taranaki civil defence emergency management group agenda … · 2019-06-12 · management group...

Taranaki Civil Defence Emergency Management Group Joint Committee

Tuesday 18 June 2019

10.30am Taranaki Regional Council, Stratford

Agenda for the meeting of the Taranaki Civil Defence Emergency Management Group Joint Committee to be held at the Taranaki Regional Council, 47 Cloten Road, Stratford, on Tuesday 18 June 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 M Nield (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

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

Item 3 16 Quarter Three Performance Report

Item 4 57 Group Controller Appointments - STDC

Item 5 63 Group Welfare Management Appointments

Item 6 66 Group Welfare Plan

Item 7 104 TEMO Annual Business Plan

Item 8 138 Emergency Management System Reform Update

Item 9 148 Controller Requirements and Solution Update

Item 10 ECC Development Project Update - to be circulated

Agenda Memorandum

Date 18 June 2019

Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group

Subject: Confirmation of Minutes – 5 March 2019

Approved by: G K Bedford, Director-Environment Quality

B G Chamberlain, Chief Executive

Document: 2273646

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 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 meeting 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.

Matters arising

Appendices

Document #2216893 – Minutes Taranaki Civil Defence Emergency Management Group

Doc# 2216893-v1

Minutes of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held at the Taranaki Regional Council, 47 Cloten Road, Stratford on Tuesday 5 March 2019 commencing at 10.40am.

Members Councillor M J Cloke (Taranaki Regional Council) (Group Chairperson) (from 11.20am) Mayor R Dunlop (South Taranaki District Council) Mayor N Volzke (Stratford District Council) Councillor R Jordan (New Plymouth District Council)

Attending Mr M J Nield (Taranaki Regional Council) Ms J Mack (Taranaki Regional Council) Mr C Stevenson (New Plymouth District Council) Mr W Crockett (South Taranaki District Council) Mr C Campbell-Smart (Taranaki CDEM Manager) Mr K Evans (Ministry of Civil Defence Emergency

Management) Ms R Hyde (Department of Prime Minister and Cabinet)

Apologies Mayor N Holdom (New Plymouth District Council) Mr S Hanne (CDEM Group CEG Chairperson) Mr M J Nield as acting Principal Administrative Officer called for nominations to elect a Chair for the purpose of this meeting given the absence of Councillor M J Cloke (Chair) at the commencement of the meeting. Mayor R Dunlop nominated Mayor N Volzke, Councillor R Jordan seconded. Mayor N Volzke assumed the role of Chairperson.

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

1. Confirmation of Minutes – 27 November 2018

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

1. 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 27 November 2018 at 10.

2. 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 27 November 2018 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.

Dunlop/Volzke

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

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Taranaki Civil Defence Emergency Management Group Joint Committee Meeting Tuesday 5 March 2019

Matters arising There were no matters arising.

2. Taranaki Civil Defence Emergency Management Co-ordinating Group

Minutes

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

1. 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 14 February 2019 at 10.30 am

2. adopts the recommendations therein.

Dunlop/Jordan

3. CDEM Act Consultation 3.1 Mr C Campbell-Smart, CDEM Manager, spoke to the memorandum regarding the

CDEM Act Consultation and introduced Ms Rachel Hyde, Principal Policy Advisor, Department of Prime Minister and Cabinet who presented a powerpoint regarding the Emergency Management System Reform.

Resolved

That the Taranaki Civil Defence Emergency Management Group Joint Committee:

1. receives the memorandum CDEM Act Consultation and provides feedback through the workshop.

Jordan/Dunlop Cr M J Cloke resumed the Chair 11.20am

4. Quarter Two Performance Report 2018/2019 4.1 Mr C Campbell-Smart, CDEM Manager, spoke to the memorandum presenting the

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

Resolved


1. receives the memorandum Quarter Two Performance Report 2018/2019.

Cloke/Volzke


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5. TEMO Annual Plan Budget 2019-2020 5.1 Mr C Campbell-Smart, CDEM Manager, spoke to the memorandum presenting the

Annual Plan 2019-2020 budget.

Resolved


1. receives the Memorandum, TEMO Revised Annual Plan Budget 2019-20;

2. notes and endorses the budget revisions, as contained in the report and attachments;

3. approves a total budget of $1,194,118 split between the Taranaki Regional Council $406,000, the New Plymouth District Council $477,647, the Stratford District Council $95,529 and the South Taranaki District Council $214,941, for inclusion into respective Annual Plans, and invites feedback by 30 April 2019;

4. approves the establishment of a reserves budget to manage year end variances.

5. notes that approval of the final Annual Plan Budget 2019-20 will take place at the 18 June 2019 Joint Committee meeting.

6. notes that future budgeting cycles need to be brought forward to ensure alignment with the budgeting cycles of the four councils.

Dunlop/Volzke

6. Taranaki CDEM Group Welfare Managers Resignation and Appointment Process

6.1 Mr C Campbell-Smart, Taranaki CDEM Group Manager, spoke to the memorandum

advising the Joint Committee of the departure and associated resignations of the Taranaki CDEM Group Welfare Manager and alternate Group Welfare Manager and the requirements to recruit replacements.

Resolved


1. receives the resignations of Group Welfare Manager, Mrs Kelly Langton, and alternate Group Welfare Manager Mrs Diedre Nagel;

2. delegates the power to appoint to Group Welfare Manager and alternates, to the Taranaki CDEM Group Controller, with CEG chair endorsement.

Cloke/Dunlop

7. ECC Internet Outage Debrief 7.1 Mr C Campbell-Smart, CDEM Manager, spoke to the memorandum presenting the

outcomes from the organisational debrief related to an internet outage experienced at the Emergency Coordination Centre on Thursday 6th December 2018.


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Resolved


1. receives the report Debrief report ECC Internet Outage Debrief report and Corrective Action Plan;

2. notes the corrective actions contained within the report, and that these will be incorporated and prioritised within existing work plans.

Volzke/Jordan

8. Primary Industries Sector Group Terms of Reference and Name Change 8.1 Mr C Campbell-Smart, CDEM Manager, spoke to the memorandum to adopt the

revised terms of reference for the Primary Industries Sector Group.

Resolved


1. receives the Memorandum, Adoption of Primary Industries Advisory Group terms of

reference and name change.

2. adopts the Primary Industries Sector Group Terms of Reference contained within

this report; and

3. approves the minor amendment to the Group Plan reflecting the name change.

Cloke/Dunlop

9. TEMO Submissions to MCDEM 9.1 The memorandum to present CDEM Group Joint Committee the submissions made by

the Group Office (Taranaki Emergency Management Office (TEMO)), to the New Zealand Response Teams and New Zealand Fly-In Teams (NZ-FIT) concept was received and discussed.

Resolved


1. receives the report CDEM Group Submissions to Ministry of Civil Defence and Emergency Management

2. notes and endorses the content of feedback and submissions contained as attachments to the report.

Cloke/Jordan


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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 12.10pm.

Confirmed Chairperson ____________________________________________________________ M J Cloke Date 18 June 2019


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Agenda Memorandum

Date 18 June 2019

Memorandum to Chairperson and Members Taranaki Civil Defence Emergency Management Group

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: 2273668

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 23 May 2019, and to adopt the specific recommendations contained therein.

Recommendations


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 23 May 2019 at 10.30 am.

b) adopts the recommendations therein.

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 Council’s adopted Long-Term Plan 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 and positions adopted by this Council under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991, the Civil Defence Emergency Management Act 2002 and the Local Government Official Information and Meetings Act 1987.

Iwi considerations

This memorandum and the associated recommendations are consistent with the Council’s policy for the development of Māori capacity to contribute to decision-making processes (schedule 10 of the Local Government Act 2002) as outlined in the adopted long-term plan and/or annual plan. Similarly, iwi involvement in adopted work programmes has been recognised in the preparation of this memorandum.

Legal considerations

This memorandum and the associated recommendations comply with the appropriate statutory requirements imposed upon the Council.

Appendices/Attachments

Document #2260978 – Minutes Taranaki CDEM Co-ordinating Executive Group Meeting

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

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Doc# 2260978-v1

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 23 May 2019 commencing at 10.30am. Members Mr S Hanne (Chairperson) (Stratford District Council) C Stevenson (New Plymouth District Council) 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) Ms A Kemp (Taranaki District Health Board) Mr B Scott (Taranaki Seismic & Volcanic Advisory Group) Mr I Wilson (Ministry of Civil Defence Emergency Management) Attending Ms N Phillips (New Plymouth District Council) Mr K Wright (New Plymouth District Council) Mr B Ingram (New Plymouth District Council) Ms J Mack (Committee Secretary)

Apologies Mr R Blume (St John)

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

1. Confirmation of Minutes – 14 February 2019 Resolved THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group

1. 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 Monday 14 February 2019 at 10.30am.

Stevenson/Bedford Matters Arising There were no matters arising.


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Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Meeting Thursday 23 May 2019

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

1. receives the unconfirmed minutes of the meeting of the Taranaki Civil Defence Emergency Management Group Joint Committee held on Tuesday 5 March 2019.

Stevenson/Bedford Correction to minutes – remove Mr Craig Stevenson as Chairperson and replace with Mr S Hanne.

3. Taranaki CDEM Advisory Group Minutes

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

1. receives the unconfirmed minutes of the meeting of the Taranaki HAZMAT Coordination Committee held on 12 February 2019

2. receives the unconfirmed minutes of the meeting of the Risk Reduction Advisory Group (RRAG) held on 20 February 2019

3. receives the unconfirmed minutes of the meeting of the Lifelines Advisory Group (LAG) held on 26 February 2019

4. receives the unconfirmed minutes of the meeting of the Primary Industries Sector Group (PISG) held on 25 March 2019

Crockett/Kemp Matters Arising There were no matters arising.

4. Quarter Three Performance Report 4.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to memorandum presenting the

Quarter Three Performance Report (for financial year 2018/2019) for the Taranaki Civil Defence Emergency Management Group.

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

1. receives the memorandum, Quarter Three Performance Report 2018/19

2. consults with emergency services on statutory member input into CEG to support strategic leadership


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3. endorses the report to the Taranaki CDEM Group Joint Committee.

Utumapu/Stevenson Kemp/Clough Bedford/Parkinson

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

appointment of a Group Welfare Manager, 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. Recommended THAT the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group

1. endorse the confirmation of appointment of Group Welfare Manager, Ms Nadine Ord, and alternate Group Welfare Manager, Mr Ben Ingram, to the Taranaki CDEM Joint Committee.

Utumapu/Crockett

6. Group Welfare Plan 6.1 The memorandum presenting the Group Welfare Plan 2019-2020 was received and

discussed.


1. receives the memorandum Group Welfare Plan

2. notes the contents of the report

3. endorses the Taranaki Group Welfare Plan to the Taranaki CDEM Joint Committee for adoption.

Stevenson/Kemp

Stevenson/Crockett (2&3)

7. Emergency Management System Reforms Update 7.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to memorandum updating the

CEG and Joint Committee on the impact for the Taranaki CDEM Group resulting from the Emergency Management System Reforms.


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1. notes the memorandum Emergency Management System Reforms Update, and endorse the report to the Taranaki CDEM Joint Committee.

Parkinson/Stevenson

8. Adoption of Annual Business Plan 2019-20 8.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to memorandum presenting the

Annual Business Plan 2019-20 for the Taranaki Civil Defence Emergency Management Group.


1. receives the Memorandum, Adoption of the TEMO Annual Business Plan 2019-20

2. notes the contents of the business plan contained within Appendix A of the report

3. endorses the business plan to the Taranaki CDEM Group Joint Committee for adoption.

Utumapu/Crockett

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

Coordinating Executive Group on the decisions made in relation to the Taranaki CDEM Controllers.


1. receives the report Controller Requirements and Solution Update

Bedford/Langford

10. Local Controller Appointments – South Taranaki District Council 10.1 Mr C Campbell-Smart, CDEM Regional Manager, spoke to late agenda item 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 Group.


1. receives the report Local Controller Appointments – South Taranaki District Council


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2. notes and endorses the appointment of Mr Liam Dagg to the role of Local Controller, as per the contents of the report

3. notes and endorses the appointment of Mr Doug Scott to the role of Alternate Local Controller, as per the contents of the report

4. notes the retirement of Mrs Phillippa Wilson from the role of Local Controller.

Crockett/Hanne

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 12.45pm.

Confirmed

Chairperson: ___________________________________________________ S Hanne Date: 17 September 2019


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Agenda Memorandum

Date: 18 June 2019

Memorandum to

Chairperson and Members

Taranaki Civil Defence Emergency Management

Group Joint Committee

Subject: Quarter Three Performance Report 2018/19

Approved by: Sven Hann, CEG Chair

Purpose

The purpose of this memorandum is to present the Quarter Three Performance Report for 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 Third Quarter 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. The Coordinating Executive Group has received the report and endorses it to the Joint Committee. Statutory member input was discussed at CEG and the Group Office will consult with respective members to determine how strategic leadership can be supported at this forum. CEG statutory members are New Zealand Police, Fire Emergency New Zealand, and Taranaki District Health Board.

Recommendations


1. receives the Memorandum, Quarter Three Performance Report 2018/19

2. 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.



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.


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.


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


Appendix A: Performance Report 2018/19 – Quarter Three

Taranaki Civil Defence Emergency Management Group Joint Committe - Quarter Three Performance Report

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PERFORMANCE REPORT

Quarter Three

Quarter Three

- 2018/19

FOR FINANCIAL YEAR 2018/19 TARANAKI CDEM GROUP

TARANAKI EMERGENCY MANAGEMENT OFFICE | 45 Robe Street, New Plymouth


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Contents

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

Morris Review ............................................................................................................................... 7

Corrective Action Plans ................................................................................................................. 7

Performance Reporting Programmes & Targets 2018/19 ............................................................ 9

Significant Projects ........................................................................................................................ 9

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

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

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

Appendix A: Taranaki CDEM Group Vision ................................................................................. 24

Appendix B: Group Plan Objectives ............................................................................................ 25

Appendix C: Corrective Actions Remaining................................................................................. 28

Appendix D Performance Reporting – Programmes ................................................................... 29

Appendix E: Risk Register & Methodology ................................................................................. 32

Appendix F: TEMO Quarter Three Financial Report ................................................................... 37


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Executive Summary This is the third instalment of quarterly performance reporting for the Taranaki Civil Defence Emergency Management Group (the Group), against statutory responsibilities, the Taranaki CDEM Group Plan, strategic priorities, and available resources.

