Taranaki Civil Defence Emergency Management Group Joint Committee
Tuesday 17 September 2019 10.30am Taranaki Regional Council, Stratford
Taranaki Civil Defence Emergency Management Group Joint Committe - Agenda
Agenda for the meeting of the Taranaki Civil Defence Emergency Management Group Joint Committee to be held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 17 September 2019 commencing at 10.30am.
Members Councillor M J Cloke (Taranaki Regional Council) (Chairperson) Mayor N Volzke (South Taranaki District Council) Mayor R Dunlop (South Taranaki District Council) Mayor N Holdom (New Plymouth District Council)
Attending Mr G Bedford (Taranaki Regional Council) Mr W Crockett (South Taranaki District Council) Mr C Stevenson (New Plymouth District Council) Mr S Hanne (Chairperson Taranaki CDEM CEG) Mr C Campbell-Smart (Taranaki CDEM Group Manager) Mr I Wilson (Ministry of Civil Defence Emergency Management) Apologies
Notification of Late Items
Item Page Subject Item 1 3 Confirmation of Minutes Taranaki Civil Defence Emergency Management Group Joint Committee
Item 2 9 Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Minutes
Item 3 17 Taranaki CDEM Advisory Group Minutes
Item 4 27 Year-end Performance Report
Item 5 66 Statutory Role Appointments and Resignations
Item 6 74 ECC Development Project - Roof costing
Item 7 78 Volcanic Resilience Fund Application
Item 8 89 Monitoring and Evaluation notice of Process
Item 9 99 CDEM Group Submissions
Item 10 Late Item - Use of Reserve Fund for Transition Plan 2 Taranaki Civil Defence Emergency Management Group Joint Committe - Confirmation of Minutes
Agenda Memorandum
Date 17 September 2019
Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee
Subject: Confirmation of Minutes – 18 June 2019
Approved by: G K Bedford, Director-Environment Quality
B G Chamberlain, Chief Executive
Document: 2330120
Resolve That the Taranaki Civil Defence Emergency Management Group: a) takes as read and confirms the minutes and resolutions of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 18 June 2019 at 10.30am b) notes that the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 18 June 2019 at 10.30am have been circulated to the Taranaki Regional Council, New Plymouth District Council, Stratford District Council and South Taranaki District Council for their receipt and information.
Matters arising Appendices Document #2277430 – Minutes Taranaki Civil Defence Emergency Management Group Joint Committee
3 Taranaki Civil Defence Emergency Management Group Joint Committe - Confirmation of Minutes
Minutes of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held at the Taranaki Regional Council, 47 Cloten Road, Stratford on Tuesday 18 June 2019 commencing at 10.30am.
Members Councillor M J Cloke (Taranaki Regional Council) (Group Chairperson) Mayor R Dunlop (South Taranaki District Council) Mayor N Volzke (Stratford District Council) Mayor N Holdom (New Plymouth District Council)
Attending Mr M J Nield (Taranaki Regional Council) Ms J Mack (Taranaki Regional Council) Mr S Hanne (CDEM Group CEG Chairperson) Mr C Campbell-Smart (Taranaki CDEM Regional Manager) Mr I Wilson (Ministry of Civil Defence Emergency Management)
Apologies There were no apologies
Notification of Late Items There were no late items of business.
1. Confirmation of Minutes – 5 March 2019
Resolved
THAT the Taranaki Civil Defence Emergency Management Group Joint Committee: a) takes as read and confirms the minutes and resolutions of the Taranaki Civil Defence Emergency Management Group meeting held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 5 March 2019 at 10.40am b) notes that the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Group meetings held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 5 March 2019 at 10.40am have been circulated to the Taranaki Regional Council, New Plymouth District Council, Stratford District Council and South Taranaki District Council for their receipt and information. Dunlop/Volzke Matters arising
There were no matters arising.
Doc# 2277430-v1
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Taranaki Civil Defence Emergency Management Group Joint Committe - Confirmation of Minutes
2. Taranaki Civil Defence Emergency Management Co-ordinating Group Minutes
Resolved That the Taranaki Civil Defence Emergency Management Group Joint Committee: a) receives the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group meeting held in the Taranaki Regional Council chambers, 47 Cloten Road, Stratford, on Thursday 23 May 2019 at 10.30 am b) adopts the recommendations therein. Dunlop/Cloke
3. Quarter Three Performance Report 2018/2019
3.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum presenting the Quarter Three Performance Report (for the financial year 2018/2019).
Resolved That the Taranaki Civil Defence Emergency Management Group Joint Committee: a) receives the memorandum Quarter Three Performance Report 2018/2019. b) notes that the Taranaki Emergency Management Office will engage with CDEM statutory members (New Zealand Police, Fire Emergency New Zealand, and Taranaki District Health Board) to determine how strategic leadership can be supported. Volzke/Holdom
4. Group Controller Appointments – South Taranaki District Council
4.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum recommending appointment of Mr Liam Dagg to the role of Local Controller and Mr Doug Scott to the role of Alternate Local Controller by the Taranaki Civil Defence Emergency Management (CDEM) Group.
Resolved That the Taranaki Civil Defence Emergency Management Group Joint Committee: a) receives the report Local Controller Appointments – South Taranaki District Council b) appoints Mr Liam Dagg to the role of Local Controller, as per the contents of the report c) appoints Mr Doug Scott to the role of Alternate Local Controller, as per the contents of this report
d) notes the retirement of Mrs Phillippa Wilson from the role of Local Controller, and
send a letter of thanks for her service in the role. Dunlop/Cloke Taranaki Civil Defence Emergency Management Group Joint Committee Meeting Tuesday 18 June 2019
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Taranaki Civil Defence Emergency Management Group Joint Committe - Confirmation of Minutes
5. Group Welfare Manager Appointments
5.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum noting the appointment of a Group Welfare Management, Ms Nadine Ord, and alternate Group Welfare Manager, Mr Ben Ingram, by the Taranaki CDEM Group Controller and CEG Chair under delegated authority for the Taranaki CDEM Group.
Resolved That the Taranaki Civil Defence Emergency Management Group Joint Committee: a) confirm the appointment of Group Welfare Manager, Ms Nadine Ord, and alternate Group Welfare Manager, Mr Ben Ingram, for the Taranaki CDEM Group. Cloke /Volzke
6. Group Welfare Plan
6.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum presenting the Taranaki Group Welfare Plan for adoption by the Taranaki Civil Defence Emergency Management Group Joint Committee.
Resolved That the Taranaki Civil Defence Emergency Management Group Joint Committee: a) receives the memorandum Group Welfare Plan; b) notes the contents of the report; c) adopts the Taranaki Group Welfare Plan.
Dunlop/Holdom
7. TEMO Annual Business Plan 2019-20
7.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum presenting the Annual Business Plan 2019-20 for adoption by the Taranaki Civil Defence Emergency Management Group Joint Committee.
Resolved That the Taranaki Civil Defence Emergency Management Group Joint Committee: a) receives the Memorandum, Adoption of the TEMO Annual Business Plan 2019-20 b) notes the contents of the business plan contained within Appendix A of this report c) approves the TEMO Annual Business Plan and the annual budget contained within. Cloke/Volzke
Taranaki Civil Defence Emergency Management Group Joint Committee Meeting Tuesday 18 June 2019
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Taranaki Civil Defence Emergency Management Group Joint Committe - Confirmation of Minutes
8. Emergency Management System Reforms Update
8.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum to update the Taranaki Civil Defence Emergency Management Group Joint Committee on the impact for Taranaki resulting from the Emergency Management System Reforms.
Resolved That the Taranaki Civil Defence Emergency Management Group Joint Committee: a) receive the memorandum Emergency Management System Reforms Update. b) note the ongoing reporting to the Ministry of Civil Defence and Emergency Management on implementation of Emergency Management System Reforms (Reforms).
Holdom/Cloke
9. Controller Requirements and Solution Update
9.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum to update the Taranaki Civil Defence Emergency Management Group Joint Committee on the risks associated with Controller resignations, and operational decisions around recruitment and management to reduce this risk.
Resolved That the Taranaki Civil Defence Emergency Management Group Joint Committee: a) receives the report Controller Requirements and Solution Update. Cloke/Dunlop
10. ECC Development Project update – flat pitch roof issue
10.1 Mr C Campbell-Smart, Taranaki CDEM Regional Manager, spoke to the memorandum to update the Taranaki Civil Defence Emergency Management Group Joint Committee on issues recently discovered during the Emergency Coordination Centre (ECC) development project, and for the Joint Committee to consider options and determine the way forward.
Resolved That the Taranaki Civil Defence Emergency Management Group Joint Committee: a) receives the Memorandum, ECC Development Project update – flat pitch roof issue b) notes the options, budget impacts and risks identified in this report, and in regard to the issues detailed within Appendix A and B of this report
c) approves the enhancement of the existing design by building a new low pitch roof over existing roof structure, designed to carry the ash loading, and estimated up to
$200,000, with detailed design and costing to be reported back to the CDEM Group Joint Committee as soon as its available
Taranaki Civil Defence Emergency Management Group Joint Committee Meeting Tuesday 18 June 2019
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Taranaki Civil Defence Emergency Management Group Joint Committe - Confirmation of Minutes
d) approves that funding for the option determined will be by way of additional capital debt funding, serviced over 20-year life of the asset, and funded by operating reserve. Additional budget for debt servicing will be considered within long-term plan budget 2021-31. Holdom/Cloke
There being no further business, Group Chairperson Councillor M J Cloke (Taranaki Regional Council) declared the Taranaki Civil Defence Emergency Management Group meeting closed at 12.20pm.
Confirmed
Chairperson ______M J Cloke
Date 17 September 2019
Taranaki Civil Defence Emergency Management Group Joint Committee Meeting Tuesday 18 June 2019
8 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM CEG Minutes
Agenda Memorandum
Date 17 September 2019
Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee
Subject: Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Minutes
Approved by: G K Bedford, Director-Environment Quality
B G Chamberlain, Chief Executive
Document: 2330263
Purpose The purpose of this memorandum is to receive the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group meeting held on Thursday 15 August 2019, and to adopt the specific recommendations contained therein.
Recommendations That the Taranaki Civil Defence Emergency Management Group: a) receives the minutes of the Taranaki Civil Defence Emergency Management Co- ordinating Executive Group meeting held in the Taranaki Regional Council chambers, 47 Cloten Road, Stratford, on Thursday 15 August 2019 at 10.30 am. b) adopts the recommendations therein.
Appendices/Attachments Document #2312512 – Minutes Taranaki CDEM Co-ordinating Executive Group Meeting
9 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM CEG Minutes
Minutes of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group (CEG) meeting held at the Taranaki Regional Council office, 47 Cloten Road, Stratford, on Thursday 15 August 2019 commencing at 10.30am.
Members Mr S Hanne (Chairperson) (Stratford District Council) Mr G K Bedford (Taranaki Regional Council) Mr W Crockett (South Taranaki District Council) Mr D Langford (Risk Reduction Advisory Group) Mr D Utumapu (Fire and Emergency New Zealand) Mr C Campbell-Smart (Taranaki CDEM Group Controller) (Taranaki CDEM Regional Manager) Mr M Parkinson (Taranaki CDEM Recovery Manager) Mr J Clough (Primary Industry Sector Group) Dr G Simmons (Taranaki District Health Board) Dr B Scott (Taranaki Seismic & Volcanic Advisory Group) Mr I Wilson (Ministry of Civil Defence Emergency Management) G Roper (Police North Taranaki Response Manager)
Attending Ms N Ord (CDEM Resilience and Group Welfare Manager/ Welfare Coordination Group) Ms T Gordon (CDEM Analyst) Mr K Wright (New Plymouth District Council) Mr B Ingram (New Plymouth District Council) Mr C Williamson (New Plymouth District Council) Ms L Davidson (Committee Secretary)
Apologies Mr C Stevenson (New Plymouth District Council) Mr R Blume (St John Ambulance)
Notification of Late Items ECC Development Project update – flat pitch roof issue
10 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM CEG Minutes
1. Confirmation of Minutes – 23 May 2019
Resolved
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group
a) takes as read and confirms the minutes and recommendations of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group meeting held in the Taranaki Regional Council chambers, 47 Cloten Road, Stratford on Thursday 23 May 2019 at 10.30am. Crockett/Parkinson
Matters Arising
There were no matters arising.
2. Minutes of the Taranaki Civil Defence Emergency Management Group Joint Committee
Resolved
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group
a) receives the unconfirmed minutes of the meeting of the Taranaki Civil Defence Emergency Management Group Joint Committee held on Tuesday 18 June 2019. Crockett/Utumapu
It was noted that the agencies update was discussed under the Quarter 3 performance report and Mr C Campbell-Smart is looking into how this can be best delivered.
3. Taranaki CDEM Advisory Group Minutes
Resolved
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group
a) receives the unconfirmed minutes of the meeting of the Lifelines Advisory Group (LAG) held on 26 June 2019 b) receives the unconfirmed minutes of the meeting of the Welfare Coordiantion Group (WCG) held on 3 July 2019 c) receives the unconfirmed minutes of the meeting of the Primary Industries Sector Group (PISG) held on 8 July 2019 Langford/Ord
Matters Arising
It was noted that the Taranaki CDEM Group Conference has been confirmed for Wednesday
27 November, Mr C Campbell-Smart will send a calendar invite.
Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Meeting Thursday 15 August 2019 11 Doc# 2312512-v1 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM CEG Minutes
4. Year-End Performance Report 2019
4.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to memorandum presenting the 2018/19 Year End Performance Report for the Taranaki Civil Defence Emergency Management Group.
Recommended
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the memorandum, Year End Performance Report 2018/19 b) endorses the report ot the Taranaki Civil Defence Emergency Management Group Joint Committee Wright/Bedford
5. Statutory Role Appointments and Resignations
5.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum outlining the appointment of Mr Callum Williamson to the role of Local Recovery Manager for New Plymouth District Council by the Taranaki Civil Defence Emergency Management (CDEM) Group and acknowledged resignations from statutory roles for South Taranaki District Council.
5.2 Correction to the report – Mr Doug Scott has resigned from STDC so therefore has resigned from his statutory role. The Chairman, Mr S Hanne, will send a letter of thanks be sent to Mr Doug Scott and Ms Phillippa Wilson for their contribution.
Recommended
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group
a) receives the report Statutory Role Appointments and Resignations Utumapu/Wright b) notes and endorses the appointment of Mr Callum Williamson to the role of Local Recovery Manager, as per the contents of the report c) notes the resignation of Mr Doug Scott from the role of Alternate Local Controller d) notes the retirement of Mrs Phillippa Wilson from the role of Local Recovery Manager Parkinson/Crockett
Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Meeting Thursday 15 August 2019 12 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM CEG Minutes
6. Adoption of Council CDEM Annual Workplan 2019-20
6.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum presenting the Council CDEM Annual Workplan for 2019-20 for the Taranaki Civil Defence Emergency Management Group.
Recommended
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the memorandum Adoption of Council CDEM Annual Workplan 2019-20 Bedford/Clough b) notes the contents of the plan contained within Appendix A of this report c) endorses the business plan to the Taranaki CDEM Group Joint Committee for adoption, acknowledging reviews after each quarter. Crockett/Langford
7. Fuel Plan Adoption
7.1 Mr C Campbell-Smart, CDEM Regional Manager and Teresa Gordon, CDEM Analyst, spoke to memorandum presenting the Draft Taranaki Fuel Emergency Plan for adoption by the Coordinating Executive Group.
Recommended
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the report Draft Taranaki Emergency Fuel Plan 2019 b) thanks all stakeholders for their input into developing the Draft Taranaki Fuel Emergency Plan 2019 c) adopts the Draft Taranaki Fuel Emergency Plan 2019 as a contingency plan for Taranaki CDEM Group Utumapu/Bedford
8. Volcanic Resilience Funding Application
8.1 Mr C Campbell-Smart, CDEM Regional Manager and Teresa Gordon, CDEM Analyst, spoke to the memorandum seeking input into an application for MCDEM Resilience Funding in relation to the next review of Taranaki CDEM Group’s Mt Taranaki Volcanic Unrest Response Plan 2014.
Recommended
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the report Volcanic Response Plan – MCDEM Resilience Fund Application Simmons/Crockett b) Supports the application being submitted to the Ministry of Civil Defence and Emergency Management’s Resilience fund Langford/Bedford
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9. Contingency Plan Update
9.1 Teresa Gordon, CDEM Analyst, spoke to memorandum updating the Co-ordinating Executive Group on the progress of the planning and policy work programme.
Recommended
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) receives the memorandum, Planning/Policy Work Programme 2019-2023 Utumapu/Parkinson b) notes and endorses the contents of the report c) notes the list of existing Taranaki CDEM Group strategies and plans d) recommends to the Taranaki CDEM Group Joint committee to adopt the policy development and review schedule for 2019 / 2023, as outlined in the report Crockett/Roper
10. Monitoring and Evaluation notice of process to CEG
10.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum informing the Coordinating Executive Group on an Evaluation and Monitoring process requested by the CDEM Regional Manager and CEG Chair.
Recommended
THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group a) note the memorandum monitoring & Evaluation process for Taranaki CDEM Group, and endorse the report to the Taranaki CDEM Joint Committee. Langford/Wright
11. Late Item – ECC Development Project update – flat pitch roof issues
11.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to the memorandum presenting a report provided to the Taranaki CDEM Joint Committee on the flat pitch roof issue at the ECC, and update CEG with further project and budget information for approval to proceed.
THAT the Taranaki Coordinating Executive Group: a) receives the Memorandum, ECC Development Project update – flat pitch roof issue, and attached report to the Taranaki CDEM Group Joint Committee b) recommend to the Taranaki CDEM Group Joint Committee to approve the proposed roof replacement (warm roof steel). Wright/Crockett
Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Meeting Thursday 15 August 2019 14 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM CEG Minutes
12. General Business
12.1 Memorandum template
It was noted that the financial consideration section of the memorandum should be updated to reflect each topic.
12.2 Co-ordinated Incident Management System 3 (CIMS 3)
Mr C Campbell Smart, CDEM Regional Manager, spoke regarding the governments adoption of CIMS 3. This replaces all previous versions of CIMS and requires adoption by 1 July 2020. CIMS 3 describes how New Zealand Agencies and organisations coordinate, command and control all incidents.
There being no further business, the Chairperson, Mr S Hanne (Stratford District Council), declared the meeting of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group closed at 12.02pm.
Confirmed
Chairperson: ______S Hanne
Date: 17 September 2019
Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Meeting Thursday 15 August 2019 15 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM Advisory Group Minutes
Agenda Memorandum
Date: 17 September 2019
Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee
Subject: Taranaki CDEM Group Advisory Group Minutes
Approved by: Sven Hanne, CEG Chair
Purpose The purpose of this memorandum is to receive and consider the unconfirmed minutes of the Taranaki CDEM Advisory Group meetings as follows.
Lifelines Advisory Group (LAG) – 26 June 2019 Welfare Coordination Group (WCG) – 3 July 2019 Primary Industries Sector Group (PISG) – 8 July 2019
Executive summary The minutes of the Taranaki CDEM Advisory Groups are presented for the information of the Taranaki CDEM Group Joint Committee.
Recommendations That the Taranaki CDEM Group Joint Committee: 1. receives the unconfirmed minutes of the meeting of the Lifelines Advisory Group (LAG) held 26 June 2019 2. receives the unconfirmed minutes of the meeting of the Welfare Coordination Group (WCG) held on 3 July 2019 3. receives the unconfirmed minutes of the meeting of the Primary Industries Sector Group (PISG) held on 8 July 2019
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Minutes for the meeting of the Lifelines Advisory Group (LAG) meeting held at Taranaki Emergency Management Office, 45 Robe Street, New Plymouth on Wednesday 26th June, 2019 at 10am.
Attendees: VACANT (Chairperson) Ricky Hann Port Taranaki Pip Johnson (Minutes) TEMO Carolyn Copeland STDC Craig Campbell-Smart TEMO Howard Wilkinson STDC Teresa Gordon TEMO Graeme Pool NPDC Todd Velvin TEMO Steve Bowden SDC Ian Wilson MCDEM Victoria Araba SDC Ajay Makhija MCDEM Mario Bestall SDC Wayne Billot Transpower Bruce Vanner Chorus Deon Kotze Electrix Ltd Steven Corbitt Powerco Justin Post Todd Energy John Sutton LUC Shaun Futcher Downer Norm Jacobs LUC Lance Kennedy NZTA Chris England Trustpower
Apologies Lisa Roberts NZ Lifelines Council Helen Parr LUC Mark Hall NPDC Vaughan Astwood First Gas Limited Craig Thorne TEMO Mario Bestall SDC David McKay Opus Consultants David Langford NPDC Katie Lane Contact Energy Lyn Buxton NPDC Rob Nichol Contact Energy Ben Ingram NPDC Bede Shortall Transpower Richard Buttimore NPL Airport Chris Musgrave Port Taranaki Richie Matheson STOS Katie Hogg TEMO Glenn Hansen STDC Nadine Ord TEMO Karl Thackham Powerco
Unconfirmed Craig Muirhead Nova Energy Kevin Williams NZTA Matt Richardson NPDC Paul Roberts Lattice Energy Clive Reynolds Kordia Group Ltd Vincent Lim STDC Bruce Monk Powerco Steve Pivac Tall Tree Company Dave Perry NZTA Mike Roigard Spark
Notification of late items
Agenda Items:
Item 1: Welcome and update of contact details. (Standing item) Chair welcomed all and contact sheet was handed round members to review
Item 2: Confirmation of the Minutes of the last meeting. (Standing item) Resolved
THAT the Lifelines Advisory Group
01_01_Minutes_ LAG_Meeting_2019_06_26
17 MinutesTaranaki Civil Memorandum Defence Emergency Management Group Joint Committe - Taranaki CDEM Advisory Group Minutes
Confirms the minutes and recommendations of the Lifelines Advisory Group meeting held at the TEMO, 45 Robe Street, New Plymouth on held at TEMO on Tuesday 26th February 2019 at 10.00am. Graeme Poole / Ricky Hann
Item 3: Matters arising from previous minutes and action list (standing item) Discussed, no outstanding items arose.
Item 4: Forthcoming Events (standing item) Explanation from Todd on what this item refers to for future meetings and the importance of agencies to share information on the exercises they run.
Shared from Ian Wilson (MCDEM) two forthcoming workshops (dates tbc); • Operation Workshop • Hazard Risk Assessment
Item 5: Taranaki CDEM Group Conference (Craig Campbell-Smart) Planned date: Wednesday 27th November 2019. Book into your diaries. Details to follow.
