluation process 44 Legislation compliance 44 External monitoring and evaluation 44
Management and Governance 47
Wellington CDEM Group governance 48 CDEM Group Joint Committee membership and functions 48 Coordinating Executive Group membership and functions 48 Administrating authority 48 Wellington Region Emergency Management Office 48 Delegated authorities 49 Key appointments 50 Arrangements with other CDEM Groups 50 Financial arrangements 50 Programmed expenditure 51 Emergency expenditure 51 Cost recovery 52 Relationship to local government financial planning requirements 53
Appendices 55
Appendix 1: Glossary 56 Appendix 2: Strategic partners 59 Appendix 3: Supporting Plans 60
Foreword
Not to be included for consultation
1 Group Plan 2013-2018
• demonstrate a commitment to deliver Introduction more effective civil defence emergency management through an agreed work Purpose of the CDEM Plan programme; and
The Civil Defence Emergency Management • provide information on the hazards and risks Act 2002 (CDEM Act) requires every regional in the Wellington region and documents council and every territorial authority to establish the principles of operation within which a Civil Defence Emergency Management Group agencies involved in civil defence emergency (CDEM Group). The organisational structure and management agree to cooperate. administrative arrangements of the Wellington Region CDEM Group are shown in the Response The Group Plan has primarily been developed and Management and Governance section. for agencies involved in CDEM (e.g. emergency services, local government, non-government Section 48 of the CDEM Act requires every CDEM agencies) and for the general public. Group to prepare and approve a CDEM Group Plan. The original Wellington Region CDEM Group See Appendix 2 for a list of Wellington Plan (Group Plan) was approved by the CDEM Region CDEM strategic partners. Group in 2005. This is the 2nd Generation CDEM Group Plan, and has been prepared to meet the The Group Plan sets the context, analyses the requirements of Sections 48 – 571 of the CDEM region’s risks, and current and future reduction Act. practices. The residual risks are then used to inform the Group’s readiness, response and The broad purpose of the Group Plan is to recovery actions for the next five years. This is to enable the effective and efficient management ensure the Group is addressing the actual risks to of significant hazards and risks for which a the region and planning accordingly. coordinated approach will be required. The Group Plan sets a strategic direction, providing CDEM Relationship to national CDEM Group objectives and a framework for continuous improvement to the management of emergencies. documents
The Group Plan seeks to: The Group Plan contains four strategic goals which align with the National CDEM Plan and Strategy2, • strengthen relationships between and also supports the guidelines, codes and agencies involved in civil defence emergency technical standards issued by the Director of the management; Ministry of Civil Defence Emergency Management which may be summarised as shown in Table 1 • encourage cooperative planning and action overleaf. between councils, the various emergency management agencies and most importantly the community; 1 Specifically Section 49 states that the CDEM Group plan must state and provide for (a) the local authorities that have united to establish the Civil Defence Emergency Management Group, (b) the hazards and risks are to be managed by the Group, (c) the civil defence emergency management necessary to manage the hazards and risks described under paragraph (b), (d) the objectives of the plan and the relationship of each objective to the national civil defence emergency management strategy, (e) the apportionment between local authorities of liability for the provision of financial and other resources for the activities 2 National Civil Defence Emergency Management Plan of the Group, and the basis for that apportionment, (f) the Order 2005. arrangements for declaring a state of emergency in the area 2007 National Civil Defence Emergency of the Group, (g) the arrangements for co-operation and co- Management Strategy (published I March 2008 by ordination with other Groups,(h) the period for which the plan Department of Internal Affairs). remains in force. 2 Introduction
Table 1: Relationship between the National Strategy Goals and CDEM Group Goals
National CDEM Strategy Goals Wellington Region CDEM Group Goals
Strategic Goal 1: Our communities are prepared, Goal 1: To increase community awareness, empowered, connected and able to respond and understanding and participation in CDEM recover from an emergency.
Goal 2: Reducing the risks from hazards to New Aligns with: Strategic Goal 3: Risk management is conducted Zealand. collaboratively across the region
Goal 3: Enhancing New Zealand’s capability to Strategic Goal 2: CDEM activities are integrated and manage emergencies coordinated across each of the 4 R’s
Goal 4: Enhancing New Zealand’s capability to Strategic Goal 4: A flexible and principle based recover from disasters. approach is applied to recovery
The CDEM Group Business Plan (Business Plan) Supporting documents provides further detail on “how” the CDEM Group will implement the strategic goals identified in The Group Plan is supported by a range of the Group Plan. The Business Plan provides for procedures, policies, plans and other documents the CDEM Joint Committee and Coordinating that provide detailed information about how Executive Group to monitor and evaluate the we operate. These documents are periodically CDEM Groups progress for the duration of the reviewed and enhanced by the relevant CDEM Group Plan. Figure 1 shows the linkages with the agencies. A list of supporting plans available from Wellington CDEM Group’s suite of plans and other the Wellington Region Emergency Management relevant plans and strategies. Office, is shown in Appendix 3.
Figure 1: Linkages between plans and strategies
National Framework: CDEM Act CDEM National Strategy Framework Guide to the National Plan Director’s Guidelines
Regional Policy Wellington Region CDEM Statement, Local RMA Group Plan Strategic Plans, District Plans, (What and Why) Long Term Plans
Wellington Region CDEM Group Business Plan Operational (Who When How?
SOPs Council, Emergency Services, Service Delivery Agencies WREMO Annual Plan strategies and operational plans
3 Group Plan 2013-2018
by the Wellington Region CDEM Group Joint Plan development and consultation Committee (1st July 2013). process This Group Plan will remain in effect for five years Local authorities, emergency services, welfare, from the date of approval until reviewed by the lifeline organisations and other agencies with a Group and either amended, revoked, replaced or role in civil defence emergency management in the left unchanged3. The Group Plan can be reviewed Wellington Region participated in the development within the five years, following an event or an of this Plan. exercise.
The key steps were: Vision and goals of the Group Plan
• examinaiton of the Ministry of Civil Defence Vision: and Emergency Management’s (MCDEM) Monitoring and Evaluation of the Wellington The vision of the Wellington Region CDEM Group CDEM Group and the Christchurch Response is: Review to identify key themes and areas for attention; “A resilient community, ready and capable” • workshops were held with five different stakeholder groups (emergency services, Resilient communities are ready for emergencies welfare agencies, lifeline organisations, local and have the knowledge, skills, resources and authority emergency management and local relationships to respond to and recover from an authority planners) in July 2012 to determine emergency event. the key strategic issues. These were presented to the CDEM Joint Committee, where the Goals: strategic issues were identified, prioritised, and four strategic goals developed; The Wellington Region CDEM Group has identified the following four goals: • a second series of stakeholder workshops was held in November 2012 to identify how each Strategic Goal 1: Our communities are stakeholder group will contribute to the Group prepared, empowered, connected and meeting the strategic goals; able to respond to and recover from an emergency. • strategic partners were provided with the draft plan for review in February 2013; Resilient communities are better able to respond to, and recover from, an emergency situation. • draft Plan approved by the CDEM Group Joint Committee for public consultation on 28th Strategic Goal 2: CDEM activities are March 2013 integrated and coordinated across each of the 4 Rs • draft Plan notified on 3rd April 2013; A systematic and coordinated approach removes • public meetings held during April 2013; duplication, avoids gaps and means our solutions will be integrated, holistic and seamless. • public submissions received by 3rd May 2013; Strategic Goal 3: Risk management is • submissions heard from 6th -10th May; conducted collaboratively across the • amended Draft Plan reviewed by the Minister region of Civil Defence (3rd June to 28th June 2013); 3 Sections 56 and 57 of the CDEM Act set out the • final Wellington Region Civil Defence process for amending the plan, with all changes (other than Emergency Management Group Plan approved those deemed to be minor) requiring the public to be notified to allow for public notifications to be heard. 4 Introduction
It is important that we have a good understanding of our regional hazardscape and the linkages from one part of the region to another.
Strategic Goal 4: A flexible and principle based approach is applied to recovery
It is important to have a thorough understanding of the principles and our roles in recovery to allow flexibility and ensure we can collectively meet the communities needs.