Dashboard reporting indicates continued progress across the suite of objectives. Group Plan objectives completed to date have increased to 19% (9 objectives completed), with 75% of the remaining 37 objectives tracking to plan. Five objectives continue to experience some challenges and these remain unchanged from the previous quarter.

The change programme (Morris Report) remains at 88% complete, but with improvements in Taranaki council reporting. The remaining action is for CEG to determine statutory member input to support its strategic leadership, and this is requested to be considered and determined.

Corrective action plan (CAPs) progress continues, with 38 of 41 (93%) of objectives completed. All remaining objectives have delivery plans in place.

Group Office performance tracking continues to show strong results. A 11% year to date underspend is noted, and currency of plans has improved to 29% (40% year end target), both of which do not meet performance targets. Total number of CIMS staff trained has now reached 296, and 670,012 impressions have been made through social media.

Four significant projects are being delivered for the 2018/19 financial year, and progress is tracking well. The regional Fuel Plan has commenced (National Resilience funded), with a contractor engaged. Funding and budget have been approved for development of the regional GIS solution. (Annual Plan and Resilience funding). The policy work programme is also progressing well, with several plans aimed for completion mid 2019 calendar year.

The ECC Building Development Project has progressed well, with completion of various assessments. This has enabled the project scope and cost estimate to be determined. Of note is that building changes trigger the need to meet modern building accessibility requirements, resulting in increased project costs (small extension and lift install). In order to deliver the project, changes to timing of the capital programme and subsequent budget changes have been made. These changes are being managed within existing capital and operational budgets, with minimal financial impact.

Reporting against Council responsibilities continues.

Risk management continues. Two (2) risks have been removed from the register, as controls have reduced residual risk to insignificant levels, however five (5) additional risks have been added following identification through various projects. One (1) item of extreme risk remains unchanged from quarter two, related to capability of statutory role holders (Controllers and Recovery Managers), however actions are being progressed.

Expenditure is tracking with a favourable result of $99,097 (11% under spend) against year to date budget. Variance within budget lines continue, which are reported in Section 6 and Appendix F. Year-end underspend will accumulate within a Group Office reserve.


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Completed14%

Tracking to plan 27 73%

Concerns -mitigations

5 13%

Future action 5

14%

Completed88%

100%

Tracking to plan 3

33%Concerns

-mitigations 67%

Completed75%

Completed88%

100%

Completed93%

Tracking to plan 33%


67%

Dashboard Q2 Progress Q3 Progress

GROU

P PL

AN

MOR

RIS

REVI

EW

CORR

ECTI

VE A

CTIO

NS

Completed19%

Tracking to plan 26

74%

Concerns -mitigations 5

14%

Future action 4

12%


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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, eight (8) are now completed, (19% completion).

One new objective has been commenced, with four (4) remaining for future delivery.

The majority of objectives (74%) are tracking to plan, and reflect significant and ongoing parts of the work programme.

Summary of Progress – Group Plan Completion For the third quarter 8 objectives out of 43 have been achieved (19%) (improvement of 2 from previous quarter).

Progress Of remaining objectives (37):

26 objectives are tracking to plan (74%) (improvement of 1)

5 objectives are not tracking to plan, but mitigations are in place (14%) (improvement of 1)

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

Tracking to

plan 2674%


5 14%

Future action 4

12%Tracking to plan


Concerns - nomitigations

Future action

Completed19%

Objectives /Remaining

Completed


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Implementation Concerns The following implementation concerns are identified for consideration.

Governance No. Objective Timeframe Action taken Progress Gov 3 Advisory Group work plans and priorities

are established, implemented and contribute towards the 4 Rs

Establish by December 2018

Advisory Groups assigned to TEMO team. Developing 'one-pager' to identify key priorities and work actions per group.

Community Resilience No. Objective Timeframe Action taken Progress CR 3 Refine and continue delivery of our

Community Resilience Strategy to ensure that its objectives of engaged, connected, resource and empowered communities is being achieved.

By 30 June 2019

Resilience Strategy scheduled for review following Group Welfare Plan adoption. Delay with this objective.

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

Establish by 30 June 2018

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

Capability Development No. Objective Timeframe Action taken Progress CD 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.

By 30 June 2020

Table top exercises held at Advisory Groups to build familiarity of plans and arrangements. Participation and observation occurring with partner agency exercises.

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

By June 2023

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


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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.

One (1) objective remains from eight (8) objectives. The remaining objective relates to strategic leadership for CEG. Improvements continue for TA input and reporting, however there is a need for CEG to discuss ongoing statutory member input, and the form this takes. CEG statutory members are New Zealand Police, Fire Emergency New Zealand, and Taranaki District Health Board.

Summary of Progress – Morris Report Completion Morris report recommendations have been implemented since the 2017/18 financial year, continuing within the current first quarter.

Year to date for financial year 2018/19 7 objectives (88%) have been achieved across the 8 recommendations.


Remaining 1 objective is tracking to plan (100%)

Implementation Concerns No implementation concerns are identified for consideration.

Coordinating Executive Group No. Objective Timeframe Action taken Progress 2 CEG redefines its role and responsibilities

towards a more strategic leadership and change management approach.

Ongoing Enhancements to CEG meetings with TA input achieved. Focus for ongoing statutory member input is planned.

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.

Completed88%


Completed

Tracking to plan



Future action


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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

A total of 41 objectives (YTD) have been identified for performing reporting purposes. Three CAPs remain for completion. Appendix C contains the Corrective Actions remaining.

Summary of Progress – Corrective Action Plans

Completion Year to date for financial year 2018/19 34 objectives (88%) have been completed.


11 objectives completed in quarter 3 All objectives have mitigations in place 1 objectives are tracking to plan (60%) 2 objectives are not tracking to plan, but

mitigations are in place (40%)

Implementation Concerns The following implementation concerns are identified for consideration.

Ex-Cyclone Fehi Storm surge from Ex-Cyclone Fehi coincided with king tides causing minor coastal inundation in low-lying areas in North Taranaki on Thursday morning, 1 February 2018.

No. Objective Timeframe Action taken Progress 6.2 TEMO to work within PIM function to

develop and implement Social Media response tools, by 1 June 2018, to include:

1-Jun-18 Delayed due to Gita response. Aide Memoire sheets developed. PIM plan currently being reviewed.

Completed93%


Completed

Tracking to plan 33%


67%

Tracking to plan



Future action


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6.2 6.2.3 Establish Crowd sourcing of information procedures;

1-Jun-18 Being considered as part of current PIM plan review.

Performance Reporting Programmes & Targets 2018/19 Group Office continues to make good progress against objectives. A brief activity summary is contained in Appendix D Performance Reporting – Programmes.

Key performance indicators have been established to monitor progress against key areas of delivery, forming the basis of quarterly performance reporting to the Coordinating Executive Group and CDEM Group Joint Committee.

Strategic Priority

Measure Year 1 Target Result Quarter 2 progress

Governance YTD % of member attendance at Advisory Group meetings

50%

60% attendance YTD

Governance Quarterly reporting against annual budget

Within 10% of budget at year-end

11% under budget YTD Holding trend from Q2

Disaster Risk Reduction

% of contingency plans that are fully current

40% at year end

29% as at Q3 10 plans are fully current from total 31 plans determined (improvement of 1)

Capability Development

YTD No. of CDEM Centre staff trained

100 at year end

296 people trained YTD, over 6 types of training courses 71 people in quarter 3

Community Resilience

YTD No. of people reached through social media posts

100,000 at year end

207,341 people reached through social media during quarter 3.

Response & Recovery

YTD No. of warning advisories received and responded to

Baseline established

1260 advisory warnings reviewed YTD 37 Duty Officer hours performed YTD

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.

Fuel Plan - Resilience funding Contributes to Disaster Risk

Reduction Progress

60%

11%

29%

670,012

37 hrs

296


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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 has commenced, with completion of the following stages: identification of critical fuel customers; survey completion on critical customer fuel need; and identification of regional fuel stations and GIS mapping.

Key Points Contractor engaged. Fuel Study commenced. Identification of critical fuel customers, survey completion on critical customer fuel need, and identification of

regional fuel stations and GIS mapping.

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 for the Study completed. Project structure is now being considered.

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 2) will occur within the 2019/20 financial year, with full completion by October 2019.


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The ECC Development Project has progressed well, with the appointment of NPDC and Opus project managers. Various assessments are completed, including: detailed seismic assessment; importance level 4 post disaster facility assessment; asbestos survey; fire scheme assessment; accessibility and building code compliance; air-conditioning and heating condition assessment. Phase one has successfully determined the project elements to meet standards (scope) and is tracking to budget of $85,000.

An unforeseen issue is that the project triggers building changes to meet modern accessibility standard, and this has added unavoidable costs. Two options to meet standard were investigated (ramp or internal lift), with the selected option being a small extension to the building entrance and inclusion of a floor lift from the lower carpark. This adds an estimated $50,000 to the project but delivers the best project outcomes and is the most cost-effective option.

Phase two construction is estimated at $380,000, which 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, as these were originally spread over three financial years, and delay for other capital projects. With these schedule changes, the ECC Development project (including the additional $50,000 for accessibility) can be funded with existing 10-year capital budget with minimal impact to debt servicing funded through the operational budget.

Now that the quantum (scope and cost estimate) of the ECC Building Development Project is known, the project risk has been reduced to moderate.

Key Points Project manager and project structure in place. Architect appointed. Detailed seismic assessment; importance level 4 post disaster facility assessment; asbestos survey; fire scheme

assessment; accessibility and building code compliance; air-conditioning and heating condition assessment. Project scope determined. Proceeding to detailed design.

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.

Significant progress this quarter has been the commencement of the Strategy Recovery Plan, and formation of a regional project team, and development of the Group Welfare Plan now up for adoption.

Progress Year Plan Name Status 2017/18 Group Plan Completed


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Taranaki CDEM Group Response Management Plan Completed Flood Response Plan Completed TDHB Health Emergency Plan 2013-2016 Delayed Volunteer Management Plan Completed 2018/19 Strategic Recovery Plan Underway Fuel Management Plan Underway Mass Evacuation Plan To establish Tsunami Initial Action Plan Underway Lifeline Utility Coordinator Procedures August 2016 Review Public Information Management Plan 2013 Underway Rural Advisory Group Plan Review Group Welfare Plan Underway Companion Animal Welfare Plan Review 2019/20 Disaster Risk Reduction Strategy To establish Earthquake Response Plan To establish Landslide To establish Community Resilience Strategy Review 2020/21 Mt Taranaki Volcanic Unrest Response Plan Review Infrastructure Failure: water supply To establish Infrastructure Failure: Gas To establish Infrastructure Failure: electricity To establish Emergency Debris Management Plan 2016 Review TDHB Health Emergency Plan 2013-2016 Review Lifeline Utility Coordinator Procedures August 2016 Review Public Information Management Plan 2013 Review Rural Advisory Group Plan Review 2021/22 Plant and Animal Pests Incursion To establish Drought To establish Animal Epidemic To establish Group Plan Review Aerial Reconnaissance Plan 2015 Review

Key Points

Adoption of Flood Plan Commencement of Strategic Recovery Plan Commencement of Tsunami Initial Response Plan Commencement of Fuel Management Plan

Strategic Recovery Project Plan Contributes to Response & Recovery

Progress

This report has been generated as an update of achievement of performance measures against the “Strategic Recovery Project Plan” which was provided to CEG during February 2019. The initial programme for achieving the strategic recovery workplan requirements was commissioned during


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February 2019 with the agreement of CEG. The primary function of the current Project 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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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

Nothing new to report. Readiness

Council staff have completed the installation of an additional radio repeater site at Paparangi Junction, South Taranaki (on the eastern boundary of the Waitotara catchment). The site was a joint development with Horizons RC and was finished in April. The additional site dramatically improves radio coverage across South


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Taranaki and enables a back-up communication path for key flood warning sites (e.g. Rimunui), ultimately improving data supply reliability.

Response and recovery

Nothing new to report. Administering authority

Secretariat services and being provided for CEG and Joint Committee agendas and meetings as required.

Prepared by Gary Bedford Director-Environment Quality 29 Jan 2019


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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

Volunteer update o Total volunteers 184


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o Number who have completed foundation 163 o Number who have completed Intermediate 99 o Number who have completed CIMS4 18 o Numbers who have completed EOC Orientation exercise 41

2x CDC assessments completed with 9 more to complete. Workshop with NPDC property team to identify CDC opportunities within the NP district and NPDC infrastructure portfolio.

CDEM Lead presented at the National Community Board conference held in New Plymouth in April on the evolution of Community Emergency Planning, the implications of the Health and Safety at Work Act 2015, and the way forward.

NPDC has provided a written expression of interest to Te Ara Whakamua o Whaitara (The Way Forward) to work with them to develop a CDEM relationship with Waitara. Te Ara Whakamua o Whaitara is a leadership group as part of a 5 year community-led partnership between programme between Waitara and the Department of Internal Affairs.

Monthly EOC Orientation exercise completed (this will be ongoing monthly) Ongoing project to review NPDC Incident Response Plans and Business Continuity Plans to ensure alignment

to regional Response Management Plan. There are approximately 48 of these plans to review. We are aiming to engage and exercise the plan with a scenario rather than review the documentation only. This will take longer and require more investment, but also provide much greater outcomes.

Preliminary conversations with Taranaki Iwi and Manukorihi Pa and Kairau Marae to develop relationships and partnerships in the CDC space.

CDEM Lead attended National Welfare Forum on behalf of the Taranaki CDEM Group Response Nelson Fires February 2019 – NPDC assisted with response to the Nelson Fires in February 2019. 4 NPDC staff

did week long deployments, assisting in Planning, Logistics, Welfare and Intelligence functions. Exercise Pa Wai was run on the 9th of April with the NPDC 3 Waters team to test NPDC’s incident response

plan in relation to the Huatoki Dam Failure. There were some significant learnings from this exercise. The draft report has been completed, to be finalised and distributed in the coming weeks.

Early planning is underway to complete further exercises with NPDC’s Customer Service team and Transport team. The goal is to complete the Customer Service exercise in June, and the transport exercise by July 2019.

Recovery

Morgan Harrison has been tasked with developing NPDC’s plan for strategic recovery. This will be underway in the coming months.