Item 6: Lifeline Utilities CDEM context and response structure’ (Ajay Makhija / Ian Wilson) Presentation from Ajay to members present on the function of MCDEM.
Overview of the MCDEM legislation and how that fits within the LAG group.
Action a copy of the presentation and Q&A sheets to be distributed to members with minutes.
Action MCDEM will share the draft fuel plan with members.
Item 7: Lifeline Utility Coordinator Team – a brief update (John Sutton) Updated members on the role and fuction of the LUC group. A call for more members if anyone was interested in joining the LUC Group. Speak to John.
Item 8: Future LAG meetings – format and content (Todd Velvin) Updated members on the importance of the LAG meetings and put to the table how/what ideas can be implemented to add impact to these meetings.
Discussion round the table of exercises that could be beneficial to the group and other stakeholders.
Ideas raised; • Field Visits to other utilities eg Todd Energy to look at possible visit to sites – Justin Post • Focus on independencies eg Molen Metal incident and the different exposures • Look at lessons learnt from other countries/other sectors eg health / FMCG • Hazardscape update – reporting different hazards each time. Possibility of getting presenters in eg Dr Brad Scott on the volcanic outcomes • Transpower “Black start” discussed
Agreed that if field visits are to be implemented that a 2hour time frame to be a minimum with breakfast first to make these worthwhile events.
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18 MinutesTaranaki Civil Memorandum Defence Emergency Management Group Joint Committe - Taranaki CDEM Advisory Group Minutes
Item 9: Lifelines Vulnerability Study Questionnaire Feedback & Next Steps (Todd Velvin) Presentation from Todd on the studies outcomes to-date.
Next Steps Craig Thorne developing a work plan behind the priorities highlighted by the study.
Raised for discussion a review of helicopter/aerial rationale and what are the national resources available?
Action TEMO to develop priorities list and will distributed when finalised.
Item 10: Hazardscape Update – any new reports/plans (Teresa Gordon) Distributed to the members present the Taranaki CDEM Policies and Plans 2019 document.
Action Todd to email out the REALme/Takatu login process/link
Action Todd to develop document page in Takatu.
General Business Training – Todd updated members on TEMO’s training programs available to all members. Encouraged all agencies to involve themselves and colleagues.
Chairperson – updated the members present the expectations on the role and encouraged a chairperson to stand.
Expressions of Interest put to the group. No nominations put forward, members encouraged to think about the role and feedback to TEMO.
Action TOR to be sent out to the members with the minutes.
Action Items REF. NO. Owners Due Date
A copy of the MCDEM presentation and Item 6 Pip Immediately Q&A sheets to be distributed to members with minutes.
MCDEM will share the draft fuel plan with Item 6 Ajay asap members TEMO to develop priorities list and will Item 9 TEMO 23/10/2019 distributed when finalized
Todd to email out the REALme/Takatu login Item 10 Todd 23/10/2019 process/link
Todd to develop document page in Takatu Item 10 Todd 23/10/2019
TOR to be sent out to the members with the GB Todd Immediately minutes
Next LAG Meeting 23rd October 2019 10.00am at TEMO
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19 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM Advisory Group Minutes
Minutes for the meeting of the Welfare Co-ordination Group (WCG) to be held at the TEMO Office, 45 Robe Street, New Plymouth on Wednesday, 3rd July, 2019 at 10am
Attendees Nadine Ord (Chairperson) TEMO Ian Wilson MCDEM Craig Campbell-Smart TEMO Felicity Gallacher TDHB Marcia Paurini Rural Support Trust Christina Scott MSD Joel Dodd MSD Rob Gardiner Salvation Army Francis Farmer MVC /Oranga Tamariki Shirley Birt Red Cross Janette Denson Neighbourhood Support Kirsty Parker OT Nick Watson Ruapehu DC Natalie Cameron TPK Rina Hepi Ruapehu DC Vanessa Jarman IRD Heni Butler Ruapehu DC Libby Hopson HNZC
Apologies Gloria Campbell MSD Janet Tinson ACC Megan Ranford STDC Jane Hawkins-Jones MOE Sam Tamarapa TRC Pip Johnson TEMO Julia Shanahan MBIE Mike Broker TDHB Katie Hogg TEMO Hayley Carr MPI Raewyn Vooght HNZC Ben Ingram NPDC Glen Hansen STDC Morgan Harrison NPDC
Absent Grant Roper NZ Police Elizabeth Hobson HNZC Bruce McCardle St John Jackie Pole-Smith SPCA Stuart Cockburn St John Sheryl Robinson Victim Support Mario Bestall SDC Kate Whareaitu SDC
Items discussed
Item 1: Welcome and update of contact details. (standing item) Requested that members advise CDEM if contact details need to be updated.
Item 2: Confirmation of the minutes of the last meeting. (standing item) THAT the Welfare Advisory Group
Confirms the minutes of the Welfare Co-ordination Group meeting held at TEMO, 45 Robe Street, New Plymouth on Wednesday 27th March 2019. Joel Dodd / Rob Gardiner
Item 3: Update on action list and matters arising from previous minutes. (standing item) Discussed MSD role in complex cases by Joel Dodd
Discussed navigator model. Model is held in recovery space.
Agencies Advised that multiple players could be interested in this approach.
Agreed that Nadine would keep WCG updated.
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Item 4: Forthcoming Events (standing item) Explained that this item allows agencies to share forthcoming exercises that could benefit others from observation or involvement.
Opportunity exists to work together to provide excellence in exercising, readiness and response across emergency operations in the Taranaki region.
Item 5: Ruapehu Learnings from volcanic exercise (Nick, Rina and Heni – Ruapehu District Council) Presented their CDEM arrangements in their district and the lessons learned for their welfare function from the volcanic exercise held last month.
Thanked for their presentation and Nadine will maintain relationships with them.
Item 6: Development of sub-function procedures (45 mins) (Group) The Group split into two groups to develop procedures for the protection of children, young people and financial support sub-functions.
Purpose of the discussions was to develop / test procedures to feed into the Welfare function plan (operational plan) and build relationships between agencies.
Action Nadine to circulate draft process to financial lead agency and support agencies.
Process as per Directors Guideline appropriate for protection of children and young people
Agreed WCG to allow time for all functions to have discussions on a regular basis
Item 7: Volunteers for welfare function (Nadine Ord) Advised members present on gaps in volunteers for welfare provision.
Requested agencies to identify individuals and teams that could potentially be released post- response and that are interested in CDEM.
Item 8: WCG Work plan 2019-2020 Discussed priorities for WCG for next 12 months.
Identified the following: . Group Welfare Plan actions: Sub-function procedures, organisations maintaining BCP. . Agencies understanding their role within WCG. . Presentations about BAU role and in response role; . field visits (e.g. CDC); . Registration and needs assessment training; . exercising.
Discussion held around available training.
Circulated training brochures and encouraged members to attend Foundation and Intermediate training.
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Item 9: Taranaki CDEM Group Conference (Craig Campbell-Smart) Shared proposed date for a CDEM half day conference is Wednesday 27th November 2019. Details to follow.
Encouraged all advisory group members to put this date in their calendar.
Item 10: Sub function discussions (Agencies) Discussion brief due to limited time. No updates provided (MPI and MBIE written updates included with minutes).
General Business
Shared a national update from Alex Hogg. National Plan is being reviewed. Opportunity to consider welfare services arrangements.
Action items as discussed in the meeting:
Action Items REF. NO. Owners Due Date
Nadine to circulate draft process to financial lead Item 6 Nadine 16th Oct agency and support agencies
Where possible, agencies to identify staff or teams Item 7 Members 16th Oct interested in being involved as CDEM volunteers/teams.
Nadine to circulate draft work plan to next WCG Item 8 Nadine 16th Oct
Members to sign up for training as available Item 8 Members On-going
Meeting dates for 2019: Oct 16 Wednesday 10:00 AM Welfare Co-ordination Group (WCG) Meeting
Meeting closed at 12 noon.
01_01_AGENDA_WCG_Meeting_2019_07_03 22 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM Advisory Group Minutes
Minutes for the Meeting of the Primary Industries Sector Group held at the Taranaki Regional Council 47 Cloten, Road Stratford on Monday 8th July 2019 at 10am.
Attendees Joe Clough PGG Wrightson (Chairperson) Kevin Lockley Fonterra Pip Johnson TEMO (Minutes) Mario Bestall SDC Todd Velvin TEMO Jo Shailer Tegel Foods Ltd Nadine Ord TEMO Stephen Newman Tegel Foods Ltd Nigel Dravitzki FENZ Don Shearman TRC Marica Paurini Rural Support Trust Tom Cloke NRC Jessie Waite Federated Farmers Taranaki Stephen Hopkinson Taranaki Vets Denise Sulzberger Neighbourhood Support Graeme Pitman PGG Wrightson Dawn Mills Aviagen
Apologies Bronwyn Muir Federated Farmers Taranaki Claire Symes STDC Hayley Carr MPI Terry Curran MSD Paul Chantrill MPI Jason Griffin Beef & Lamb NZ Mike Green Rural Support Trust Richard Brewer Beef & Lamb NZ Craig Campbell-Smart TEMO Jo Hannah Fonterra Ben Ingram NPDC Mark Laurence Dairy NZ Salevi Tiatia NPDC Rob Brazendale Dairy NZ John McBride Poultry Advisory Services Josh Cleaver FMG Tony Schischka MPI
Absent Stephen Chamberlain Livestock Improvement Corp Deirdre Nagle AsureQuality Shane Miles PKW Jason Rolfe FMG Karly Hunt NZ Police Glen Hansen STDC
Notification of late items
Agenda Items Item 1: Welcome from Chair and update of contact details. (Standing item) Joe welcomed all members. Brief introduction from everyone.
Item 2: Confirmation of the Minutes of the last meeting
Resolved THAT the Primary Industries Sector Group
Confirms the minutes and recommendations of the Primary Industries Sector Group meeting held at the Taranaki Regional Council, 47 Cloten Road Stratford, on Monday 5th November 2018 at 10am Mario Bestall / Joe Clough
Item 3: Update on Action Items and Matters Arising from last meeting. (Standing item) Discussion on actions from previous meeting.
Action Todd to follow up on the contact with Forestry
01_01_Minutes_PISG_Meeting_2019_07_08 23 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM Advisory Group Minutes
Action Joe or Donald to follow up on the contact with the Beef &Meat Industries
Item 4: Forthcoming Events (standing item) Overview from Todd on the expectation of this item and the benefits of sharing information and attending exercises other stakeholders are holding.
Shared from Kevin that he is currently working on Fonterra’s national civil emergency plan and will talk with Todd to this.
Item 5: PISG Procedures (Todd Velvin) Overview from Todd as to how these procedures are managed within all the sectors.
Discussion about the CIMS model and how this can benefit the group as a whole and how it feeds back to the Civil Defence Emergency Management group.
Mentioned that a “standardised model” be produced and best practice share throughout the group, which Todd is working on.
Suggested that any industries or professionals wanting to be involved with the response and recovery process should undertake the CIMS training. TEMO can tailor this to the agency’s requirements and pathway.
Item 6: Business continuity and communications plan (Nadine Ord) Overview from Nadine on the background to the development of draft communications and continuity plan.
Discussion round the table as to the different continuity plans the different industries have in place and what are the most important aspects to include in the TEMO plan.
Action Nadine to look at establishing contacts within the banking, financial and rural servicing sectors to promote business continuity planning.
Action: Nadine to liaise with WorkSafe and consider using a focus group of farmers in the development of a business continuity template and communication messages.
Action Nadine to continue work on the communications plan.
Item 7: Annual Work Plan Update (Todd Velvin) Overview from Todd as to the current work plan’s priorities and opened up to group present for discussion.
Question to the group was “have TEMO covered all the main priorities” for the PISG sectors?
Action Todd to continue working on the current draft work plan and send out to the Core Group/ members for continual feedback.
Action the Core Group to ‘flesh” out the work plan priorities on behalf of the sectors and industries.
Item 8: RISK Analysis and Overview (Todd Velvin) Withdrawn from the agenda, to be discussed at the next meeting.
01_01_Minutes_PISG_Meeting_2019_07_08 24 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM Advisory Group Minutes
Action Todd to discuss with Craig Campbell-Smart.
Item 9: Taranaki CDEM Group Conference (Todd Velvin) Proposed date: Wednesday 27th November 2019. Details to follow.
Discussed and Tom raised that the time frames for the afternoon are important and to give the conference logistics/planning a lot of thought to make sure it is worthwhile for attendees. It is valuable to have plenty of time for questions and discussion to increase engagement by participants.
Item 10: Round Table (standing item) Update from all those present on their specific industries priorities, focus and concerns.
Industry Contact Priorities Federated Jessie Waite • Confirmed that Mark Laurence, Dairy /NZ will be the contact Farmers for the PISG group going forward. • Yellow Bristle grass a focus. Fonterra Kevin Lockley • BAU
Poultry Dawn Mills • Asked if the MPI workshop is happening and Nadine confirmed that Hayley Carr is finalising details and Nadine will feedback to group.
Tegel Jo Shailer • Shared that Tegel has the new owners from Philippines • Kill rate/ bird numbers have increased in the region. National Tom Cloke • BAU – they are talking to farmers and the different sectors Roading about preparedness and biosecurity importance. Highlighted Carriers the issues they are facing.
TRC Don Shearman • Update on the rewards planting scheme that has been implemented. Still work in progress. • Hill Country planting still to be completed. • Hill Country Erosion fund near signing off and winter planting regime due to be started in near future. FENZ Nigel • Plenty on the go. Drovinski • LAC – local advisory committees are up and running and providing information and feedback throughout the region. Welfare Nadine Ord • Shared that the Taranaki Chamber of Commerce Business Excellence Awards are now open for entries. Encouraged agencies to enter the business continuity award.
Taranaki Stephen • Overview of their priorities at present. Update on the blood Vets Hopkins testing procedure for MBovis.
SDC Mario Bestall • Supported the need for agencies to get colleagues to engage in training in emergency response and planning.
PGG Joe Clough • BAU Wrightson
01_01_Minutes_PISG_Meeting_2019_07_08 25 Taranaki Civil Defence Emergency Management Group Joint Committe - Taranaki CDEM Advisory Group Minutes
Rural Marica Paurini • Plenty of support needed out there at present Support • Confirmed some new contact details for the group. Trust • Concerned about new round of MBovis tests starting in August. • Raised the issues with banks putting pressure on with some farmers
General Business
No General business discussed.
Action Items Item Ref. Owners Due Date No. 1. Joe Clough or Donald McIntyre to contact Item 3 Joe or Donald 14th Oct Silver Fern Farms re PISG membership.
2. Core Group membership – Todd to Item 3 Todd 14th Oct contact forestry consultants.
3. Nadine to look at establishing contacts Item 6 Nadine 14th Oct within the banking, financial and rural servicing sectors to promote business continuity planning. 4. Nadine to liaise with WorkSafe and Item 6 Nadine 14th Oct consider using a focus group of farmers in the development of a business continuity template and communication messages.
5. Nadine to continue work on the Item 6 Nadine 14th Oct communications plan. 6. Todd to continue working on the current Item 7 Todd Continual draft work plan and send out to the Core Group/ members for continual feedback.
7. Core Group to ‘flesh” out the work plan Item 7 Core Group 14th Oct priorities on behave of the sectors and Members industries
8. Todd to discuss RISK Analysis and Item 8 Todd / Craig 14th Oct Overview item 8 with Craig Campbell- Smart. Present at next meeting.
9. Nadine to confirm with Hayley Carr the Item 10 Nadine 14th Oct date of animal welfare in emergencies presentation.
Next Meeting date Oct 14th Monday 10:00 am Taranaki CDEM PISG
Meeting Closed 12.05pm
01_01_Minutes_PISG_Meeting_2019_07_08 26 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Agenda Memorandum
Date: 17 September 2019
Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee
Subject: Year End Performance Report 2018/19
Approved by: Sven Hanne, CEG Chair
Purpose The purpose of this memorandum is to present the 2018/19 Year End Performance Report for noting by the Taranaki Civil Defence Emergency Management Group.
Executive summary Performance reporting for the Taranaki Civil Defence Emergency Management Group (the Group) considers the statutory responsibilities under the Civil Defence Emergency Management Act (2002), the Taranaki CDEM Group Plan, strategic priorities, and available resources.
The Year End Performance Report for the Taranaki Civil Defence Emergency Management Group has been prepared and is presented for the information of the Taranaki CDEM Group Joint Committee.
A favourable year end-result of $308,350 (underspend) has been achieved. As previously agreed by the Taranaki CDEM Joint Committee underspend will accumulate within a Group Office reserve (via the Taranaki Emergency Management Office, (TEMO)) and remain available for future projects and used to balance budget overspend for future financial years. As the Emergency Management Systems Reform (EMSR) work continues, additional costs and associated service levels will need to be considered. The operational reserve enables TEMO to be agile in responding to service changes as the reform work is transitioned.
The Year End Performance Report 2018/19 is attached in Appendix A.
Recommendations That the Taranaki CDEM Group Joint Committee: 1. receives the Memorandum, Year End Performance Report 2018/19
27 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
2. notes the reserve accumulation of $308,350
Decision-making considerations Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act.
Financial considerations—LTP/Annual plan This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.
Budget analysis shows a favourable year end-result of $308,350 (underspend) against total budget of $1,118,139. This is a variance of 28%. A reserve accumulation of $308,350 will carry forward into the 2019/20 financial year.
Policy considerations This memorandum and the associated recommendations are consistent with the policy documents (such as the Group Plan) and positions adopted by this CDEM Group under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Civil Defence Emergency Management Act 2002.
The Taranaki CDEM Joint Committee has previously resolved that budget underspend will accumulate within a Group Office reserve and remain available for future projects and used to balance budget overspend for future financial years.
Legal considerations This memorandum and the associated recommendations comply with the appropriate statutory requirements imposed upon the CDEM Group listed in Section 17(3) of the Civil Defence Emergency Management Act 2002.
Appendices/Attachments Appendix A: Year End Performance Report 2018/19
28 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report Year End - 2018/19
PERFORMANCE REPORT Year End 2018-19
FOR FINANCIAL YEAR 2018/19 TARANAKI CDEM GROUP
TARANAKI EMERGENCY MANAGEMENT OFFICE | 45 Robe Street, New Plymouth
29 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Contents
Group Plan Objectives ...... 5 Emergency Management System Reforms ...... 6 Morris Review ...... 8 Corrective Action Plans ...... 9 Performance Reporting Programmes & Targets 2018/19 ...... 10 Significant Projects ...... 10
Regional Council responsibilities ...... 14 Territorial Authority responsibilities ...... 16
TEMO Profit & Loss ...... 22
Appendix A: Taranaki CDEM Group Vision ...... 23 Appendix B: Group Plan Objectives ...... 24 Appendix C: Corrective Actions Remaining...... 27 Appendix D Performance Reporting – Programmes ...... 28 Appendix E: Risk Register & Methodology ...... 31 Appendix F: TEMO Year End Financial Report ...... 36
PERFORMANCE REPORT YEAR END 2018-19PERFORMANCE PAGE 2 OF 37 REPORT YEAR END 2018-19
30 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Executive Summary One year in from the adoption of the Taranaki CDEM Group Plan 2018-2023, the annual report shows strong progress against statutory responsibilities. The Morris report change programme is substantially complete, with District Council’s employing staff and establishing Emergency Operations Centres. The full year activity of Taranaki Councils is recorded in section 4 Council Responsibilities, demonstrating the ongoing work of Taranaki Regional Council, and new District Council activity to give effect to local CDEM delivery.
The relationship with statutory partners continues to strengthen.
The performance dashboard records further progress in Group Plan objectives and Corrective Action Plans and includes expectations on CDEM Groups from the Emergency Management Systems Reform (Reforms). Reform actions remain a challenge for the Group Office, which are additional responsibilities on top of the existing work programme.
Group Office performance tracking continues to show strong results with significant achievements for number of CDEM Centre staff trained and social media reach. The baseline measure for duty officer time (40 hours for the year, with 1352 warning received) demonstrates the busy nature of this 24/7 monitoring service. Delays and changes resulted in CDEM plans missing target by 2% which is explained in a separate report agenda.
Financial variance is 28% under budget with a $308,350 underspend. This is made up primarily from $260,031 underspend in support service changes by provider New Plymouth District Council, and reduce cost of depreciation finance charge (delay in capital building works). This is further explained in Section 6 Budget Performance.
As previously agreed by the Taranaki CDEM Joint Committee the budget underspend will accumulate within a Group Office reserve and used to balance budget overspend for future financial years enabling agility to meet additional demands, such as additional commitments from the Reforms. It is proposed that current budget levels remain the same, until the Reform impacts and service levels can be considered through the Long-Term Plan 2021-31 budget cycle.
Major projects continue and we see the completion of the Taranaki Fuel Plan. Strategy recovery and GIS scoping project has both commenced. The ECC development project has experienced delay due to detailed design revealing that a structural and waterproofing risk exists for the flat pitch. Additional project budget has been confirmed for up to $200,000 for roof replacement (subject to design and estimates), with construction timed with other developments given project independencies.
Risk management continues with one (1) additional risk added around management of the operational reserve, which is to be addressed through inclusion of controls within Group Financial Policies. One (1) item of extreme risk remains related to capability of statutory role holders (Controllers and Recovery Managers), however actions are being progressed.
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31 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Dashboard
Q3 Progress Q4 Progress
Completed Completed 19% 21%
Future Future action 4 action 4 12% 12%
GROUP GROUP PLAN Concerns - Concerns - mitigations 5 mitigations 14% 4 12%
Tracking Tracking to to plan 26 plan 26 74% 76%
Completed Completed 93% 98%
Tracking to plan 33% Concerns -
CORRECTIVEACTIONS mitigations Concerns - 100% mitigations 67%
Completed 9%
Concerns - no mitigations 2 20% Tracking to plan 4 40% EM SYSTEM REFORMS EM SYSTEM REFORMS
Concerns - mitigations 4 40%
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32 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Plan Progress
Group Plan Objectives The CDEM Group Plan is a statutory document under the Civil Defence Emergency Management Act (2002) and is a high-level strategic document that sets out our vision, goals, principles and objectives for action over the next five years. Local Authorities enable implementation of the Group Plan through providing resources and funding for CDEM activities via their Long-Term Plans.