5
Risk profile
7 Group Plan 2013-2018
Wellington’s key role in politics, business and Key characteristices of the transport faces a number of threats from a range Wellington Region CDEM Group of natural hazards. The most notable hazards are the active fault lines that pass through or near the area city. A major earthquake would damage many valuable assets and isolate the city, while a tsunami The Wellington region has approximately generated by such an earthquake could cause 480,000 people4.1The main population centres damage all around the Wellington harbour. are Wellington (41%), Hutt City (21%), Porirua (11%), Kapiti (10%), and Upper Hutt (9%). Hutt Valley The Wairarapa districts of Masterton, South Wairarapa and Carterton make up 8% of the The Hutt Valley is home to 144,500 people and total regional population. several thousand businesses, most with premises on the Hutt River floodplain. The western edge of According to projections the region’s the Hutt Valley has the same fault line that passes population growth is likely to reach 15% by through central Wellington, posing a major threat of 2021, with the fastest growing areas being earthquake-related damage (including landslides). Wellington, Kapiti and Porirua. There is also a significant tsunami threat to a large portion of the Hutt Valley population residing in the Wellington region’s physical geography and Eastbourne and Petone areas. topography, with mountain ranges running north- south and dynamic river systems, has both created and restricted human settlement over Wairarapa the centuries. The risks the region currently faces reflect some of the choices made about such The Wairarapa represents the largest area of land things as where we live and work and how we (78%) in the Wellington Region, but is home to travel between them (e.g. residing on floodplains only 8% of the region’s population. Nevertheless, and as a consequence relying on vulnerable the Wairarapa is very important to the regional infrastructure). The Wellington region has 11% economy. The Wairarapa Plains are bisected by of the nations population, produces 15% of the several major river systems and faultlines, while nation’s GDP. Lake Wairarapa stores large volumes of water. The risk of flooding across the Wairarapa Plains is Wellington City an important consideration because of the threat to life in major settlements and because of the consequences for the rural economy. Wellington City, with a population of 200,100, is New Zealand’s capital city and the seat of Kapiti Coast government. The national importance of Wellington City is illustrated in its pivotal infrastructure Much of the growth along the Kapiti Coast is linking the region with the rest of the North on coastal dunes and river plains systems that Island, the South Island, and overseas. For stretch from Paekakariki into the Manawatu. The example, Wellington’s airport is the country’s hazards facing the Kapiti communities range busiest domestic airport, while the port carries from earthquakes, landslides and tsunami, considerable volumes of freight and passengers. through to floods from the steeply-flowing rivers Wellington is also the nexus of State Highways 1 that flow down from the Tararua Ranges and and 2 as well as commuter and long-distance train smaller streams that haven’t had any significant lines. A substantial proportion of those who work mitigation works completed. Kapiti is connected to in Wellington city commute from outside the city. Wellington by one major road and a double tracked Recent and proposed future development sees an rail corridor with both transport links passing over increase in high-density inner city living. fault lines, and alongside steep coastal cliffs. As such, the area’s communication connections Wellington city therefore functions as a major with the capital and Wellington’s most direct link population centre and the headquarters of many with the rest of the North Island are especially services and businesses for the lower North Island. vulnerable. Access to, from and through the city is crucial. 41 Interpolated from 2006 Census data 8 Risk Profile
Porirua • As the seat of central government, core public sector services play an important part in the The Porirua area and Pauatahanui Inlet are Wellington regional economy. The business also growing in population, and exposed to a services sector that interacts with government similar range of hazards as the Kapiti coastal departments is a major industry, both in communities. Porirua has limited communication absolute terms and relative to the New Zealand links to adjoining areas because of the steep hills economy as a whole. Wellington City is home defining the edge of the Porirua basin. to many government departments and head offices of large corporate organisations which Specific areas of consideration for CDEM are generally located in high rise buildings, many of which are located close to fault lines • The region’s transport links with the rest of (e.g., Lambton Quay). It will be important New Zealand are vulnerable. The Region that government agencies and corporate has a ‘Y’ shaped transport network with organisations are able to resume business the main roading and rail network traversing as soon as possible after any event, as they the two main north/south valleys to make will be key to any recovery operation and the two strong north-eastern and north-western economic implications of them not being able corridors, culminating in the Wellington CBD. to resume business activities are large. There are limited cross corridor links and key components of the network face a high risk • Many people commute to work. This means of disruption from hazards. These links are that population densities vary across the region busy, with about 85,000 vehicles a day using depending on the time of day. During the day, the Ngauranga to Aotea Quay section. These the population of the CBD is significantly higher transport links are also used by utility services, than at night. Even so, the increasing trend of e.g., bulk water supply systems. This means inner city living and the growth of recreational that high priority for CDEM is trying to ensure activities in the CBD, means that people are the protection of these transport links and to located in the CBD for 24 hours a day. The have contingency plans to cope with damaged timing of any emergency event will affect the links5.2 nature of the response. For example, at 5pm it is likely that many people will be in cars on • The Region is divided by mountain ranges, SH1 and SH2 or in commuter trains along both which separate the eastern rural Wairarapa transport corridors. area from the urban western region. Weather patterns, fault lines and land-use differences • There are significant disparities in deprivation mean that it is unlikely that the entire region across the region with higher levels in parts of would be affected to the same degree by Porirua City, Lower Hutt and the Wairarapa. any major event. This means that the CDEM Those in the lower socio-economic groupings response capacity and organisation needs to are less likely to have the resources to be be spread across the region and the Group prepared for emergency events. Emergency Coordination Centre in Wellington should have a fully functioning alternative • The Wairarapa is vulnerable to flooding which location. is a threat to the rural economy and to the Region’s economy as a whole. CDEM planning • It is likely that the region would face multiple should ensure that the risk of flooding is at hazards in any type of event. For example, an an acceptable level and that flood events can earthquake could result in transport disruption, be managed to reduce as much damage as landslides, tsunami etc. Similarly, a high rainfall possible. event may cause flooding, landslides and transport accidents. All CDEM planning should address the effects of multiple hazards rather than focussing on any one single hazard.
52 For more informaiton see the WeLG Transport Access Report - March 2013. 9 SocialGroup MediaPlan 2013-2018 in an Emergency - A Best Practice Guide
Hazards Risk evaluation
A hazard is something that may lead to an As part of the risk analysis process, the ability to emergency by negatively impacting on people, take steps to reduce the risk, and the ability to property or the environment. Hazards can be manage the risk were evaluated to determine the either natural or man-made. Natural hazards are current gaps in planning across each of the four naturally occurring processes such as flooding Rs7.4As a result of the evaluation, which took into and earthquakes, whilst man-made hazards are account the ability to manage the hazards and a result of human activities such as infrastructure current arrangements, the prioritisation of the failures and hazardous substances. The table hazards changed (see Table 3). below identifies the main hazards that require management by the Wellington Region CDEM It is important to note that many of the planning Group. gaps identified were not hazard specific but more consequence specific (i.e. consequences) that Table 2: Hazards requiring CDEM Group occurred across multiple hazards. Due to this, the management Group Plan focuses more on consequence based planning rather than hazard specific planning and therefore addresses multiple hazards (gaps) at the Earthquake same time. Flooding (rivers) Tsunami (distant and local) Table 3: Prioritisation of hazards Storm (e.g. high winds, storm surges) Landslide Very High Drought Earthquake Volcanic eruption High Human pandemic Flood Animal pandemic Local Source Tsunami Lifelines utility failure Hunam Pandemic Hazardous substances spill Distant Source Tsunami Transport accident Moderate Terrorism Drought Fire Animal Pandemic Storm Risk analysis Terrorism Landslide Risk is the combination of a hazard occurring Low and the degree of impact on the community. For Fire example a river may flood (hazard) but the risk Lifeline Utility Failure posed by the flood depends on the nature of the development on the floodplain. Farmland would Hazardous Substances pose a lower risk compared to dense housing. Transport Accident Very Low 63 A risk analysis for the Wellington region has been Volcanic Eruption carried out to determine the level of risk to the communities for each of the hazards requiring CDEM Group management. The results (see Table 4) are based on the risk to the region as a whole; therefore there is likely to be some variations for each individual territorial authority. 74 The risk assessment and evaluation process was 63 The risk analysis looked at the likelihood and conducted in accordance with the Directors Guidelines consequence for each hazard. The combination of these for CDEM Group Plan review. The 4 Rs are Reduction, resulted in a risk rating for each hazard 10 Readiness, Response and Recovery. Risk Profile
Table 4: Summary of risk analysis
Hazard Liklihood Consequence Risk Rating
Earthquake - Wellington Fault event Unlikely Catastrophic Very High
Flood - Hutt River flood Unlikely Major High
Tsunami - Local source Unlikely Major High
Storm Likely Moderate High
Human Pandemic Possible Major High
Terrorism Unlikely Major High
Drought Possible Moderate Moderate
Tsunami - Distant source Possible Moderate Moderate
Landslide Unlikely Moderate Moderate
Lifeline Utility failure Possible Moderate Moderate
Hazardous substances spill Possible Moderate Moderate
Transport accident Possible Moderate Moderate
Fire Possible Moderate Moderate
Animal Pandemic Possible Moderate Moderate
Volcanic eruption Rare Minor Very Low
11 12 Reduction Group Plan 2013-2018
Reduction is the process identifying and analysing long-term risk to human life • Wellington Lifelines Group (WeLG) and and property from hazards, taking steps Wairarapa Engineering Lifeline Association to eliminate if practicable, and if not (WELA) projects; reducing the magnitude of their impact and • business continuity management plans of likelihood of their occurring. organisations operating in Wellington.
Principles for risk reduction within Specifically the CDEM Group: the Group • supports ongoing research about the region’s hazards and risks (e.g. Its Our Fault project); Risk reduction principles provide clarity and guidance on reduction activities, and assist in the • continually educates the community about understanding of reduction objectives. The CDEM hazards and risks; Group risk reduction principles are as follows: • advocates where possible to take into account • organisations and agencies will implement hazards and risks in land-use planning risk-based management of both natural and practices, and ensure relevant risk reduction man-made hazards; policies are consistent with the RPS. • organisation and agencies will work together and where possible integrate risk management Reduction objectives, methods and practices; tools
• organisations and agencies recognise that risk The Wellington CDEM Group has agreed the reduction is an essential component of CDEM. following reduction objectives, methods and tools which will guide the work programme over the next Current local risk reduction five years (see Table 5). practices
Risk reduction is undertaken under the numerous statutory and non-statutory instruments including:
• the Resource Management Act 1991 and its hierarchy of documents including the Regional Policy Statement (RPS) and City and District Plans. Risk reduction is predominantly managed under these plans;
• the Local Government Act 2002 and its instruments including Long Term Council Community Plans;
• the Building Act 2004 [LH1] and the associated Territorial Authority Building Policies.