South Taranaki District Council Reduction

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

With Liam Dagg accepting the position of Environmental Manager, STDC now have an alternate Controller in place. Liam will be working with Doug Scott, in regards to the training and familiarisation to be undertaken.

Doug Scott nominated for appointment as Local Controller. The local EOC development is continuing and the purchasing of technical equipment required is being

progressed now that the agreement is in place for the New Plymouth District Council to set up the laptops and provide help desk coverage when required.

STDC Staff are continuing with professional development, with 52 Staff completing the Foundation training and 19 Staff completing the Intermediate training. New staff will be encouraged to attend as part of the STDC induction and invitations have been sent to current staff to attend Foundation and Intermediate training.


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The support from the regional EMO and TEMO Staff is appreciated. Assessments for Civil Defence Centre have been undertaken and planning as to how these will be identified is continuing.

A desktop exercise for the STDC EOC is being planned before any winter events may occur. As a result of the recent inspection of Hawera Civil Defence Centre options the Red Cross are planning to have

an exercise involving their Taranaki and Whanganui Staff. This will involve the TSB Hub, and will assist with their ability to help if they are required.

Regional meetings have been organised by TEMO for the managers for the Civil Defence Mangers for the EOC’s. They have been well attended and the feedback has been very positive with plans to keep regular meetings happening.

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.

An Alternative Controller is in place, and key roles within the EOC have been tasked to STDC staff. 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.

Stratford District Council Reduction

SDC Director Assets Victoria Araba to report to Lifelines Advisory for presentation with other responses 26 June 2019.

Readiness

SDC has a current Volunteer base of 40, this includes SDC staff and community volunteers. Currently working with Community Safe-trust group with training for their staff to be held on 18th May.

Staff have also completed various exercises including CIMS4, Radio Rogaine, NZ Shakeout and Controllers toolbox workshop. Local controller completing online training prior to residential week in Wellington. 5 staff have completed intermediate training and identifying staff that will fill function manager roles and training. Emergency management officer training also completed in Wellington recently.

Have lost backup controller to STDC with another person to be identified in the near future. The local EOC development has temporarily been placed on hold until Council takes over TET stadium with the

intention that the War memorial hall becomes the EOC with a dedicated area (Function Facility) to be fitted out similar to that of NPDC’s. An assessment of TET to be undertaken with another SDC EOC assessment to be completed with Todd on 17th May.

Have completed preliminary conversations with local iwi in what role they will fill in CDC space with more relationship building to be done.

SDC EMO is working well with the regional EMO and TEMO Staff. More community groups are being identified and community residents’ needs identified. Training is being developed for community groups.

SDC are represented on all of the working groups and committees. SDC Business Continuity Plans are being developed and updated in line with regional response plan.

Reviewing format, alignment and scope of Business Continuity Plans for back-office activities versus lifeline activities.

Response and Recovery


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Preliminary planning underway for Readiness and response desktop exercise in October/November 2019, along with other aligned national exercises.


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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 17 risks (an increase of 3) are now identified on the risk register. All risks have controls in place and future, and all but three have future actions to further reduce risk identified.

Five (5) new risks have been added to the risk register, with these risks identified through existing work programmes to assess CDEM arrangements. These risks relate to:

Capacity for CDEM to manage field operations in emergency and disaster zones High workload for TEMO team H&S of CDEM staff deployed into emergency and disaster zones Limited Iwi engagement Standard of Civil Defence Centres

Two (2) risks have been removed from the register, due to controls and mitigations reducing risk to an insignificant level. Removed risks relate to:

Group Welfare Manager roles Age of ICT assets in the ECC

The key risk changes are:

Controls are now in place for Major Hazard Facility (MHF) process. It is noted that a review has commenced into national regulations.

Risks related to age of ICT technology have substantially been mitigated.

Risk Rating Risk Rating Pre controls Post controls E Extreme 2 1 H High 4 1 M Moderate 11 12 L Low 0 3 I Insignificant 0 0

Total 14 17


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

Pre Controls Post Controls

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

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

Issue Initial Risk

Controls & Residual Risk

Risk Rating

Mitigation Residual Risk Rating

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

E Actions underway but yet to mitigate risk. Controller and Recovery Manager function meetings, induction and initial training. Position holders are also progressing through ITF training pathways. Certification of competency for statutory position holders, through Response and Recovery national programme.

E

Extreme2 12%

High 423%

Moderate 11 65%

Extreme

High

Moderate

Low

Insignificant

Extreme 16%

High 1 6%

Moderate12 70%

Low 3 18%Extreme

High

Moderate

Low

Insignificant


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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 third quarter financial report, detailing revenue and expenditure year to date is attached in Appendix E.

Budget analysis shows that expenditure is tracking with a favourable result of $99,098 (under spend) against year to date budget. This is a variance of 11%.

Management of the budget is to cost centre bottom line (i.e. Total cost of activities), and variance within budget lines continues.

Budget Line Variance $ (overspend)

Explanation

Other Operating incl Rebates & Recoveries

$37,800 Resilience funding from Ministry of Civil Defence and Emergency Management for Lifeline Vulnerability Study and Fuel Plan.

Salaries and wages - Payroll Only

$40,261 Underspend due to late start of 0.5 Analyst and contracted positions. Employee benefits and contributions accounted separately to Personnel. Managed to bottom line. No impact.

Professional & Technical Services

($49,064) Additional consultant fees for Lifeline Vulnerability Study (funded via ‘other revenue’ as above).

Occupancy and utilities

($10,102) Additional costs from change in cleaning contract.

Communications $10,492 Underspend in licensing costs. Budget line off-setting direct charges for fleet and occupancy/utilities (cleaning costs).

Depreciation - operational assets

$16,742 Reduced cost of depreciation with capex underspend. Offset with depreciation expense - no budget impact.

Capital Appropriations

$26,464 Debt financing for capital expenses. Actual cost to be determined at end of year. Capital programme underspend likely to result in carry forward.

A year-end underspend is forecast given budget year to date budget tracking, along with underspend in New Plymouth District Council ICT service charges following a year end wash up.


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Budget underspend will accumulate within a Group Office reserve and remain available for future projects.


40

Appendices Appendix A: Taranaki CDEM Group Vision


41

Appendix B: Group Plan Objectives

Strategic Goal

No. Objective

Gove

rnan

ce

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

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

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

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

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

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

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

Disa

ster

Risk

Red

uctio

n

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

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

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

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

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

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

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

Orga

nisa

tiona

l res

ilien

ce

(read

ines

s)

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

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

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


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

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

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

Com

mun

ity re

silie

nce

(read

ines

s)

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

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

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


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

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

Capa

bilit

y de

velo

pmen

t (re

adin

ess,

resp

onse

and

reco

very

)

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

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

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

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

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


Resp

onse

and

reco

very

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

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

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

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

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

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


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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 Ex-tropical cyclone Fehi

6.2 PIM TEMO to work within PIM function to develop and implement Social Media response tools, by 1 June 2018, to include:

6.2.3 Establish Crowd sourcing of information procedures; Loss of Internet Connectivity at ECC

1.1 Revisit redundancy options

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


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Appendix D Performance Reporting – Programmes In addition to general programmed service delivery, specific projects and programmes were directed to be delivered within the 2018/19 financial year (relating specifically to Taranaki CDEM Strategic Goals). A short commentary is provided on progress for Quarter 2 and intended progress in Quarter 3.

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

Actual 3rd quarter Planned 4th Quarter Contribution to NZ-FIT development Contribution to Response and Recovery

Competency framework development Submission to CIMS 3 welfare function Ongoing national meetings re EM Systems

Reforms

Submission to information system framework for Common Operating Picture

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

Actual 3rd quarter Planned 4th Quarter Submission to National Disaster Resilience

Strategy Submission to National Fuel Plan Adoption of Flood Plan Update to Tsunami Contingency Plan

commenced Continued work to record actual quantum of

NPDC support services consumed

Commence Mass Evacuation Plan Adoption of Group Welfare Plan Advisory Group work priorities to be

established

Disaster Risk Reduction Establish Risk Reduction Advisory Group 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

Actual 3rd quarter Planned 4th Quarter Second generation Lifeline Viewer with

updated data structure and functionality Fuel Plan project commenced 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

Adoption of Fuel Plan


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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

Actual 3rd quarter Planned 4th Quarter Ongoing improvements to Office 365 and D4H

response systems Project Management for ECC Development

Project continues, with completion of various assessments (detailed seismic assessment, importance level 4 post disaster facility, asbestos survey and fire scheme assessment)

Progress design and consents for ECC Development Project

Development of a Controllers guide 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

Actual 3rd quarter Planned 4th Quarter Finalised approach for engagement with Marae Review of Civil Defence Centres completed, and

incorporated into Group Welfare Plan

Confirmation of TEMO ‘Resilience and Group Welfare Manager’ position

Appointment of Group Welfare Manager TA’s implementing Marae engagement

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

Actual 3rd quarter Planned 4th Quarter ACE funding bid submitted with Ministry Ongoing delivery of Training and Capability

Development Plan

Confirmation of MCDEM training fund for Taranaki

Secure additional resource to commence MCDEM funded training and exercising service provision

Registration and Needs assessment training (to IRD and Safer Communities Trust Central)


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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

Actual 3rd quarter Planned 4th Quarter Development of MOU with TRC re staff release SOP review programme commenced

Commencement of Strategic Recovery Planning work programme

MOU with TRC re staff release approved


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Appendix E: Risk Register & Methodology Risks Added

Five (5) new risks have been added to the risk register, with these risks identified through existing work programmes to assess CDEM arrangements.

Issue Controls & Residual Risk Initial

Risk Rating


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

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

M

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

M Re-focus and adjustment of TEMO work programme, prioritising key actions and extending or shifting other timeframes. External resource secured to augment TEMO service delivery.

L

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

M Emerging understanding of exposure through hazard contingency planning.

M

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

H Marae engagement programme established.

H

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

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

M

Risks Removed The following risks have been removed from the register, due to controls and mitigations reducing risk to an insignificant level.

Issue Controls & Residual Risk


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Initial Risk Rating


People and Knowledge Inability to engage 'suitably qualified and experienced' person to the role of Group Welfare Manager.

M TEMO role restructure completed to create 'Resilience and Group Welfare Manager' position.

I

Information Management Age of ICT assets within the Emergency Coordination Centre, and inability to effectively run a response.

H Replacement of ICT technology within the ECC, with ongoing capital budget for renewals. Regular testing to remove bugs and ensure continued operation.

I

Risk Register Issue Controls & Residual Risk Initial

Risk Rating


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

M Moderate budget increases for Salaries to enable market and performance movements.

M

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

M Contract in place for Group Recovery Manager.

L

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

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

M

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

M Re-focus and adjustment of TEMO work programme, prioritising key actions and extending or shifting other timeframes. External resource secured to augment TEMO service delivery.

L

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

M Emerging understanding of exposure through hazard contingency planning.

M

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

H Marae engagement programme established.

H

Environment


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OF 39

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

M Nil. M

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

H Work with Taranaki HZMAT Advisory Group to establish information sharing and consultation protocols. It is noted that a national review has commenced into regulations for MHF facilities.

M

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

H Arrangements defined within the Group Plan (Statutory document), and Response Management Plan. Plan regularly discussed with EOC and TA staff.

M

Financial Nil.

Information management Nil.

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

E Actions underway but yet to mitigate risk. Controller and Recovery Manager function meetings, induction and initial training. Position holders are also progressing through ITF training pathways. Certification of competency for statutory position holders, through Response and Recovery national programme.

E

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

H Delivery occurring as per approved training and exercising plan.

M

Lack of monitoring or forecasting of coastal inundation within Taranaki.

M Risk mitigation is able to be achieved through Met Ocean Solutions coastal hazards monitoring service, but given budget impact this has not been fully investigated.

M

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

M Review on Community Welfare Outreach completed and drafting of Group Welfare Plan.

M


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

M Office 365 operating system and initial GIS system established.

L

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

M Minor enhancements to functions effected. Maintenance contracts in place.

M

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

H Project Management structure in place. ECC development project concept and design completed. Various assessments completed (detailed seismic assessment, importance level 4 post disaster facility, asbestos survey and fire scheme assessment completed).

M

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

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

M

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

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

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

Assessment of likelihood is based on:

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

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


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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 L Low Loss of less than $25k

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

Consequences Likelihood

Unlikely Possible Moderate Likely Almost certain

Catastrophic H H H E E

Major M M H H E

Moderate L M M H H

Minor I L M M M

Low I I L L L


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OF 39

Appendix F: TEMO Quarter Three Financial Report

Profit and Loss Summary Report for March 2019 for TEMO

TEMO

Actual YTD March

Budget YTD March

Variance YTD March

Note

Revenue Other revenue 169 - Other Operating incl Rebates & Recoveries (37,800) 0 37,800

1

Total Other revenue (37,800) 0 37,800 Subsidies and grants 4976 - STDC Recoveries (149,895) (150,950) (1,055) 4977 - SDC Recoveries (66,620) (67,088) (469) 4978 - TRC Recoveries (283,135) (285,128) (1,993) 4979 - NPDC Recoveries (333,093) (335,438) (2,345) Total Subsidies and grants (832,742) (838,604) (5,862) Total Revenue (870,542) (838,604) 31,938 Expenses Personnel costs 220 - Salaries and wages - Payroll Only 350,952 415,436 64,484 2 223 - Other employee benefits - Payroll Only 11,297 0 (11,297) 3 224 - Employee Development & Education 15,371 18,000 2,629 3 225 - Employer contributions - Payroll Only 12,007 0 (12,007) 3 226 - Recruitment costs 53 0 (53) 229 - Other personnel costs 3,496 0 (3,496) Total Personnel costs 393,175 433,436 40,261 General operating expenditure 231 - Insurances 0 6,536 6,536 232 - Legal and professional fees 59,564 10,500 (49,064) 4 233 - Occupancy and utilities 20,924 10,823 (10,102) 5 234 - Property Maintenance 3,760 0 (3,760) 235 - Communications 4,813 18,750 13,937 6 236 - Advertising and Marketing 5,826 13,552 7,727 238 - Travel and accommodation 866 0 (866)


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245 - Other general costs 8,454 1,875 (6,579) Total General operating expenditure 104,208 62,036 (42,171) Direct costs of activities 250 - Contracts 5,627 14,625 8,998 253 - Services 480 0 (480) 254 - Materials 377 0 (377) 255 - Fleet & Plant Consumables & Maintenance 5,731 0 (5,731) Total Direct costs of activities 12,215 14,625 2,410 10 - Depreciation - operational assets 8,957 31,500 22,543 7 Total Expenses 518,554 541,597 23,043 EXTERNAL OPERATING (PROFIT)/LOSS (351,988) (297,007) 54,981 INTERNAL CHARGES 3021 - Allocation Charge from Financial Services 26,250 26,250 0 3023 - Allocation Charge from ICT 154,838 154,838 0 8 3052 - Allocation Charge from Human Resources 33,750 33,750 0 3054 - Allocation Charge from Communications 26,250 26,250 0 310 - Labour allocation expense 1,439 0 (1,439) 320 - On-charges expense 5,394 33,797 28,403 330 - Interest allocation expense 13,926 13,926 0 INTERNAL RECOVERIES APPROPRIATIONS 391 - Depreciation funding/ (unfunded) (8,957) (31,500) (22,543) 7 395 - Capital Appropriations 0 39,695 39,695 9 TOTAL NET RESULT (99,098) 0 99,098 NOTES 1 – Resilience funding from Ministry of Civil Defence and Emergency Management for Lifeline Vulnerability Study and Fuel Plan. 2 – Underspend due to late start of 0.5 Analyst and contracted positions. 3 – Employee benefits and contributions accounted separately to Personnel. Managed to bottom line. No impact. 4 – Additional consultant fees for Lifeline Vulnerability Study (funded via ‘other revenue’ as above). 5 – Additional costs from change in cleaning contract. 6 – Underspend in licensing costs. Budget line off-setting direct charges for fleet and occupancy/utilities (cleaning costs). 7 – Change to method of depreciation. Offset with depreciation expense - no budget impact. 8 – Actuals to be charged for internal charges, with a planned year-end wash up. Underspend forecast.