Of the 43 Group Plan objectives listed over six priority areas, nine (9) are now completed, (21% completion).
Four (4) objectives remaining for future delivery.
The majority of objectives (79%) are tracking to plan, and reflect significant and ongoing focus on the work programme.
Summary of Progress – Group Plan Completion For year-end 9 objectives out of 43 have been achieved (19%) (improvement of 1 from previous quarter). Objectives / Remaining Completed Completed 21%
Progress Future Tracking to plan Of remaining objectives (34): action 4 12% 27 objectives are tracking to plan (79%) Concerns - Concerns - (improvement of 1) mitigations mitigations 4 12% 4 objectives are not tracking to plan, but Concerns - no mitigations are in place (9%) (improvement of 2) mitigations Tracking to 4 objectives are scheduled for future delivery Future action plan 26 76% (12%) within the 5-year work plan
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33 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Implementation Concerns The following implementation concerns are identified for consideration. Community Resilience No. Objective Timeframe Action taken Progress CR 2 Review and rationalise Civil Defence By 30 June Review underway. Target Centres to ensure they are fit for purpose. 2019 for TAs to complete by June 2020. CR 3 Refine and continue delivery of our By 30 June Resilience Strategy Community Resilience Strategy to ensure 2019 scheduled for review that its objectives of engaged, connected, following Group Welfare resource and empowered communities is Plan adoption. Now being achieved. commenced.
CR 4 Develop and implement a public education Establish Communications Support and community engagement strategy by 30 June Plan agreed with Service focused on improving community 2018 Provider. The strategy to preparedness to act in a coordinated and be integrated within the collaborative way during an emergency, Resilience Strategy, and to strengthen their ability to adapt to incorporating community change following an emergency. engagement objectives.
Capability Development No. Objective Timeframe Action taken Progress CD 6 85% of CIMS function leads trained in By June Half of CIMS function relevant ITF Function Lead courses to 2023 courses are available from ensure a sufficient skill level of critical staff. the Ministry. Activity remains focused on baseline training, with CIMS function courses scheduled.
Emergency Management System Reforms The Ministerial Review into Better Responses to Natural Disasters and Other Emergencies resulted in a Government decision “Delivering better responses to natural disasters and other emergencies, Government response to the Technical Advisory Group’s recommendations, August 2018’. Implementation of the governments decisions are now referred to as the Emergency Management system reforms (the Reforms).
The Emergency Management system reforms has previously been assessed the Taranaki Emergency Management Office (TEMO), and the impact this will have on the approved change programme embedded within the Taranaki CDEM Group Plan 2018-23, and given effect within budgets, annual plans and performance targets.
Despite the Taranaki CDEM Group being well positioned to give effect to the Emergency Management System Reforms (Reforms) within the existing Group Plan work programme, the Reforms have placed additional requirements on the Taranaki CDEM Group.
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34 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Summary of Progress – Emergency Management System Reforms Completion For year-end 2018/19 1 objective (9%) have been completed. Objectives /
Remaining Completed 9% Completed
Progress Concerns - Of remaining objectives (11): Tracking to no plan mitigations Tracking to 2 objectives are not progressing, and yet to Concerns - 2 20% plan 4 40% have a mitigation plan in place mitigations 1 objective completed in 2018/19 Concerns - no mitigations 4 objectives have mitigations in place Future action Concerns - mitigations A review meeting was held between MCDEM 4 40% Advisor, CEG & JC Chair, and CDEM Regional Manager.
Implementation Concerns – Emergency Management System Reforms The following implementation concerns are identified for consideration. 12-month target – by 2019 No. Objective Timeframe Action taken Progress EMSR 1 Scope work needed to By 30 Marae engagement programme has identify and upgrade August been established, whereby TA Iwi suitable marae for 2019 Liaison staff will engage with marae emergency management to explore what relationship the purposes. marae may wish to have within a response. Marae gis map layer completed. No infrastructure assessment of marae is planned.
EMSR 4 Design and implement By 30 Nil Fly-in Teams. August 2019
Long-term target No. Objective Timeframe Action taken Progress EMSR 2 Retire the name ‘civil Undefined Nil defence’ and replace it with ‘emergency management’ to better reflect the broad and
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35 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
integrated nature of who the emergency management sector is and what it does. EMSR 5 Amend the Civil Defence Undefined Controller capability and capacity Emergency Management Act issues assessed, and development is to enable Fly-in Controllers a work in progress. to undertake their statutory Efforts underway to recruit and train function anywhere in the additional Controllers. country. A suite of enhancements to Controller appointment and management is underway.
EMSR 9 Enforce the expectation that Undefined Awareness and culture of staff people in relevant Co- release good and supported by TAs. ordinated Incident MOU with Taranaki Regional Management System roles Council to confirm and release staff are trained and competent. for CDEM purposes still in negotiation. Staff churn not considered. CIMS functions meetings commencing and greater focus on exercises planned. Funding is sufficient for training (via $62k in MCDEM capability dev funding), however TEMO staff resource insufficient to deliver with other commitments. MCDEM funding to be used to contract some delivery, freeing up TEMO staff.
Morris Review Civil Defence Emergency Management (CDEM) within Taranaki has been subject to ongoing review and development of a refreshed operational approach, informed by consultant review (the Morris report), and reports investigating CDEM regional coordination and local delivery.
Work continues on the remaining objective of strengthening statutory member input into CEG. During quarter four productive meetings have been held with FENZ and TDHB. Key points are:
The TEMO/FENZ relationship and work collaboration remains strong. A TDHB restructure has resulted in a change in key contact. An initial meeting has confirmed key contact and partnering opportunities, including CDEM Regional Manager attendance at Health Emergency Management Committee meetings. Police are recruiting a new Area Commander, and CEG representation will be discussed on appointment.
Implementation Concerns – Morris Review No implementation concerns are identified for consideration.
This objective will cease to be reported on.
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36 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Corrective Action Plans Corrective action planning is the process to identify lessons and to ensure those lessons are embedded within planning arrangements in anticipation of future emergencies, and incorporated, prioritised and actioned through work plans.
Following the response and recovery from emergency events and exercises, organisational audits and reviews, it is important to develop Corrective Action Plans to record continuous improvement actions.
Corrective Actions remain in place for the following events and exercises:
Ex-tropical cyclone Fehi Loss of Internet Connectivity at ECC
Three (3) CAPs remained for completion from last quarter, with two (2) being completed with the completion of the Public Information Management Plan. No new actions have been added. Appendix C contains the Corrective Actions remaining.
Summary of Progress – Corrective Action Plans Completion Year to date for financial year 2018/19, 40 objectives of 41 (98%) completed. Objectives / Remaining Completed
Completed 98%
Progress Of remaining objectives (3): Tracking to plan Tracking to plan 0% 2 objectives completed in quarter 4 Concerns - mitigations 1 remaining objective is scheduled for completion (100%) Concerns - no mitigations Concerns - Future action mitigations 100%
Implementation Concerns – Corrective Action Plans The following implementation concerns are identified for consideration. Loss of Internet Connectivity at ECC No. Objective Timeframe Action taken Progress
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37 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
6.2 Investigate options to have a “heartbeat” 30-05- NPDC have committed to confirming full internet access and should 2019 complete work, an update this fail then raise an alert and trigger needed to confirm. failover, by 30 May 2019.
Performance Reporting Programmes & Targets 2018/19 The Group Office continues to make good progress against objectives, with two measures not meeting objectives.
Delays and changes has resulted in CDEM plans meeting target by 2%, and these are explained in a separate report agenda.
Financial variance against budget is 28% under budget, which is further explained in Section 6 Budget Performance.
A brief activity summary is contained in Appendix D Performance Reporting – Programmes.
Strategic Measure Year 1 Target Result Year-end result Priority Governance YTD % of member 50% 66% attendance at year end. attendance at Advisory Group 66% meetings Governance Quarterly Within 10% of 28% under budget at year end reporting against budget at annual budget year-end 28%
Disaster Risk % of contingency 40% at year 38% as at year end. Reduction plans that are fully end
current 38% This includes plans that exists and current (32%) and plans that exists but
are overdue for review (6%). Capability YTD No. of CDEM 100 at year 73 people trained in Q4, with a total of Development Centre staff end 479 people completing training over 22 trained 389 course types for 2018/19 (note there can be multiple training attended per person). Community YTD No. of people 100,000 at 293,001 people reached through social Resilience reached through year end media during quarter 4, with a total 963 ,013 social media posts 963,013 reach achieved across all media platforms for 2018/19. Response & YTD No. of Baseline 1352 advisory warnings reviewed during Recovery warning advisories established 18/19, and 40 Duty Officer hours received and 40 hrs performed. responded to
Significant Projects A significant project is defined as one that, alone or in combination with other concurrent projects, is anticipated to cause sustained work impacts that are greater than what is considered tolerable for delivery within existing Group Office resource.
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38 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Fuel Plan - Resilience funding Contributes to Disaster Risk Reduction Progress
The Taranaki CDEM Group was granted funding of $25,000 in the 2018/19 financial year for a Fuel Plan. The project is being concurrently delivered by the same contractor preparing the National Fuel Plan and a delay in delivery was experienced through the first half of the year.
The project is completed and is presented to CEG for adoption. Key Points Fuel Study complete and for adoption.
GIS Scoping Project – Resilience funding Contributes to Disaster Risk Reduction Progress
A successful outcome from the project funding application has been announced, with MCDEM matching funding of $25,000, for a total budget of $50,000. The project structure is now being considered.
The project will determine requirements for a GIS shared service across the CDEM Group members, including functionality, technical structure, software and licensing, user requirements, sharing agreements, staging, detailed budget, human resource requirements. These learnings will be applicable to other Groups with shared user requirements.
The outcomes of this investigation will provide a solid foundation for the Group to decide on committing budget and resource to the implementation and maintenance of GIS capability. Key Points Project funding approved and budget of $50,000 for 2019/20 financial year allocated. Terms of Reference and project structure completed.
ECC Building Development Project Contributes to Organisational Resilience Progress
The Robe St facility (Emergency Coordination Centre) was commissioned in the 1980s as a purpose- built facility for Civil Defence Emergency Management. A project to upgrade the facility has been approved, and a detailed project scope and outcomes developed. Design, planning and consenting (phase 1) is occurring in the 2018/19 financial year, funded from capital budget. Construction (phase
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39 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
2) will occur within the 2019/20 financial year, with full completion now extended to December 2019 due to project delays.
Delay has been experienced through detailed design revealing that a structural and waterproofing risk exists for the flat pitch roof due to method of construction, and as a result the roof does not meet current or previous building code standard. Repair or replacement of the flat pitch roof is required. This matter was considered by the Taranaki CDEM Joint Committee on the 18th June 2019 as an out of scope project. The Joint Committee resolved to replace the flat pitch roof with a new low pitch roof that can withstand structural loading, such through ash accumulation.
Additional project budget has been confirmed for up to $200,000 for roof replacement, funded through capital funding arrangements, with debt servicing funded over the 20-year life of the asset.
Phase two construction is now estimated at $380,000, with an additional $200,000 for the roof, for total project estimate of $580,000. Estimate includes accessibility works and a 10% contingency.
All elements of the project will be completed during the same construction period because of project efficiencies. This has required changes to the timing of planned building works.
The project risk has been remains at moderate with full investigation completed. Key Points Detailed design completed. Final project scope to be confirmed. Flat pitch roof replacement proceeding through design and engineering, with approval subject to cost.
Policy Work Programme Contributes to Organisational Resilience Progress
The Policy Work Programme will ensure currency and fit-for-purpose of the following plan types, in accordance with a comprehensive emergency management approach.
Progress across all categories of plans, policies and procedures has been pleasing, however some challenges have been experienced which has created delays against the work programme. A separate CEG agenda report covers progress in detail. Key Points
Completion of Fuel Management Plan Completion of Group Welfare Plan Commencement of Lifeline Utility Coordinator Procedures review Commencement of Public Information Management Plan review Commencement of Strategic Recovery Plan Commencement of Tsunami Initial Response Plan Commencement of Community Resilience Strategy
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40 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Strategic Recovery Project Plan Contributes to Response & Recovery
Progress
Good process has been made to the Strategic Recovery Project Plan approved by CEG in February 2019. The primary function is to develop a Strategic Recovery Plan for Taranaki which aligns with legislative requirements (the CDEM Act) and the Group Plan 2018-2023 for Taranaki.
The following key points describe progress against recovery activities:
Key Points “Step 1: Develop a timeframe for expected completion of the work programmes” – Status COMPLETE (January 2019) “Step 2: Develop and deliver “recovery induction” training for territorial local authority recovery managers – Status COMPLETE (May 2019)* “Step 3: Establish a recovery advisory group for the CDEM Region” – Status COMPLETED (April 2019). “Steps 4 and 5”: Status IN PROGRESS *Please note that the original planned date for completion was February 2019 and was deferred to compensate for availability and updates from CDEM nationally around the national recovery training framework.
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41 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Council Responsibilities
The Taranaki CDEM Group local authorities are party to an agreed Constituting Agreement. The purpose of this Agreement is to set out fundamental elements and arrangements for civil defence emergency management in Taranaki, including the individual and collective roles and responsibilities of the parties. These arrangements form the basis for the CDEM Group Plan, the forward statutory plan document for the Taranaki CDEM Group.
Progress reporting against these responsibilities is included below:
Regional Council responsibilities
The Taranaki Regional Council’s responsibilities are essentially to support regional coordination for CDEM in Taranaki and for the provision of all the services of the administering authority necessary for effective and efficient delivery of CDEM across Taranaki (defined under section 24 of the Act), including any related services as determined by the CDEM Group.
This role will include the following functions and activities based on the 4Rs as well as the administering authority function:
Reduction
Provide regional hazards and risk monitoring management support and advice to TEMO as required by the Group, such as river flow, river height, wind speed and gust, rainfall, and soil moisture monitoring. Implement methods for natural hazards under section 11.1 of the Regional Policy Statement for Taranaki 2010 Readiness
Support regional coordination at the Group ECC during response and recovery by support for TRC staff training and professional development Response and recovery
Provide CDEM personnel for regional coordination roles at the Group ECC during response and recovery Provide support for fulfilling key CDEM Group appointments such as Group and alternate controllers, welfare managers and recovery managers Provide EOC support for the region’s district councils in local CDEM coordination and delivery as required Administering authority
Provide secretariat services for the CDEM Group and CEG (convening meetings, providing venues, distributing agendas, providing minutes and catering)
Taranaki Regional Council Reduction
The Council continues to maintain live or near real-time environmental data to the public on rainfall intensity; river flows and levels; soil moisture; wind gust, average speed, and direction; and recreational water quality. Received 37 special weather watches and warnings from the MetService during the 2018/2019 year (compared to 62 in 2017/2018). In all instances, flood monitoring was undertaken in accordance with the Flood Event Standard Operating Procedure. There was no requirement to issue a flood warning during the 2018/2019 year (compared to five warnings issued in 2017/2018). PERFORMANCE REPORT YEAR END 2018-19PERFORMANCE PAGE 14 OF 37 REPORT YEAR END 2018-19
42 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
The Council continues to implement in full [methods 1, 2, 4(a), 5, 6, 8, 9, 10, 11, 12] or in partnership with other agencies, methods 1-14 set out in Section 11.1 of the Regional Policy Statement for Taranaki 2010 Hydrology and river control sections of the Council provided advice on all Section 13 RMA consent applications (in-stream structures) The Council is participating in the development of research proposals focusing variously on the volcanic and seismic hazards, risks and cascade consequences for Taranaki
Readiness
Hydrology staff and inspectorate staff are on call 24 hours/day TRC awaits confirmation of training schedule and identified ECC roles for TRC staffing. Current staff capability remain available for ECC roles. Response and recovery
TRC awaits confirmation of training schedule and identified ECC roles for TRC staffing. Current staff capability remain available for ECC roles. No emergency river and control works were required.
Administering authority
Secretariat services and being provided for CEG and Joint Committee agendas and meetings as required. There were 4 CEG and 5 Joint Committee meetings convened during the year. One special Joint Committee meeting was administered by NPDC staff.
Prepared by Gary Bedford Director-Environment Quality 29 Jan 2019
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43 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Territorial Authority responsibilities
The responsibilities of the region’s three district councils – the New Plymouth, Stratford and South Taranaki district councils – relate primarily to local CDEM coordination and delivery within their local authority areas. Territorial authorities also have lifeline utility responsibilities under the Act.
This role will include the following functions and activities based on the 4Rs as well as the lifeline utility responsibilities:
Reduction
Provide support and assistance for civil defence in Taranaki by linking district policy and planning to objectives with the CDEM Group Plan and the Regional Policy Statement for Taranaki 2010 Undertake implementation of methods for natural hazards under section 11.1 of the Regional Policy Statement for Taranaki 2010 Readiness
Develop and maintain capability and capacity to lead local CDEM coordination and delivery by:
o Provide leadership roles: controller, information gathering and planning, welfare manager and recovery manager and alternates, for either the Group or local level
o Supporting the region’s district council staff to undertake professional development, training and participation in exercises
o Developing a local EOC capability and ensuring all systems and processes, and facilities and resources, are robust (such as communications, impact assessment, welfare delivery, local recovery management)
o Supporting TEMO in the preparation and delivery of community resilience programmes Response and recovery
Activate local CDEM response and recovery when required Provide CDEM personnel for coordination and delivery roles at the local EOC or regional ECC during response and recovery Provide support for fulfilling key CDEM Group appointments such as alternate controllers, welfare managers and recovery managers Provide liaison with TEMO Provide support for other territorial authorities and TEMO with CDEM delivery as required Lifeline utility responsibilities
Fulfill responsibilities under section 60 of the Act to ensure territorial authority lifeline utilities are able to function to the fullest possible extent during and after an emergency.
New Plymouth District Council Reduction
NPDC infrastructure resilience programme is underway to inform our the current state of our infrastructure and maintain and strengthen where possible. Readiness
EOC Orientation exercises completed x 2
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44 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
NPDC CDEM Education Programme / Marketing Campaign pre work being completed for roll out in September (daylight saving). The campaign is called "Sort Ya Kit Out" and will be a partnership between NPDC CDEM and Foodstuff supermarkets within the New Plymouth District. There will be a range of different promotional material, including interviews, videos, reusable supermarket shopping bags, along with prizes for community involvement. Needs assessment and registration training has been completed by staff to capture critical information in an emergency. CIMS 4 training course was completed in June 19 with 10x NPDC staff attending. CDC Assessment completed at NP Raceway and will be a key facility to fill the function of Civil Defence Centre (CDC) in an emergency. Bell Block Rugby League Club was also assessed and deemed unsuitable. ELT Desktop Exercise completed to identify critical staff, functions and resources to ensure NPDC has the capacity to function as well as possible in an emergency. The exercise focussed on critical BAU services, as well as staffing the EOC for approximately 2 weeks. Functional Logistics Course - where NPDC staff co-delivered the first ever Functional Logistics Course in Taranaki as part of the national Integrated Training Framework. 10x NPDC staff completed this training. CIMS3 Review - NPDC staff were part of the review and submission on the draft CIMS3. Waitara Community Outreach - NPDC staff have met with the newly employed Community Development Coordinator (Dave Haskell) as part Te Ara Whakamua O Whaitara. These are early discussions regarding how we can get active and involved as Emergency Management in the Waitara Community. Red Cross train the trainer CDC course completed - NPDC CDEM staff are now able to look at recruiting and training CDC volunteers. Marae engagement - Have met with Owae Marae to begin building the relationship between NPDC CDEM and Marae in the New Plymouth District. Further discussions will be happening with other Marae in the district over the coming months. Response
Small tornado ripped through New Plymouth Metro Fires on the 7th July 2019. There was some damage, but was relatively low level. We had discussed with Dave Utumapu (Area Commander, FENZ) and as the event was isolated, we were not required. Recovery
Alternate Local Recovery Manager to be appointed - Callum Williamson, Community Partnerships Lead NPDC.
South Taranaki District Council Reduction
Working with regional coordination to update information for district policy and planning. Readiness
Environmental Manager Liam Dagg is the STDC Controller. However, with the resignation of Doug Scott, STDC will need to appoint another alternate controller. The Senior Leadership Team has been approached about possible staff placement for this. The local EOC preparedness is ongoing. Since the last report another agreement has been made regarding the purchasing of technical equipment. The cost for this will now be covered by TEMO, where the New Plymouth District Council will be contracted to set up the laptops and provide helpdesk coverage when required. The Council’s Long Term Plan Performance Measure for training has been achieved for the 2018/19 year. STDC staff are continuing with professional development, with approximately 55 staff completing the Foundation training and 20 staff completing the Intermediate training. Staff interest in attending the training remains high.
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45 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
A recent Foundation Course had 10 STDC staff attending and 3 community volunteers included as well. The 3 volunteers were from the Puke Haupapa Maori Wardens. The Intermediate Course planned for late August 2019 has 15 participants, again with a member of the Puke Haupapa Maori Wardens attending. As well as training within Council, a Foundation Course was run for the Opunake Communality Emergency Plan, this took place on a Saturday with 10 members of the community attending. Opunake CEP group are going through a change in volunteers. The Opunake Emergency Plan will also be updated. The possibility of all new STDC staff attending Foundation Training as part of the STDC induction/on-boarding program is proposed to be discussed with the senior leadership team, now that the STDC People and Capability Manager has been appointed. A desktop exercise for the STDC EOC is being planned for this calendar year. Regional Training for the specific roles within the EOC has been organised by TEMO. This training has been well attended and the feedback has been very positive. There are plans to repeat these on a regular basis. The STDC EMO has visited Waitotara and Waverley Primary Schools, resources have been delivered that will allow the students and community help prepare for a civil emergency. A further visit to Waitotara Primary School is planned for August, where STDC will work in partnership with the Whanganui EMO. Ngamatapouri School will also be invited to this event. The TEMO and Council staff associated with Civil Defence will be attending a shared training day with Whanganui. This is to establish a working partnership with them. Response and Recovery
With the staff currently trained and with more training planned the STDC will be able to operate the EOC and the CDC’s when required. This can be done for a local and regional response. More community volunteers have undergone the foundation treatment too. An Alternative Controller is being sought, and with other recent resignations from STDC some key replacements within the EOC are required too. The liaison with TEMO is in place and information is shared both ways. STDC are represented on the majority of the working groups and committees, including senior management Lifeline utility responsibilities
STDC unit managers are on the working groups for this and are assisting in building a regional map identifying utilities locations. The Business Continuity Plans will be monitored as normal and updated as issues are identified. A strategic review of these documents is proposed to be conducted in conjunction with the other TAs and TEMO before the end of the calendar year.