• the CDEM Act 2002 and its hierarchy of instruments, with this Group Plan as an important component;
• other non-statutory instruments generated by the above statutory documents (eg. guidelines, Structure Plans, Asset Management Plans); 14 Reduction Tools and Methods Tools (1.1.1) Establish Wellington Regional Planning Managers’ (1.1.1) Establish Wellington Group in each of the operating (1.1.2) Develop risk registers Porirua, Kapiti Coast and Hutt Valley, (Wellington, areas the Wairarapa) actions consistent with RPS objectives (1.1.3) Ensure and policies. Easy in the It’s measures (1.2.1) Inclusion of reduction booklet scientific risk information so it is suitable (1.2.2) Translate for the end-user included when are measures reduction (1.2.3) Ensure communicating risk is incorporated in approach an all hazard (1.3.1) Ensure Reduction Programmes Councils Asset Hazard Risk Management Framework (1.3.2) Develop Welfare of the Lifelines (1.3.3) Incorporate the recommendations Restoration TimesAssessment Reports e.g. WeLG November 2012. report • • • • • • • • • Objectives (1.1) To adopt a common and integrated (1.1) To management to hazard approach communicate risks to the effectively (1.2) To community and partners planning is based on relevant ensure (1.3) To and accurate risk assessments Strategic Goal Strategic Goal #3: Risk management is conducted the collaboratively across region R1 Table 5: Reduction objectives, methods and tools Table 15 16 Readiness Group Plan 2013-2018
This section of the Group Plan outlines how • the community is an active partner in CDEM the Wellington CDEM Group will work with and activities must recognise this and provide its communities to empower and support for, and encourage community involvement; them in their planning and preparation for an emergency. • public education messaging is an essential component in preparing the region’s communities; CDEM response agencies planning in preparation for an emergency is included in • there is the ability to build capability and the response section of this plan. capacity with enhanced community involvement in CDEM. Principles for readiness within the Group Current level of readiness
The following principles should be used to guide Compared to other regions nationwide, the the activities of the Wellington Region CDEM Wellington region is considered one of the more Group: “prepared” regions in New Zealand (Table 6). Table 6: Wellington region readiness compared to national averages81
Wellington Nationwide region Fully prepared both at home and at work 33% 18% Prepared at home 51% 32% Have survival items 88% 71% Plan for when at home 79% 63% Plan for when away from home 45% 30%
While these figures are comparatively good, able to provide for themselves in an emergency. there are still significant gains to be made in the In addition the members listed below have distinct area of community preparedness and readiness. responsibilities: Community readiness should now expand into the area of building community resilience, including Wellington Region Emergency the development of community response plans, Management Office volunteer programmes and developing and strengthening community partnerships. The Community Resilience team within the Wellington Region Emergency Management Office Community readiness (WREMO) are specifically tasked with working with the community to increase community resilience, responsibilities with support from both the Operation Readiness and Business and Development teams. The All members of the Wellington Region CDEM Community Resilience team work in accordance Group have responsibilities to enhance community with the WREMO Community Resilience resilience and assist where possible. The CDEM Strategy which outlines how the Community Group Joint Committee have highlighted the Resilience team will enhance societal resilience by importance of encouraging communities to take empowering and connecting communities. ownership and empowering communities to be
81 MCDEM Campaign Monitoring Research 2011 18 Readiness
Welfare Advisory Group
The Welfare Advisory Group (WAG) supports the advocating of resilience and personal preparedness by promoting WREMO messaging and relationships through its business as usual contacts.
Wellington Region CDEM Public Education Group
A regional multi-disciplinary public education group will be established to enable integration of public education messages across the region. This will also enable a more regionally consistent approach to public education messages and delivery.
Local Authorities Community Development Groups
Local authorities’ Community Development groups or teams are responsible for advocating community resilience and personal preparedness by promoting WREMO messaging and relationships through their business as usual contacts.
Other relevant organisations and groups
All other organisations and agencies should aim to integrate relevant WREMO messaging into their business as usual interactions with the public.
Readiness objectives, methods and tools
The Wellington CDEM Group has agreed the following readiness objectives, methods and tools which will guide its work programme over the next five years (see Table 7 overleaf).
19 Group Plan 2013-2018 Tools and Methods Tools (2.1.1) Agreed strategy defining resilience and our strategy defining (2.1.1) Agreed approach baseline and agreed (2.1.2) Determine our resilience metrics for measurement for Public Education Group (2.1.3) Establish a Group coordination Engagement Strategy (2.1.4) Implement CDEM Group based Community Engagement a Web (2.1.5) Create Repository (2.1.6) Develop a Community Response Plan template (2.1.7) Implement Community Response Plans enablers the availability of preparedness (2.1.8) Promote (e.g. Grab and Go bags, water containers) (2.2.1) Identify vulnerable communities and develop communicate targeted plans (2.2.2) Develop network maps showing linkages between organisations (2.2.3) Develop an Engagement Guide with tools preparedness capability statement a regional (2.3.1) Create the across (2.3.2) Expand the volunteer programme region is meaningful post training there (2.3.3) Ensure engagement linkages with established volunteer (2.3.4) Strengthen and Neighbourhood (e.g. Maraes, Churches groups Support) • • • • • • • • • • • • • • • Objectives (2.1) To encourage community ownership of (2.1) To communication effective through preparedness for identify and make provision (2.2) To vulnerable communities build capability and capacity in the (2.3) To community Strategic Goal Strategic Goal #1: Our prepared, communities are connected empowered, and and able to respond an emergency from recover R2 Table 7: Readiness objectives, methods and tools Table 20 Tools and Methods Tools (2.1.1) Agreed strategy defining resilience and our strategy defining (2.1.1) Agreed approach baseline and agreed (2.1.2) Determine our resilience metrics for measurement for Public Education Group (2.1.3) Establish a Group coordination Engagement Strategy (2.1.4) Implement CDEM Group based Community Engagement a Web (2.1.5) Create Repository (2.1.6) Develop a Community Response Plan template (2.1.7) Implement Community Response Plans enablers the availability of preparedness (2.1.8) Promote (e.g. Grab and Go bags, water containers) (2.2.1) Identify vulnerable communities and develop communicate targeted plans (2.2.2) Develop network maps showing linkages between organisations (2.2.3) Develop an Engagement Guide with tools preparedness capability statement a regional (2.3.1) Create the across (2.3.2) Expand the volunteer programme region is meaningful post training there (2.3.3) Ensure engagement linkages with established volunteer (2.3.4) Strengthen and Neighbourhood (e.g. Maraes, Churches groups Support) • • • • • • • • • • • • • • • Objectives (2.1) To encourage community ownership of (2.1) To communication effective through preparedness for identify and make provision (2.2) To vulnerable communities build capability and capacity in the (2.3) To community Strategic Goal Strategic Goal #1: Our prepared, communities are connected empowered, and and able to respond an emergency from recover R2 21
Additional information Response Group Plan 2013-2018
This section of the Group Plan outlines departments to form a regional office, to enable how the Wellington CDEM Group will work a better service delivery through enhanced together to respond to an emergency. This coordination of efforts. section covers both the arrangements in preparation of a response and WREMO’s responsibilities include: arrangements during a response. • monitors, evaluates and reviews activities against the CDEM Group Plan; Principles for response within the • carries out its responsibilities specified in the Group CDEM Group Plan; The following principles should be used to guide • coordinates the involvement of local authorities the activities of the Wellington Region CDEM and other agencies in CDEM Group activities; Group: • assists local authorities CDEM obligations are • CDEM agencies will coordinate and integrate met; response planning; • coordinates the provision of professional advice • where possible plans will be consequence to the CDEM Group Joint Committee; based plans to provide for multiple hazards; • directs and participates in CDEM Group work • emergency management response activities programme activities; can be undertaken without a state of emergency being declared; • establishes liaison links with CDEM agencies, other agencies, volunteers and the community; • all CDEM agencies are expected to be able to function and meet their responsibilities at all • develops emergency management plans, times to ensure an effective response; guidelines, systems and SOPs as required. • the level of response will escalate as required to manage the emergency; Welfare Advisory Group The WAG is responsible for coordinating and • the Emergency Operation Centres (EOCs)/ supporting the agencies who are providing welfare Emergency Coordination Centre (ECC) will support at the local level during an emergency coordinate resources and support. These event. The WAG works together and facilitates will be flexible and able to be established as planning with the agencies (including CDEM , appropriate for each emergency. government and non-government agencies) at the regional level in support of local arrangements. Arrangements for response related activities during peacetime Local Welfare Committees Local Welfare Committees (LWC) are responsible Responsibilities for ensuring that each agency represented is able to meet their obligations in an emergency. In Each member of the Wellington Region CDEM addition, the LWC are responsible for looking at Group has responsibilities to ensure that the capacity and capability of the local area to deliver CDEM Group is ready to respond to an emergency welfare to their communities, identify and mitigate (where possible) any areas that may be an issue, Wellington Region Emergency and to ensure coordinated local welfare planning Management Office arrangements are in place.