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9 – Debt financing for capital expenses. Actual cost to be determined at end of year. Capital programme underspend likely to result in carry forward.


56

1

Agenda Memorandum

Date: 18 June 2019

Memorandum to




Subject: Local Controller Appointments – South Taranaki District Council


Purpose

The purpose of this memorandum is to recommend 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.

Executive summary

The Group has previously made appointments to the position Controllers for the Taranaki region. This process followed the established qualifications and capabilities for the role of Controller, including interview of each of the considered applicants, and was made under Section 26 (2) of the Civil Defence Emergency Management Act 2002. This report is to receive and appoint of Mr Liam Dagg, Group Manager of Environmental Services at the South Taranaki District Council, to the position of Local Controller for the Taranaki CDEM Group, to receive and appoint Mr Doug Scott, Regulatory Manager Environmental Services at the South Taranaki District Council, to the position of Alternate Local Controller and to note the retirement of Mrs Phillippa Wilson from the Local Controller role.

Recommendations


1. receives the report Local Controller Appointments – South Taranaki District Council

2. appoints Mr Liam Dagg to the role of Local Controller, as per the contents of the report

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

4. notes the retirement of Mrs Phillippa Wilson from the role of Local Controller

2

Background

The role of the Controller is to direct and coordinate CDEM resources made available to them during emergencies, and perform any other functions delegated by the CDEM Group. A Controller can also use CDEM arrangements outside of declared emergencies, but some powers under the CDEM Act can only be used during a declared state of emergency. The primary roles of the Controller during a response are to:

Assess impacts

Prioritise response measures

Monitor and direct agencies in their roles

Co-ordinate and allocate resources where required. The CDEM Act 2002 states that the Taranaki CDEM Group may appoint one or more Local Controllers: 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.

The Group Plan specifies that the Taranaki CDEM Group may review the appointment of any controller at any time, if there are reasonable grounds to do so. The three Taranaki District Councils, South Taranaki, Stratford and New Plymouth, were requested to identify and nominate Council staff for appoint to the roles of Local Controllers.

Discussion

Nominations South Taranaki District Council (STDC) have nominated the following people to the following positions:

Local Controller: Liam Dagg – Group Manager Environmental Services

Alternate Local Controller: Doug Scott – Regulatory Services Manager Mr Dagg has already been appointed to the role of Controller by the Taranaki CDEM Group Joint Committee under section 27 of the CDEM Act (2002), as alternate Local Controller for the Stratford District. The transfer to South Taranaki District Council and change to Local Controller for South Taranaki District Council is noted. Retirement STDC wish to advise of the retirement from the role of Controller for Mrs Phillippa Wilson. Powers to act as Local Controller in other Districts At the September 2017 the Joint Committee determined that Local Controllers are able to act for any District Council in the Taranaki region in order to increase the overall resilience of EOCs. Approval Process

Taranaki Civil Defence Emergency Management Group Joint Committe - Group Controller Appointments - STDC

58

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

3

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.










Appendix A: Taranaki CDEM Controller Selection and Appointment Review Checklist for Mr Doug Scott


59

4

Appendix A: Taranaki CDEM Local Controller Selection and Appointment Review Checklist for Mr Doug Scott

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

7. Leadership

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


60

5


Able to maintain strategic overview

Creates an environment where others are able to succeed

Able to provide firm but participative leadership in an emergency that

influences others towards the achievement of objectives

Able to create strategic vision, motivate staff and delegate direction


8. Response

Able to work within legislative parameters

Able to quickly analyse information and risk and define credible planning

objectives and information needs

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

Can effectively manage emergency events from initial stages through to

transition to recovery

9. Personal

Addresses impact of the role on own family

Medically fit to work in a high stress environment

Self confident, unflappable and remains calm under pressure

Has confidence of CEO and senior partners

Is politically astute

Has good knowledge of local area and communities

Has high professional ethics

Manages their own well being in a pressured environment

10. Experience, Knowledge and Qualifications

Understands the Taranaki EOC procedures

Completed CIM’s 4 module

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

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


61

6

Taranaki CDEM Group

Controller Appointment Review Checklist

PART 1 Controller Appointment Confirmation Form

Controller

Name:

Doug Scott TA/ Group: South Taranaki District Council

Review

Period:

Reviewer: Craig Campbell-Smart

Other TAs (if a shared arrangement exists): New Plymouth District Council

Stratford District Council

Controller Review: Confirmation

In conjunction with Doug Scott, I have reviewed their appointment as Local Controller for the South

Taranaki District Council and wish to confirm his willingness and suitability for this role.

Reviewer

Name:

Craig Campbell-Smart Controller

Name:

Doug Scott

Reviewer

Designation:

Group Controller Controller

Designation:

Local Controller

Signature:

Date: 14 May 2019 14 May 2019

Other TAs (if a shared arrangement exists): New Plymouth District Council

Stratford District Council


62

Agenda Memorandum

Date: 18 June 2019

Memorandum to




Subject: Group Welfare Manager Appointments


Purpose

The purpose of this memorandum is to note the appointment of a Group Welfare Manager, 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.

Executive summary

To meeting the responsibilities of the Taranaki CDEM Group in respect to welfare, the CDEM Regional Manager / Group Controller, and CEG Chair has identified and appointed suitable persons to the role of Group Welfare Manager, and an alternate. This has been completed under delegated authority resolved by the Taranaki CDEM Joint Committee on the 5th March 2019. For the avoidance of doubt, confirmation of appointment to these roles for Ms Nadine Ord, as Group Welfare Manager, and Mr Ingram, as alternate Group Welfare Manager, is sought by the Joint Committee.

Recommendations


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

Background

Positions of Group Welfare Manager, and alternative Welfare Manager, are made by the CDEM Group in accordance with Section 62(6) of the National Civil Defence Emergency Management Plan Order 2015. The Plan Order 2015 specifies that each CDEM Group is responsible for:

a) the co-ordination of and arrangements for local delivery of welfare services

b) the appointment of a suitably senior and experienced CDEM Group Welfare Manager to fulfil that function; and alternative CDEM Group Welfare Managers.

On the 5th March 2019 the Taranaki CDEM Group Joint Committee delegated power to appoint to Group Welfare Manager and alternates, to the Taranaki CDEM Group Controller, in consultation with the CEG Chair.

Discussion

The Taranaki CDEM Group Controller (also Regional Manager) has worked with the CEG Chair to identify and appoint suitable persons to the role of Group Welfare Manager, and an alternate. To effectively deliver the welfare responsibility within existing resource, a review of the current employment structure at the Taranaki Emergency Management Office (TEMO), has been completed. This has resulted in a new ‘Resilience & Group Welfare Manager’ role, reporting to the CDEM Regional Manager based at the Group office (TEMO), and the disestablishment of the ‘Resilience Adviser’ role. Ms Ord has been appointed to this role and assumes the Group Welfare Manager responsibility. Mr Ben Ingram, New Plymouth District Council CDEM Lead, has made himself available, and NPDC has agreed to release Mr Ingram for Group Welfare duties during response and into recovery. Ms Ord and Mr Ingram bring strong complementary skills and knowledge to the roles.








Taranaki Civil Defence Emergency Management Group Joint Committe - Group Welfare Manager Appointments

64


Taranaki Civil Defence Emergency Management Group Joint Committe - Group Welfare Manager Appointments

65

Agenda Memorandum

Date: 18 June 2019

Memorandum to


Taranaki Civil Defence Emergency Management Group Joint Committee

Subject: Group Welfare Plan


Purpose

The purpose of this memorandum is to present the Taranaki Group Welfare Plan for adoption by the Taranaki Civil Defence Emergency Management Group (CDEM) Joint Committee.

Executive summary

This memorandum introduces the Group Welfare Plan, which provides a strategic framework for welfare coordination and delivery in the Taranaki CDEM Group Area. CDEM Groups are required to prepare Group Welfare Plans that establishes the coordination arrangements for welfare provision. The Group Welfare Plan incorporates the findings from the Community Welfare Outreach review presented to the Joint committee in September 2018. The Group Welfare Plan has been endorsed by the Coordinating Executive Group (CEG) for adoption by the Joint Committee.

Recommendations


1. receives the memorandum Group Welfare Plan;

2. notes the contents of the report;

3. adopts the Taranaki Group Welfare Plan.

Background

The Taranaki CDEM Group is required to prepare a Welfare Plan for the Taranaki region. The development of a Welfare Plan is to ensure that the coordination and delivery of welfare services fulfil the objectives and actions of CDEM Group Plans and provide guidance and direction for local welfare arrangements. The Welfare Plan provides an overview of the purpose, structure, and roles and responsibilities for welfare coordination and delivery, welfare governance and management arrangements, and welfare activities across the 4Rs. The existing Group Welfare Plan was adopted in 2013. It is intended that the Plans are reviewed following the adoption of the Group Plan. A report to the September meeting of the Joint Committee, on Community Welfare Outreach, sought to address the Group Plan objective CR2 of ‘reviewing and rationalising Civil Defence Centres to ensure they are fit to purpose’. In addition, the review encompassed the broader delivery of welfare in communities. The findings from this review are incorporated into the Group Welfare Plan.

Discussion

The Directors Guidelines for Welfare (DGL) requires the CDEM Group to develop a Group Welfare Plan (the Plan), which:

reflects the welfare requirements and arrangements at the national level

provides the framework for coordination and delivery of all regional welfare services,

including confirming governance and management arrangements, and arrangements for

the WCG

summarises the community profile and community risk/vulnerability analysis from the

Group Plan for welfare implications

defines coordinating arrangements that inform and guide local plans/arrangements

develops goals and objectives that set direction and inform work planning/programmes

across the 4Rs, ensuring these objectives address welfare management issues as identified

within the CDEM Group Plan, and

sets requirements for monitoring and evaluation of welfare activities.

Engagement

The draft Plan has been circulated to members of the Welfare Coordination Group (WCG) for

comment. The WCG includes government agencies, community organisations and

representatives from the TAs (listed in Table One). Following a discussion at the May meeting of

the CEG the Plan was also circulated to the Chair of the Primary Sector Industries Group for

comment.

Feedback was received from ACC, MSD, Oranga Tamariki, Red Cross, NPDC, STDC and

Taranaki Rural Support Trust. Detailed submissions were received from the Taranaki District

Health Board and Ministry for Civil Defence Emergency Management. Feedback has been

considered and reflected in the Plan appended, as appropriate.

Taranaki Civil Defence Emergency Management Group Joint Committe - Group Welfare Plan

67

Table One: WCG member organisations

Accident Compensation Corporation (ACC)

Housing New Zealand Corporation (HNZC) Police NZ

Inland Revenue Department (IRD) Salvation Army Ministry of Business, Innovation and Employment (MBIE)

South Taranaki District Council (STDC)

Ministry of Civil Defence and Emergency Management (MCDEM) SPCA

Ministry for Primary Industries (MPI) St John

Ministry of Social Development (MSD) Stratford District Council (SDC)

Ministry of Education Taranaki District Health Board (TDHB)

New Zealand Red Cross Taranaki Regional Council (TRC)

North Taranaki Neighbourhood Support Taranaki Rural Support Trust (RST)

New Plymouth District Council (NPDC) Te Puni Kokiri (TPK)

Oranga Tamariki, Ministry of Children Victim Support (Taranaki Region)

Community Welfare Outreach

The Taranaki Group Plan requires the review and rationalising of Civil Defence Centres to ensure they are fit for purpose (Objective CR2). Given the need to review the Group Welfare Plan, and the handover of local delivery to the District Council’s, a broader review of community welfare outreach was conducted. A report introducing this work was presented to the Joint Committee in September 2018. The findings of the review are included in Section 4.3 ‘welfare outreach’ section of the Plan.

Implementation

The implementation of the Plan sits with numerous agencies, as detailed in Table 1 of the Plan. A comprehensive work plan is required to implement the Group Welfare Plan. Capability requirements and action plan are provided in Table 2 of the Plan. Monitoring of the actions will occur annually, and progress and issues will be raised to the CEG as required. The draft Plan is appended for adoption by the Taranaki Civil Defence Emergency Management

Group Joint Committee.






68




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 with the exception of the new requirement for Strategic Planning for Recovery as discussed earlier in this report.