Stratford District Council Reduction
Ongoing participation in lifelines activities including local and regional vulnerability assessment. Incorporation of resilience into operational and renewal decision making. Readiness
SDC has been building its volunteer database since its EOC inception and is currently sitting at 63. This consists of 42 staff and 21 volunteers. Central Taranaki Safe Community Trust staff have attended the ITF foundation training. Staff changes have impacted trained volunteer numbers. In addition to above mentioned ITF foundation training, Central Taranaki Safe Community Trust staff have also undertaken needs assessment training that will allow them to carry out such functions when the need arises. A draft MOU with The Central Taranaki Safe Community Trust and SDC has also been formed with the rationale that SDC will be tasking their volunteers in a localised event. PERFORMANCE REPORT YEAR END 2018-19PERFORMANCE PAGE 18 OF 37 REPORT YEAR END 2018-19
46 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
5 more staff have had intermediate training including CIM’s 4, PIM’s and function training. Local controller has undertaken 5 day training course at MCDEM whilst also having completed his intermediate training. An alternate controller still needs to be identified and appointed following the departure of previous alternate controller. Comprehensive assessments of primary ECC and CDC planned. Initial assessments of all local CDCs planned for the remainder of the financial year. Preliminary conversations with local Iwi to develop relationship and partnership in the CDC space have been held but need further development. Response and Recovery
Planning underway for Readiness and Response desktop exercises in Oct/Nov, this includes 17th Oct National Shakeout exercise along with other aligned exercises.
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47 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Risks
The Group Office is committed to managing risks that may impact on the delivery of the Taranaki CDEM Group activities and services, and/or the ability to meet its legal obligations.
Risks A total of 18 risks (an increase of 1 from previous quarter) are now identified on the risk register. All risk bar two (2) have controls in place, however one (1) has a future actions to reduce risk.
One (1) new risk have been added to the risk register, related to:
Lack of transparency around operational reserve, accumulated due to year end underspend.
The key risk changes are:
Retention risk for TEMO staff reduced with completion of job levelling and budgeted salary movements. Group Recovery Manager retention at risk due to contract model, with a long term solution needed to be identified. Development of a Territorial Work Programme and performance measure for 2019/20 to focus improvement on operational capability. Sustained change programme with the Emergency Management System Reforms (EMSR) and workload pressures for TEMO staff needing proactive management. Identified roof issues for regional ECC, and additional budget allocation for replacement.
Risk Rating Risk Rating Pre controls Post controls E Extreme 1 1 H High 1 1 M Moderate 12 12 L Low 3 4 I Insignificant 0 0 Total 17 18
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48 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
The ratio of risk pre versus post controls is as follows: Pre Controls Post Controls Low 1 Extreme Extreme Low 4 Extreme 6% Extreme 1 5% 2 11% 22% High High High 1 High 4 6% Moderate 22% Moderate Low Moderat Low e 11 61% Moderate Insignificant Insignificant 12 67%
Appendix D contains the full list of identified risks, detailing initial risk, controls and residual risk, and risk methodology used. Extreme Risk One item of extreme risk remains, relating to capability of newly appointed statutory role holders. This is currently being addressed through capability development and training, and attendance at the now established National Readiness and Response professional development programme.
Issue Initial Controls & Residual Risk Risk Risk Mitigation Residual Rating Risk Rating Operations & service delivery Number and capability of newly E Statutory appointments continue E appointed statutory roles holders for Group Office and TAs. (Controllers and Recovery Managers), Controller and Recovery Manager required to manage effective function meetings, induction and response and recovery. initial training provided on appointment and position holders are also progressing through ITF training pathways. Certification of competency for statutory position holders, through Response and Recovery national programme. Actions underway but yet to mitigate risk.
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49 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Budget Performance
Operational and Capital budget performance is reported for TEMO, as the Group Office for the Taranaki CDEM Group, funded under apportionment arrangements by the four Taranaki Councils as follows:
Taranaki Regional Council 34% New Plymouth District Council 40% South Taranaki District Council 18% Stratford District Council 8% 100%
TEMO Profit & Loss The year-end financial report, detailing revenue and expenditure year to date is attached in Appendix E.
Budget analysis shows a favourable year end-result of $308,350 (underspend) against total budget of $1,118,139, accounted for in ‘390 - Operating Appropriations’ budget line of $292,701, and ‘net result’ of $15,649. This is a variance of 28%.
Total expenditure within manager control was ($11,437.24), and profit/(loss) $32,260.
The variance to budget is a result of two main underspend areas:
Budget Line Variance $ Explanation (overspend) Depreciation - $41,008 Reduced cost of depreciation (finance charges) with capex operational assets underspend for F19.
It is noted that capital budget has been transferred to F20 for the ECC Development Project, with a forecast increase of depreciation charges next financial year. Internal Charges $260,031 Internal charges are the actual services consumed from NPDC by the Taranaki Emergency Management Office, under the Service Level Agreement.
As previously agreed by the Taranaki CDEM Joint Committee the budget underspend will accumulate within a Group Office reserve and remain available for future projects and used to balance budget overspend for future financial years.
As the Emergency Management Systems Reform (EMSR) work continues, additional costs and associated service levels will need to considered. The operational reserve will enable TEMO to be agile in temporarily increasing service provision for this transition. It is proposed that current budget levels remain the same, until the EMSR impacts and service levels can be considered through the Long-Term Plan 2021-31 budget cycle.
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50 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Appendices
Appendix A: Taranaki CDEM Group Vision
51 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Appendix B: Group Plan Objectives
Strategic No. Objective Goal Gov 1 A performance monitoring and evaluation framework for the CDEM Group (based on this Group Plan and other planning documents) will be established and implemented to ensure that the work of the Group remains on track to achieve the strategic goals outlined in this Plan, and to identify risks and issues that emerge over the course of the Plan that will need to be addressed. Gov 2 CDEM Group Financial Policy arrangements implemented to ensure accountability for delivery. Gov 3 Advisory Group work plans and priorities are established, implemented and contribute towards the 4 Rs Gov 4 Group Plan and annex documents review commenced 12 months prior to expiry to comply with legislative requirements. Governance Gov 5 Review the Constituting Agreement within five years to ensure governance and delivery arrangements are fit for purpose. Gov 6 An annual report will be submitted by member councils to CEG and the CDEM Joint committee regarding actions undertaken to improve their preparedness and readiness to respond to and recover from emergencies. Gov 7 Governance arrangements across the full range of Taranaki CDEM activities will be reviewed by 1 July 2020 regarding the involvement and representation of Māori. DRR 1 A survey of all current risk and hazard documents completed to create a better understanding of the hazardscape for Taranaki. DRR 2 Disaster Risk Reduction Advisory Group established to create a focal point for ensuring the implementation of risk reduction measures across the region. DRR 3 Disaster Risk Reduction priorities developed into a Disaster Risk Reduction Strategy to address priority hazards. DRR 4 The CDEM Group will seek out and encourage applied hazard science research to benefit risk reduction planning. DRR 5 Regional GIS (Geospatial Information System) system established for the CDEM Group to improve the understanding of risk exposure and to enable better situational awareness during a response and recovery. DRR 6 The CDEM Group will promote the integration of activities and a consistent CDEM risk
DisasterRisk Reduction reduction approach within work programmes such as Councils’ Long Term Plans, Resource Management Plans, and other stakeholder agency work plans, to ensure they are informed by the likely post-event consequences on communities. DRR 7 Regional Lifeline vulnerability study undertaken to improve the understanding of lifeline utility exposure to natural hazards and to create a basis for a work programme for risk reduction measures. OR 1 Implement EMIS (Emergency Management Information System), or another suitable CDEM Group information system to improve the communications and record keeping of decisions made during emergency activations. OR 2 Audits of existing and proposed EOCs/ECC conducted to assess their capacity for response.
(readiness) OR 3 Training capability development plan developed and implemented to increase the number and capability of civil defence emergency management staff and volunteers. Organisational resilience
52 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
OR 4 CDEM Group partner business continuity plans tested based on hazardscape and likely impact scenarios to improve the capacity and capability of organisations to cope with and recover from emergencies OR 5 Development and implementation of performance measures by 2020 to monitor the progress against the recovery programme of work, and ensure the actions are achieving the required outcomes. OR 6 Continuous improvement practices are adopted and corrective action planning established and implemented following exercises and activations. CR 1 Develop and commence delivery of a Volunteer Management Strategy to increase the numbers and capability of volunteers. CR 2 Review and rationalise Civil Defence Centres to ensure they are fit for purpose. CR 3 Refine and continue delivery of our Community Resilience Strategy to ensure that its objectives of engaged, connected, resource and empowered communities is being achieved. CR 4 Develop and implement a public education and community engagement strategy focused on improving community preparedness to act in a coordinated and collaborative way during an emergency, and to strengthen their ability to adapt to change following an emergency. CR 5 500 community volunteers registered and trained in CIMS and other relevant topics to improve the level of skills in the sector. CR 6 10 Community Emergency Plans (including marae based) established and functioning Communityresilience (readiness) to create local groups of prepared and skilled community volunteers to support communities to respond to and recover from emergencies. CD 1 Adult Community Education (ACE) funds and other funding sources for volunteer training investigated and accessed to increase the number of people able to be trained. CD 2 Training records managed to record staff and volunteer training for both currency and proficiency to create better knowledge about the community’s capacity to respond to and recover from emergencies. CD 3 Plan and run at least one Tier 2 Exercise (whole of Group) to test and increase the capacity and capability of staff and volunteers. CD 4 Participate in all Tier 4 national exercises to test and increase the capacity and capability of staff and volunteers. CD 5 500 CDEM centre staff trained to Integrated Training Framework (ITF) Intermediate response andrecovery) CIMS to provide a sufficient pool of trained staff within the region. CD 6 85% of CIMS function leads trained in relevant ITF Function Lead courses to ensure a Capability development (readiness, sufficient skill level of critical staff. RR 1 A Readiness and Response Advisory Group will be established (fulfilling Section 8 Guide to the National Plan requirement for and emergency services coordination committee) to improve the quality of communication and cooperation both between first responders and with Civil Defence Emergency Management. RR 2 All Group and Local Controllers complete National Controller Training Programme to improve decision making and emergency management skills. RR 3 Three district based EOCs and one regional ECC established to increase the capacity for response at a local level. RR 4 The accuracy and currency of all response plans and Standard Operating Procedures is assessed (and takes into account the response principles in this plan) and a programme for review developed. RR 5 Standard Operating Procedures established and kept up-to-date to ensure consistency
Responserecovery and of decision making and actions in an emergency.
RR 6 The Recovery programme of work to be completed by 2020 will guide the activities of the Group to prepare for recovery ahead of an emergency, and enable the Group and partner agencies to achieve the recovery principles and policies. This work will include (but is not limited to):
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Engagement with priority communities likely to be affected by specific hazards to understand their values and priorities, the likely consequences and the support needed. This will allow the necessary capabilities, processes and arrangements to be identified. Identification of key recovery partners needed to support recovery activities, including across local, regional and central government, non-government organisations, private sector, and within communities. Identification and prioritisation of actions to address gaps in recovery preparedness RR 7 Hazard specific strategic recovery planning will be undertaken at the same time as hazard response contingency planning for the 15 Group Plan priority hazards over the life of this Group Plan to enable comprehensive emergency management. RR 8 A framework for the coordination of recovery activities and collaboration post emergency will be established by 2021.
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Appendix C: Corrective Actions Remaining
No. Issue Objective Loss of Internet Connectivity at ECC Investigate options to have a “heartbeat” confirming full internet Revisit redundancy 1.1 access and should this fail then raise an alert and trigger failover, options by 31 May 2019.
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55 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Appendix D Performance Reporting – Programmes In addition to general programmed service delivery, specific projects and programmes were directed to be delivered within the 2018/19 financial year (relating specifically to Taranaki CDEM Strategic Goals).
Emergency Management Systems Reforms
Contribute to national system reforms Implement required changes by due date
Work completed 2018/19
Submissions made to Ministry of Civil Defence and Emergency Management on: 1) Fly-In Teams 2) National information system framework for common operating picture 3) National EM System Reforms 4) CIMS 3 welfare function 5) CIMS 3 review Contribution to NZ-FIT development Contribution to Response and Recovery Competency framework development Ongoing national meetings re EM Systems Reforms Represented on the EMIS replacement project group
Governance
Establish performance monitoring and evaluation framework Commence and implement Advisory Group work plans and priorities Implement approved policy work programme Complete related service transition
Work completed 2018/19
Performance monitoring report enhanced Detailed work to record actual quantum of NPDC support services consumed Submissions made to Ministry of Civil Defence and Emergency Management on: 1) National Disaster Resilience Strategy 2) National Fuel Plan Adoption of Strategies and Plans: 1) Flood Contingency Plan 2) Group Welfare Plan 3) Lifelines Vulnerability Study 4) Fuel Plan 5) Duty Officer Field Guide Update to Tsunami Contingency Plan commenced Advisory Group work priorities established
Disaster Risk Reduction
Establish Risk Reduction Advisory Group
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Commence Disaster Risk Reduction Strategy Establish regional GIS system for the CDEM Group Project manage to completion the Lifelines Vulnerability Study and Fuel Plan Commence engagement with scientific agencies and report on options for coastal inundation monitoring Work completed 2018/19 Risk Reduction Advisory Group established Second generation Lifeline Viewer with updated data structure and functionality Engagement with CDEM Groups and scientists re Volcanic Unrest Response and Recovery Plan Preparation of Resilience Fund Application for Volcanic Unrest Response and Recovery Plan
Organisational Resilience
Ongoing review of CDEM Group operational systems Develop common set of SOPs within first year that enable the smooth deployment of controllers in all ECCs and EOCs and common practice throughout centres Conduct audits on existing and proposed EOCs Arrange exercises for testing of all systems Conduct Organisational Debriefs and Corrective Action Planning as required Incorporate and implement Corrective Action Planning priorities through work plans Project manage Robe St facility upgrades
Work completed 2018/19
EOC/ECC Audits conducted Debrief into ECC Network Outage completed Ongoing improvements to Office 365 and D4H response systems Project Management for ECC Development Project and detailed design near completion CIMS function meetings and training sessions commencing
Community Resilience
Implement Volunteer Management Plan Complete review into Civil Defence Centres Complete review of Community Resilience Strategy and community led social infrastructure to increase resilience Commence engagement with Iwi and Marae Commence engagement with other priority communities Deliver schools engagement programme for ‘What’s the Plan Stan’ educational resource
Work completed 2018/19
TEMO Restructure and appointment of Group Welfare Manager Marae engagement commenced via Iwi Liaison Officers with Territorial Authorities Community Welfare Outreach review completed
Capability Development
Coordinate Adult Community Education (ACE) funded delivery Implement the approved Training and Capability Development Plan and commence training delivery
Work completed 2018/19
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Capability development funding secured ($62k) from MCDEM Ongoing delivery of Training and Capability Development Plan Secure additional resource to commence MCDEM funded training and exercising service provision Registration and Needs assessment training (to IRD and Safer Communities Trust Central)
Response and Recovery
Formally record activity during 24-hour monitoring including no. of warnings, averages, trends, log of times, event hours etc to compare year to year Establish CIMS rostering system for emergency centre activations Develop a standard operating procedure for the collection and management of registration and rapid needs assessment Undertake ongoing review of response plans and Standard Operating Procedures Undertake hazard specific recovery planning through hazards contingency planning Develop strategic planning for recovery programme of work and performance measures
Work completed 2018/19
SOP review programme commenced Commencement of Strategic Recovery Planning work programme MOU with TRC re staff release in final draft
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Appendix E: Risk Register & Methodology
Risks Added One (1) new risk have been added to the risk register.
Issue Controls & Residual Risk Initial Mitigation Residual Risk Risk Rating Rating Financial Lack of transparency around L Policy around reserve approval L operational reserve, accumulated due process to be established and
to year end underspend. agreed with CEG chair, and included within the TEMO Group Office financial policies.
Risks Removed Nil removed this quarter.
Risk Register Issue Controls & Residual Risk Initial Mitigation Residual Risk Risk Rating Rating People and Knowledge Inability to retain skilled staff, due to M Job levelling exercise completed, L salaries comparative to peer CDEM with corresponding Salary increases Groups budgeted to enable market and performance movements. Salary reviews occur September, back dated to 1 July 2019. Inability to engage 'suitably qualified M Contract for delivery of the M and experienced' person to the role Taranaki CDEM Group Recovery of Group Recovery Manager. work programme to meet statutory requirements in place, however this has now been terminated by the contractor. The contractor has chosen to remain in the statutory role of Group Recovery Manager as a volunteer and remains appointed in this position by the Taranaki CDEM Group Joint Committee. Lack of capacity for CDEM to manage M Agreements with external agencies M field operations in emergency and to conduct field activities, that are disaster zones (i.e. cordon and trained and exercised to movement management, welfare appropriate standard. CDC training registration, CDC management).
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established and TAs working on operational capability.
Health & Safety High workload for TEMO team over a M Re-focus and adjustment of TEMO L sustained time to deliver work work programme, prioritising key programme, leading to sickness, use actions and extending or shifting of sick leave, decreased staff moral, other timeframes. External and reduced capability of TEMO staff resource (contractors or temporary for response. FTE) secured to augment TEMO service delivery. Maintain visibility of work programme priorities, and pressures, to CEG and staff.
H&S of CDEM staff deployed into M Emerging understanding of M emergency and disaster zones. exposure through hazard contingency planning. Governance, reputation, legislative compliance and control Lack of engagement with Iwi and H Marae engagement programme H future Iwi representation established. requirement at CEG. Environment Inability to restrict public access to M Planning completed under the ECC M the Emergency Coordination Centre development project. during activation. Unclear processes for TEMO H Work with Taranaki HAZMAT M involvement in Major Hazard Facility Advisory Group to establish (MHF) consultation, requiring information sharing and operators to consult territorial consultation protocols. A national authorities under MHF regulations. review has commenced into regulations for MHF facilities. Roles and responsibilities of TAs and TEMO under existing HAZMAT regulations to be discussed at management meeting.
Planning & Strategy Newly establish emergency response H Arrangements defined within the M structure, and Emergency Operations Group Plan (Statutory document), Centres (x3). and Response Management Plan. Plans and arrangements regularly discussed with EOCs. Ongoing training for Controllers and Recovery Managers to understand roles and responsibilities. Major focus of TEMO workplan, and additional 0.5 FTE for exercising in place from August 2019.
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Financial Lack of transparency around L Policy around reserve approval L operational reserve, accumulated due process to be established and
to year end underspend. agreed with CEG chair, and included within the TEMO Group Office financial policies. Information management Nil. Operations & service delivery Capability of newly appointed E Statutory appointments continue E statutory roles holders (Controllers for Group Office and TAs. Controller and Recovery Managers), required to and Recovery Manager function manage effective response and meetings, induction and initial recovery. training provided on appointment and position holders are also progressing through ITF training pathways. Certification of competency for statutory position holders, through Response and Recovery national programme. Actions underway but yet to mitigate risk.
Number of trained and capable H Delivery occurring as per approved M response staff for Emergency training and exercising plan, with a Management Centres. focus on TA capacity. Lack of monitoring or forecasting of M Unable to be mitigated. M coastal inundation within Taranaki. Effectiveness of welfare delivery for M Community Welfare Outreach M affected communities, by Emergency review completed and findings Operation Centres. included within Group Welfare Plan. TA's commencing actions to improve capability.
Ability to develop and maintain a M Office 365 operating system and L common operating picture, for initial GIS system established. responding agencies during emergencies. Property & assets Documented issues with the current M Minor enhancements to building M design, functioning and age of systems effected. Maintenance systems for the Emergency contracts in place. Issues addressed Coordination Centre. within planning and design stage 2018/19 for ECC development project. Significant building development H Project Management structure in M project for the 2019-20 financial year. place. ECC development project concept and design completed. Various assessments completed
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(detailed seismic assessment, importance level 4 post disaster facility, asbestos survey and fire scheme assessment completed). Recent flat pitch roof issues uncovered and additional design ($40k) and replacement ($200k) budget in place, with approval subject to the project being within indicated budget amounts.
Identified risks with inadequate M Development of CDC assessment M standard of existing Civil Defence criteria. Completion of some Centres, and suitability of reviews. Two unsuitable CDCs alternatives. retired. Delivery of CDC training for staff.
Risk Methodology The methodology for CDEM risk analysis is based on the New Plymouth District Council Risk Management Framework – Policy and Process risk, largely based on the Australian and New Zealand Standards for Risk Management (AS/NZS ISO 31000:2009)1.
There are two steps to completing the risk analysis and evaluation process:
1. Identify and analyse risk 2. Evaluate the risk and manageability
Assessment of likelihood is based on:
Level Descriptor Detail description A Almost certain Expected to occur more than once in the next year L Likely Expected to occur once in the next year M Moderate Could occur at least once in the next two years P Possible Could occur at least once in the next three to five years U Unlikely Unlikely to occur in the next five years
Assessment of consequence reflects the following potential financial impacts:
Level Descriptor Detail description C Catastrophic Loss of over $250k Ma Major Loss of between $100k to $250k Mo Moderate Loss of between $50k to $100k Mi Minor Loss between $25k to $50k
1 Standards Australia Limited/Standards New Zealand, 2013, Joint Australian/New Zealand Handbook, SA/SNZ HB 436:2013.
PERFORMANCE REPORT YEAR END 2018-19 PAGE 34 OF 37
62 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
L Low Loss of less than $25k
A qualitative risk matrix for the likelihood and consequence rating are then applied to determine an overall risk.