WREMO was established in 2012 when all local authorities amalgamated their respective CDEM
24 Response
Wellington Lifelines Group/ Wairarapa Wellington CDEM Training and Exercises Engineering Lifelines Association Group
Wellington Lifelines Group enables lifeline The Wellington Training and Exercise Group will be utilities to collectively plan for the continuation established to enable agencies to integrate their of their services in an emergency. Such plans current training arrangements, allow for the sharing require coordination in order to understand the of resources and generally provide higher quality interdependencies each utility may potentially have training across the region. on the other, and the CDEM sector. Other Stakeholder Groups Wairarapa Engineering Lifelines Association is predominately involved in risk reduction and Examples of other groups include but is not projects that help to inform the readiness activities limited to the Regional Rescue Forum, Wellington of the member organisations. International Airport Limited First Impact Committee, Hazardous Substances Technical Emergency Services Coordination Liaison Committee. Committee EOCs/ECC facilities Emergency Services Coordination Committees (ESCC) have been established in Wellington The Wellington CDEM Group has a total of six City, Hutt Valley, Porirua, Kapiti Coast and the EOC/ECC facilities through the region. These Wairarapa. The ESCCs provide the opportunity facilities are flexible and can operate as either a for local emergency services to get together local EOC and ECC as required. As these facilities to discuss and plan for local operational are used in the coordination of inter-agency arrangements, and to build and strengthen response, it is essential they are maintained at relationships. Emergency Services also meet at the a high level and are ready for activation when regional level (Regional Interagency Committee), required. These facilities will undergo an external to discuss regional operational arrangements and audit every 3 years. WREMO is responsible for build and strengthen relationships. ensuring the facilities are operational including equipment, processes and trained personnel. Local Authorities Professional development All Local Authorities are responsible for ensuring that they have appropriate plans in place to ensure Professional development is an integral part they are able to deliver their core services in an of preparing for an emergency. A Professional emergency. These plans need to be integrated with Development Strategy has been developed for the CDEM response to ensure both components both the Group and Local key appointments. All (Local Authority and CDEM responsibilities) can run agencies are encouraged to offer professional seamlessly in an emergency. development to all CDEM staff, and participate in the programmes identified by the Wellington CDEM Training and Development Group. Response Teams
Four nationally registered New Zealand Response Exercises Teams (NZRT) service the Wellington Region. Teams are responsible for ensuring they are trained Exercises contribute to a successful response and to national standards, and have the procedures therefore will be conducted regularly. Exercises and capability to respond to incidents in a support allow for SOPs and Plans to be tested and role. evaluated, and also may identify further areas for development. Small exercises will be coordinated by the lead agency, with larger exercises likely to be coordinated by the Wellington CDEM Training and Exercises Group.
25 Group Plan 2013-2018
will activate to coordinate the local response; the Arrangements during response ECC may provide support at the regional level, and the incident may be monitored by the National The following describes how the Wellington CDEM Controller. This may require a local declaration Group will respond to an emergency. within the territorial authority’s boundaries. Levels of response in an emergency Level 4 - Multi-agency incident affecting multiple territories within the CDEM Group Level 1 - Single agency incident
Day-to-day emergency events are managed on These are multi-agency emergencies that affect site using the New Zealand Coordinated Incident multiple territorial authorities within the region. Management System (CIMS). These emergencies CDEM coordination will be required, with both local are managed by emergency services and specialist EOCs and the ECC activated. The emergency agencies on-site. will be monitored by the National Controller, and national assistance and support will be available. This may require a Group declaration within the Level 2 - Multi-agency incident territorial authority’s boundaries. These are larger scale emergency events that require multiple agencies to respond. These Level 5 - State of national emergency emergencies are managed on-site, with all CDEM agencies ready to support the lead agency as This is a national emergency or a localised required. Local EOCs may be activated to support emergency that is of national significance. The or coordinate the response. response will be coordinated by the National Controller and a National declaration is likely. Level 3 - Multi-agency incident affecting Table 8 summarises the levels of response. one territory within the CDEM Group Figure 2 shows the Group’s operational framework These are multi-agency emergencies that are across the five levels of emergency response. affecting multiple areas within one territorial authority area within the CDEM Group. Local EOCs Figure 2: Levels of emergency response CDEM Group Response Framework
National Crisis Mgmt Centre National Controller Level 5 Levels 2 - 4 escalating as required Group ECC Group Controller
Wellington Hutt Valley Porirua Kapiti Coast Wairarapa Local Local Local Local Local EOC EOC EOC EOC EOC Local Local Local Local Local Controller Controller Controller Controller Controller
Level 1 •Local Emergency Services •Council Departments (e.g. roading, water, waste services, environmental health) •Community and Volunteer agencies (including CD Centres, Welfare Centres) •Functional lead and support agencies • Lifeline Utilities • Contractors• • Technical advisors • Others
26 Response Control Lead agency using CIMS Lead agency or response by CDEM coordination with Group Local Controller in support Controller in place. Local Controller in support Controller Group with Controller, Group in support Local Controllers in place. National Controller in support of Controller Group the National Controller. in support Local Controllers Controller. of the Group • • • • • • • • EOC role No EOC involvement. Some monitoring by CDEM possible staff Local EOCs may be partially or fully activated Local EOC fully active ECC may be active Group in support ECC fully active Group Local EOCs fully active NCMC fully active ECC fully* active Group Local EOCs fully* active • • • • • • • • • *may be partially if emergency region is outside the Wellington Status Declaration No declaration No declaration Possible Declaration for one territorial authority wide Possible Group Declaration Possible National declaration Description Local incident(s). Local incident involving multiple agencies. CDEM agencies to support if required provide Multiple agencies - by local EOC in coordination area. the affected CDEM powers may be required Multiple agencies - ECC, by Group coordination with Local EOC activated in the areas. affected CDEM powers may be required National emergency Level Level 1 Single agency response Level 2 Multiple agency response Level 3 CDEM Response Group - One territory affected Level 4 CDEM Response – Group multiple territories affected Level 5 National Response Table 8: Summary of the levels response Table 27 Group Plan 2013-2018
Warning procedures Wellington Region CDEM Group Duty Officer Most response actions are initiated by the receipt of a warning. The following outlines the Wellington Within the Wellington Region, warnings are initially Region CDEM Group’s processes upon receipt of coordinated through the WREMO Duty Officer. The a warning. duty officer is responsible for notifying appropriate partners and agencies. Essentially the Duty Officer National Warning System is the first response of the Wellington CDEM Group to any warnings. Ministry of Civil Defence and Emergency Management (MCDEM) is responsible for issuing If the warning warrants the public to be alerted, the warnings for any event of national significance, following mechanisms are used: such as a distance source tsunami. The Wellington Region CDEM Group must respond to MCDEM • WREMO and local authorities websites; within 30 minutes of receiving a warning and have • text alert system through Twitter; appropriate procedures in place to ensure an • Facebook posts; 9 1 effective response . • radio and media releases; • other localised warning systems such as sirens Other sources for warnings ;and telephone trees.
In addition to the National Warning System the Function, roles and responsibilities Wellington Region CDEM Group will also receive warning from other credible sources as shown in In an emergency a “Lead Agency” directs the Table 9. response. The lead agency is determined by legislative responsibility or by agreement of all Table 9: Agencies responsible for warnings the agencies involved. It is expected that all CDEM agencies will conform to the roles and Hazards alerts/ responsibilities outlined in the National CDEM Plan Monitoring agency warnings and the Guide to the National Plan. Table 10 specifies the response functions, lead Greater Wellington Flood warnings agency and support agencies grouped as follows: Regional Council Tsunami (distant and • Information management regional source), Volcanic • Resource management MCDEM or any hazard that might • Health and medical lead to an emergency • Rescue Ministry of Health • Evacuation Public health warnings (MoH) • Mass fatalities • Welfare MetService and • Infrastructure and lifelines Forecasting, alerts, National Institute heavy rain, gales, snow, of Water and Plans and SOPs identifying how these functions thunderstorm, swells, Atmospheric will be carried out are available form the agency surge, volcanic ash Research (NIWA) that is responsible for the function (lead agency). advisories and warnings Geo Net Animal and plant Ministry of Primary diseases, outbreaks and Industries (MPI) pest invasions Terrorism NZ Police
91 These procedures are provided for in a range of response SOPs available from WREMO. 28 Response
Table 10: Response functions
Functional lead agency/ Function Support agencies Mandate
Information management
Public information Co-ordination, Lead agency has the responsibility for situation reporting information management coordination Lead agency has the responsibility for information management coordination Lifeline information co-ordination (level 1 and 2) Lifeline organisations Group Lifelines Utilities Coordinator (LUC) at ECC (level 3 and 4) Reconnaissance and needs WREMO All CDEM Agencies assessment Resource management
Logistics supply WREMO CDEM agencies
Volunteer management and support WREMO Other CDEM agencies
Incoming external personnel MCDEM, Other CDEM WREMO management and support Groups Health and medical
Medical treatment and medical District Health Boards (DHBs) CDEM Group provisions
Public Health Regional Public Health CDEM Group
Rescue
Air Rescue Coordination Centre NZ Volunteer Groups
Sea NZ Police
Maritime NZ, Coastguard, NZ Fire Rescue Coordination Centre NZ Service, NZ Defence Force
Land NZ Police CDEM Group Rescue Teams
Structural collapse NZ Fire Service CDEM Group Rescue Teams Evacuation
People NZ Police CDEM Group
Red Cross, DHB’s, Child Registration of evacuees WREMO Youth and Family Services
29 Group Plan 2013-2018
Table 10: Response functions continued
Functional lead agency/ Function Support agencies Mandate
Mass fatalities
Disaster Victim Identification, personal effects reconciliation, NZ Police Notification of the dead
Reconciliation of people NZ Police Red Cross
Welfare
Welfare agencies, Welfare Welfare co-ordination WREMO Advisory Group (WAG) Red Cross, Volunteer Emergency Food Salvation Army Organisations, WAG MSD (via Work and Income), Emergency Clothing WREMO Volunteer Organisations, WAG Initially WREMO until Housing NZ Emergency Shelter are able to take over and coordinate WAG temporary housing
Financial Support MSD (via Work and Income) WAG
Animal welfare TA Dog Control Officers, SPCA WAG
Lifelines Infrastructure TAs – Local roads Transport networks Contractors NZTA – State Highways Utility operators including Local Utility services Contractors Authorities Harbourmaster (up to Tier 2) Maritime NZ, Coastguard, Marine Oil Spill Maritime NZ (Tier 3) CDEM Group
30 Response
Activation of local Emergency In addition, Local Controllers have been appointed to operate in local EOCs. The Local Controller will Operation Centres and the Emergency at all times support and implement the directives Coordination Centre of the Group Controller as per the CDEM Act 2002 s27(2). An EOC/ECC may be partially or fully activated as the circumstances of a developing incident dictate. Role of local Emergency Operations The Group Controller (in consultation with Local Controllers) will determine the number and location Centres of the EOCs to be activated and whether the ECC Under the direction of the Local Controller, the will be required to be activated for each emergency local EOC will coordinate the local CDEM response response. by: The following may result in a Local EOC being • operating according to CIMS structure; activated: • monitoring events and escalate response as • an alert or warning has been received that required; requires action within a localised area; • ensuring local emergency response agencies • local emergency agency notifies emergency are involved in the local response, and management staff of a developing incident; emergency services liaison officers available in the EOC; • local emergency agency requests EOC to coordinate response to an incident; • ensuring communications are in place with key local response agencies; • local emergency agency requests the use of CDEM facilities; • arranging for community welfare and support facilities and services; • CDEM personnel determine that CDEM input is required. • receiving, assessing and disseminating information for local emergency response The following may result in the Group ECC being agencies; activated: • providing information to the media about the • one or more Local EOCs have been activated; event and the local response; • Group CDEM personnel are notified of a • reporting to the ECC (if required); developing incident that may require regional monitoring and/or coordination; • community response coordination and volunteer management. • lifelines information is required by one or more Local EOCs; Figure 3 shows the local EOC structure. • a declaration of a state of local emergency is made in one or more territorial authority areas.