Appendix A: Draft Group Welfare Plan


69

1

Taranaki

CDEM Group

Welfare Plan

TARANAKI CIVIL DEFENCE EMERGENCY MANAGEMENT GROUP


70

2

Taranaki CDEM Group welfare plan

NAME TITLE SIGNATURE DATE

Author Nadine Ord Resilience & Group

Welfare Manager

Reviewer

Authoriser Craig Campbell-

Smart

CDEM Manager

Effective Date:


71

3

Contents Table of Figures .......................................................................................................... 4

Tables ......................................................................................................................... 4

Introduction ................................................................................................................ 5

Purpose ................................................................................................................. 5

Intended audience ................................................................................................. 5

Plan distribution ..................................................................................................... 5

Review of Plan ...................................................................................................... 6

Guiding documents ............................................................................................... 6

Strategy ....................................................................................................................... 7

Principles .............................................................................................................. 7

Goals and objectives ............................................................................................. 7

Our community ........................................................................................................... 8

Community profile ................................................................................................. 9

Iwi ....................................................................................................................... 10

Marae .................................................................................................................. 11

Our rural community ............................................................................................ 11

Vulnerability ........................................................................................................ 12

Welfare services ....................................................................................................... 14

4Rs in welfare ..................................................................................................... 14

Governance and management arrangements ..................................................... 15

Agency responsibilities ........................................................................................ 17

Welfare outreach ................................................................................................. 19

Health and safety ................................................................................................ 21

Capacity and capability planning ............................................................................ 23

Capability assessment ........................................................................................ 23

Capacity and capability development plan ........................................................... 23

Monitoring and evaluation ................................................................................... 28

Appendices: ............................................................................................................................... 29

Definitions ................................................................................................................. 29


72

4

Table of Figures

Figure 1: Taranaki CDEM area ...................................................................................................... 8

Figure 2: Iwi boundaries. Source: Taranaki Regional Council. ..................................................... 10

Figure 3: Percentage of the population living in each socio economic deprivation quintile ........... 13

Figure 4: Taranaki CDEM structure ............................................................................................. 15

Figure 5 Indicative relationship between Welfare function and other CIMS functions .................. 16

Figure 6: Differentiation between ‘official’ and ‘community-led’ response .................................... 19

Tables

Table 1 Agency roles and responsibilities for welfare subfunctions ............................................. 17

Table 2: Capability and capacity requirements and action plan ................................................... 25


73

https://taranakirc.sharepoint.com/TEMO/Shared%20Documents/TEMO%20File%20Structure/02%20Plans,%20Strategies%20&%20SOPs/02_01_CIMS_Function_Plans/Group%20Welfare%20Plan_draft3_2019.docx#_Toc5634092

https://taranakirc.sharepoint.com/TEMO/Shared%20Documents/TEMO%20File%20Structure/02%20Plans,%20Strategies%20&%20SOPs/02_01_CIMS_Function_Plans/Group%20Welfare%20Plan_draft3_2019.docx#_Toc5634093

5

Introduction

Purpose

The purpose of Welfare in the Civil Defence Emergency Management (CDEM) context is to

provide for the needs of people affected by an emergency or disaster and to minimise the

consequences of this event on individuals, families, whānau and communities1.

The purpose of this Plan is to provide a strategic framework for welfare coordination and delivery

in the Taranaki CDEM Group Area, under the operative Taranaki CDEM Group Plan. It confirms

the statutory and operational roles and responsibilities of CDEM welfare agencies, through risk

reduction, readiness, response and recovery (4 Rs).

Intended audience

The plan is intended for use by the Taranaki CDEM Group Office (Group Office), Territorial

Authorities in the Taranaki region (TAs), the Emergency Coordination Centre (ECC), Emergency

Operation Centres (EOCs), the Taranaki CDEM Welfare Coordination Group (WCG), Group

Welfare Manager, local welfare managers, agencies with statutory requirements in welfare, other

agencies with a welfare role as stated in this Plan.

The lead agency for the delivery of this plan is the Group Office. The organisations involved in

delivery include:

Group office (TEMO) New Zealand Police

CDEM staff (local welfare manager, recovery

manager, Iwi liaison at New Plymouth District

Council, South Taranaki District Council,

Stratford District Council)

Taranaki Regional Council (Iwi Liaison

Officer)

Accident Compensation Corporation (ACC) Red Cross

Housing New Zealand (HNZC) Rural Support Trust (RST)

Inland Revenue Department (IRD) Salvation Army

Ministry for Children (Oranga Tamariki) SPCA

Ministry for Primary Industries (MPI) St John

Ministry of Social Development (MSD) Taranaki District Health Board (TDHB)

Ministry of Education (Min Ed) Te Puni Kōkiri (TPK)

Ministry of Business Innovation and

Employment (MBIE)

Victim Support

Plan distribution

The primary document source for this plan is via electronic distribution in the CDEM response

document library operated by the Group Office (Taranaki Emergency Management Office

(TEMO).

Printed copies of this plan will be held at the Group Office, and on the Operations and Welfare

function desk in the ECC and EOC. Notification of new versions of the Plan and updates to the

supplementary documents will be circulated to the ECC / EOC.

1 Ministry for Civil Defence Emergency Management (MCDEM). 2015. Welfare Services in an Emergency.


74

6

Review of Plan

The Plan is effective from [date] following adoption from the Taranaki CDEM Group Joint

Committee.

A full review will be conducted after each Taranaki Group Plan release, approximately every five

years. A review earlier than five years may be required as a result of exercises, operational

learnings, or changes in arrangements.

Guiding documents

This document should be considered in conjunction with the following:

Legislation:

Civil Defence Emergency Management (CDEM) Act 2002 (the Act).

Health and Safety at Work Act 2015 (HASWA).

Privacy Act 1993.

National Civil Defence Emergency Management Plan 2015 (National Plan).

CDEM Director’s Guidelines:

Welfare Services in an Emergency: Director’s Guidelines for CDEM Groups and agencies

with responsibilities for welfare services in an emergency.

Strategic Planning for Recovery: Director’s Guideline for Civil Defence Emergency Management Groups.

CDEM Group Plans:

Civil Defence Emergency Management Group Plan for Taranaki 2018-2023 (Group Plan).

Civil Defence Emergency Management Group Response Management Plan (Response

Plan).


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7

Strategy The Taranaki CDEM Group is responsible for the preparation of a Welfare Plan for the Taranaki

region. This plan provides an overview of the purpose, structure, and roles and responsibilities for

welfare coordination and delivery, welfare governance and management arrangements, and

welfare activities across the 4Rs.

The delivery of CDEM welfare services in Taranaki is a collaborative arrangement across the

Group Office, TAs, government agencies and community organisations. Principles, goals and

objectives have been developed to help guide decisions across all parties and across the 4Rs.

They will assist in the evaluation of the success of this Plan.

Principles

The guiding principles for welfare are defined the National CDEM Plan 2015. These are:

(a) recognise the diverse and dynamic nature of communities; and

(b) strengthen self-reliance as the foundation for individual and family and whānau and community resilience; and

(c) ensure that emergency welfare services address the specific welfare needs of

individuals and families and whānau and communities; and

(d) ensure flexibility in the services provided and how they are best delivered; and

(e) integrate and align with local arrangements and existing welfare networks.

Goals and objectives

The Taranaki Group Plan sets out the following goal for welfare.

“CDEM welfare services during a response meet the needs of the community in line with

the principles for welfare provision as set out in the National Plan, and have consideration

to building community resilience, wellbeing and the recovery of the community”.

Objectives for the delivery of the Welfare Plan were developed as part of the review of welfare

outreach conducted in 2018 in consultation with the WCG and agreed to by Joint Committee. Two

additional objectives have been added for this broader Plan:

Minimise the consequences of emergencies for individuals, families and whānau, and communities.

Strong relationships between agencies involved in welfare planning and provision.

Our objectives are:

WOb1. Minimise the consequences of emergencies for individuals, families and whānau, and communities.

WOb2. Strong relationships between agencies involved in welfare planning and provision.

WOb3. A robust and consistent process for the coordination of welfare.

WOb4. Sufficient and adequately trained volunteers are available to staff CDEM services.

WOb5. Services and infrastructure are flexible and adaptable dependant on the nature and

severity of the event.

WOb6. A strong understanding of our communities and their needs.

WOb7. Opportunities for local ownership of response and recovery is provided for.


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Our community The Taranaki landscape is dominated by a volcanic mountain, Mount Taranaki. The three

district council boundaries of the region: New Plymouth, Stratford and South Taranaki border

the Maunga. Numerous rivers flow through the region and out to the Tasman sea. Stratford

district is land-locked, between the mountain and the eastern hill country, and is extensively

rural.

Figure 1: Taranaki CDEM area


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Community profile

Understanding communities is critical and is the first stage of welfare strategic planning.

In 2013 Taranaki had a usually resident population of 109,000, with a population of 74,1872

in the New Plymouth district; 26,577 in South Taranaki and 8991 in Stratford district. The

population of Taranaki is growing, primarily due to international arrivals to the region3.

The populations of all three districts have a slightly higher proportion of residents aged over

65 compared with the New Zealand total. New Plymouth district is currently experiencing

high population growth and is expected to grow by 27 per cent by 2048. A significant

proportion of those residents will be aged 65 years and over4.

The proportion of people of European ethnicity in the region is relatively high (77.6%)

however the total Maori population has increased from 14.9% since 2006, to 17.4% of our

total population. Asian and other ethnic groups represent 3.4% and 1.6% of the Taranaki

population respectively. In respect to religion, Taranaki has a slightly higher proportion of

Christians than New Zealand as a whole, and slightly less of other religions.

According to the 2013 New Zealand Disability Survey, 30% of people in Taranaki are limited

in their daily lives by long term impairment5. Long term impairments include hearing

(14,000), seeing (4,000), mobility (17,000), agility (8,000), intellectual (1,000),

psychiatric/psychological (7,000), speaking (3,000), learning (6,000), memory (numbers not

available) and developmental delay (numbers not available)

Unemployment was at 4.8% for the year to December 2018, compared with 4.3% for New

Zealand as a whole6.

Taranaki has a higher rate of home ownership than for the country as a whole, however,

South Taranaki has a lower rate of home ownership than the other two districts.

Taranaki residents surveyed have told us they are not well-prepared for an emergency, and

there has been little improvement over time, with a brief exception occurring after the

Christchurch earthquakes.

Populations can be defined in relation to their length of time of residence in a community7.

Levels of transience can impact on “overall visibility within the population”, community

connectedness, economic resilience, and how populations are managed in disaster.

Estimates of levels of transience will be considered as part of this welfare work, recovery

and resilience streams.

Local community profiles are more valuable for welfare planning at a local community level.

Information on local communities will be collected as part of the development of local

resilience projects.

2 Statistics New Zealand. 2013. Census. 3 Venture Taranaki. 2018. Trends. Winter. Sourced from http://venture.taranaki.info 4 New Plymouth District Council. 2018. 10 Year Plan: New Plymouth District Council’s Long Term Plan 2018-2028. 5 Taranaki Disability Strategy 6 Venture Taranaki. 2019. Trends. Winter. Sourced from http://venture.taranaki.info 7 J Wilson, D Simmons. 2018. Building resilience in transient rural communities – a post-earthquake regional study: fieldwork report. National Science Challenges. November.


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Iwi

The Taranaki CDEM Group is committed to working with Iwi through strengthening

relationships and seeking their involvement in local CDEM activities. There are eight local Iwi

located in the Taranaki region:

Ngāti Tama Te Atiawa

Taranaki Ngāti Ruanui

Ngāti Mutunga Ngāti Maru

Ngāruahine Ngaa Rauru Kiitahi

In planning for emergency response and recovery the Group is committed to developing a

shared understanding about how Iwi and the CDEM sector can best work together.

Figure 2: Iwi boundaries. Source: Taranaki Regional Council.


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Marae

Marae are an important component of Taranaki’s community resilience. Taranaki includes 37

Marae located in a range of settings across the region in urban, small towns and rural areas.

Many of these may play an important role in hosting displaced people or supporting

communities during an emergency.

The Group Office, TA Iwi Liaison Officers, and TPK have developed a common practice in

engaging with Marae towards this purpose. A Marae engagement protocol will be developed

as part of this work.

Our rural community

Rural proofing8 means to consider the challenges faced by the rural sector when designing

and implementing Government policy.

A 'rural proofing lens' asks policy makers to look at what they are proposing, and take into

account the rural community's:

low population density,

isolation, and

reliance on the primary sector for employment. Isolation and low population density can impact on social connection and access to services. For the purpose of providing welfare to the rural community, rural in this Plan includes:

those that earn a living off the land.

those that live in low density areas where access to services is impacted due to distance and roading vulnerability.

Each of these groups may have different needs and these are considered in the following section on welfare implications.

Over 50% of land in Taranaki is used for agriculture and horticulture. While there is a general

trend towards the movement of population from smaller rural towns towards an increased

concentration of population in north Taranaki and the main centres, farming and other land-

based activities continue to play a prominent role in the region with over 16% of the labour

force employed in agriculture and fisheries, compared with 8.3% nationally.

8 Ministry for Primary Industries. Rural Proofing. https://www.mpi.govt.nz/about-us/our-work/rural-proofing/


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Vulnerability

By identifying and analysing community vulnerability and risk, measures can be taken to

better support communities during an emergency. Reduced vulnerability can translate into

reduced consequences on people, and therefore less demand for welfare services9.

The National Disaster Resilience Strategy10 defines vulnerability as “the conditions

determined by physical, social, economic and environmental factors or processes which

increase the susceptibility of an individual, a community, assets or systems to the impacts of

hazards”. The strategy states that the impact of hazards and threats is likely to exacerbate

existing inequities across New Zealand. This means that some populations are

disproportionately affected by many of the social and economic impacts of risks. “This

includes Māori, as well as Pasifika, and any people for whom English is not their first

language, those living with high levels of social and economic deprivation, or those who face

challenges associated with disability, ill health, or social or geographic isolation”.

The New Zealand index of deprivation is a measure of socio-economic status of a

geographic area. The index draws together a range of census collected data11 and can be

displayed as deciles or quintiles. In Figure 3, the deprivation index is presented in quintiles

from “1” being least deprived to “5” being most deprived. The figure displays the percentage

of ‘meshblock’ areas within each district council area in Taranaki that fall within each

deprivation index.

For comparison, nationally, there are approximately equal number of people in each of the

quintiles12, shown as a purple line in figure 3. This Figure below shows the comparatively

high number of households in Stratford and South Taranaki living in socio-economic

deprivation, and very low numbers in these two districts in the least deprived category.