Likelihood Consequences Unlikely Possible Moderate Likely Almost certain
Catastrophic H H H E E
Major M M H H E
Moderate L M M H H
Minor I L M M M
Low I I L L L
PERFORMANCE REPORT YEAR END 2018-19 PAGE 35 OF 37
63 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
Appendix F: TEMO Year End Financial Report
Profit and Loss Summary Report for June 2019 for TEMO
TEMO Actual YTD Budget YTD Variance YTD Note June June June
Revenue Other revenue
169 - Other Operating incl Rebates & Recoveries (37,800) 0 37,800 1 Total Other revenue (37,800) 0 37,800
Subsidies and grants
3950 - Taranaki CDEM - TRC Contribution 0 (1,118,139) (1,118,139)
3971 - TEMO Projects 0 0 0
4976 - STDC Recoveries (199,860) 0 199,860
4977 - SDC Recoveries (88,826) 0 88,826
4978 - TRC Recoveries (377,513) 0 377,513
4979 - NPDC Recoveries (444,124) 0 444,124 Total Subsidies and grants (1,110,323) (1,118,139) (7,816)
Vested Assets
195 - Gain on Sale (13,713) 0 13,713 2 Total Vested Assets (13,713) 0 13,713
Total Revenue (1,161,836) (1,118,139) 43,697
Expenses Personnel costs
220 - Salaries and wages - Payroll Only 473,208 553,914 80,706
223 - Other employee benefits - Payroll Only 14,525 0 (14,525)
224 - Employee Development & Education 23,931 24,000 69
225 - Employer contributions - Payroll Only 15,634 0 (15,634)
226 - Recruitment costs 53 0 (53)
229 - Other personnel costs 4,754 0 (4,754) Total Personnel costs 532,105 577,914 45,809 3
General operating expenditure
231 - Insurances 0 8,715 8,715
232 - Legal and professional fees 68,620 14,000 (54,620) 4
233 - Occupancy and utilities 27,909 14,430 (13,479) 5
234 - Property Maintenance 6,788 0 (6,788)
235 - Communications 5,562 25,000 19,438
236 - Advertising and Marketing 8,116 18,070 9,954
238 - Travel and accommodation 1,108 0 (1,108)
PERFORMANCE REPORT YEAR END 2018-19 PAGE 36 OF 37
64 Taranaki Civil Defence Emergency Management Group Joint Committe - Year-end Performance Report
245 - Other general costs 21,577 2,500 (19,077) 6 Total General operating expenditure 139,680 82,715 (56,965)
Direct costs of activities
250 - Contracts 6,756 19,500 12,744
253 - Services 773 0 (773)
254 - Materials 377 0 (377)
255 - Fleet & Plant Consumables & Maintenance 11,876 0 (11,876) 6 Total Direct costs of activities 19,781 19,500 (281)
10 - Depreciation - operational assets 13,817 54,825 41,008 7
Total Expenses 705,384 734,955 29,571
EXTERNAL OPERATING (PROFIT)/LOSS (456,452) (383,184) 73,268
INTERNAL CHARGES
3021 - Allocation Charge from Financial Services 35,000 35,000 0
3023 - Allocation Charge from ICT 68,171 206,451 138,280
3052 - Allocation Charge from Human Resources 864 45,000 44,136
3054 - Allocation Charge from Communications 1,485 35,000 33,515
310 - Labour allocation expense 1,439 0 (1,439)
320 - On-charges expense 7,464 45,063 37,599
330 - Interest allocation expense 10,628 18,568 7,940 INTERNAL RECOVERIES
355 - Fixed Amount Recovery of Shared Services 250 0 (250)
370 - On-charge recoveries (660) 0 660 APPROPRIATIONS
390 - Operating Appropriations 292,701 0 (292,701) 8
391 - Depreciation funding/ (unfunded) (13,817) (54,825) (41,008)
395 - Capital Appropriations 37,278 52,927 15,649
TOTAL NET RESULT (15,649) 0 15,649 8
NOTES 1 - Income from National Resilience Fund for Fuel Plan. 2 - Sale of two vehicles due for replacement. 3 - Underspend due to external contractors being budgeted from this cost code. 4 - Cost of external contractors (from personnel) and Fuel Study contractor (funded from other revenue). 5 - Unbudgeted additional cost from change of cleaning contract to NPDC contractor. 6 - Numerous budget variances due changes to budget structure and where costs are coded. Managing to bottom line. 7 - Reduced finance charges due to capital unspent for financial year (capital budget carried forward to 2019-20 FY for building development project). 8 - Year end underspend will carry-forward and accumulate into an operational reserve, as per Taranaki CDEM Group Joint Committee resolution.
PERFORMANCE REPORT YEAR END 2018-19 PAGE 37 OF 37
65 Taranaki Civil Defence Emergency Management Group Joint Committe - Statutory Role Appointments and Resignatios
Agenda Memorandum
Date: 17 September 2019
Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee
Subject: Statutory Role Appointments & Resignations
Approved by: Sven Hanne, CEG Chair
Purpose The purpose of this memorandum is to recommend appointment of Mr Callum Williamson to the role of Local Recovery Manager for New Plymouth District Council by the Taranaki Civil Defence Emergency Management (CDEM) Group and acknowledge resignations from statutory roles for South Taranaki District Council.
Executive summary The Group has previously determined how statutory positions are made by the Taranaki CDEM Joint Committee for the for the Taranaki region. This process followed the established qualifications and capabilities for the role (Controller or Recovery Manager), including interview of each of the considered applicants.
This report is to receive and recommend the appointment of Mr Callum Williamson, Community Partnership Lead at the New Plymouth District Council, to the position of alternate Local Recovery Manager for New Plymouth District Council.
The report also notes the retirement of Mrs Phillippa Wilson from the Local Recovery Manager, and Mr Doug Scott from the alternate Local Controller role, both for South Taranaki District Council.
The appointment of Mr Williamson was considered by the Coordinating Executive Group at its meeting held 15th August 2019 and is endorsed to the Joint Committee.
Recommendations That the Taranaki CDEM Group Joint Committee: 1. receives the report Statutory Role Appointments & Resignations
1 66 Taranaki Civil Defence Emergency Management Group Joint Committe - Statutory Role Appointments and Resignatios
2. appoints Mr Callum Williamson to the role of Local Recovery Manager, as per the contents of the report 3. records the retirement of Mr Doug Scott from the role of alternate Local Controller 4. records the retirement of Mrs Phillippa Wilson from the role of Local Recovery Manager 5. determines that letters of appreciation be send to Mrs Phillippa Wilson and Mr Doug Scott.
Background Statutory roles under the Civil Defence Emergency Management Act (2002) provide leadership to direct and coordinate CDEM resources made available to them during declared emergencies, and perform any other functions delegated by the CDEM Group.
The CDEM Act 2002 states that the Taranaki CDEM Group may appoint one or more Local Controllers and one or more Local Recovery Managers.
27 Appointment of Local Controllers: (1) A Civil Defence Emergency Management Group may appoint 1 or more persons to be a Local Controller, and direct that person or persons to carry out any of the functions and duties of, or delegated to, the Group Controller of the Group and to exercise the powers of Controllers in the area for which the Group Controller is appointed, including, but not limited to, the powers in sections 86 to 94. (2) Despite anything in subsection (1), a Local Controller must follow any directions given by the Group Controller during an emergency.
30 Appointment of Local Recovery Managers (1) A Civil Defence Emergency Management Group may appoint, either by name or by reference to the holder of an office, 1 or more suitably qualified and experienced persons to be a Local Recovery Manager, and direct that person or those persons to perform any of the functions and duties of, or delegated to, the Group Recovery Manager of the Group and to exercise the powers of the Group Recovery Manager in the area for which the Group Recovery Manager is appointed, including, but not limited to, the powers in sections 94H, 94I, and 94K to 94N. (2) Despite anything in subsection (1), a Local Recovery Manager must follow any directions given by the Group Recovery Manager during a transition period.
Discussion Nominations New Plymouth District Council (NPDC) have nominated the following people to the following positions: Alternate Local Recovery Manager: Callum Williamson – Community Partnership Lead
The appointment review checklist and biography for Mr Williamson is contained in appendix A and B respectively. Mr Williamson has also been requested to attend the appointment meetings of CEG and Joint Committee.
Retirement
2 67 Taranaki Civil Defence Emergency Management Group Joint Committe - Statutory Role Appointments and Resignatios
STDC wish to advise of the retirement from the role of Local Recovery Manager for Mrs Phillippa Wilson.
Subsequent to Mr Doug Scott’s recent appointment as Local Controller, he has since accepted a position in Australia, and has submitted his resignation.
Approval Process The CDEM Group Joint Committee has previously determined a selection and appointment process for statutory roles. This involves review of each nominated person’s capabilities, by way of interview or known competencies and personality attributes against role capabilities, and submission of selection and appointment review checklist to the CDEM Group Joint Committee.
In addition a biography for Mr William is appended in appendix B, and Mr Williamson has requested to be in attendance for the Coordinating Executive Group.
Decision-making considerations Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act.
Financial considerations—LTP/Annual plan This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.
Policy considerations This memorandum and the associated recommendations are consistent with the policy documents (such as the Group Plan) and positions adopted by this CDEM Group under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Civil Defence Emergency Management Act 2002.
Legal considerations This memorandum and the associated recommendations comply with the appropriate statutory requirements imposed upon the CDEM Group listed in Section 17(3) of the Civil Defence Emergency Management Act 2002.
Appendices/Attachments Appendix A: Taranaki CDEM alternate Local Recovery Manager and Appointment Review Checklist for Mr Callum Williamson
Appendix B: Biography of Mr Callum Williamson
3 68 Taranaki Civil Defence Emergency Management Group Joint Committe - Statutory Role Appointments and Resignatios
4 69 Taranaki Civil Defence Emergency Management Group Joint Committe - Statutory Role Appointments and Resignatios
Appendix A: Taranaki CDEM alternate Local Recovery Manager and Appointment Review Checklist for Mr Callum Williamson
Taranaki CDEM Group Controller Selection Checklist
Skills and Attributes Yes Partial No 1. Relationship Management Develops relationships easily with key individuals and partner organisations Able to effectively resolve conflict Credible influencer and negotiator 2. Information Management Able to identify information needs, the systems functionality and capability to source the information required. Able to analyse wide ranging information to inform situational awareness and strategy Absorbs and synthesises information but is not distracted by the detail 3. Risk Management Able to understand the hazards and risks and determine community impact Applies the principles of risk management 4. Planning Ensures plans are coordinated, integrated and implemented across all levels and partners Able to forward plan and assess consequential risk Ensures plans are evaluated and updated 5. Communication Communicates with clarity with partners and communities Leads and owns public information messaging and engagement with communities Engenders confidence with the media 6. Capability Development Able to proactively engage in professional development1 for self and response staff Understands the strategic risk of weak capability and monitors levels of collective capability
1 Professional development includes courses, workshops, peer learning and exercises
5 70 Taranaki Civil Defence Emergency Management Group Joint Committe - Statutory Role Appointments and Resignatios
Skills and Attributes Yes Partial No 7. Leadership Able to maintain strategic overview Creates an environment where others are able to succeed Able to provide firm but participative leadership in an emergency that influences others towards the achievement of objectives Able to create strategic vision, motivate staff and delegate direction
Skills and Attributes Yes Partial No 8. Response Able to work within legislative parameters Able to quickly analyse information and risk and define credible planning objectives and information needs Can work in multi agency teams and is cognisant of differing roles / functions Can effectively manage emergency events from initial stages through to transition to recovery 9. Personal Addresses impact of the role on own family Medically fit to work in a high stress environment Self confident, unflappable and remains calm under pressure Has confidence of CEO and senior partners Is politically astute Has good knowledge of local area and communities Has high professional ethics Manages their own well being in a pressured environment 10. Experience, Knowledge and Qualifications Understands the Taranaki EOC procedures Completed CIM’s 4 module Understands the financial delegations as set out in the “Delegations manual for the New Plymouth District Council”. Has a good knowledge of the CDEM Act, Plan and Directors Guidelines
6 71 Taranaki Civil Defence Emergency Management Group Joint Committe - Statutory Role Appointments and Resignatios
Taranaki CDEM Group Recovery Manager Appointment Review Checklist
PART 1 Recovery Manager Appointment Confirmation Form
Controller Callum Williamson TA/ Group: New Plymouth District Council Name:
Review July 2019 Reviewer: Craig Campbell-Smart Period:
Other TAs (if a shared arrangement exists): N/A
Recovery Manager Review: Confirmation
In conjunction with Callum Williamson, I have reviewed their appointment as Local Recovery Manager for the New Plymouth District Council and wish to confirm his willingness and suitability for this role.
Reviewer Craig Campbell-Smart Name: Callum Williamson Name:
Reviewer Group Controller Designation: Alternate Local Recovery Manager Designation:
Signature:
Date: 27 July 2019 27 July 2019
Other TAs (if a shared arrangement exists): N/A
7 72 Taranaki Civil Defence Emergency Management Group Joint Committe - Statutory Role Appointments and Resignatios
Appendix B: Biography of Mr Callum Williamson
Callum Williamson is the Community Partnerships Lead at New Plymouth District Council. After spending nearly a decade working in policy and local government, Callum has a strong understanding of legislation, democratic processes, and the community.
Callum has previously worked in central government at the Ministry of Social Development, and Department of Internal Affairs as a policy analyst, as well as time at Stratford District Council as a policy planner.
Callum holds a BA (Hons.) in Political Science from the University of Canterbury.
8 73 Taranaki Civil Defence Emergency Management Group Joint Committe - ECC development Project - Roof Costing
Agenda Memorandum
Date: 17 September 2019
Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee
Subject: ECC Development Project update – flat pitch roof issue
Approved by: Sven Hanne, CEG Chair
Purpose The purpose of this memorandum is to update the Taranaki CDEM Joint Committee on the flat pitch roof issue at the ECC following detailed design and costings, and to seek further budget approval to proceed.
Executive summary Detailed design for the ECC development project has revealed a structural and waterproofing risk for the flat pitch roof due to method of construction, and repair or replacement of the flat pitch roof is required.
The Taranaki Civil Defence Emergency Management Group Joint Committee considered this issue at its meeting on the 18th June 2019 and approved the recommended option to ‘enhance the existing design by building a new low pitch roof over existing roof structure, designed to carry the ash loading, and estimated up to $200,000 with detailed design and costing to be reported back to the CDEM Group Joint Committee as soon as its available’.
Roof design and engineering options have subsequently been investigated and the project team recommends replacement with a warm roof steel due to additional project benefits. The project would coincide with the existing ECC development project to achieve build efficiencies. Project estimate is $330,000 (similar for two options considered), however is $130,000 over original estimate and budget approval. This will have an estimated additional annual cost of approximately $13,500 to repay the capital debt over a twenty-five-year period.
The ECC roof issue and additional cost was considered by the Coordinating Executive Group at its meeting held 15th August 2019. The CEG view is that no other viable option exists other than to continue with the roof replacement, given the project independencies for the ECC Development Project and requirement to replace the roof to meet current building and important level standards.
74 Taranaki Civil Defence Emergency Management Group Joint Committe - ECC development Project - Roof Costing
Recommendations That the Taranaki CDEM Group Joint Committee: 1. receives the Memorandum, ECC Development Project update – flat pitch roof issue;
2. approves an additional $130,000 for the ECC roof replacement, for a total replacement budget of $330,000, funded through debt with the loan repaid over a twenty-five-year life of asset.
Background The Robe St facility (Emergency Coordination Centre or ECC) was commissioned in the 1980s as a purpose-built facility for Civil Defence Emergency Management. A project to upgrade the facility has been approved, and a detailed project scope and outcomes developed. Design, planning and consenting (phase 1) is nearing completion, funded from capital budget. Construction (phase 2) is planned to occur within the 2019/20 financial year, with completion by March 2020.
Detailed design for the ECC development project subsequently revealed a structural and waterproofing risk for the flat pitch roof due to method of construction, and as a result the roof does not meet current or previous building code standard. Repair or replacement of the flat pitch roof is required. The matter was brought before the Joint Committee for consideration with five options presented: Option A (do nothing) Option B (repair) Option C (replace) Option D (replace with improved design) - RECOMMENDED Option E (abandon and build new)
Option D was approved along with budget of $200,000, subject to detailed design and costing. Funding was through debt and repaid over the life of the asset, with operational budget or reserve accumulation servicing the loan.
Discussion Roof design and engineering options have subsequently been investigated. Two roof options have been considered by the project team to meet structural requirements, being a timber truss and steel warm roof. Both the timber truss and steel warm roof options were discussed in terms of pros and cons from a design and cost point of view.
Option One: (Timber Truss) There will be detail around exterior cladding that will need to be thought about Not as easy to get HVAC ducting around Heavy and a large amount of timber
Option Two: (Warm Roof Steel) Better space for HVAC ducting
75 Taranaki Civil Defence Emergency Management Group Joint Committe - ECC development Project - Roof Costing
Steel will place loading directly over the concrete block wall below Higher stud inside with industrial looking ceiling Slope of roof will be approx. 8deg, so iron can be used instead of membrane Ash may slide better on the iron surface
Estimates have been provided on completed designs, and are approximately $300,000 to $330,000, with costs for both Option 1 and Option 2 being similar. This is $130,000 above initial estimate of $200,000.
The project team recommend option two Warm Roof Steel, given the additional project benefits. The extent of roof replacement is shown in Figure 1: Proposed New Roof - option 2 (warm roof steel).
Figure 1: Proposed New Roof - option 2 (warm roof steel)
Replacement of the flat pitch roof will require a tent (given the extent of replacement), removal of existing ceiling, removal and replacement of lights and HVAC system. Replacement lights and HVAC are planned with the ECC development project, with project timeframes coinciding. This plan would require staff to move out of the building but would condense the build time into one construction phase.
Decision-making considerations
76 Taranaki Civil Defence Emergency Management Group Joint Committe - ECC development Project - Roof Costing
Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act.
Financial considerations—LTP/Annual plan This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.
If approved the total roof replacement budget will increase by $130,000 to a total of $330,000. This will represent additional debt repayments of approximately $17,000 per annum over the 25-year life of the asset. This can be serviced over the next two financial years through the CDEM reserve accumulated from 2018/19 financial year, and thereafter reflected through an increased in the Long-Term budget, from 2021/22.
Policy considerations This memorandum and the associated recommendations are consistent with the policy documents (such as the Group Plan) and positions adopted by this CDEM Group under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Civil Defence Emergency Management Act 2002.
Roof replacement is required for the ECC to meet the Importance Level 4 (IL4) building standard, to be operational immediately after an earthquake or other disastrous event (i.e. volcanic eruption). IL4 buildings include emergency operation facilities, emergency shelters and hospital operating theatres, triage centres and other critical post-disaster infrastructure. IL4 classification places special building code requirements on the building, which are detailed in the building code handbook, specifically “B1.3.4 Due allowance shall be made for: (a) The consequences of failure, (b) The intended use of the building…”. Taken with New Plymouth District Council District Plan 12.2 hazard reasons, it is the “responsibility of the developer to ensure the potential for hazard events is considered”.
Legal considerations This memorandum and the associated recommendations comply with the appropriate statutory requirements imposed upon the CDEM Group listed in Section 17(3) of the Civil Defence Emergency Management Act 2002.
77 Taranaki Civil Defence Emergency Management Group Joint Committe - Volcanic Resilience Fund Application
Agenda Memorandum
Date: 17 September 2019
Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee
Subject: Volcanic Response/Recovery Plan – MCDEM Resilience Fund Application
Approved by: Sven Hanne, CEG Chair
Purpose The purpose of this memorandum is to present and gain endorsement for an application for MCDEM Resilience Funding in relation to the next review of Taranaki CDEM Group’s Mt Taranaki Volcanic Unrest Response Plan 2014.
Executive summary The Mt Taranaki Volcanic Unrest Response Plan 2014 was adopted in 2015 will be due for review in 2019-20. This paper outlines a MCDEM Resilience Funding application, which if successful, could enable a comprehensive, collaborative review that takes in nationwide effects of an eruption including response and recovery.
The funding round closes 1 October 2019. The draft application was considered by the Coordinating Executive Group at its meeting held 15th August 2019 and is endorsed to the Joint Committee for its endorsement prior to submission.
Recommendations That the Taranaki CDEM Group Joint Committee: 1. receives the report Volcanic Response Plan – MCDEM Resilience Fund Application; 2. endorses the application being submitted to the Ministry of Civil Defence and Emergency Management’s Resilience fund.
Background The Mt Taranaki Volcanic Unrest Response Plan 2014 is due for review.
It is predicted that there is a 50% chance of an eruption from the Taranaki strato-volcano within the next 50 years. Scientists also believe that Taranaki is the most likely volcano to cause nation-
78 Taranaki Civil Defence Emergency Management Group Joint Committe - Volcanic Resilience Fund Application
wide impacts during our lifetime. Research has also shown that eruptive periods for the volcano typically continue for years to decades once it starts erupting. New scientific information from the last decade (and planned for the next five years) is creating a wealth of information that needs to be translated into useful decision-making tools for the civil defence sector, businesses, the community and central government.
The TEMO Analyst has been exploring the feasibility of a multi-CDEM group (with MCDEM involvement) response/recovery plan for a Taranaki volcanic eruptive sequence.
Discussion A robust decision-making framework for how civil defence groups and central government will respond in a coordinated fashion is needed as the scale of a Taranaki volcanic eruption sequence is likely to require a nationally coordinated response (especially in relation to lifeline utilities such as natural gas and electricity). The potential for cascading lifeline impacts of an eruption became clear during the recent work undertaken in the Lifelines Vulnerability Study 2018.
The key outcomes of the project are proposed to include: A concise summary of the likely impacts of various types of eruption scenarios on lifelines, (including a description of interdependencies between lifelines and likely restoration scenarios); A decision-making framework for controllers and mayors to assist with initial response plan priorities and coordination requirements that uses the best available volcanic hazard forecasting tools being developed in other scientific streams of research; A strategic plan for recovery from eruptive episodes (and adaption to a new norm) during what may be an ongoing sequence of events; and Identification and planning for community and business resilience in areas likely to be heavily impacted.
The MCDEM Resilience fund
The purpose of the CDEM Resilience Fund is to enhance New Zealand’s disaster risk resilience through the development of local, regional, and national capability and practices. The quantum of the funding available to CDEM Groups is approximately $1 million including GST each year. Application close on 1 October of each year. The actual amount available is subject to confirmation in the budget each year.
There is precedence for multi-group applications to develop response plans. These include Project AF8 and the Hikurangi Response Plan. Both relate to potential large-scale earthquakes.
Eligibility Criteria
While any agency or individual can apply to the Director for project funding, there are several eligibility criteria that will be considered as minimum conditions.
These are: projects meet the purpose of the fund projects are able to demonstrate a contribution to increasing hazard risk resilience projects are aligned with the goals of the National Strategy, National CDEM Plan and where appropriate, CDEM Group Plan projects should provide enhanced opportunity for resilience, and as a general rule:
79 Taranaki Civil Defence Emergency Management Group Joint Committe - Volcanic Resilience Fund Application
o will result in material change, not purely academic research o will be developed and delivered under Creative Commons licence i.e. will not result in intellectual property that is unable to be shared o will not result in developments that are embedded in commercial products or services o may have a project life up to three years on one application (subject to annual funding availability) o leverage funding and in-kind contributions from other sources.