Group Controller
The Wellington CDEM Group has appointed a Group Controller and Alternate Controllers in accordance with Section 26 of the CDEM Act. The people currently appointed in these positions are deemed to be qualified and have been formally appointed to these roles. 31 Group Plan 2013-2018
Figure 3: Local EOC Structure
Group Controller
Liaisons Local Controller Recovery Manager
EOC Manager
Planning and Public Information Intelligence Operations Welfare Logistics
Role of the Group Emergency • ensuring major emergency response agencies Coordination Centre are involved in the Group response, and major support agencies have liaison officers available; Under the direction of the Group Controller, the • ensuring communications are in place with key ECC will coordinate the regional CDEM response regional response agencies; by: • receiving, assessing and disseminating • operating under CIMS structure; information about lifeline utility services through a Lifelines Co-ordination Centre within the • coordinating and/or supporting activated Local ECC; EOCs; • providing information to the media about the • receiving, assessing and disseminating event and the Group response; information for emergency response agencies; • reporting to Central Government (if required). • where possible, providing logistical support when requested by a Local EOC; Figure 4 shows the Group ECC structure.
Figure 4: Group ECC Structure
National Controller
Liaisons Group Controller Recovery Manager
ECC Manager
Planning and Lifelines Intelligence Coordination
Welfare Operations
Public Information Logistics
32 Response
Integrating with CDEM Partners Lifeline Utillity Coordination (LUC)
The primary function of both an EOC and the Lifeline coordination is provided by the Lifeline ECC is to coordinate the emergency response Utility Coordinator (LUC) based in the ECC. The activities. An important component of this is the LUC is appointed by the Group Controller and has integration of the response with CDEM agencies. the following role: This is achieved by ensuring communication is established and maintained throughout the • coordinate the information between the ECC response. In addition the role of liaison enhances and lifeline utilities; the ability of CDEM agencies to integrate into the operation of the EOCs/ECC. • provide advice to the Group Controller about lifeline utilities; Public information management • ensure lifeline utilities are aware, and acting on, The Group Controller/Local Controller with the Group Controllers priorities in relation to assistance from the Public Information Manager lifelines. is responsible for providing accurate and timely information to the public. This will be achieved by Declaring a state of local emergency utilising all suitable media that is available for use at the time of the response. A declaration means instituting a ‘state of emergency’ in one particular area or across Volunteer management the entire Wellington region. During a declared emergency, the Group Controller/Local Controller Volunteers have a significant role in an emergency. gains a range of legal powers outlined in the WREMO has a substantial number of trained CDEM Act. Consistent with the Directors CDEM volunteers ready for deployment around Guidelines for Declaration, some for the reasons the region to assist with the response effort. The for declaring may include: coordination and management of these volunteers in an emergency will be done through the EOCs • there is an emergency as defined in the CDEM and/or ECC. Act;
Spontaneous volunteers will be managed • the situation is causing or has the potential according to MCDEMs Directors Guideline on to cause loss of life, injury, illness, distress, or Spontaneous Volunteers. endangers the safety of the public or property;
• the powers of Section 86 – 94 are required; Welfare managment • CDEM agencies agree that there is a In an emergency welfare is a significant part of requirement to declare e.g. event beyond the the response as it provides support directly to our capacity of lead agency communities. Welfare activities are delivered locally and coordinated and supported at the regional Procedure for declaring a state of local level at ECC through liaison with the Group Welfare emergency10 Manager. Consult with the Local and Group Controllers and The WAG provides a forum for planning for emergency services before making a declaration longer term welfare responses; the WAG also If a single district declaration is required the Group provides support and advice, to ensure the welfare Controller will contact the local Mayor for that response for communities is supported throughout district to declare. the duration of the emergency.
10 For more detailed information on the declaration process, refer to the Director’s guidelines for the CDEM sector: Declarations [DGL05/06] 33 Group Plan 2013-2018
If a multiple district or regional declaration is International assistance required the Group Controller will contact the chairperson of the CDEM Group Joint Committee In the instance that international assistance is or other delegated elected representative to required; this will be coordinated via the NCMC. declare. Any offers for international assistance offered directly to the Wellington CDEM Group, will be As soon as possible the public will be notified that forwarded on to the NCMC to coordinate. there has been a declaration.
Consult with the Local and Group Controllers and Debriefing emergency services before making a declaration The state of local emergency will stay in place for 7 A debrief will take place following any activation days unless it is extended or terminated within that of the EOC/ECC. This is an essential process to time. People authorised to make the declaration ensure that areas for improvement and remedial of a state of local emergency are also able to action can be identified. The results of the debrief extend or terminate the state of local emergency. and associated areas for further planning and development will form a report which will be External support supplied to all relevant agencies.
In a large emergency the Wellington Region CDEM Response objectives, methods and Group will require resources and support from tools outside of our regional boundaries. The Wellington CDEM Group has agreed the Neighbouring CDEM Groups following response objectives, methods and tools which will guide its work programme over the next It is expected that where possible other CDEM five years (see Table 11). Groups will provide support and assistance during an emergency. This assistance is to be coordinated by the ECC.
Similarly other CDEM Groups may require support from the Wellington Region CDEM Group. The Wellington Region CDEM Group will support other Groups as much as possible, whilst still maintaining the ability to effectively respond should an emergency occur within the Wellington region.
National assistance
A large emergency in Wellington is likely to be heavily supported by the National Crisis Management Centre (NCMC). It is intended that there will be representation in the ECC from MCDEM, usually the MCDEM Wellington Region Emergency Management Advisor who will provide the liaison link between the NCMC and the ECC. In addition the Group Controller will work with the National Controller to ensure an effective response. At all times the ECC will operate in accordance with the National Controllers directives.
34 Response Tools and Methods Tools (3.1.1) Establish a Group-wide Training and Exercises and Exercises Training (3.1.1) Establish a Group-wide for coordination Group and key wide training, exercises (3.1.2) Establish Group competencies Communications Strategy (3.1.3) Develop Group (3.1.4) Decelop capability statements and Matrix by cluster groups Interdependency agencies and organisations ability to (3.1.5) Ensure by both themselves and reviewed/evaluated respond peers. Final part of evaluation to include planning for interdependencies recognised is contracted a Lifeline Utility Coordinator (3.1.6) Ensure defined and role in an emergency role Advisory Group (3.1.7) Welfare defined functional and have the EOCs are (3.1.8) Ensure to an emergency capability to respond Advisory Group, e.g. Welfare (3.2.1) Re-energise groups Committee Emergency Services Coordinating people attending working appropriate (3.2.2) Ensure all levels across groups (3.3.1) Develop and implement a framework for Groups the in gaps evaluating and monitoring identifying, planning. (could include and recovery) response (3.3.2) Develop and implement an emergency planning to planning. a consistent approach to ensure process existing gaps in (3.3.3) Develop plans to address capability e.g. Debris Disposal. (3.3.4) Develop and implement a Response Planning we want at, where we are Strategy to document where to be in 5 years. • • • • • • • • • • • • • • Objectives (3.1) To ensure organisations (with a role in organisations (with a role ensure (3.1) To to an to respond capable and ready CDEM) are emergency relationships develop and strengthen (3.2) To with CDEM partner organisations and agencies evaluate and address actively monitor, (3.3) To planning. and future gaps in current Strategic Goal Strategic Goal #2: CDEM integrated activities are across and coordinated each of the 4 R’s R3 Table 11: Response objectives, methods and tools Table 35
Recovery Group Plan 2013-2018
Recovery is the process whereby activities are coordinated to bring about CDEM in recovery the immediate, medium and long-term The CDEM Group has a statutory function to rehabilitation of a community after an carry out recovery activities (s17(1)(e) CDEM Act emergency. 2002). This includes the facilitation, co-ordination and monitoring of recovery activities to ensure Recovery involves minimising the the recovery is effective and provides the best escalation of the consequences of an outcomes for the community. emergency, rehabilitation of the emotional, social, physical and economic wellbeing of Transitional arrangements communities, taking opportunities to meet future community needs, and reducing The transition from response to recovery is led by future exposure to hazards and risks. the Group Controller in consultation with the Group Recovery Manager. Some of the reasons why the This section of the Group Plan outlines decision to transition to recovery may include: how the Wellington CDEM Group will work to coordinate recovery activities following • immediate threat to people and property has passed; an emergency. • focus shifted to restoration; Principles for recovery • declaration powers no longer required; • recovery is an enabling, flexible and principle based to ensure the best outcomes for • recovery agencies are able to meet their communities; requirements in their business as usual roles;
• recovery activities start immediately (during the • Controllers as Recovery Managers agree that it response phase) as key decisions during the is time for the transition; response phase are likely to directly influence and shape recovery; Some factors that may inhibit the transition are:
• recovery should not just aim at recreating the • re-escalation of response issues (for example past, but creating the future. Opportunities continuing large aftershocks); to reduce vulnerability to future hazard events should be sought and implemented during • response agencies do not have the capacity to recovery; meet their responsibilities,
• recovery will address the social, built, natural • significant social wellbeing issues – loss of and economic needs of the community; services (power, water) and displacement of people; • recovery is community driven and therefore it is essential that the community are involved in • CDEM Powers need to remain in place; the decision making process; • recovery Manager is not in a position to accept • effective communication with all stakeholders transition to recovery. is essential; The transition will formally acknowledge the • transitioning to business as usual operations transfer of coordination and accountability for should be a priority in any recovery planning; recovery related activities through:
• business as usual may look quite different in • the completion of a transition report; the new environment (following an emergency event). • a transitional briefing; 38 Recovery
• the preparation of an initial Group Recovery Committee, which determines the priorities and Action Plan (Recovery Manager); policy. This is supported at the strategic level by the Coordinating Executive Group (CEG), which • communicating the transition. supports the Joint Committee and assists them If there is a declaration in place, the declaration will in the determining the priorities. Operationally need to be terminated before the official transition the Group Recovery Manager coordinates the to recovery can take place. recovery efforts between agencies and local authorities and ensures the directives and priorities set by the Joint Committee and CEG are Group recovery structure implemented accordingly.