9 Tairawhiti CDEM Group. 2018. Welfare Plan 2018. 10 MCDEM. 2019. National Disaster Resilience Strategy: Rautaki Manawaroa Aituā ā-Motu. Final draft. February.

11 The New Zealand Index of Deprivation 2013 (NZDep2013) is based on the following Census

variables [1]:

People aged under 65 years with no access to the Internet at home

People aged 18–64 years receiving a means-tested benefit

People living in equivalised households with income below an income threshold

People aged 18–64 years who are unemployed

People aged 18–64 years without any qualifications

People not living in their own home

People aged under 65 years living in a single-parent family

People living in equivalised households below a bedroom occupancy threshold

People with no access to a car

12 Environmental Health indicators New Zealand. Socioeconomic deprivation profile. Sourced from

http://www.ehinz.ac.nz/indicators/population-vulnerability/socioeconomic-deprivation-profile/#NewZealandIndexofDeprivationNZDep.


81

http://www.ehinz.ac.nz/indicators/population-vulnerability/socioeconomic-deprivation-profile/#References

http://www.ehinz.ac.nz/indicators/population-vulnerability/socioeconomic-deprivation-profile/#NewZealandIndexofDeprivationNZDep

http://www.ehinz.ac.nz/indicators/population-vulnerability/socioeconomic-deprivation-profile/#NewZealandIndexofDeprivationNZDep

13

Figure 3: Percentage of the population living in each socio economic deprivation quintile

In summary, Taranaki’s welfare provision must take into consideration:

a slightly older population

a growing Maori population

higher numbers of people living with a disability

high levels of deprivation in some areas

a low level of preparedness for disaster

a dominance of agriculture in the economy

a vulnerable roading network.


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Welfare services Welfare services support individuals, families, whānau, and communities in being ready for, responding to, and recovering from emergencies. Welfare services and planning occurs

across the 4Rs of CDEM.

Welfare provision is influenced by the nature, severity and location of the event, and the

profile and vulnerability of the communities impacted.

4Rs in welfare

The New Zealand integrated approach to civil defence emergency management can be described by the four areas of activity, known as the ‘4 Rs’; Reduction, readiness, response and recovery.

Reduction in the welfare context includes:

Understanding communities and their risks and vulnerabilities

Linking with welfare agencies policies and programmes that reduce vulnerability and

therefore risk form hazards

Welfare agencies develop business continuity plans

Readiness activities in the welfare context includes:

Planning

Building effective working relationships across the WCG, Welfare desk

staff/volunteers, neighbouring CDEM groups and national WCG / national welfare

manager

Welfare capability development (including training and exercising)

Effective reporting, monitoring and evaluation processes are in place

Response in the welfare context includes:

Providing services and information on those services to affected communities

Maintaining regular communication and reporting lines within its offices

Supporting the welfare services function with additional personnel at national, CDEM

Group, and local levels where a need is identified, and it is practicable to do so

Recovery in the welfare context includes:

Continued delivery of welfare services to affected communities


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Governance and management arrangements

The governance and management arrangements during business as usual and response

are depicted in Figure 4: Taranaki CDEM structure. The role of each of these tiers is

discussed below.

Business as usual structure Response structure

Figure 4: Taranaki CDEM structure

National

The Ministry of Civil Defence and Emergency Management (MCDEM) is responsible for the

national co-ordination of welfare services. MCDEM appoints a National Welfare Manager to

fulfil this function. The National Welfare Manager chairs the National Welfare Co-ordination

Group (NWCG) as a mechanism for co-ordination across the CDEM Groups. During

response, the National Crisis Management Centre may stand-up. The National Welfare

Manager leads the Welfare Desk and provides support and coordination to the CDEM

Groups, via the Group Welfare Manager.

Taranaki CDEM Group

A Group Welfare Manager is appointed by the Taranaki CDEM Group Office, along with an

Alternate Welfare Manager.

The Welfare Coordination Group (WCG), as an Advisory Group, supports decision making in

CDEM via the CEG. The WCG is chaired by the Group Welfare Manager, who acts as the

conduit between the agencies and the Group Manager or Controller (during response). The

WCG has a role across the 4Rs and coordinates the delivery of welfare services in planning


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for, responding to and recovering from an emergency. During response the WCG may be

convened, and individual agencies may be tasked according to mandated roles in the

National Plan and existing local arrangements.

Relationships during response are detailed in the Response Management Plan and the

CIMS Welfare Function Plan (to be developed).

During response the Group Welfare Manager will be located at the ECC.

Welfare is strongly connected with each function of CIMS (figure 4). Facilitating the

understanding of welfare requirements within these functions during readiness sits with the

Group Welfare Manager.

Figure 5 Information flow between welfare function and other CIMS functions13

Territorial Authorities

A representative from each TA within the region sits on CEG and on the WCG.

A local welfare manager will be appointed by each TA, who will be located at the EOC during

response.

The TAs are responsible for the local delivery of welfare services.

13 CIMS Welfare review document. 2019.


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Agency responsibilities

The National CDEM Plan defines the sub-functions of the welfare function and mandates the

agencies responsible for the coordination of these sub-functions. These are listed in Table

One below along with regional support agencies identified in the National Plan. In addition,

Taranaki local support agency arrangements are listed.

During readiness, lead agencies for the sub-functions will work with support agencies to

develop local level arrangements; for their sub-function14. Lead agencies for sub-functions

will coordinate the development of a standard operating procedure for each sub-function.

During response, lead agencies will work with relevant support agencies to ensure that

community needs are being met and will collaborate across the sub-functions to ensure that

services and information are co-ordinated, integrated, and aligned to meet community

needs15.

Some agencies have existing responsibility to their client groups including identifying

vulnerable clients. It is expected that these agencies collaborate in providing welfare checks

with their vulnerable clients, and coordinate support as required.

Although some Taranaki agencies and community organisations may have limited local

resources, additional staff and resources can be sourced from outside the region when

required.

Table 1 Agency roles and responsibilities for welfare subfunctions

As mandated in National Plan

As identified in National Plan

Sub function

Lead agency Group level support agencies

Other Taranaki relationships

Registration

Collation of affected people’s details and identification of

immediate needs

CDEM IRD, Red Cross

Needs assessment

Detailed collation of affected

people’s short term or ongoing needs.

CDEM TDHB, MPI, MSD,

Police, TPK, Red Cross,

Salvation Army, St John,

Victim Support

IRD, Red Cross

Inquiry

Reconnecting people who

are out of contact with family

or significant others

Police CDEM, TDHB, Min Ed,

Red Cross

14 National Civil Defence Emergency Plan Order 15 National Civil Defence Emergency Plan Order …


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Care and protection

services for children and

young people

Statutory care and protection

services to children and

young people separated from

their parent, legal guardian,

or usual caregiver during an

emergency

Oranga Tamariki Min Ed, Police, Red

Cross, TPK,

Psychosocial support

Providing psychological and

social interventions that

support community recovery.

TDHB PHO, Min Ed’, MPI (RST), MSD, TPK, Red

Cross, Salvation Army,

Victim Support,

Household goods and

services

Providing essential goods

and services when access to

these has been disrupted.

CDEM TDHB (medication),

TAs, MPI (food safety),

Defence Force, the New

Zealand Food & Grocery

Council Incorporated,

Red Cross, Salvation

Army.

Shelter and

accommodation

Providing emergency shelter,

emergency accommodation

or temporary accommodation

CDEM (shelter and

emergency

accommodation),

MBIE (temporary

accommodation)

HNZ, Min Ed (use of

facilities), TDHB

(environmental health),

TPK, Defence Force,

Salvation Army.

Salvation Army may

be able to assist with

emergency shelter.

Financial assistance

Providing essential

immediate or longer term

financial assistance

MSD TAs (Mayoral Support),

ACC, EQC, IRD, MBIE,

MPI, Salvation Army

(relief appeals),

community based

organisations and

networks.

Animal Welfare

Providing assistance to all

animals affected by an

emergency

MPI Federated Farmers,

SPCA, New Zealand

Companion Animal

Council, TAs

PSIG


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Welfare outreach

Welfare outreach denotes those welfare services provided in-place in community. Outreach

can be provided by official CDEM response and self-established community initiatives.

Welfare services as described in this Plan fit within an official CDEM response. This does

not discount that there will be multiple other services and initiatives that will occur during a

response that will aim to provide for the welfare of people. These ‘community-led’ services may be run by existing organisations (that may or may not have an existing relationship with

CDEM), or spontaneous activity by individuals or community groups that arise when a

disaster happens.

The relationship between official and community-led initiatives are described in Figure 6.

Figure 6: Differentiation between ‘official’ and ‘community-led’ response

Official response

Civil Defence Centres (CDC)

CDCs are facilities that are “established and managed by CDEM during an emergency to

support individuals, families/whānau, and the community. CDCs are open to members of the

public, and may be used for any purpose including public information, evacuation, welfare, or

recovery, depending on the needs of the community. CDCs are operated by CDEM-led

teams (including CDEM-trained volunteers), or by other agencies as defined in CDEM Group

Plans or local level arrangements”16.

16 Ministry of Civil Defence & Emergency Management. 2015.Welfare Services in an Emergency: Directors Guidelines. Wellington. Ministry of Civil Defence & Emergency Management. October


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A review of CDCs in Taranaki is in the process of being conducted with consideration given

to capacity and defined use, location, legislative requirements and flexible response. It is

intended that a small number of main centre CDC will remain signposted and resourced.

Other existing facilities around the region will be identified, assessed against a developed

CDC assessment criteria, and be opened as required with agreement of facility owner.

Mobile teams for staffing CDC in each district will be identified and trained.

Support agencies in place: Red Cross.

Incident control points (ICP)

ICP are single point locations where an Incident Controller and members of their IMT

coordinate and manage response operations (e.g. a cordon). Where required, and available,

welfare support (psychosocial support) will be provided by suitable agencies at ICP (to be

coordinated by TDHB).

Welfare field teams

Welfare field teams are trained and tasked to conduct registration and needs assessment

activities at homes, farms, or centralised locations such as CDC. Teams may also have a

role in conducting welfare checks and delivering essential goods to households.

Support agencies in place currently: IRD, Red Cross.

Tasked to care for displaced

Marae and other places (such as sports clubs) may be tasked to provide accommodation,

catering or other related welfare tasks for impacted people, based on negotiated prior

arrangements. Protocol or memorandums of understanding (MOU) will be developed prior to

response.

Support agencies: TA Iwi liaison officers, TPK.

Local Emergency Management Teams (LEMT)

These teams will be place-based trained volunteers who may have a variety of functions,

including registration and needs assessment, running a CDC, local response and providing

community support. These teams will be coordinated by TAs.

Community-led

‘Community-led’ is a term specified in the Directors Guideline for Welfare Services in an

Emergency. This denotes communities self-responding i.e. not under the direction of CDEM.

Community-led initiatives can have many functions following disaster, from immediate

response, filling an identified gap in service provision to providing a purpose and outlet for

those providing the service

Communities get stuck-in following a disaster. These may be individuals or the raft of

community organisations and non-government organisations that live or work in the area or

who come to the area to assist following a disaster.


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Community response has many benefits, including immediate action, knowledge of the local

community, and individuals having personal agency over a situation.

Groups considering that they would want to be involved in response are encouraged to

develop relationships with Taranaki CDEM prior to an event occurring.

Engagement with community-led initiatives is a TA responsibility (EOC). The EOC will

attempt to develop channels of communication with large community-led initiatives to feed

into Intelligence, PIM and Welfare functions and to give support where appropriate.

Community-led initiatives will not be reimbursed by Taranaki CDEM nor tasked by the EOC.

Support for community-led initiatives will be provided during readiness stage through the

implementation of the Taranaki resilience strategy.

Community-led centres

Community-led centres are defined as community members and/or community-based

organisations establishing and operating centres that offer support to the community17.

“These centres do not fall under the direction of CDEM, although they may coordinate with

and operate alongside CDEM-led facilities”. Community-led centres could include Marae,

sport clubs, or gyms. Consistently with community-led initiatives, community-led centres will

not be reimbursed nor tasked by the EOC. Establishment of communication channels to the

EOC is important and will be sought.

Health and safety

Health and safety during all aspects of CDEM is governed by the Health and Safety at Work

Act 2015. The Group Office, TAs, community organisations with two or more paid staff, and

volunteers themselves have responsibility under this Act.

Person conducting a business or undertaking (PCBU)

Under this Act, the Group Office, TAs and community organisations employing two or more

paid staff are identified as a PCBU, and hence have a primary duty of care. This requires

ensuring, as far as reasonably practical, the health and safety of its paid staff, volunteer

workers, and other volunteers including:

Providing and maintaining a work environment that is without risks to health and

safety.

Providing and maintaining safe systems of work.

Providing and maintaining safe plant and structures.

Ensuring the safe use, handling and storage of plant, structures and substances.

Providing adequate facilities for the welfare of workers when doing work for your

business, including ensuring access to those facilities.

Your business must, so far as is reasonably practicable, make sure your workers and

others are provided training, information, instruction or supervision to protect them

from risks to health and safety.

17 MCDEM. 2015


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Monitoring the health of workers and the conditions at the workplace for the purpose

of preventing injury or illness of workers when doing work for your business.

A business must also look after other people who could be at risk by the work of the

business, for example customers, visitors, children and young people, or the general

public.

In response to these requirements The Group Office and TAs will:

Identify risks within the immediate workplace (e.g. ECC, EOC, CDC, ICP) and

minimise or mitigate these risks.

A risk assessment will be conducted during readiness and when centre is activated

and proactively during a response.

Develop and implement procedures for safe systems of work, including recruitment,

training, rostering, appropriate shift lengths, work breaks, induction process,

instructions for tasks, PPE and equipment.


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Capacity and capability planning Developing capacity and capability in the welfare function will be vital to the efficient delivery

of CDEM welfare services. This section documents current gaps in existing capability, and

the priority actions to be implemented to develop our capacity and capability.

Capability assessment

Taranaki CDEM Group has a strong WCG, with regular attendance to meetings by most

required agencies. Some agency local offices and services are small in numbers but national

support is available.

Taranaki’s volunteer base within the welfare function is currently small and training levels are

predominantly insufficient.

The system for collecting, tasking and coordinating response between agencies is currently

inadequate. However, the Taranaki Group has adopted an electronic system for the

collection of registration and needs assessment, and has begun rolling out training to partner

agencies. A national programme to develop a consistent system for the registration and

needs assessment sub-functions is in progress and will be adopted by the Group.