The draft funding application has looked to ensure that all eligibility criteria have been met.
Bringing Organisations Together
Conversations have been held with the following organisations regarding their potential involvement with the project: Auckland CDEM Waikato CDEM Bay of Plenty CDEM Manawatu-Whanganui CDEM Wellington CDEM Department of Conservation MCDEM Central Plateau Volcanic Advisory Group University of Canterbury Massey University University of Auckland Venture Taranaki GNS Science
Conversations have also been undertaken with personnel involved in other multi-CDEM Group projects such as: Project AF8, Hikurangi Response Plan, Project ECLIPSE (Taupo Caldera project), and DEVORA (Determining Volcanic Risk in Auckland) to learn from their success and pitfalls.
At the point of writing this report there has not yet been a conversation with the Iwi Chairs Forum. Efforts to carry this out before the Joint Committee meeting have been unsuccessful to date and will continue.
The timing of this application coincides with deed of agreement negotiations with the eight iwi of Taranaki regarding the status of Ngā Maunga (Taranaki, Pouakai, and Kaitake). This deed of agreement aims to give legal recognition to recognising Taranaki maunga and the others as ancestors. The practical implication of this for Taranaki CDEM Group is that the Crown will need to enable and resource Ngā Iwi o Taranaki to “participate in activities that will encourage cultural connection and revitalisation relating to our maunga”1. It is expected that the deed of agreement will be signed by December 2019 and then legislation enacted to give effect to the agreement in March 20202. As part of that legislation there will be the “establishment of a joint governance entity to be the human face of, and act in the name of, the legal personality for Nga Maunga.3 It is recommended that the
1 http://taranakimaunga.com/ 2 Conversation with Department of Conservation staff July 2019 3 Te Anga Putakerongo (Record of Understanding) https://www.govt.nz/dmsdocument/7265.pdf
80 Taranaki Civil Defence Emergency Management Group Joint Committe - Volcanic Resilience Fund Application
Taranaki CDEM Group develop a relationship with this new entity as soon as possible in order create the environment for productive discussions about the Volcanic Response/Recovery Plan in a timely fashion. Providing in advance a position on the project Steering Group for a representative of the body appointed to speak on behalf of Maunga Taranaki as a personality is recommended.
Budget considerations
The budgetary implications for the Taranaki CDEM Group involve the use of staff time to be actively involved in steering the project and integrating the information developed into other workstreams such as community resilience, business continuity planning, and public education.
It is expected that 0.1FTE of the Group Manager’s time and 0.3FTE of the CDEM Analyst’s time will be devoted to the project during its life cycle, in addition to the funded project manager role for which funding is being sought.
If the funding application is unsuccessful then further consideration will need to be given to how this project will continue with delays likely.
Decision-making considerations Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act.
Hazard specific contingency planning contributes to the Taranaki CDEM Groups responsibility for comprehensive emergency management.
Financial considerations—LTP/Annual plan This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.
Taranaki CDEM Group staff time will be funded out of existing budget.
Resilience application funds will fully fund a project manager position, additional contractors and ancillary project costs.
Policy considerations This memorandum and the associated recommendations are consistent with the policy documents (such as the Group Plan) and positions adopted by this CDEM Group under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Civil Defence Emergency Management Act 2002.
Legal considerations
81 Taranaki Civil Defence Emergency Management Group Joint Committe - Volcanic Resilience Fund Application
This memorandum and the associated recommendations comply with the appropriate statutory requirements imposed upon the CDEM Group listed in Section 17(3) of the Civil Defence Emergency Management Act 2002.
Appendices Appendix A: Draft Resilience Fund Application – Taranaki Unrest Response and Recovery North Island Plan (TURRNIP)
82 Taranaki Civil Defence Emergency Management Group Joint Committe - Volcanic Resilience Fund Application Draft Only v1.3 – as at 31/07/2019
CDEM Resilience Fund project application form
This form provides the minimum of information for the application; a detailed project plan should be developed to inform this application and may be attached.
Project title Taranaki Unrest Response and Recovery North Island Plan (TURRNIP) Date of application 1 October 2019 Details on application Applicant Taranaki CDEM Group CDEM Group/s affected Taranaki, Manawatu/Whanganui, Waikato, rest of the nation if reticulated natural gas supply or air transport system affected. Other local authorities, Groups or Manawatu Whanganui CDEM Groups, Waikato CDEM organisations supporting this proposal Group, Auckland CDEM Group, Wellington Region CDEM Group Project description
Executive summary [200 words maximum description.]
It is predicted that there is a 50% chance of an eruption from the Taranaki strato-volcano within the next 50 years. Scientists also believe that Taranaki is the most likely volcano to cause nation-wide impacts during our lifetime. Research has also shown that eruptive periods for the volcano typically continue for years to decades once it starts erupting.
A robust decision making framework for how civil defence groups and central government will respond in a coordinated fashion is needed as the scale of a Taranaki volcanic eruption sequence is likely to require a nationally coordinated response.
The key outcomes of the project will include: A concise summary of the likely impacts of various types of eruption scenarios on lifelines, (including a description of interdependencies between lifelines and likely restoration scenarios) A decision-making framework for controllers and mayors to assist with initial response plan priorities and coordination requirements that uses the best available volcanic hazard forecasting tools being developed in other scientific streams of research A strategic plan for recovery from eruptive episodes (and adaption to a new norm) during what may be an ongoing sequence of events Identification and planning for community and business resilience in areas likely to be heavily impacted
Challenge/opportunity [200 words maximum description.]
The fall out from a Taranaki eruption sequence will require a new way of responding to a natural hazard event in New Zealand. A year-long, or even decades-long series of eruptions is considered the likely scenario. This may mean regular disruptions of the transport and energy sectors nationally, and regional effects on waterways, drinking water supplies, and farming infrastructure. This is likely to be accompanied by widespread fear and fatigue.
New scientific information from the last decade (and planned for the next five years) is creating a wealth of information that needs to be translated into useful decision-making tools for the civil defence sector, businesses, the community and central government.
We expect the volcano, as a dynamically evolving hazard, to force a rethink of the largely sequential 4Rs model. Planning for how we move between cycles of response and recovery over a long period of time while maintaining business and community confidence in the region is a challenge. Providing an improved level of certainty with event progression forecasting will assist this enormously.
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Alignment with identified goals and objectives identified in the CDEM sector [200 words maximum description.]
The project aligns particularly well with the following objectives from the National Disaster Resilience Strategy:
Objective 1: Identify and understand risk scenarios (including the components of hazard, exposure, vulnerability, and capacity), and use this knowledge to inform decision-making
Objective 10: Ensure it is clear who is responsible for what, nationally, regionally, and locally, in response and recovery; enable and empower community level response, and ensure it is connected into wider coordinated responses, when and where necessary
Objective 13: Enable and empower individuals, households, organisations, and businesses to build their resilience, paying particular attention to those people and groups who may be disproportionately affected by disasters
Objective 17: Embed a strategic, resilience approach to recovery planning that takes account of risks identified, recognises long-term priorities and opportunities to build back better, and ensures the needs of the affected are at the centre of recovery processes
The National CDEM Plan aims to integrate and align agencies’ CDEM planning and related operational activities at the national level.
The Manawatu-Wanganui CDEM Group Plan relevant strategic goals are: Goal 3: Agencies are aligned, prepared and able to provide an effective response to an emergency. Goal 4: Communities and agencies can effectively recover from an emergency
The Waikato CDEM Group Plan relevant strategic goals are: Sections 5/6 Enhance our capability to deliver an effective response. Goal 7 Enhance our capability to recover from emergencies.
The Taranaki CDEM Group Plan vision is “Our Taranaki community shows resilience through periods of disaster, crisis, and change.”
Dissemination of benefits to sector [200 words maximum description.]
Sector benefits will be realised by active CDEM group participation in the project through identifying consequences and vulnerabilities individually and as a group.
Phase 1: Face to face meetings between scientists, lifeline utility managers and decision makers will raise awareness of the likely impacts of various types of volcanic eruption. Discussions will be held about gaps in scientific knowledge and what existing response plans look like for all agencies, lifelines and businesses. Community meetings to raise awareness of the risks associated with volcanic eruption and to promote community response planning.
Phase 2: will involve the development of a central North Island response and recovery plan for a Taranaki Volcanic eruption event. Parties involved will include university/crown institute researchers, Taranaki, Manawatu-Whanganui, Waikato, Auckland and Wellington CDEM Groups, emergency services and MCDEM staff.
Outputs of the project to be publicly available include: a summary of best scientific information available and outline of future work planned, a concept of operations for the initial stages of a response for all responding agencies, a response plan and strategic recovery plan for all responding agencies and lifeline utilities, and a plan for community and business resilience building specific to volcanic hazards.
Project design Project sponsor Craig Campbell-Smart Project Manager To be appointed
Other project members Proposed Steering Group Members:
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a) Taranaki CDEM Group b) Manawatu-Whanganui CDEM Group c) Waikato CDEM Group d) Auckland CDEM Group e) Wellington CDEM Group f) MCDEM g) MBIE h) Department of Conservation i) Risk project team leader plus one alternate j) Taranaki Iwi Chairs Forum
Risk Project Team Members: a) University of Canterbury b) Massey University c) Auckland University d) GNS Science e) Project Manager f) MCDEM Planning team g) SG Chair h) TEMO Analyst
Response Project Team Members: a) Project Manager (team leader) b) Taranaki CDEM Group c) Manawatu-Whanganui CDEM Group d) Waikato CDEM Group e) Auckland CDEM Group f) Wellington CDEM Group g) MCDEM Planning team h) MCDEM REMA i) Risk Project team leader j) Taranaki Emergency Services k) Taranaki Lifelines Advisory Group l) Taranaki Primary Industries Sector Group m) Venture Taranaki (economic development agency)
Other notable organisations/position holders to be involved in project work include: Taranaki Regional Council hazards specialist Waikato Regional Council hazards specialist Horizons Regional Council hazards specialist NZ Lifelines Council
External providers/contractors Universities, GNS Science, and other possible organisations include Joint Centre for Disaster Research, Resilient Organisations, EQC Deliverables Milestones Date for completion Cost
Phase One: Quantifying and communicating volcanic risk, and exploring response gaps:
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Contracting of project manager 1 August 2020 (part-time fixed term)
Formation of working group, terms of reference and project 30 July 2020 management framework
Turn University of Canterbury’s impact research into an easily 30 October 2020 $10,000 understood document for lifelines organisations and CDEM Group decision makers
Prepare a range of likely eruption sequence scenarios for use during 30 October 2020 $20,000 planning and community outreach – modelling based on work done to date in RNC2 and Endeavour fund projects
Assess CDEM groups and national organisations ability to respond to a 30 March 2021 Taranaki eruption sequence according to their current plans and resources
Draft scoping report (likely hazard scenarios and capacity to respond) 30 April 2021 writeup and review
Report workshop and community socialisation of project 30 June 2021
$100,000 Project Management
Project admin, venue hire, $30,000 consumables, printing etc
Travel, accommodation, and $60,000 associated costs
Total $220,000
Phase Two: Response and recovery plan development:
Continue scenario and impact modelling
Clarify future work programme and 31 July 2021 governance arrangements for TERRNIP
Discuss and confirm roles and 30 October 2021 expectations between MCDEM, CDEM Groups and emergency services in responding to, and recovering from, a volcanic eruptive phase.
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Draft Taranaki Volcanic Eruptive 30 November 2021 phase response/recovery plan, write up and review $10,000 Draft economic recovery plan, write 30 November 2021 up and review
Establish MOUs for mutual offers of 30 December 2021 support
Produce common public messaging 30 December 2021 for required actions during various phases of eruptive events
Draft plan workshops and publicity 30 March 2021
Feedback and public engagement 30 April 2021 phase
Design and conduct a multi-region $50,000 exercise based on the draft plan 30 May 2021
Review and finalised plans in light of 30 June 2021 exercise results.
$100,000 Project Management (? hours per
week)
$30,000 Project admin, venue hire, consumables, printing etc $60,000 Travel, accommodation, and associated costs Total $250,000
Identified risks Risks Suggested management
1. Commitment to project from partners 1. Employ good quality engagement methods with regular communication that emphasises the benefit 2. Volcano erupts before the work is to all contributing partners complete 2. Ensure that all work done is able to be operationalised as well as possible straight away. 3. Project manager unable to be Recognise that all work will improve response and recruited/ becomes unsuitable recovery anyway. 3. Work to identify a suitable project manager will take 4. Individual groups do not have the place before the application is submitted to ensure capacity to contribute fully that the proposed budget is fit for purpose. Good performance management techniques will be employed to ensure project manager gets regular feedback and stays on track. 4. This will be a challenge due to limited budgets however the project itself is likely to highlight the need for more resources in order to improve resilience.
Funding request and use CDEM resilience fund contribution $250,000
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Local authority/organisation contribution In-kind staff time for project leadership, and staff time (all participating CDEM groups) for assistance in developing and reviewing plans and exercises staff time as a contribution – group managers, planners etc Other sources of funding or support The hazards science and scenario development work will be funded through the MBIE RNC2 funding stream. If the MBIE Endeavour Funding application is successful this will also contribute towards the economic recovery stream of work as well as scenario development.
Budget [Please supply spreadsheet] Applies if application exceeds $100,000 over Do you wish to attend a Yes No the life of the project hearing in support of this application? ☒ ☐ Application confirmation Approval of Chief Executive CDEM Group comment Comment
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Agenda Memorandum
Date: 17 September 2019
Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee
Subject: Monitoring & Evaluation Process for Taranaki CDEM Group
Approved by: Sven Hanne, CEG Chair
Purpose The purpose of this memorandum is to inform the Taranaki CDEM Group Joint Committee on an Evaluation and Monitoring process requested by the CDEM Regional Manager and Coordinating Executive Group Chair.
Executive summary The Taranaki CDEM Regional Manager and CEG Chair have agreed to engage a consultant to complete an Evaluation and Monitoring (M&E) process for the CDEM Group, to build on previous M&E reports.
The report will help the Taranaki CDEM Group understand performance against national standards, including those introduced through the Emergency Management System Reforms, and enable comparison with similar CDEM Groups and recent movements in the sector.
CDEM delivery is the responsibility of CDEM Groups, either collectively through the Group Office (funded on an apportionment basis), or locally via District Councils. The intent of the project is to clearly articulate the Taranaki CDEM Group current level of service, strengths and priority areas to decision-makers, and enable robust discussions as to level of service and resourcing leading to long-term budget process for 2021-2031.
The process was considered by the Coordinating Executive Group at its meeting held 15th August 2019, and is endorsed to the Joint Committee for noting.
Recommendations That the Taranaki CDEM Group Joint Committee: 1. note the memorandum Monitoring & Evaluation Process for Taranaki CDEM Group.
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Background The CDEM Monitoring and Evaluation programme was introduced by the Ministry of Civil Defence & Emergency Management (MCDEM) in October 2009.
The Taranaki CDEM Group have participated in two M&E processes in 2010 and 2015.
Discussion The enhanced Taranaki CDEM delivery model commenced development in 2017 and was adopted through changes to the Taranaki CDEM Group Plan 2018-2023. To achieve the full model a 5-year work programme has been defined, requiring changes primarily at the CDEM Group Office (Taranaki Emergency Management Office, TEMO), and District Councils. The priority of projects is determined by risk, with core readiness and operational gaps addressed first.
On 30 August 2018, the Civil Defence Minister Kris Faafoi released the Government’s response to a Technical Advisory Group’s report into how New Zealand responds to natural disasters and emergencies. The Government’s response addresses the Technical Advisory Group’s findings and 42 recommendations, and sets out a multi-year work programme that will deliver extensive change to New Zealand’s emergency response system known as the Emergency Management System Reform (Reforms).
TEMO continues to engage in the EMSR, inputting regional considerations into this national programme of work. As previously reported, despite the Taranaki CDEM Group being well positioned to give effect to the Emergency Management System Reforms (Reforms) within the existing Group Plan programme, the Reforms have placed additional requirements with increased national expectations.
In order to meet new and emerging requirements, the Taranaki CDEM Group will need to consider service levels and associated costs. As CDEM delivery is the responsibility of CDEM Groups, these costs will be borne either collectively through the Group Office (funded on an apportionment basis), or locally via District Council CDEM budgets.
To understand current capacity and capability with the Taranaki CDEM Group, an Evaluation and Monitoring (M&E) project will be undertaken, with this service contracted to an external consultant.
The project aim is to complete a full Civil Defence Emergency Management (CDEM) Monitoring and Evaluation process for the Taranaki CDEM Group, covering all Objectives and Key Performance Indicators (KPIs) for the National Strategy, understand our responsibilities under various best practice Ministry Guidance (Directors Guidelines), increased expectations from the Reforms, and relative performance for the Taranaki CDEM Group to peer CDEM Groups. This will provide comparability to previous M&E assessments (2010 & 2015), take into account Reform changes and understand comparative movements in CDEM across similar CDEM Groups.
The intended audience of the M&E report is the Taranaki CDEM Group Joint Committee and Coordinating Executive Group (CEG) and its officers in the Taranaki region, with its intent is to clearly articulate the Taranaki CDEM Group current level of service, strengths
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and priority areas to decision-makers, and enable robust discussions as to level of service and resourcing leading to long-term budget process for 2021-2031.
Decision-making considerations Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act.
Financial considerations—LTP/Annual plan This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.
Consultant costs are funded out of existing TEMO operational budget.
Policy considerations This memorandum and the associated recommendations are consistent with the policy documents (such as the Group Plan) and positions adopted by this CDEM Group under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Civil Defence Emergency Management Act 2002. Legal considerations This memorandum and the associated recommendations comply with the appropriate statutory requirements imposed upon the CDEM Group listed in Section 17(3) of the Civil Defence Emergency Management Act 2002.
Appendices/Attachments Appendix A: Proposal for conduct of Civil Defence Emergency Management Monitoring and Evaluation process
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Appendix A: Proposal for conduct of Civil Defence Emergency Management Monitoring and Evaluation process
Taranaki Civil Defence Emergency Management Group
Prepared by:
Malinda Meads
Prepared for:
Craig Campbell-Smart CDEM Regional Manager Taranaki Emergency Management Office
22 July 2019
Proposal CDEM Monitoring and Evaluation – Taranaki CDEM Group
1
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Project aim To complete a full Civil Defence Emergency Management (CDEM) Monitoring and Evaluation process for the Taranaki CDEM Group covering all Objectives and Key Performance Indicators (KPIs) for the Goals and Enablers as part of the National CDEM Strategy1 as follows: Goal One - Increasing community awareness, understanding, preparedness and participation in CDEM. Goal Two - Reducing the risks from hazards. Goal Three - Enhancing capability to manage emergencies. Goal Four - Enhancing capability to recover from emergencies. Enabler One - Governance and management arrangements. Enabler Two - Organisational resilience.
Background The CDEM Monitoring and Evaluation programme was introduced by the Ministry of Civil Defence & Emergency Management (MCDEM) in October 2009. Monitoring and evaluation provides a method for learning from experience, analysing capability, planning and allocating resources, and demonstrating results as part of accountability to stakeholders. Monitoring and evaluation are standard parts of any good policy or risk management process. It provides a ‘feedback loop’ within these processes, allowing comparisons between actual and desired states. This enables ongoing analysis, and refinement of decisions and implementations processes, to improve outcomes2. Though often referred to together, monitoring and evaluation involve distinctly different aims and processes: Monitoring is a continual process that aims to provide management and stakeholders of an ongoing intervention with early indications of compliance with responsibilities, and progress, or lack thereof, in the achievement of results. Evaluation is about measuring effectiveness. It compares what is happening against what was intended (goals, objectives and targets) and interpreting the reasons for any differences3. It is important for agencies to continually monitor and measure progress in order to know when they have successfully reached their goals and objectives and to ensure they have the capacity and capability necessary to be able to perform their CDEM roles and responsibilities4.
1 National Civil Defence Emergency Management Strategy 2007 2 Ministry of Civil Defence & Emergency Management (MCDEM) website https://www.civildefence.govt.nz/cdem-sector/monitoring-and-evaluation/ 3 MCDEM website 4 MCDEM website
Proposal CDEM Monitoring and Evaluation – Taranaki CDEM Group
2
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CDEM Monitoring and Evaluation for the Taranaki CDEM Group was previously conducted in 2015. The CDEM Monitoring and Evaluation programme centres on the ‘CDEM Capability Assessment Tool’, a set of nationally-consistent performance indicators and measures (‘capability criteria’) organised in an assessment tool format. MCDEM conducts CDEM Monitoring and Evaluation of CDEM Groups and local authorities in line with this programme. Due to the Emergency Management System Reform, MCDEM have advised that the current CDEM Monitoring and Evaluation programme has been deferred. The conduct of out-of-programme CDEM Monitoring and Evaluation is being conducted by a number of CDEM Groups in order to measure their performance outside of the CDEM Monitoring and Evaluation programme cycle. Taranaki CDEM Group has requested that an out-of-programme CDEM Monitoring and Evaluation process be conducted. This is to provide an evidence-based snapshot of current progress benchmarked against previous CDEM Monitoring and Evaluation conducted for the Taranaki CDEM Group; and also provide comparison to CDEM best practice through assessment of relevant national guidance. The conduct of this out-of-programme CDEM Monitoring and Evaluation will be timely to provide evidence-based reporting to inform long-term planning processes with reference to Taranaki CDEM Group capability.
Proposal CDEM Monitoring and Evaluation – Taranaki CDEM Group
3
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Deliverables
The deliverables required from this project are: 1. Complete a documentation review. 2. Conduct CDEM Monitoring and Evaluation interviews with key staff with defined CDEM roles and responsibilities within the Taranaki CDEM Group at local authority and Group level. 3. Complete the CDEM Capability Assessment Tool: measure against nationally consistent KPIs and measures (capability criteria) organised in the assessment tool format. 4. Conduct a workshop with Taranaki Emergency Management Office staff. 5. Complete a CDEM Capability Assessment Report for Taranaki CDEM Group including scoring from CDEM Capability Assessment Tool and comment on each CDEM Goal and Enabler as part of the National CDEM Strategy. 6. Report to the Taranaki CDEM Group Coordinating Executive Group (CEG) and Joint Committee on completion of the CDEM Capability Assessment Report for Taranaki CDEM Group. In order to achieve these deliverables it is proposed that the Taranaki CDEM Group provide the Contractor with: The relevant CDEM documentation and plans as requested by the Contractor. A point of contact for the organisation of the CDEM Monitoring and Evaluation interviews on agreed dates between the Taranaki CDEM Group and Contractor. Availability of personnel in the Taranaki CDEM Group post the conduct of the CDEM Monitoring and Evaluation interviews if points of clarification are required. Also to achieve the deliverables, it is proposed that a Subject-Matter-Experts (MCDEM Regional Emergency Management Advisor), be included in the CDEM Monitoring and Evaluation process. The scope of the contract does not extend to the following: The detail of the level of funding associated with the Taranaki CDEM service delivery arrangements. Review of any structural changes for the Taranaki CDEM Group, Taranaki Emergency Management Office or human resource implications.