CDEM Group’s role in recovery Figure 5 shows the current CDEM Group recovery structure at the operational level. Recovery is led by the CDEM Group Joint
Figure 5: Group recovery structure
MCDEM Liaison Group Controller Support Functions (During Response) Finance & Administration
Group Recovery Manager Logistics Local Recovery (Appointed) & GIS Managers (Appointed)
Public Information Management (PIM)
Social Environment Built Environment Natural Economic Task Group Task Group Environment Environment Task Group Task Group
Sub Tasks Sub Tasks Sub Tasks Sub Tasks •Safety & •Lifelines •Waste & Pollution •Individuals Wellbeing •Rural •Natural •Businesses •Health •Residential Resources •Infrastructure •Welfare Housing •Amenity Values •Government •Commercial and •Biodiversity and Industrial Property Ecosystems
39 Group Plan 2013-2018
Group Recovery Manager Recovery Reports to maintain accountability, transparency and provide consolidated recovery The Group Recovery Manager is responsible for reporting to Central Government, through MCDEM. coordinating the recovery activities for the CDEM Group area. The Group Recovery Manager role Financial arrangements will commence during the response and cease upon completion of the exit strategy. The Group An expenditure management system will be set up Recovery Manager may establish workgroups to during the response phase. This must be closed assist with implementing the Recovery Action Plan. off at the transition from response to recovery To ensure an effective recovery, the Group and the details submitted to the Group Recovery Recovery Manager must be engaged before an Manager and Wellington Region CDEM Group. emergency to ensure relationships are developed, enhanced and maintained and to contribute to and During recovery, the Greater Wellington Regional participate in Group recovery planning. Council finance system and staff will be used for managing all Group recovery financial transactions. Territorial authorities’ role in recovery Territorial Authorities finance systems and staff will be used for all local recovery financial transactions. Local Recovery Manager Financial arrangements for relief funds, donated goods and services, monetary donations and Local Recovery Managers are responsible for financial assistance form central government are the coordination of recovery activities within their outlined in the CDEM Group Recovery Plan. local area. Local Recovery Managers are usually appointed from a Territorial Authority’s senior management team. The Local Recovery Manager Exit strategy will work very closely with the Group Recovery CDEM recovery activities are aimed at allowing the Manager to ensure that the Group priorities are social, built, natural and economic environments done at the local level. In addition the Local of individuals and communities to attain an Recovery Manager has the responsibility to raise appropriate level of functionality. The withdrawal of any significant local issues that may become the enabling and supporting structures to achieve regionally significant or require regional support. this need to be planned with clearly documented As with the Group Recovery Manager, Local arrangements for the handover of responsibilities Recovery Managers must be engaged before an to the agencies who would normally deliver the emergency to ensure relationships are developed, specific service. enhanced and maintained and to contribute to and participate in local recovery planning. Local Recovery Managers and recovery agencies are best placed to determine when CDEM Group Recovery Plan recovery can be reduced or withdrawn. However, community participation in this process and the The CDEM Group Recovery Plan identifies the information provided to the affected communities is processes required to support local disaster a key factor. recovery management through facilitation, co- ordination and monitoring. It includes further details The Group Recovery Action Plan aims to capture, around the roles and responsibilities of the key document and plan an exit strategy. The details appointed recovery staff. pertaining to this are in the Group Recovery Plan.
Reporting requirements Recovery objectives, methods and
The Group Recovery Action Plan provides the tools details of what, when, who and how recovery The Wellington CDEM Group has agreed the activities will be carried out. following recovery objectives, methods and tools which will guide its work programme over the next The Group Recovery Manager must supplement five years (see Table 12). the Group Recovery Action Plan with formal Group 40 Recovery Tools and Methods Tools (4.1.1) Establish Group wide training, exercises and key wide training, exercises (4.1.1) Establish Group competencies responsibilities for each agency/ (4.1.2) Define Roles and organisation possible as (4.1.3) Assist businesses with BCP where in recovery they have an important role Recovery Framework (4.2.1) Develop Group (4.2.2) Determine the mechanism for community input into plans planning recovery (4.2.3) Develop pre-emptive agencies to work collaboratively on group (4.2.4) Task Recovery Framework • • • • • • • • Objectives (4.1) To better understand each agency and (4.1) To in recovery organisations’ role framework develop a recovery (4.2) To Strategic Goal Strategic Goal #4: A flexible and principle based is applied to approach recovery R4 Table 11: Recovery objectives, methods and tools Table 41
Monitoring and Evaluation Group Plan 2013-2018
This section of the Group Plan outlines External monitoring and evaluation how the Wellington CDEM Group will carry out monitoring and evaluation to ensure Under section 8 of the CDEM Act, the Director that the Group is meeting its obligations, of Civil Defence Emergency Management has a achieving its objectives which contribute function to”monitor the performance of CDEM towards the Group achieving the strategic Groups and persons who have responsibilities goals and vision. In addition it provides the under this legislation”. This will be undertaken opportunity to identify any emerging issues primarily via the MCDEM Capability Assessment and allows for these to be addressed Tool. This Tool aims to create a standard during the life of the Group Plan rather than assessment of emergency management capability in New Zealand. It consists of a set of waiting until the next version. key performance indicators and performance measures against which organisations can assess To ensure that progress is being made themselves or be externally assessed. towards the Group Plan vision and goals it is essential that the effectiveness of the implementation of the Group Plan be evaluated. The CDEM Group Business Plan is the mechanism for the implementing the Group Plan.
Monitoring and evaluation process
The Co-ordinating Executive Group (CEG) will oversee the monitoring and evaluation of the Group Plan. This will be carried out by:
• having oversight with regular reporting to the CEG on the progress of the objectives and Key Performance Indicators;
• regular presentations on current projects included in the CDEM Group Work Programme,
• ongoing research to assess the effectiveness of recent work. For example measuring community resilience levels;
• following an activation a debrief and report will be provided, assessing effectiveness of recent work and also identifying areas for improvement.
Legislation compliance
The Wellington CDEM Group Plan complies with The CDEM Act (2002), National CDEM Strategy and the CDEM National Plan and all other relevant legislation. WREMO is responsible for monitoring the ongoing legislative compliance of the Group Plan.
44 45
Management and Governance Group Plan 2013-2018
• Hutt City Council Wellington CDEM Group • Masterton District Council governance • Porirua City Council • South Wairarapa District Council • Upper Hutt City Council CDEM Group Joint Committee • Wellington City Council membership and functions • Capital & Coast District Health Board • Hutt Valley District Health Board Each local authority in the Wellington region is • Wairarapa District Health Board a member of the CDEM Group. The Group’s • Mid Central District Health Board functions, duties and powers are those of a • New Zealand Fire Service civil defence emergency management group as • New Zealand Police described in the CDEM Act. The CDEM Group is • Wellington Region Lifelines (co-opted) also a joint standing committee under clause 30(1) • Regional Welfare Advisory Group (co-opted) (b) of Schedule 7 of the Local Government Act 2002. CDEM Group members are represented by Each member of the CDEM Group is represented their Mayor or Chairperson, or an alternate elected on the CEG by its chief executive (or an alternate representative who has been given delegated representative who has been given delegated authority to act on their behalf. authority to act for the chief executive).
The CDEM Group Joint Committee generally All CEG members, whether from local authorities meets four times a year. The Joint Committee’s or other organisations, are senior representatives Terms of Reference which provides further details of their organisation. This is to ensure a strategic on the roles and responsibilities of the Joint overview and an ability to commit resources. Committee is available from WREMO. Administrating authority Coordinating Executive Group membership and functions The administrating authority of the CDEM Group is Greater Wellington Regional Council in accordance The Co-ordinating Executive Group (CEG) is with s23(1) of the CDEM Act 2002. a statutory group under the CDEM Act with As such, it: prescribed functions. These include: • serves as the CDEM Group and CEG • providing advice to the CDEM Group and any secretariat, including developing meeting subgroups or committees agendas, preparing order papers, arranging • implementing, as appropriate the decisions of meeting venues and taking and disseminating the CDEM Group; and minutes of meetings; • overseeing the implementation, development, maintenance, monitoring, and evaluation of the • provides financial management for the CDEM CDEM Group plan. Group, including budgeting and reporting.