Welfare arrangements currently do not provide for a maximum credible event for Taranaki.

Work however is being addressed through projects such as a Rapid Response study,

Taranaki Group Mass Evacuation Plan and community resilience work programme to further

define and categorise this capability gap.

As described within this Plan, community members with high and / or complex needs require

additional consideration as to how services will be coordinated and provided during

response and in to recovery.

Capacity and capability development plan

Planning for welfare services must take into account a maximum credible events (e.g

volcanic eruption). Planning provision will be scalable to provide for anticipated more

frequent small storm events. A maximum credible event or even medium event will require

input from other CDEM Groups to assist, however it is anticipated that the Taranaki Group

will need to manage for the first few days without relying on inter-group assistance.

Capability development for the sector is focused on training in CIMS (Coordinated Incident

Management System) and the CDEM sectors Integrated Training Framework (ITF).

Additional welfare specific training is required, including Civil Defence Centre, psychological

first aid, first aid and registration and needs assessment.

Training pathways exist for each of these roles, and training will be made available by the

Group Office for those volunteers identified for these roles. Ultimately the outcome is to

ensure there are competent, well-trained volunteers for the welfare desk at the ECC/EOC

and in providing welfare in the community.

Gaps in training are being addressed as resources allow by the Group Office. Relationships

with existing organisations such as Red Cross, IRD, Safer Communities Trust Central, Rural

Support Trust and Victim Support to fill roles within the welfare space are prudent.

Relationships with neighbouring CDEM offices are also being developed.


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A range of options to address high and complex needs are being explored and will be

included in the CIMS Welfare Function Plan as arrangements are confirmed.

The community resilience programme will aim to address low levels of community

preparedness.

Capability and capacity to be developed during the duration of this plan is summarised in

Table 2 below:


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Table 2: Capability and capacity requirements and action plan

Activity Capability

minimum

Training required Actions Responsible

Agency

Objective action is

aligned to

WCG WCG meetings

held quarterly.

All mandated and

support agencies

attend regularly.

Desk top exercises Standard operating procedure (SOP) for each sub-

function developed.

Sub-function

lead agency

WOb2 & 3

Privacy protocol developed. Group Office /

WCG

WOb3 & 6

All agencies identified in this Plan will develop and

review their own internal plans and systems to

ensure continuity of its essential services and

contribution to wider welfare provision during and

post-disaster.

All agencies on

WCG

WOb1

ECC Welfare

desk

1x Group Welfare

Manager

1x Alternate

Group Welfare

manager

6x trained team

members

ITF Foundation,

Intermediate, Welfare

function

CIMS 2 (optional)

Registration and

needs assessment

Function Manager

and CIMS 4 (for Desk

Manager).

Welfare function plan developed

Group Office WOb2 & 3

Six monthly combined ECC/EOC welfare desk

meeting held

Group Office WOb2, 3 & 4

EOC Welfare

desk

1x local welfare

manager

1x alternate local

welfare manager

ITF Foundation,

Intermediate, Welfare

function

CIMS 2 (optional)

Six monthly combined ECC/EOC welfare desk

meeting held

Group Office WOb2, 3 & 4


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Activity Capability

minimum


Agency

Objective action is

aligned to

6-9 trained team

members

Registration and

needs assessment

Function Manager

and CIMS 4 (for Desk

Manager).

Civil Defence

Centres

1x mobile team

per district

1x Red Cross

team

Foundation

Civil Defence Centre

Registration and

needs assessment

Psychological first aid

First Aid

Radio

communications

All existing CDC to be assessed TAs WOb1 & 5

Signage to be removed where applicable TAs WOb5

CDC SOP to be developed Group Office WOb1 & 3

Identify, assess and plan for alternate facilities TAs WOb5

Communication plan and roll-out Group Office WOb1 & 5

Welfare field

teams

1x team per

district

Foundation

Registration and

needs assessment


First Aid

Radio

communications

Welfare field team SOP to be developed Group Office WOb3 & 4

Protocol / MOU developed for each agency Group Office WOb3 & 4

Incident Control

Point

TDHB to

coordinate

minimum of 1x


First Aid

TDHB to coordinate arrangement with protocol /

MOU

TDHB WOb1 & 6


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Activity Capability

minimum


Agency

Objective action is

aligned to

agency to provide

psychosocial

support at ICP

Radio

communications

Tasked to care

for displaced

Discussion and assessment with all interested

Marae

TA WOb5, 6 &7.

MOU / protocol developed with Marae following

positive assessment / conversation.

TA / Group

Office

WOb2

Local Emergency

Management

Team

1-3 LEMT per

district

As required Identify priority communities and recruit volunteers. TA WOb1, 4, 6 & 7

Train volunteers Group Office WOb4

Community

resilience (this

work will be

further discussed

under the

Resilience

Strategy)

As determined by

community

engagement.

Review resilience strategy Group Office WOb1, 6 & 7

Identify priority communities to implement this work TAs WOb6 & 7

Engagement with priority communities TAs WOb6 & 7

Community profiles of priority communities to be

collected

TAs WOb6


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Monitoring and evaluation

The Group Welfare Manager will report on the progress towards the implementation of this

plan and any issues arising, to CEG at each quarterly meeting.

Monitoring of the actions and capability as presented in Section 5.2 will occur annually.

Progress and issues arising for each sub-function will be discussed by the lead agency at

each WCG meeting.


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Appendices:

Definitions

Abbreviation Meaning

4 Rs Means the four areas of emergency management, as follows:

Reduction - identifying and analysing long-term risks to human life and property from hazards; taking steps to eliminate these risks if practicable, and, if not, reducing the magnitude of their impact and the likelihood of their occurring.

Readiness - developing operational systems and capabilities

before a civil defence emergency happens, including self-help and response programmes for emergency services, lifeline utilities and other agencies.

Response - actions taken immediately before, during, or

directly after a civil defence emergency to save lives and protect property, and to help communities recover.

Recovery - the coordinated efforts and processes to bring about the immediate, medium-term, and long-term holistic regeneration of a community following a civil defence emergency.

Act Means the Civil Defence Emergency Management Act 2002 or any

subsequent amendments.

Agency Means a government or non-government organisation or entity

(other than a CDEM Group) with responsibilities under the

National CDEM Plan 2015 or the Taranaki CDEM Group Plan.

CDEM Group Means a Civil Defence Emergency Management Group

established under section 12 or re-established under section 22 of

the Act. CDEM Group may at times be read to mean the Taranaki

CDEM Group with regard to this Plan.

CEG Taranaki Coordinating Executive Group

CEP Means Community Emergency Plan. These are response plans

developed by communities that identify hazards that may impact

the community and resources that are available.

CIMS Means the New Zealand Co-ordinated Incident Management

System. CIMS is an agreed method of incident management is to

be employed by emergency responders for efficient incident

management.

Civil Defence

Centre

Means the CDEM Group’s local centres for direct involvement with the public for:

the provision of advice and information about an emergency;


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temporary shelter for evacuees;

registration of evacuees and relocation to accommodation; and

the provision of aid to affected communities.

Civil Defence

Emergency

Management

(CDEM)

Means the application of knowledge, measures and practices that:

are necessary or desirable for safety of the public or property; and

includes, without limitation, the planning, organisation, co-ordination, and implementation of those measures, knowledge and practices (section 4 of the Act).

are designed to guard against, prevent, reduce, recover from, or overcome any hazard or harm or loss that may be associated with any emergency.

Community May refer to specific individuals, agencies, stakeholders,

organisations, local authorities, iwi authorities, community boards,

community representatives etc. that may have a specific role,

interest, or responsibility within civil defence.

Community-led Community response that is led by community, i.e. not part of the

formal emergency management system.

This response may include existing community-based

organisations, community leaders and individual community

members. Planning and relationship-building between CDEM and

the community is encouraged to have occurred during readiness.

Controller – Group Means a person appointed under section 26 of the Act to exercise

the functions and powers of the Group Controller or those

functions and powers delegated by the CDEM Group during a

state of local emergency within the group for which they are

appointed.

Controller - Local Means a person appointed under section 27 of the Act to exercise

the functions and powers of a Local Controller or those functions

and powers delegated by the CDEM Group during a state of local

emergency within the group for which they are appointed. A

Local Controller must follow any directions given by the Group

Controller during an emergency.

Coordinated

Incident

Management

system (CIMS)

A proactive incident management framework that systematically

manages incidents regardless of size, hazard and complexity.

Coordination

Centre

A facility to support the Controller in coordinating a response, or

part of it.


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Director’s guidelines

Means the guidelines, codes, or technical standards issued by the

Director of MCDEM to any person or organisation with

responsibilities under the Act. A civil defence emergency

management group plan must take account of the guidelines,

codes, or technical standards issued by the Director.

Emergency Means a situation that:

a) Is the result of a happening, whether natural or otherwise, including (without limitation) any explosion, earthquake, eruption, tsunami, land movement, flood, storm, tornado, cyclone, serious fire, leakage or spillage of any dangerous gas or substance, technological failure, infestation, plague, epidemic, failure of or disruption to an emergency service or a lifeline utility, or actual or imminent attack or warlike act; and

b) Causes or may cause loss of life or injury or illness or distress or in any way endangers the safety of the public or property in New Zealand or any part of New Zealand; and

c) Cannot be dealt with by emergency services, or otherwise requires a significant and co-ordinated response under the Act (Section 4 of the Act).

Emergency

services

Means the New Zealand Police, Fire and Emergency New

Zealand, and providers of health and disability services (section 4

of the Act).

ECC Means the CDEM Group’s Emergency Coordination Centre for the

co-ordination of regionally significant events and/or the oversight of

decision making and critical resources during a single district local

emergency. Normally this would be established at TEMO, but

particular circumstances may necessitate an alternative location.

EOC Means the CDEM Group’s Emergency Operations Centre for the co-ordination of regional response activities by all responders, the

management of Civil Defence Centres, and the care of

communities. Normally this would be established at TEMO, but

particular circumstances may necessitate an alternative location.

EQC Means the Earthquake Commission

Evacuation Means the temporary relocation (either spontaneous or organised)

of all or part of a particular population or geographical region from

a location that has been or is about to be affected by an

emergency, to a place considered to be safe.

Incident Control

Point

Means a single location where an Incident Controller and members

of their IMT coordinate and manage response operations at an

incident level response.


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Joint Committee Means the CDEM Group, a Joint Standing Committee established

under section 12 of the Act.

Lead agency Means the organisation with the primary mandate for managing

the response to an emergency, as specified in Appendix 1 of the

National CDEM Plan.

Local authority Means a Regional Council or Territorial Authority (Local

Government Act 2002).

Local emergency Means a state of local emergency declared under section 68 or 69

of the Act.

Local response Means a response to an emergency where the emergency affects

a single district, or part of a district.

MCDEM Means the Ministry of Civil Defence & Emergency Management.

Meshblock A meshblock is the smallest geographic unit for which statistical

data is collected and processed by Statistics NZ. A meshblock is

defined by a geographic area, which can vary in size from part of a

city block to a large area of rural land.

NPDC Means the New Plymouth District Council.

PIM Means Public Information Management, the function that, during

an incident, prepares, distributes, and monitors information to and

from the media and the public.

PSIG Primary Sector Industry Group, an advisory group to Taranaki

CDEM Group

Regional Council Means a regional council named in Part 1 of Schedule 2 of the

Local Government Act 2002. Regional Council may at times also

be read as meaning the Taranaki Regional Council.

SDC Means the Stratford District Council.

STDC Means the South Taranaki District Council.

TEMO Means the Taranaki Emergency Management Office of the

Taranaki CDEM Group located at 45 Robe Street, New Plymouth.

Territorial authority

(TA)

Means a city council or a district council named in Part 2 of

Schedule 2 of the Local Government Act 2002.


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TRC Means the Taranaki Regional Council.

WCG Welfare Coordination Group, an advisory group to Taranaki CDEM

Group.


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Agenda Memorandum

Date: 18 June 2019

Memorandum to




Subject: Adoption of Annual Business Plan 2019-20


Purpose

The purpose of this memorandum is to present the Annual Business Plan 2019-20 for adoption by the Taranaki Civil Defence Emergency Management Group.

Executive summary

The Taranaki CDEM Group Office is known as “TEMO”. TEMO is required to present an Annual Business Plan for adoption, and report quarterly to the Coordinating Executive Group (CEG), and CDEM Group Joint Committee on progress against the plan. The Joint Committee has previously considered the 2019-20 Annual Budget at its meeting held 5th March 2019, and approved a total budget of $1,194,118 split between the Taranaki Regional Council $406,000, the New Plymouth District Council $477,647, the Stratford District Council $95,529 and the South Taranaki District Council $214,941, for inclusion into respective Annual Plans. The annual budget contained within the TEMO Annual Business Plan 2019-20 reflects this amount funded from Taranaki Councils, and additional confirmed funding of $25,000 from the National Resilience Fund. The Annual Business Plan 2019-20 for TEMO was considered by the Coordinating Executive Group (CEG) at its meeting held 23 May 2019, and the Plan is endorsed to the Taranaki CDEM Group Joint Committee for approval.

Recommendations

That the Taranaki Civil Defence Emergency Management Group: 1. receives the Memorandum, Adoption of the TEMO Annual Business Plan 2019-20

2. notes the contents of the business plan contained within Appendix A of this report

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




This memorandum and the associated recommendations are consistent with the Council’s adopted Long-Term Plan and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.


This memorandum and the associated recommendations are consistent with the policy documents and positions adopted by this Council under various legislative frameworks including, but not restricted to, the Local Government Act 2002, the Resource Management Act 1991 and the Local Government Official Information and Meetings Act 1987.


This memorandum and the associated recommendations comply with the appropriate statutory requirements imposed upon the Council.


Appendix A: Annual Business Plan 2019-20

Taranaki Civil Defence Emergency Management Group Joint Committe - TEMO Annual Business Plan

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Annual Business Plan

2019-20

2019/20

OPERATIVE PERIOD 1 JULY 2019 TO 31 JUNE 2020 FINANCIAL YEAR CRAIG CAMPBELL-SMART, CDEM REGIONAL MANAGER

TARANAKI EMERGENCY MANAGEMENT OFFICE | 45 Robe Street, New Plymouth


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Executive Summary This Annual Business Plan for the Taranaki Civil Defence Emergency Management Office (TEMO) covers the 2019-20 financial year.