Proposal CDEM Monitoring and Evaluation – Taranaki CDEM Group
4
95
Taranaki Civil Defence Emergency Management Group Joint Committe - Monitoring and Evaluation Notice of Process Timeframe A complete CDEM Monitoring and Evaluation process, achieving all deliverables, can be conducted over approx. a one-month period. Detailed tasks and time frames for each deliverable are provided in the table below. These tasks and time frames are based on the completion of a full CDEM Monitoring and Evaluation process for the Taranaki CDEM Group.
Deliverable Tasks Timeframes Key milestone dates (Approx. hours) 1. Complete a documentation Review and assessment of relevant CDEM national guidance documents to identify 16 hours 15 November 2019 review. CDEM best practice.5 Review of Taranaki CDEM Group documentation and plans (Group and local authority level).6
2. Conduct CDEM Monitoring and Identify suitable three-day interview period for conduct of interviews agreeable to 32 hours 30 November 2019 Evaluation interviews with key Taranaki CDEM Group/ Contractor/ Subject-Matter-Experts (MCDEM REMA). staff with defined CDEM roles Identify and confirm key personnel within Taranaki CDEM Group with CDEM roles and responsibilities within the and responsibilities (Group and local authority level). Taranaki CDEM Group at local authority and Group level. Conduct of CDEM Monitoring and Evaluation interviews with identified key staff within Taranaki CDEM Group with Contractor and Subject-Matter-Experts (MCDEM REMA).
3. Complete the CDEM Capability Score all CDEM Goals and Enablers (Objectives and KPIs) as a result of information 8 hours 30 November 2019 Assessment Tool: measure obtained through the Monitoring and Evaluation interviews and CDEM against nationally consistent documentation. KPIs and measures (capability Consult Subject-Matter-Experts (MCDEM REMA) on CDEM Capability Assessment criteria) organised in the Tool scoring. assessment tool format.
4. Conduct a workshop with Identify suitable one-day interview period for conduct of workshop agreeable to 8 hours 30 November 2019 Taranaki Emergency Taranaki Emergency Management Office/ Contractor/ Subject-Matter-Experts Management Office staff. (MCDEM REMA). Workshop preparation. Facilitate conduct of workshop with with Taranaki Emergency Management Office staff with a focus on scoring of the CDEM Capability Assessment Tool.
5 Including Director’s Guidelines, Best Practice Guides, Technical Standards and Information Series documentation; and documents related to the Emergency Management System Reform 6 Including Taranaki CDEM Group Capability Assessment Report 2015, Consultant review of Taranaki CDEM Group 2016 and Taranaki CDEM Group Plan 2018-2023
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Taranaki Civil Defence Emergency Management Group Joint Committe - Monitoring and Evaluation Notice of Process Deliverable Tasks Timeframes Key milestone dates (Approx. hours) 5. Complete a CDEM Capability Develop draft CDEM Capability Assessment Report for Taranaki CDEM Group. 40 hours 30 November 2019 Assessment Report for the Identify current state of CDEM capability in line with CDEM Goals and Enablers. Taranaki CDEM Group including scoring from CDEM Identify areas of strength and improvement in CDEM capability. Capability Assessment Tool and Provide recommendations in CDEM Capability Assessment Report based on current comment on each CDEM Goal CDEM capability and CDEM best practice considerations. and Enabler as part of the Consult Subject-Matter-Expert (MCDEM REMA) on draft CDEM Capability National CDEM Strategy. Assessment Report.
6. Report to the Taranaki CDEM Draft presentation on Capability Assessment Report for Taranaki CDEM Group 14 hours December 2019/ January 2020 Group Coordinating Executive covering: Group (CEG) and Joint o CDEM Group current CDEM capability. Committee on completion of the o Current level of service provided by the Taranaki Emergency Management Office. CDEM Capability Assessment Report for the Taranaki CDEM o CDEM capability areas of strength and improvement. Group. Presentation to CEG on Capability Assessment Report for Taranaki CDEM Group. Presentation to Joint Committee on Capability Assessment Report for Taranaki CDEM Group.
Total hours (approx.) 118 hours
Proposal CDEM Monitoring and Evaluation – Taranaki CDEM Group
97 2 Taranaki Civil Defence Emergency Management Group Joint Committe - Monitoring and Evaluation Notice of Process
Project Management The project will be managed by the Contractor with guidance and input from the MCDEM Regional Emergency Management Advisor; and direction from the CDEM Regional Manager (Craig Campbell-Smart). For a complete CDEM Monitoring and Evaluation process to occur with detailed background information and knowledge of Taranaki CDEM capability, it is proposed that a Subject-Matter-Expert (MCDEM Regional Emergency Management Advisor) jointly facilitate the conduct of the Monitoring and Evaluation interviews; and also review the draft CDEM Capability Assessment Report. Any important issues that arise with respect to scope, expected outcomes or timing will be discussed directly with Craig Campbell-Smart.
Cost Estimate The Contractor is to complete deliverables with an hourly rate of $_____ (excluding GST). The Contractor is GST registered. It is estimated that all deliverables can be completed through the conduct of approx. 118 hours of work with a total cost of $______(GST excl.). Other costs associated with this project are: Accommodation as appropriate for the conduct of CDEM Monitoring and Evaluation interviews and the workshop. Return flights to/from New Plymouth and transport within the Taranaki region (for conduct of CDEM Monitoring and Evaluation interviews and workshop; and presentation of report to committees). Other associated travel costs including airport carparking (if required). The contractor will present a monthly invoice for payment representative of actual work on deliverables and associated tasks completed to that date and associated costs. GST is not included in this proposal.
Proposal CDEM Monitoring and Evaluation – Taranaki CDEM Group
3
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Agenda Memorandum
Date: 17 September 2019
Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group Joint Committee
Subject: CDEM Group Submissions
Approved by: Sven Hanne, CEG Chair
Purpose The purpose of this memorandum is to present members of the Taranaki CDEM Group Joint Committee with the submissions made by the Taranaki Emergency Management Office to various Government submission processes through quarter four, following existing protocols to represent the Taranaki CDEM Group.
Executive summary Work progresses by the Ministry of Civil Defence and Emergency Management (MCDEM) on Emergency Management Systems Reform, with the release of two documents for feedback related to the review of the Coordinated Incident Management System (CIMS) version 3, and one for Recovery Preparedness and Management.
The CDEM Regional Manager, in consultation with the CEG Chair, has considered the respective reports, and made submissions on behalf of the Taranaki CDEM Group, fulfilling Group Office responsibilities for advocacy.
Due to the timing of feedback, submissions have been sent to the Ministry and are now provided to the Joint Committee for noting.
Recommendations That the Taranaki CDEM Group Joint Committee: 1. receives the report CDEM Group Submissions; 2. notes the content of the report and attached submissions for: a. CIMS Welfare Review 2019; b. CIMS 3rd Edition; c. Recovery Preparedness and Management Director’s Guideline.
Background Following the Ministerial Review - ‘Better Responses to Natural Disasters and other Emergencies in New Zealand’, and the Emergency Management System Reforms, work has
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been progressed by the Ministry of Civil Defence and Emergency Management and the Department of Prime Minister and Cabinet to implement the review findings.
The Ministry continues to define and imbed recovery practice through release of its latest Directors Guideline.
Discussion CIMS Review (including Welfare function) The National Security Workforce Team (NSW) is working with the sector to increase the professionalisation and capability of our workforce to manage responses more effectively. This work is situated within the Emergency Management System Reform work.
Improving the consistency of CIMS application across local, regional and central government is a foundational piece of work that supports this goal. Consistent CIMS practice across the sector is important as CIMS is the system that we work within and apply during responses and is the key enabler of multi-agency interoperability. There are many aspects to this work including revising the CIMS unit standards and developing common assessments to support the standards; building career pathways; developing entry criteria for responses; and producing nationally consistent role cards and role descriptions for the various response roles.
CDEM Groups have requested to input into two reviews processes. The first being a fundamental rethink of the Welfare function, the second being a release of CIMS version three incorporating the earlier welfare review.
Submissions for CIMS v3 were due 09 May and 05 July 2019. Taranaki CDEM Group submissions are contained in appendix A and B respectively.
Recovery Preparedness and Management Director’s Guideline Guidelines and technical standards issued under the CDEM Act 2002. The purpose of these guidelines is to assist organisations with responsibilities under the Act to properly exercise those responsibilities.
The purpose of the Directors Guideline (DGL) is to provide contextual information and practical guidance on preparing for and managing recovery. It provides information that Recovery Managers, CDEM Groups and local authorities need to understand about recovery before and after an emergency, as well as others involved in preparing for and managing recovery, such as non-government organisations, the private sector and central government agencies.
The DGL is split into three Parts to help readers navigate the document, especially following an emergency. The final DGL will be available as four documents: the entire document, and then the three parts separately. These parts are: • Part A: About Recovery, which provides the context of recovery in New Zealand, including the criticality of the community, legislative framework and roles and responsibilities. It outlines what Recovery Managers need to know and consider before an emergency. • Part B: Preparing for Recovery, which provides guidance on how CDEM Groups and local authorities need to prepare for recovery. • Part C: Managing Recovery, which provides guidance on how to support a community recovery following an emergency by managing recovery activities.
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Submission for Recovery Preparedness and Management DGL was due 17 June 2019, and is contained in appendix C.
Decision-making considerations Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act.
Under the Taranaki CDEM Constituting Agreement, adopted within the Taranaki CDEM Group Plan 2018-2023, the Taranaki Emergency Management Office (TEMO) performs the role of representing CEG on national bodies and projects.
Financial considerations—LTP/Annual plan This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.
Nil considerations. TEMO staff time is already budgeted for.
Policy considerations This memorandum and the associated recommendations are consistent with the policy documents (such as the Group Plan) and positions adopted by this CDEM Group under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Civil Defence Emergency Management Act 2002.
Legal considerations This memorandum and the associated recommendations comply with the appropriate statutory requirements imposed upon the CDEM Group listed in Section 17(3) of the Civil Defence Emergency Management Act 2002.
Appendices/Attachments Appendix A: Submission on CIMS Welfare Review 2019 Appendix B: Submission on CIMS 3rd Edition Appendix C: Submission on Recovery Preparedness and Management Director’s Guideline
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Appendix A: Submission on CIMS Welfare Review 2019
Feedback Form – CIMS Welfare Review 2019
Agency: CDEM – Taranaki Name: Nadine Ord Email or phone: [email protected] General comments
Preferred Option Reason
☐ 1 Concept of option 2 is preferred option of the three presented. It is outcome focussed and process driven. The Welfare coordination role is key. The concept is scaleable. However, it does require more detail on how this will work, including how to imbed welfare requirements in other functions – specifically Operations, Logistics and PIM. ☒ 2
☐ 3
Comments by section
Paragraph heading Original text Suggested change Reason for change
Page Page number
Page Welfare sub-functions Add section on limitations of option Add section on limitations of option Silo approach. Allows agencies to pass the buck. one Opportunity for impacted people to fall through the cracks. Has unintended consequence of being less likely to follow Controllers instructions.
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Page Page number Is not often delivered during response, is specific to large response only. Page 6 Needs identification Clarify role of intelligence in this initial Clarification required impact assessment process. 7 Needs assessment Include nationally consistent Currently does not specify this essential CDEM Registration and needs assessment process process
7 Needs assessment Ensuring specific needs of children…. To be embedded across all functions Many functions cross the welfare space. Needs of all including logistics, operations and PIM. people must be considered at centre of CIMS. 9 Option 3. The Strategic Welfare Adviser.. This needs to be integrated into training Challenging during response to ensure this occurs prior to response across all functions. without being part of prior training, expectations and protocols.
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Appendix B: Submission on CIMS 3rd Edition
CIMS 3’d Edition Draft v1.5: Feedback submission form If your agency/organisation wish to provide feedback on the CIMS 3’d edition Draft v1.5, please fill in the form below and send it to: [email protected] by 17:00 Friday 05 July 2019. Your feedback will be processed and analysed for consideration by the CIMS Steering Group.
Please ensure you fill in the ‘Reviewer details’ box below to indicate who the feedback is from. Reviewer details Name Agency/Organisation email Taranaki Civil Defence Emergency [email protected] Management Group, comprising of the following Councils: Craig Campbell-Smart - Taranaki Regional Council - New Plymouth District Council - South Taranaki District Council - Stratford District Council
General comments Number Comment
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1 Taranaki CDEM Group do not believe that the CIMS v3 working draft (section 2.6 Command, control and coordination) acknowledges the statutory role of CDEM Groups under the CDEM Act (2002), as the management function for all hazards all emergencies, and its role to provide coordination between functions, response levels and organisations (p. 11).
The role of the Group Controller is explicit in section 28 of the CDEM Act, Functions of Group Controllers, in that they “must, during a state of local emergency… direct and co-ordinate…”
The role of the Group Controller is confused with section 2.7 Unified Control, whereby two or more Controller from different organisations may be integrated into one Control function. Under the CDEM Act the Group Controller has a statutory mandate, under a state of local emergency, to direct and co-ordinate, and provide the coordination management function for the response. The non-declared role of a Group Controller in providing coordination support, also needs to be incorporated.
The statutory mandate needs to be acknowledged in CIMS v3, giving acknowledgement and awareness of the legislation for user agencies of CIMS. 2 Section 3, supporting protocols and systems (p. 17) outlines the broader context of CIMS response levels, and ultimately giving effect to the National Security System for National level response (3.1.5). This is further explained in Appendix D The National Security System.
The implication for lower response levels is however unclear. Clarification is needed that the National Security System is a governance level (not strategic level as indicated in paragraph 2, p. 84), for a National level response only.
Further consideration is required however for when this governance system is activated, and how interactions and any implications may arise for CDEM Groups. 3 Strategic Communications covered in Section 3.3.3 Governance support is acknowledged as a useful role. This section however sits outside of the CIMS command and control structure and there is significant linkage with PIM and the Controllers role to ‘manage up’ and engage with governance. This has potential to cause confusion and needs to be resolved. It is suggested that Strategic Communications linkage with the Controller needs to be clarified.
It is recommended that Strategic Communications is included within the CIMS structure (figure 7, page 30), as an advisor to the Controller.
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4 Section 4, Lead Controller, has significant implications for CDEM Groups given the statutory appointments as Group or Local Controller (section 26 and 27, CDEM Act 2002). CDEM Controllers have non-emergency roles and business as usual responsibilities. The expectation of lead Controller to be “continuously available” is unrealistic, will place considerable pressure on appointees with HR and Safety implications, and associated issues of compensation, lieu and leave. Suggestions as to managing the “continuously available” requirement needs to be provided.
A process to determine Lead Controller must be consistent with the CDEM Act. 5 Taranaki CDEM Group acknowledge the important partnership with the Crown for whanau, hapu and/or iwi, and that these arrangements may be different for each event level and scale of response. This places importance on pre-event arrangements for all responding agencies using CIMS, with significant implications and resourcing expectations. 6 Taranaki CDEM Group like and endorsement the principles outlined on page 6, and re-classification of system features as ‘characteristics’. 7 Taranaki CDEM Group like section 3.2 incident classifications (page 21) and believe these will be useful to designate scale and forecast event trend. 8 Taranaki CDEM Group support section 3.3 Governance, placing the decision-making of emergency events within political and other oversight contexts. 9 Taranaki CDEM Group support the inclusion of the ‘Safety Manager’ role and supports its inclusion in the CIMS Incident Management Team.
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Specific comments
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page Section number heading Original text Suggested change Reason for change 6 2.2 Responsible to Communities actively Clarify intent of statement. CIMS cannot dictate what community needs participate in a response rather communities do. than wait passively for assistance
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page Section number heading Original text Suggested change Reason for change 7 2 Management by Response objectives bullet Add a Recovery specific bullet Elevates the recovery activity and Objectives points point: proactive management for the “Manage the transition to response, IMT and Controller, Recovery” where recovery is required. 10 2 Doctrine 3rd Paragraph “Doctrine Add further information on Detail the process to record, set informs…” continuous quality improvement objectives and monitor and Corrective Action Planning achievement of improvements. process. 10 Engaging As they are Treaty partners Remove “they are” Unnecessary text. iwi/maori 15 2 Incident Whole section Include sub-headings for: Assist document navigation management - Coordination Centres facilities - Incident Control Points 18 3.1.1 Community level Self-response initiatives are Remove “managed”, replace with Official response should not be response recognised, managed and “supported”. managing community coordinated response. And inconsistent with terminology in section 2.2 20 3.1.7 Response level First sentence “In a response Re-write sentence. Sentence is confusing and doesn’t viewpoint that involves…” make sense. 32 4.3.1 Control when Figure 8. Add National level to figure 8. Consistent with 3.1 response multiple response levels. levels apply 33 4.3.2 Lead Controller “Where legislative powers Change “delegation of” to Inconsistent with the CDEM Act associated with the role of the “authorisation of”. (2002) (sec 28 (3)), where the Controller apply, these will be Controller authorises performance vested only in the Lead of function or duty or exercise of Controller, while other power. Controllers will act in support
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page Section number heading Original text Suggested change Reason for change of, or under delegation of, the Lead Controller”. 35 4.4 Safety Second paragraph: Insert: Reflects the management level of “The Safety function provides “The Safety function provides the IMT and expectation that this expert advice and oversight on management, expert advice and function proactively manages issues relating to…” oversight on issues relating to…” safety related responsibilities. 37 4.5.2 Sub-functions Figure 10 and section. Add GIS sub-function. GIS is a specialist function that need investment in BAU and contributes to all phases of Intelligence (collection, analysis and dissemination). 40 4.6.2 Long-term Second bullet point: Change terminology. Resource management plans is a Planning - Resource management specific legislative term under the plans Resource Management Act. The term used in CIMS needs to be deconflicted. 40 4.6.2 Contingency Contingency Planning section Reference that contingency plans Links the BAU contingency plan Planning are often developed during activity to response planning. business as usual (such as hazard contingency plans) 41 4.6.2 Transition [to Transition [to recovery] Remove [to recovery]. Clarity. recovery] Planning Transition planning includes Planning demobilisation (section Appendix F) not just transition to recovery. 42 4.7.3 Deployed Staff Title and first sentence. Change term to “field staff” and Meaning is unclear. Management clarify paragraph. Deconflict – deployed staff is also the term used for CDEM Group
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page Section number heading Original text Suggested change Reason for change staff brought into another region to support the response. 43 4.7.3 Liaison Officer Sentence. Change to: Reflect the full range of liaison Coordination “Liaison Officer Coordination sub-function. support communication between the lead agency, support agency representatives (Liaison Officers) and sector coordinating entities (e.g. Primary Sector). 52 4.10.2 Responsibilities Welfare is responsible for Needs clarification that welfare Response / Recovery not to ensuring the welfare needs mean those arising from the include broad welfare needs that needs of affected people… current emergency or incident. may be existing or occur outside of the geographic boundary of the event. 53 4.10.2 Responsibilities Planning, coordinating and Remove ‘including logistic’. Already covered under other integrating welfare activities CIMS functions. with other CIMS functions and activities, including Logistics for the establishment… 53 4.10.3 Sub functions Change welfare delivery The two proposed sub coordination to “Welfare service functions changes better provides coordination”. for the welfare linking role across CIMS functions, agencies and Add additional sub function for: communities, and will achieve “Welfare Liaison and Support”, to greater responsiveness to liaise with Civil Defence Centres community needs and unity of and other operational field effort. activities to provide oversight and welfare coordination.
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page Section number heading Original text Suggested change Reason for change 54 4.10.3 Needs Needs assessment is the… Add more context and expected Task and responsibility unclear. Assessment process to achieve needs assessment. 56 4.10.3 Welfare Delivery These Remove “household goods and Focus should be on essential Coordination services include:…household services”. Replace with “essential needs not nice to have. Currently goods and services items” encompassing food, water, needs assessment split across medication, sanitary items, household goods and warmth”. essential items, which are not clear. 55 4.10.3 Figure 16 Welfare Placement within document More to Welfare appendix. Consistent with Intelligence and & cycle Planning cycles. 57 &
Figure 17 Examples of function interdependencies with Welfare 57 Figure 17 Inputs to operations: resource Moved to Logistics Correct placement with other requests functions.
Outputs from operations Add liaising/communications with spontaneous volunteers 58 4.11 Recovery (in Last sentence: Remove sentence. Including ‘indirectly affected’ is far Response) “This includes communities and too broad and unclear. individual that may be indirectly affected”.
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page Section number heading Original text Suggested change Reason for change 76 6 Appendix B The Under ‘Planning fundamentals’, Clarify that stakeholders will Clarity needed about how this is Planning Process second paragraph: “The provide this resource from existing implemented. This appears to be planning team must include team as additional to their a significant change from the appropriate representation from emergency role for a period of current structure and increase to key stakeholders.” time to do this work. the planning workload and participating stakeholders. To add another row: Right click in the last row, choose ‘insert’, then ‘insert row below’
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Appendix C: Submission on Recovery Preparedness and Management Director’s Guideline
Request for feedback from MCDEM staff Your feedback on the revised document Recovery Preparedness and Management Director’s Guideline would be greatly appreciated. Please ensure you fill in the ‘Reviewer details’ box below to indicate who the feedback is from. Reviewer details Name (individual or team) Craig Campbell-Smart & Matt Parkinson (Group Recovery Manager) – Taranaki CDEM Group
Your feedback will be processed and analysed, and the draft document will be amended accordingly.
Please email completed forms to [email protected] by 17:00 Monday 17 June.
General comments Number Comment 1 Clarify the relationship between this DGL and the Strategic Planning for Recovery DGL 20/17. What overlaps/duplications are there? Are they consistent? How do they interlink? 2 Does this replace the original Recovery Management DGL 2/05? 3 It would be useful to have a flow diagram explaining the relationships between all the recovery DGL products.