The CEG generally meet four times a year. The Wellington Region Emergency CEG’s Terms of Reference which provides further details on the roles and responsibilities of the CEG Management Office is available from WREMO. The role of WREMO is to: CEG membership • carry out the Group Office functions; The following organisations are members of the • facilitate and assists all local authorities’ in CEG: meeting their CDEM responsibilities; • Carterton District Council • coordinate the development, implementation, • Greater Wellington Regional Council monitoring and review of the CDEM Group • Kapiti Coast District Council Plan; 48 Management and Governance
• provide professional advice and services to the CDEM Group and CEG; Delegated authorities
• carry out functions specified for the Group The CDEM Group is able to delegate any of its Emergency Management Office by the Group functions under the CDEM Act to members of the Plan or the CDEM Group; Group, the Group Controller, or other persons. These delegations are made by resolution passed • coordinate reporting of CDEM Group work at a CDEM Group Joint Committee meeting. programmes to the CEG and CDEM Group; and; The CDEM Group has made the following delegations (see Table 12): • coordinate the region’s response capability, including the Group ECC and Local EOC facilities, staff and resources.
Table 12: Delegated authorities
Authority delegated to: Description of Delegation CDEM Act Refs
Exercise any of the powers, duties and functions in Group Controller S18(2), 76, 85 sections 18(2), 76, 85 of the CDEM Act. Exercise any of the powers, duties and functions in s18(2), 76, 85. sections 18(2), 76,85 of the CDEM Act in relation to the TA area(s) for which they are appointed as Local Controller. Local Controllers A Local Controller must follow any directions given by s 27 (2) the Group Controller during an emergency.
The CDEM Group Chairperson is authorised to declare CDEM Group Chairperson a state of local emergency for the Wellington region or 1 s25(1) or more districts or wards within that region.
If the CDEM Group Chairperson is unable to declare s25(1) a state of local emergency, another CDEM Group representative is authorised to declare a state of local s26(4) emergency for the Wellington region for 1 or more districts or wards within that region in their place. Authority to declare a state of local emergency passes when a representative is unable to declare a state of local emergency, and in the following order: CDEM Group representatives 1. CDEM Group Joint Committee Chair (Mayors and GWRC 2. Chair, Greater Wellington Regional Council Chairperson) 3. Mayor of Wellington City 4. Mayor of Hutt City 5. Mayor of Upper Hutt City 6. Mayor of Porirua City 7. Mayor of Kapiti Coast District 8. Mayor of Masterton District 9. Mayor of South Wairarapa District 10. Mayor of Carterton District
49 Group Plan 2013-2018
Table 12: Delegated authorities continued
Authority delegated to: Description of Delegation CDEM Act Refs
For the avoidance of doubt, the authority to declare a state of local emergency may only be held by one CDEM Group representative at a time.
• The Mayor of a territorial authority, or an elected member of the territorial authority designated to act on behalf of the Mayor, is authorised to declare a state of local emergency that covers the district of that territorial authority. The Minister of Civil Defence may also declare an emergency. CDEM Group representatives (Mayors and GWRC • The authority to replace the Group Controller s25 (5) Chairperson) continued during a state of emergency is delegated to those representatives authorised to declare a state of emergency for the Group area under s.25(1) with the same order and limitations. This power can be exercised when (a) the Group Controller is absent or (b) when the CDEM Group Joint Committee Chair, in consultation with two or more members of the CDEM Group Joint Committee, consider, on reasonable grounds, that the Group Controller is not adequately discharging his or her duties.
The authority to carry out the functions listed under WREMO s18(2) s18(2) of the CDEM Act 2002.
Key appointments response and recovery capability when necessary. The Wellington Region CDEM Group will also offer The Wellington Region CDEM Group statutory and support and assistance to other CDEM Groups non-statutory appointments associated with this when requested. plan to meet the requirements of the CDEM Act include: Financial arrangements
• Group and Alternate Group Controllers The activities of the CDEM Group incur costs that • Local and Alternate Local Controllers can be broken into two main areas: • Group and Alternate Group Recovery Manager • Local and Alternate Local Recovery Managers Programmed expenditure: • Lifelines Utilities Coordinator • administrative and related services under S.24 A list of current statutory and non-statutory of the CDEM Act 2002. appoints for the Wellington CDEM Group are available from WREMO. • annual CDEM Group work programme to implement components of the Group Plan. Arrangements with other CDEM Groups Emergency expenditure: • expenditure incurred by the Group in the lead The Wellington Region CDEM Group will seek up to, during and after a declared state of and accept support from other CDEM Groups emergency. and central government to enhance the Group 50 Management and Governance
This section outlines the financial arrangements responding to an emergency within its jurisdiction. under these circumstances and the methods of It is essential that for all emergency expenses cost apportionment. there are clear authorisations and details for the expenditure. The CDEM Group budget is prepared annually and agreed by the CDEM Group Joint Committee. More specifically:
Programmed expenditure During the lead up to an emergency (Levels 1 – 2) The Councils in the Wellington region shall fund the operational costs of WREMO on a pro rata basis Greater Wellington Regional Council is responsible using population (based on the latest statistics for funding: published by Statistics NZ) with Greater Wellington Regional Council being assessed as having the • all costs associated with the resourcing, same population as Wellington City. activation and operation of the Group ECC;
The Agreement for Joint Civil Defence and • all reasonable direct expenses incurred by the Emergency Management Services (Service Group Controller; Agreement) outlines what is included in this funding. Generally, the purpose and function • all reasonable direct expenses (e.g. travel, of WREMO will be to carry out the functions, meals, and accommodation) incurred by powers, and duties of the Joint Committee and requested technical advisors. the Councils under the Act (except to the extent that any function, power, or duty is specifically Territorial authorities are responsible for meeting all excluded by this agreement) and to provide such costs associated with the local CDEM response, other emergency management services as the personnel, facilities and resources. Councils may agree from time to time. During an emergency (Levels 3 - 5) All CDEM partners are expected to cover their own organisations costs associated with the Greater Wellington Regional Council is responsible implementation of the Group Plan and associated for funding: work programmes (including operation and maintenance of local EOCs and ECCs). • all costs associated with the resourcing, activation and operation of the Group ECC; External costs of CDEM Group work programmes • all reasonable direct expenses incurred by the Group Controller; If additional costs emerge for projects associated with the Group work programme that are not • all reasonable direct expenses (e.g. travel, included in the Group budget, these will be meals, and accommodation) incurred by discussed and allocated appropriately by the CEG. requested technical advisors. All costs to be shared will be pre-approved by the CEG. Exceptions are to be brought before the Territorial authorities are responsible for meeting CEG for decision. emergency expenditure incurred within their districts, and arising out of the use of resources Emergency expenditure under the direction of the Local Controller. Territorial authorities take full first line responsibility As per the Services Agreement, WREMO will for dealing with the impact of the disaster in their ensure that appropriate delegations are made to geographic and functional areas of responsibility. enable Local and Group Controllers to meet start up costs to respond to an emergency. WREMO A clear record of who authorises any expenditure shall also work with and assist the Councils to and its purpose must be kept. develop cost recovery rules in the event one or more Councils support another Council in 51 Group Plan 2013-2018
During recovery There is a threshold for possible reimbursement of costs. Government policy is to reimburse 60 Upon the cessation of an emergency, the percent of other eligible response costs, combined expenditure regime established for the response with essential infrastructure recovery repair costs, phase must be closed off and recommenced above a threshold of: for the recovery phase under the direction of the Group Recovery Manager. A clear record of who • 0.0075 percent of the net capital value of the authorises any expenditure and its purpose must city council, district council or unitary authority be kept. involved;
Cost recovery • 0.002 percent of the net capital value of unitary authorities where the assets in question are of Following an emergency response, claims may be a type that ordinarily are managed by regional prepared for government assistance in accordance councils; or with The Guide to the National CDEM Plan, Section 26. Claims for government assistance may • 0.002 percent of net capital value in the case be made by the local authority that incurred the of regional councils expenditure. 3. Essential infrastructure recovery repairs Categories of emergency expenditure: (CDEM expense claim)
1. Caring for the displaced. Essential infrastructure recovery repairs should be claimed for at the same time, and through the Government will fully reimburse local authorities for same process, as other eligible response costs. costs incurred in caring for displaced people as described below. The following may be eligible for government assistance: Eligible costs may include the full direct costs of accommodating, transporting, feeding and • repair or recovery of essential infrastructure clothing people who cannot continue to live in assets. These include water, storm water, their usual place of residence as a result of an electrical, sewerage and gas facilities and other emergency. See The Guide to the National CDEM structures, such as retaining walls and tunnels Plan, Section 26 for further details. upon which essential services depend. These assets must be local authority assets, which Costs which will not be eligible include but not are not the property of trading utilities; limited to: • repair or recovery of river management • local authority overheads; systems (including drainage schemes which are part of integrated river systems) where • indirect costs such as local authority staff time there is major community disruption or in the Emergency Operations Centre; continuing risk to life; and
• activation costs, office space and the use of • repair or recovery of other community assets vehicles. where damaged as a consequence of the failure of flood protection schemes. 2. Other response costs. If an emergency involved more than one district Other eligible response costs may be partially the CDEM Group may coordinate and check the reimbursed by government.The eligibility of a cost respective local authority claims, independently is not determined by the nature of the good or prepare a claim for Group costs through the service purchased but by whether it contributed to Regional Council or the appropriate Territorial the precautions or preventive actions described in Authority, and submit a consolidated application. clause 89(1) of the National CDEM Plan. If there is a delay in councils preparing their claim 52 Management and Governance
for a coordinated claim, each council may make an expenditure claim independently.
Any reimbursement from central government will be distributed back to the local authority which incurred the expenditure.
For further information contact the MCDEM Regional Emergency Management Advisor or see The Guide to the National CDEM Plan, Section 26.
Relationship to local government financial planning requirements
The CDEM Group is unable to bind members in terms of funding Group activities.
Decisions on funding CDEM activities will be subject to scrutiny through CDEM Group member authorities’ Long Term Council Community Plans, and Annual Plan budgeting processes, which go through community consultation.
If any member of the Group is unable to carry out its responsibilities under the Group Plan, the matter should be brought back to the CDEM Group Joint Committee for decision.
53
Appendices Group Plan 2013-2018
Appendix 1: Glossary Co-ordinating Executive Group (CEG) A committee made up of executive officers of Civil Defence Emergency Management local authorities, Police, Fire Service, District Health Boards and any co-opted members as The application of knowledge, measures and necessary. The CEG provides advice to the CDEM practices that are necessary or desirable for the Group Joint Committee, implements decisions of safety of the public or property and are designed the CDEM Group Joint Committee, oversees the to guard against, prevent, reduce or overcome Group Plan, oversees the work programme of the hazards, harm or loss associated with an Group, and ensures appropriate structures are emergency. in place for the effective delivery of civil defence emergency management. Civil Defence Emergency Management Group (CDEM Group) Co-ordination
A Group established under s. 12 of the Act. Can The bringing together of agencies and resources to be read to mean the Wellington Region CDEM ensure an effective response to an incident. Group in this Plan. The Wellington Reigon CDEM Group is made up of a number of agencies, see Debrief Appendix 2. A critical examination of an operation, carried out Civil Defence Emergency Management to evaluate actions for future improvements. Group (CDEM Group) Joint Committee Declaration A Joint Committee of the local authorities in the Wellington region based on region council The process undertaken to make, extend or boundaries. The functions of the Group Joint terminate a state of emergency. Committee are to ensure that hazards and risks are identified and managed, ensure there Emergency is a region-wide civil defence emergency management capability to respond to and recover from emergencies, work with other emergency A situation that causes or may cause loss of life, management agencies, and to promote injury, illness, distress, or endangers the safety of appropriate mitigation of the risks the Region the public and property that cannot be dealt with faces. by the emergency services, or requires a significant and coordinated response under the CDEM Act 2002. Controller
A person appointed as a controller under section Emergency Coordination Centre (ECC) 26 of the CDEM Act 2002. The controller can be a Local Controller (responsible for a given area An established and equipped facility where with the Wellington region), or the Group Controller response to an incident may be coordinated or (responsible for the entire region). The Controller supported. In the Wellington region the WREMO has the powers outlined in section 28 of the CDEM will activate their ECC in an emergency to support act 2002. and coordinate local EOCs.
Coordinated Incident Management System Emergency management agency (CIMS) Any organisation with a role and responsibility A structure agreed by most New Zealand in Civil Defence Emergency Management in the emergency management agencies to Wellington region. systematically manage incidents.
56 Appendices
Emergency Management Office Metservice
An office of CDEM personnel to coordinate The organisation responsible for providing weather reduction, readiness and recovery activities forecasts and weather warnings for New Zealand. (response is managed from an EOC) for one or more territorial authority areas, or for the CDEM Ministry of Health Group (GEMO). The central government agency responsible for Emergency Operations Centre (EOC) health, including human pandemic warnings
An established and equipped facility where Ministry of Primary Industry (MPI) response to an incident may be supported. Each The central government agency responsible for of the territorial authorities in the Wellington region agriculture, forestry, fisheries and food safety, has an EOC. including agricultural pandemic warnings.
Emergency Service National Crisis Management Centre (NCMC) The NZ Police, New Zealand Fire Service, National Rural Fire Authority, rural fire authorities and A secure all-of-government facility where a national hospital and health services. response to an emergency is managed.
Hazard National Institute of Water and Atmospheric Research (NIWA) Something that may cause, or contribute substantially to, an emergency. Typically defined as The crown research institute focused on climate either natural or human-made. and atmospheric science.
Institute of Geological and Nuclear Nationally Significant Sciences (GNS Science) Any event that causes widespread public concern The crown research institute focused on or interest, requires significant use of resources, geoscience and isotope research. Also provide is likely to affect more than one CDEM Group, consultants with expertise in these fields. affects New Zealand’s international obligations, involves technology or processes new to NZ or Lead agency results in significant or irreversible changes to the environment. The organisation with the legislative or agreed authority for control of an emergency. Readiness
Lifeline Utility Activities carried out to prepare the community or emergency management agencies for response. Any organisation named or described in Schedule 1 of the CDEM Act. This includes airports, Recovery ports, railways, and providers of gas, electricity, water, wastewater or sewerage, storm water, The time following an emergency when telecommunications, roading networks and communities return to normal functioning. petroleum products. Recovery may take months or years.
Local Authority Reduction
A regional, city or district Council. See also Activities carried out to reduce the frequency of territorial authority. occurrence of a hazard, or the consequence of a hazard when it occurs. 57 Group Plan 2013-2018
Resilient Supporting Document
Able to effectively respond to and recover from A document that provides additional information to an emergency event and return to pre-event support this Plan. A copy of each document listed conditions or better. as a supporting document in the Plan is available from the CDEM Group Emergency Management Resources Office.
All personnel, materials and equipment available, The following abbreviations are used in the or potentially available for assignment to incidents. Group Plan.
Response CDEM - Civil Defence Emergency Management The period of time during an incident or CDEM Act - Civil Defence Emergency emergency when action is immediately required to Management Act provide for safety, reduce loss of life, injury, illness CDEM Group - Civil Defence Emergency or distress or protect property. Management Group CIMS - Coordinated Incident Management Richter scale System ECC - Emergency Co-ordination Centre A scale used to measure the magnitude of an EOC - Emergency Operations Centre (and earthquake. encompasses ECC) ESCC - Emergency Services Coordinating SMUG analysis Committee GWRC - Greater Wellington Regional An analysis of the seriousness, manageability, Council urgency and growth of a hazard. A SMUG analysis was carried out to rank the hazards and LUC - Lifeline Utility Co-ordination identify the strategic issues for this Plan. LWC - Local Welfare Committee MPI - Ministry for Primary Industries Standard Operating Procedures (SOPs) MCDEM - Ministry of Civil Defence and Emergency Management Written incident practices adopted by an agency. MoH - Ministry of Health NCMC - National Crisis Management State of emergency Centre NZRT - New Zealand Response Team A state of national or local emergency declared PIM - Public Information Manager under section 66, 68, or 69 of the CDEM Act SOP - Standard Operating Procedure 2002. SPCA - Royal New Zealand Society for the Prevention of Cruelty to Animals Strategic issues TA - Territorial Authority WAG - Welfare Advisory Group Problems, gaps and inconsistencies that WELA - Wairarapa Engineering Lifelines need to be addressed by the CDEM Group if Association it is to achieve its goals and vision of resilient WeLG - Wellington Lifelines Group communities. WINZ - Work and Income New Zealand WREMO - Wellington Region Emergency Territorial Authority (TA) Management Office. A city or district Council.
58 Appendices
Appendix 2: Strategic partners
Local Authorities Lifeline Utilities and Lifeline Groups Carterton District Council BP Oil NZ Ltd Greater Wellington Regional Council Mobil Oil New Zealand Ltd Hutt City Council Caltex New Zealand Ltd Kapiti Coast District Council Shell New Zealand Ltd Masterton District Council Bulk Water - GW Porirua City Council Electra Ltd South Wairarapa District Council Nova Energy Upper Hutt City Council Vector Gas Wellington City Council Powerco Ltd Emergency Services Wellington Electricity National Rural Fire Authority (NRFA) Telecom New Zealand Ltd New Zealand Fire Service TelstraClear New Zealand Police Vodafone Wellington Free Ambulance Kordia Capital and Coast District Health Board Radio NZ Hutt Valley District Health Board NZTA Wairarapa District Health Board Transpower Mid Central District Health Board Kiwirail / OnTrack Regional Public Health Service CentrePort National Agencies Wairarapa Engineering Lifelines Association (WELA) Child Youth and Family Wellington International Airport Ltd Housing Corporation Wellington Lifelines Group (WeLG) Ministry of Social Development (MSD) Welfare Organisations Maritime New Zealand (MNZ) Red Cross NZ Defence Forces (NZDF) Salvation Army Civil Aviation Authority (CAA) Royal Society for the Prevention of Cruelty to Animals (SPCA) Department of Conservation (DoC) Order of St John Ambulance Central Region Insurance Council of New Zealand Inc Victim Support Metservice Other Agencies Ministry for Primary Industries (MPI) NZRT 18 - Hutt City Rescue Team Ministry of Business, Innovation and Employment (MBIE) NZRT 7- Victoria University Rescue Team Ministry of Civil Defence & Emergency Management (MCDEM) NZRT 8 – WCC Tawa Rescue Team Department of Internal Affairs (DIA) NZRT 9 – Upper Hutt Community Rescue Team Ministry of Health (MoH) Amateur Radio Emergency Communication Earthquake Commission (EQC) Chambers of Commerce Department of Prime Minister and Cabinet (DPMC) Regional Economic Development Agencies National Institute of Water and Atmospheric Research (NIWA) Federated Farmers Institute of Geological and Nuclear Sciences (GNS Science) Media organisations Rescue Co-ordination Centre New Zealand (RCCNZ) Coastguard Central Region Volunteer rescue teams 59 Group Plan 2013-2018
Appendix 3: Supporting Plans
Not to be included during consultation
60 Appendices
61