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4 What are the foundations / research evidence for the 4 environments? How does this link to the World Health Organisation definition of health and wellbeing: “a state of complete physical, mental and social wellbeing and not merely the absence of disease or infirmity”.
The National Disaster Resilience Strategy does a better job at contextualising these environments:
These environments also do not acknowledge broader cultural considerations (i.e. Te Whare Tapa Wha or Te Pae Mahutonga).
Where does the principles of the Treaty of Waitangi come in to the 4 environments?
5 Social Environment – needs to include elements of ‘social capital’ and the psychological impacts of ‘loss of belonging’ (trauma). These social relationship aspects are fundamental to social wellbeing, and are not well captured in current definitions (section 7.1). Refer to comment 4 above. 6 3.1 Community involvement in recovery section is a bit utopian in its intent. Looks great, but there are significant resourcing constraints that will severely undermine the level of community engagement able to be committed to by local authorities. Councils are elected members of communities, with responsibilities under the Local Government Act (2002) to consult, and this is the process through which Council led recovery effects will take place within. 7 Too much framework detail in here. Keep the document more focussed for Recovery Managers (Part B and C).
Remove Part A into more strategic framework (i.e. National Plan). 8 There is to much reference to Australian research and examples. Surely there is enough learnings from the Canterbury recovery experience and associated research programmes to give context. 9 The document should start at section 8, Preparing for Recovery, which is the main intent of the DGL. Cuts out the framing content (which is covered in other documents) and focusses on the implementation aspects.
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10 Need to further tease out the interplay between governance for Recovery. There is an important interplay between the CDEM and National Vs Local responsibility, and the processes Local Government is required to operate within via the Local Government Act (2002). It is unclear what Central Government intervention or influence can apply given this already defined legislated delegation of responsibility and process. Perhaps a good starting point is referencing the CIMS v3 Governance content, but applying this more specifically to a local government context.
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Specific comments
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page Section number heading Original text Suggested change Reason for change
1 1. Structure 1. Part A: About Explain the relationship to the Strategic Strategic Planning for CDEM Groups, 1 Recovery, Recovery DGL 20/17. under the DGL, will contextualise the Part which provides A context, particularly the ‘criticality of the community’, as it talks broadly to the the context of hazardscape, community vision and values recovery in New for recovery, and what recovery success Zealand, looks like. including the criticality of the community, legislative framework and roles and responsibilities. It outlines what Recovery Managers need to know and
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page Section number heading Original text Suggested change Reason for change consider before an emergency.
5 1. Engagemen Engagement is a Inset “participate in and influence decision Reflects the broader nature of 2 t process where people making” engagement, as this may not necessity come together to include decision-making components. participate in decision making on an issue that affects them and their community. 7 1. Resilience Resilience means The ability to anticipate and resist the Use the definition of resilience within the 2 communities can effects of a disruptive event, minimise National Disaster Resilience Strategy. anticipate and manage adverse impacts, respond effectively post- risk, and prepare for, event, maintain or recover functionality, respond to, and and adapt in a way that allows for learning recover from and thriving. emergencies in ways that enable them to successfully adapt and thrive in a changed environment. 7 1. About Consultation note. Move section to an appendix, or remove. Good summary, but Recovery Managers 3 CDEM should have familiarity. Also this information sits in respective Group Plans. 16 2. Community Every recovery vision, Every recovery vision, outcome, Clumps ‘health & wellbeing’ together, as 1 in the core outcome, relationship relationship and activity should have the well as ‘safety & security’, as commonly and activity should health and wellbeing, safety and security of understood terms in local government. have the health, safety, the community at the core of its purpose. security and well-being
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page Section number heading Original text Suggested change Reason for change of the community at the core of its purpose. 17 2. Figure 4 Figure 4: The Replace diagram. The diagram does not help explain the 1 foundations that interactions between each of the recovery interact and connect to environments. Work is needed to explain support a community the interdependencies and cascading function and thrive impacts of environment failure.
See the UN Global Assessment Report on Disaster Risk Reduction (GAR) for excellent examples. https://gar.unisdr.org/sites/default/files/gar1 9distilled.pdf 17 2. Māori and Whole section. This content needs its own sub-section or Does not acknowledge the depth of 1 recovery section. knowledge and frameworks that exist within this area of practice. This is potentially a parallel model for recovery practice specifically for engaging in Te Ao Maori, and acknowledging agency of Maori in a recovery sense.
Refer to Ministry of Health re Te Whare Tapa Wha or Te Pae Mahutonga. 31 2. More More information about Add this guidance to your website. I searched for this and it wasn’t there. 2 information the impact of recovery on local authorities and critical success factors in recovery is available
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page Section number heading Original text Suggested change Reason for change in the Learning from Regional Recovery Events A Practical Guide for Territorial Authorities and Local Recovery Managers on the MCDEM website www.civildefence.govt. nz. 23 2. Recovery Whole section Refer to general comments 4 & 5 above. 3 Environmen ts and their application 26 3. Engaging Whole section Add the diagram into the document from This is a practical tool to help define what 1 with International Association for Public options exist along the spectrum. communitie Participation’s Public Participation s Spectrum. 29 4 Legislative Whole section Remove and refer to existing sources. This information already exists in other Provision documents (i.e. Strategic Recovery DGL and CDEM Act) so refer to these. 31 5 Recovery Whole section Remove and refer to existing sources. This information already exists in other Framework documents (i.e. CDEM Act), or should be more fully explained in the National Plan, so add this information there. 28- 5. Recovery Whole section More context is needed on how to Builds consistency of structure and 39 5 sector effectively structure a recovery team. CIMS expectations of service provision for groups is the basis for response and has excellent recovery across Councils. breakdowns of functions and Needs more operational detail.
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page Section number heading Original text Suggested change Reason for change responsibilities, it is consistently applied across agencies and well understood. A recovery equivalent of CIMS is required, or how CIMS could be applied in a recovery context. 40 5. Recovery Consultation question. This is unrealistic. It is difficult to engage Resource requirements to establish and 5 sector Whole section. with statutory partners with legislated maintain recovery sector groups is group responsibilities under the CDEM Act, let unrealistic. formation alone ‘recovery sector groups’ that have no Replicating this at a local and Group level drive to engage during BAU. present too much duplication. Term ‘Recovery Actors’ is recommended Alignment of term to UN. as a term. This aligns with the United Nations terminology used in UN-CMCoord. 40- 5. Recovery Consultation question. As per 5.5 above. As above. 41 5. sector Whole section. Figure 7. This proposed structure replicates many 1 group Figure 7. Suggest CDEM Groups use existing existing Advisory Groups to CEG, and is advisory groups to hold recovery specific ridiculous in terms of proposed recovery conversations, rather than create new readiness proposed. How many meetings groups. do you want people to attend!? Social Environment SG = same people as WCG. Economic Environment SG = no equivalent, although MSD attends WCG. National Environment SG = similar to Primary Sector AG. Built Environment SG = same people and Lifelines AG.
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page Section number heading Original text Suggested change Reason for change Rural Environment SG = same as Primary Sector AG. 44 5. Continuity Structures established A recovery equivalent of CIMS is required, Builds consistency of structure and 5. of in readiness and or how CIMS could be applied in a expectations of service provision for 4 structures response may be recovery context. recovery across Councils. between continued (where Needs more operational detail. response appropriate) in and recovery. recovery Whole section. 46 6 Roles, Whole section. Remove and refer to existing sources. This information already exists in other responsibilit documents (i.e. CDEM Act), or should be ies and more fully explained in the National Plan, functions so add this information there. 65 7 Recovery Whole section. Refer to general comments 4 & 5 above. The recovery environment just do not Environmen explain the interrelated elements that make ts up communities. Much more could be done to explain cascading effects, and interdependencies. See the UN Global Assessment Report on Disaster Risk Reduction (GAR) for excellent examples: https://gar.unisdr.org/sites/default/files/gar1 9distilled.pdf
72 7. Rural Rural infrastructure Change terminology to ‘Primary Industries’. Better reflects the integrated nature of 2 Infrastructur supports the daily lives productive land sector with the name e change. and businesses in rural
communities. It can
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page Section number heading Original text Suggested change Reason for change include water infrastructure, farm buildings, productive land, factory and storage infrastructure, fencing, tracks, housing for seasonal staff, pasture and crops, machinery and horticulture, tourism, and aquaculture structures.
77 7. Business Shocks and stressors, Introduce content on farm animals as a Acknowledges the supply chain 3 and including emergencies, critical component of supply chain given interdependencies with critical breed stock enterprise can have an effect on risks of de-stocking or disruption to breed (i.e. poultry, sheep and lamb, beef and the presence or stock. Dairy, bees, goats). operation of industries or sectors in local communities and regions. Primary industries are particularly vulnerable to hazards such as high winds, flooding, wildfire, biohazards, snow, and drought. All industries and sectors
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page Section number heading Original text Suggested change Reason for change rely on transport, power, water, and communications networks, which may be disrupted by emergencies. 77 7. Business Businesses – Businesses – including particularly small 3 and particularly small businesses – can be vulnerable after an Supply chain disruption can be Enterprise businesses – can be emergency. This in turn can affect the concentrated in specific areas on the vulnerable after an local, regional or national economy. country, or be highly interconnected, and therefore national impacts can be emergency. This in turn experienced. I.e. Microplasma bovis, can affect the local or Aviagen breed stock for Chickens (80% of regional economy. national poultry meat supply in one location). 78 7. Business This will mean: This will mean: 3 and Recovery activities may be concerned with Prioritising Prioritising local business interests Enterprise regional and national level priorities, not local business across recovery activities; just local interests. interests across recovery activities;
78 7. Business Indirect costs that can Add the following indirect costs: Captures other likely indirect costs for 3 and also affect them Skills vacuums Enterprise include: business and enterprise. Potential insurance premium Costs increases associated with Migration of employees
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page Section number heading Original text Suggested change Reason for change the loss of production in manufacturing, agriculture and service sectors Impact on income/trade/s ales/value added Increased costs e.g. freight, input costs Loss of supply chain networks Increase work/demand e.g. construction sector Providing an opportunity to review a struggling business, e.g. is it still viable.
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page Section number heading Original text Suggested change Reason for change Virtual business interruption Associated costs of traffic delays and extra transport operating costs Loss of computer- controlled systems and data Loss of lifeline utilities
79 7. Natural Recovery activities Natural Environment considerations will 4 Environmen themselves can impact need to give effect to environment Reflects existing legislative mechanisms t the natural legislation (i.e. RMA), and may include for managing natural environment impacts. environment, for consideration of emergency works. example, burning wood debris following a large flood releases particulates into the air. These need to be taken into account alongside other priorities when
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page Section number heading Original text Suggested change Reason for change considering recovery options. Rebuilding during a recovery will invariably have an impact on the natural environment. The need to fast-track the regeneration of the built environment should be balanced with allowing time to properly assess environmental impacts. 81 7 Natural To describe To describe consequences in the natural environmen consequences in the environment following an emergency it is NZ context specific description. t natural environment helpful to break the natural environment consequenc following an down into four elements: es emergency it is helpful air, to break the natural environment down into water, four elements: land and soil, and plants and animals. air, Fauna and flora water, land and soil, and
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page Section number heading Original text Suggested change Reason for change plants and animals.
84 7. Other The four recovery Re-write section 5 Environmen environments of social, Give effect to these additional ts built, economic and environments in and of themselves. See natural incorporate all general comments 4 & 5. aspects of a community, ensuring they are considered when identifying consequences of an emergency. Depending on the desires of the community however, additional environments might be adopted to highlight or focus on particular aspects of the community, and ensure consequences in these areas are not overlooked. Examples of these environments include cultural and rural.
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page Section number heading Original text Suggested change Reason for change 87 8. Why do we All emergencies result All Emergencies may result in a need to 1 need to in a need to recover, recover, with the scale and nature of Not all emergencies trigger the need for a prepare for with the scale and recovery varying for each emergency. recovery process. recovery? nature of recovery Irrespective of this, the community will varying for each may need support to adapt to any changes emergency. to their pre-emergency lives. Because of the Irrespective of this, the profound, life-changing and long-lasting community will need consequences emergencies can have for individuals and communities, recovery can support to adapt to any be a long and complex process involving changes to their pre- many individuals, agencies, organisations emergency lives. and groups. Because of the profound, life-changing and long-lasting consequences emergencies can have for individuals and communities, recovery can be a long and complex process involving many individuals, agencies, organisations and groups. 87 8. Why do we Preparing for recovery: Highlight this list as key recovery 1 need to Bullet point list management principles. Excellent summation of requirements for recovery. This is actually the core intent of
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page Section number heading Original text Suggested change Reason for change prepare for the DGL, and focussing on this will help recovery? focus attention for the reader. 87 8. Understandi Knowing and Knowing and understanding what drives 1 ng the understanding what the communities that may be affected by Reflects the broader community values and communitie drives the communities emergencies is essential and a crucial part priorities, and the range of services local Councils provide and plan for. s’ values that may be affected by of preparing for recovery. Engagement and emergencies is with the community prior to emergencies priorities for essential and a crucial can inform decisions and choices over the recovery part of preparing for priority of essential community assets and recovery. Engagement services, such as sports clubs, schools, religious or historic landmarks. It can help with the community communities prepare for the on-going prior to emergencies stressors that people and communities can inform decisions inevitably face during recovery, including and choices over the the stress of adjusting to changes or impacts priority of essential to their normal life, and the resultant community assets such impacts on the normal business of local as sports clubs, authorities. schools, religious or historic landmarks. It can help communities prepare for the on- going stressors that people and communities inevitably face during recovery, including the stress of adjusting to changes or
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page Section number heading Original text Suggested change Reason for change impacts to their normal life, and the resultant impacts on the normal business of local authorities. 89 8. Strategic 2 Planning for No change – acknowledging good Recovery summary section.
Preparing for operational recovery manageme nt
Linking recovery to risk reduction 91 8. Considerati In addition to building In addition to building the recovery 2 ons the recovery foundations during strategic planning for Parts in red give more relevance to foundations during recovery, CDEM Groups and each member members who are primarily responsible. strategic planning for (in particular Local Authorities, Regional Bullet point list is a repeat of items on recovery, CDEM Councils, and CDEM Group Offices) need ‘Preparing for operational recovery Groups and each to plan for how recovery will be managed management’ (p89). These need to be member need to plan and supported at an operational level. This
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page Section number heading Original text Suggested change Reason for change for how recovery will pre-emergency operational recovery flesh out, with examples of what good be managed and planning needs to consider: recovery management planning includes. supported at an Expand on these listed bullet points. operational level. This This sections needs paint the picture of good and great recovery management pre-emergency preparation. operational recovery planning needs to consider: Recovery governance Relationship building and management Coordination arrangements Professional development and training Information management Financial arrangements
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page Section number heading Original text Suggested change Reason for change Monitoring, reporting and review The processes for starting recovery, and moving from response to recovery (refer to Error! Reference source not found. for more information).
91 8. Other key These arrangements These arrangements include: arrangemen include: These arrangements should be specified in 2 Streamlining processes to be used ts advance, such as through a Recovery Streamlining in recovery. For example, it will not concept of operations. processes to be be acceptable to take two months to This is a more useful and proactive used in time recruit staff into a Recovery description of good recovery preparation. recovery. For Office by using a business-as-usual example, it will recruitment process, therefore, not be arrangements need to be in place to acceptable to speed up this process; Processes take two that determines the structure and months to time efficient recruitment of a Recovery
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page Section number heading Original text Suggested change Reason for change recruit staff into Office (Recovery Concept of a Recovery Operations). Office by using a business-as- usual recruitment process, therefore, arrangements need to be in place to speed up this process;
Other key Remove bullet point. 91 8. Emergency 2 arrangemen This is too specific and relates more to the Business ts business continuity and preferred supplier transaction arrangements for Councils. arrangements with contractors such as with the waste management industry, demolition contractors or
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page Section number heading Original text Suggested change Reason for change security firms. This may involve preparing memorandums of understanding or pre- preparing contracts;
92 8. Scenario- Scenario-based Add following paraph at the end: 2 based planning is a tool that Existing hazard contingency plans could for Adds more context to how scenario-based planning can be used to assist example include a specific recovery section, planning can be used for Recovery pre-emergency outlining what forecast recovery impacts operational planning. operational planning. It per hazard may be. This can provide an can be used to better indication of the scale and recovery understand the consequences required to be managed post potential consequences event. from different hazards and risks in the area so that local authorities and CDEM Groups can ensure they are prepared to deal with the consequences. The use of scenarios can help to identify area
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page Section number heading Original text Suggested change Reason for change where additional planning is needed or arrangements and processes need to be established. It can also be beneficial in building recovery awareness and capability. 93 8. Good governance is1: Change the source for good governance: 2 http://www.localcouncils.govt.nz/lgip.ns Decision making for CDEM Group and participatory; f/wpg_url/About-Local-Government- Local Councils (Territorial Authorities and equitable and Local-Government-In-New-Zealand-How- Regional Councils) occurs under the Local Government Act (2002). There is national inclusive; councils-should-make-decisions good governance principles and guidance transparent; that is more appropriate for the New responsive; and Zealand context. effective and efficient.
94 8. Who is Other individuals, Other individuals, agencies or groups may 2 responsible agencies or groups may need to inform the strategic governance Acknowledging good summary section. for need to inform the group. For example: However include Iwi as recovery governance strategic governance Key community leaders; governance. ? group. For example:
1 United Nations Economic and Social Commission for Asia and the Pacific. 2009. What is Good Governance? https://www.unescap.org/sites/default/files/good-governance.pdf
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page Section number heading Original text Suggested change Reason for change Agency representatives, for Key community example the New Zealand leaders; Transport Agency, if there is Agency considerable damage to a state representatives, highway; and for example the Subject matter experts for local New Zealand knowledge, service delivery or Transport advice. Agency, if there is considerable Iwi representatives. damage to a state highway; and Subject matter experts for local knowledge, service delivery or advice.
95 8. Governance A governance group A governance group are able to remove 4 responsibilit are able to remove barriers impeding recovery, push decisions Remove statement as this is inconsistent ies barriers impeding through, provide visible and strong with good governance and mandated local recovery, push leadership and ensure all decisions government decision making processes under LGA 2002. decisions through, contribute to the achievement of recovery provide visible and objectives. strong leadership and ensure all decisions
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page Section number heading Original text Suggested change Reason for change contribute to the achievement of recovery objectives. 95 8. Operational Operational Describe this more please. 4 recovery management focuses This is a repeat of previous bullet points manageme on coordinating the and guidance, but is not expanded upon. More description needed please. nt delivery of recovery activities and the associated decisions and actions. Management implements decisions of the strategic governance group by coordinating, managing and directing activities. And bullet points…
99 8. Coordinatio Figure 9 Remove Recovery Environments from 6 n figure. Don’t consider that the recovery Arrangeme environments add a useful way to structure or organise projects. Project clusters nts deliver this without the added complexity. 102 8. Controllers, Controllers, recovery Controllers, recovery environment sector 7. recovery environment sector group chairs and recovery team/office As per comments above (8.6) suggest 3 environmen group chairs and personnel should develop an removing section/wording stating “recovery recovery team/office environment group” and leave in “group
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page Section number heading Original text Suggested change Reason for change t sector personnel should understanding of recovery management via chairs” this allows for regional flexibility group develop an an induction or targeted training. whereby existing CDEM groups may be chairs and understanding of utilised for specific recovery forums/guidance. recovery recovery management team/office via an induction or targeted training. 111 Pa Bullet point Health Integration: Health Integration: health and well-being rt “Health health considerations considerations and implications are As per previous comments expand on use of term health to incorporate well-being C Integration” and implications are included in recovery decision making. included in recovery also. decision making. 112 9. Leading in Whole section Combine leadership requirements and 1 Recovery challenges WITH recovery training and role Similarities to Section 8.7.1 consider Manageme delivery expectations section in Section 8 reviewing the capability sections to align these to avoid duplication and aid nt (as these are intertwined) readability. 123 10 Recovery Whole section Similarly to information relating the .2 Action Plan guidance for “transition to recovery notices There appears to be limited information and period” it would be beneficial to see and training currently aided towards more information and explanation developing recovery action plans. More specific guidance to recovery managers surrounding requirements and content for could be developed with this DGL to ‘recovery action planning’. support such requirements within the sector as it is considered that there is little national consistency in the content and efficacy of such plans. 124 10 Local Consultation Question Agree with MCDEM’s approach in terms of .3 Transition – response leaving out specific detailed content from Period the factsheets guides (refer /link to these)
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page Section number heading Original text Suggested change Reason for change and keep this section as ‘high level guidance only’. 162 11 Communica Communication 80 Adapted from Public Information .1 ting with the principles Management Director’s Guideline for Civil Other international literature which is well 1 public Defence Emergency Management Groups founded and utilised by groups such as the [DGL14/13] CDC is “Risk communication” – refer to http://psandman.com/ 81 Adapted from ‘Learning from regional “risk = Hazard + Outrage”. Communication to the recovery events’ report (November, 2015), community is straight forward where p. 17. information and efforts are well received, but need to ensure there are approaches that support PIMs and Recovery Managers to apply concepts for communication when outrage is high (expectations of communities not being met). 165 11 Communica Communication tools Include term “social media” as a bullet .1 tion tools should be used to help point Social media is a term that resonates 1 all members of a better within this section (as is broadly community understand used by main stream media and general public). key messages. Examples include: ● Visual tools such as diagrams, maps, plans on a page, picture and photos and videos ● Experiential and interactive tools
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page Section number heading Original text Suggested change Reason for change ● On-site visits to impacts area ● Electronic and paper surveys ● Supporting resources such as brochures ● Translated information ● Using sign language 168 11 Essential Eligibility criteria for Add information (processes) relating to .1 infrastructur essential infrastructure “infrastructure” which may be private in This may be particular to certain regions 2. e recovery repairs is outlined in nature (outside of the control of local but may support discussions such as NZTA requirements, Tranzrail etc. 2 repairs the Guide to the authorities) i.e. gas and oil supply which National CDEM Plan. can be seen as national supply chain The message remains infrastructure. Funding may be required clear that local beyond that of the local TA but loss of authorities should lifeline utility may still have recovery adequately protect effects on local communities and itself through asset and individuals. risk management prior to an event. Expenses for infrastructure repairs can be claimed through the expense claim process. To add another row: Right click in the last row, choose ‘insert’, then ‘insert row below’
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