This is the second annual plan following adoption of the Taranaki CDEM Group Plan, which outlines the direction of travel to meet the statutory responsibilities of the Group through its strategic priorities.

This Annual Plan continues to implement the changes for Taranaki CDEM, giving effect to local delivery with regional coordination. It builds on the strong foundation achieved in 2018-19 including CDEM staff recruitment, training, operational systems and integrated hazards planning.

The forthcoming financial year will build on the previous year’s work by adding to the depth of CDEM practice. This will be achieved through CIMS functions meetings and exercises, and through increasing alignment of CDEM partners through existing of Advisory Groups, workplan coordination with local Councils and responsibilities of statutory partners. Operational systems will continue to be developed (GIS and response system), and a major upgrade will be completed for the regional Emergency Coordination Centre.

This plan also starts to respond to regional responsibilities to implement the Governments’ Emergency Management Systems Reform.

This business plan is operative from 01 July 2019 – 30 June 2020 and will be reviewed and re-issued on an annual basis.

This Plan provides partners, external stakeholders and staff with the linkages between the CDEM Group Plan for Taranaki and the programmes and projects that contribute to building resilience. Many programmes are multi-year or ongoing and each year the Group may undertake specific time-bound projects.


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Contents

Operational Budget 2019-20......................................................................................................... 5

Capital Programme 2019-20 ......................................................................................................... 7

Governance ................................................................................................................................... 9

Disaster Risk Reduction ............................................................................................................... 10

Organisational Resilience ............................................................................................................ 11

Community Resilience ................................................................................................................. 11

Capability Development .............................................................................................................. 13

Response and Recovery .............................................................................................................. 14

Appendix A: Taranaki CDEM Group Vision 2025 ........................................................................ 20

Appendix B: Group Plan Objectives ............................................................................................ 21

Appendix C: TEMO Service levels ................................................................................................ 28


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Strategic Goals The Taranaki CDEM Group vision is: Our Taranaki community shows resilience through periods of disaster, crisis and change.

The CDEM Group strategy has been adopted through the Taranaki CDEM Group Plan 2018-2023 and has six strategic goals. These goals are:

Strategic priorities Outcome statement

Governance Our expectations from CDEM partners is clear and met through strong governance arrangements and accountability for delivery

Disaster risk reduction The risks from hazards, their likelihood and impacts, are understood and managed to reduce our risk exposure

Organisational resilience We build resilience into organisations and plan for the impacts from disaster and ensure our systems and arrangements are fit for purpose

Community resilience Community resilience is strengthened so that the impacts from disasters are less

Capability development We develop the capability, staff and volunteers to effectively carry out their roles in a disaster

Response & recovery We enable well managed effective responses, and we support the community’s journey of moving on from the impacts of disasters


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Budget The CDEM Group Joint Committee has approved the 2019-20 financial year budget on the 19 March 2019, through the agreed budget cycle, as outlined in the CDEM Group Constituting Agreement.

In general the budget reflects the following:

Direct costs of $32,773 have been determined and added to budget, funded through reduction in NPDC internal charges:

o Reallocation of budget for facility costs (electricity, natural gas, security, rates, building management)

o Reallocation of budget for fleet costs (petrol, road user charges, registration and licenses, repairs and maintenance)

o Reduction in general maintenance to offset identified direct costs identified above Additional NPDC internal charges for:

o Health and Safety ($17,850) o Legal ($5,100) o Fleet ($4,080)

NPDC internal charges have been reduced by $28,393, for: o Human Resources (reduction of $28,050) o ICT (reduction of $5,100)

Removal of lease charges of $25,654 Reduction in loan payments of $20,516 Additional budget of $50,000 for GIS development project, funded by:

o Revenue of $25,000 from MCDEM Resilience Fund o Balance of $25,000 funded by the Group Office


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Operational Budget 2019-20

2019/20 Annual Plan for TEMO (as at 12 March 2019) Revenue Subsidies and grants 4976 - STDC Recoveries (214,941) 4977 - SDC Recoveries (95,529) 4978 - TRC Recoveries (406,000) 4979 - NPDC Recoveries (477,647) 4980 - Ministry of Civil Defence Recoveries (25,000) Total Subsidies and grants (1,219,118) Total Revenue (1,219,118) Expenses Personnel costs 220 - Salaries and wages - Payroll Only 504,570 223 - Other employee benefits - Payroll Only 13,260 224 - Employee Development & Education 32,129 225 - Employer contributions - Payroll Only 15,048 Total Personnel costs 565,007 General operating expenditure 231 - Insurances 8,889 232 - Legal and professional fees 62,134 233 - Occupancy and utilities 15,810 235 - Communications 45,900 236 - Advertising and Marketing 30,600 245 - Other general costs 2,550 Total General operating expenditure 165,883 Direct costs of activities 250 - Contracts 19,890 251 - Engineering and Technical advice 41,000 255 - Fleet & Plant Consumables & Maintenance 12,883 Total Direct costs of activities 73,773 10 - Depreciation - operational assets 55,922 Total Expenses 860,585 EXTERNAL OPERATING (PROFIT)/LOSS (358,532)


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INTERNAL CHARGES 310 - Labour allocation expense 20,400 3150 - Fixed Amount Charge from ICT 205,480 3151 - Fixed Amount Charge from Finance 35,700 3152 - Fixed Amount Charge from Human Resources 17,850 3153 - Fixed Amount Charge from Health & Safety 17,850 3154 - Fixed Amount Charge from Communications 35,700 3162 - Fixed Amount Charge from Legal 5,100 3163 - Fixed Amount Charge from Fleet 4,080 330 - Interest allocation expense 20,569 INTERNAL RECOVERIES APPROPRIATIONS 391 - Depreciation funding/ (unfunded) (55,922) 395 - Capital Appropriations 51,725 TOTAL NET RESULT 0


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Capital Programme 2019-20 Due to changes to the timing of planned building works for the ECC development project, this has required changes to planned project schedule in order to fund projects within existing 10-year capital budget. These scheduling changes will have minimal impact to debt servicing funded through the operational budget.

The capital projects budget for 2019-20 year include:

Asset description 2019/20

ECC Development Project $ 380,000

Radio replacement programme $ 4,500

TOTAL $ 384,500


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Personnel Personnel for the TEMO sits at 6.13 FTE made up as follows:

In addition to employed staff, one statutory role is contracted, following appointment by the Taranaki CDEM Group Joint Committee, being:

Group Recovery Manager (8 hours per week)

A major challenge is the ability to deliver the Group Plan and Annual work programme within existing staff levels.

TEMO has been proactive in securing additional funding through the national resilience fund. An additional $25,000 (match funded to $50,000) is secured for the 2019-20 financial year for GIS system development. Funding will be directed to contractor resource and additional services through New Plymouth District Council GIS team.

TEMO has also become an approved provider for the Integrated Training Framework (ITF) and has secured $62,000 in funding for the 2019 calendar year. This, together with the 2020 allocation (to be determined) will enable additional resource to be either employed or contracted throughout 2019-20.

Regional Manager

(1 FTE)

Emergency Management

Adviser (2 FTE)

Resilience & Group Welfare

Manager(1 FTE)

Analyst (1 FTE, with 0.5 FTE fixed

term)

Administrator (0.63 FTE)


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Programmes The Group Plan provides the strategic structure and focus for the Group Office. This informs TEMO’s business as normal, and is further defined in Appendix C: TEMO Service levels.

The role of TEMO is to provide regional coordination and support of Civil Defence Emergency Management for the Taranaki Group area.

In addition to general service delivery, specific projects and programmes will be delivered within the 2019-20 financial year.

Governance Our expectations from CDEM partners is clear and met through strong governance arrangements and accountability for delivery

No. Objective Timeframe TEMO Action 2019-20 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.

Ongoing Continue performance tracking spreadsheet and reporting process.

(existing resource)

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

Est by December 2019

Identify key priorities and work actions for 2019-20 for each advisory group.

(existing resource)


Complete by June 2020

Define performance targets against objectives.

Continue quarterly CDEM / TLA meeting and reporting.

Work with CEG statutory partners (Police, Fire Emergency NZ, TDHB) to align efforts and TEMO support.

(existing resource)


Complete by 1 July 2020

Commence engagement with Iwi Chair's forum by TEMO Regional Manager.

Await decision from the EM Systems reforms legislative review programme.


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(existing resource)

Disaster Risk Reduction The risks from hazards, their likelihood and impacts, are understood and managed to reduce our risk exposure

No. Objective Timeframe TEMO Action 2019-20 DRR 1 A survey of all current risk and hazard

documents completed to create a better understanding of the hazardscape for Taranaki.

Completed by June 2023

Continue ongoing review as per Policy review schedule.

(additional 0.5 FTE fixed term)



Drafting to occur 2019 calendar year.

Amendment of Group Plan to incorporate strategic objectives scoped and planned.

(0.2 FTE Group Recovery

Contractor) DRR 4 The CDEM Group will seek out and encourage

applied hazard science research to benefit risk reduction planning.

Ongoing Completed by 1 October 2019

Continue to work with relevant scientific and research orientated organisations. Focus is on volcanic research, via MBIE Endeavour Fund (application submitted), RNC2 (funding confirmed).

Engage relevant CDEM Groups and gain support for volcanic resilience fund application.

Complete and submit Resilience Fund application for Taranaki Volcanic Response and Recovery Plan.

(existing resource)


Completed by 30 June 2020 Ongoing

Project manage the GIS development project.

Work with service provider re ongoing gis development.

($50k project funds)

(existing resource)


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

Ongoing Continue Risk Reduction Advisory Group.

Commence Risk Reduction Strategy.

(existing resource)

Organisational Resilience We build resilience into organisations and plan for the impacts from disaster and ensure our systems and arrangements are fit for purpose

No. Objective Timeframe TEMO Action 2019-20 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.


Support development of national Common Operating Picture and adopt solution.

(existing resource)



Completed for 2018 Project manage to

completion the ECC Development Project.

($380k capex)


Ongoing Delivery occurring as per approved training and exercising plan.

($62k MCDEM training fund)

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.

By June 2020

Continue engagement with Taranaki Council’s to meet objective.

(existing resource)


By 31 December 2019

Continue recovery work programme.

Strategic Recovery Plan commenced.


Contractor) OR 6 Continuous improvement practices are adopted

and corrective action planning (CAP) established and implemented following exercises and activations.

Ongoing Complete established CAP processes as required.

(existing resource)

Community Resilience


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Community resilience is strengthened so that the impacts from disasters are less

No. Objective Timeframe TEMO Action 2019-20 CR 2 Review and rationalise Civil Defence Centres to

ensure they are fit for purpose. By 30 June 2020

Implement the model defined in the Group Welfare Plan.

Implement radio and signage requirements.

(TA responsibility) (existing resource)

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

By 30 June 2020

Complete review of Resilience Strategy.

(existing resource)


By June 2020

Continue existing public education activity.

Development and commence public education and engagement programme.

($30k opex)


Ongoing Engage with existing organisations and groups to enhance capacity for response.

(existing resource)



Continue engagement with Taranaki Council’s to implement the model defined in the Group Plan and Group Welfare Plan.

(TA responsibility)


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Capability Development We develop the capability staff and volunteers to effectively carry out their roles in a disaster

No. Objective Timeframe TEMO Action 2019-20 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.

Ongoing Delivery of the training and exercising plan

Training contractor to be engaged.

($62k MCDEM training

funding) 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.

Ongoing Continue recording through Takatu system and reinforced through D4H.

Completion of learner registration required for fund access.

(existing resource)


By 30 June 2020

Table-top exercises held at Advisory Groups to build familiarity of plans and arrangements.

Participation and observation occurring with partner agency exercises.

Group Exercise planned for 3rd quarter.

($50k opex funding,

reallocated from $62k training fund)


By 30 June 2021

TEMO participation in national/group exercise control.

(existing resource)


Ongoing Delivery as per approved training and exercising plan.

(existing resource)


By June 2023

Continue delivery on existing ITF programme.

Adoption of new ITF programmes once released.

Development of TEMO capability to deliver and assess standards.

(existing resource)


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Response and Recovery We enable well managed effective responses, and we support the community’s journey of moving on from the impacts of disasters

No. Objective Timeframe TEMO Action 2019-20 RR 2 All Group and Local Controllers complete

National Controller Training Programme to improve decision making and emergency management skills.

By June 2023

Controller, Recovery Manager function meetings established.

New Controllers identified and appointed.

Induction and initial training.

Statutory role holders attend and complete the National Response and Recovery Programme.

(TA responsibility for training

staff costs) RR 4 The accuracy and currency of all response plans

and Standard Operating Procedures (SOP) is assessed (and takes into account the response principles in this plan) and a programme for review developed.

By June 2023

Policy review programme continues.

(existing resource)


Ongoing SOP review commenced. Ongoing review of agency

SOP's and Emergency Plans to ensure consistency taking place as opportunity presents.

Function plans and aids established.

(existing resource)

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.

By June 2021

Continue delivery of Recovery programme of work

Planned amendment of Group Plan to incorporate strategic objectives scoped.


Contractor) 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.

By June 2023

Resilience Strategy review completed.

Continue engagement with Taranaki Council’s to meet objective.

(TA responsibility)


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By June 2021

Continue sector engagement, as part of Strategy Recovery project.

(0.2 FTE Group Recovery Contractor)

Identification and prioritisation of actions to address gaps in recovery preparedness.

By June 2021

Addressed as part of the recovery work programme.

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.

By June 2023

Tsunami and Earthquake hazards contingency plans to commence.

National requirements for National Disaster Resilience Strategy to be defined. This will drive the way contingency planning and disaster risk mitigation is carried out.

Impacts for Group to be explored.

(existing resource)


By June 2021

Recovery concept of operations to be established.


Contractor)


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Emergency Management Systems Reform 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 government decision is called the emergency management system reforms (the Reforms).

The government decision is broken down into actions over the next twelve (12) months, and other more substantive actions which will require significant budget investments and legislative change at a national level. The emergency management systems reform report indicates a clear direction to a professionalised emergency response system involving stronger national leadership with regulatory and legislative controls.

Delivering better responses to natural disasters and other emergencies

No. Objective Timeframe TEMO Action 2019-20 1 Scope work needed to identify and upgrade

suitable marae for emergency management purposes.

Aug-19 Continue Marae engagement programme.

(TA Iwi relations staff)

3 Continue to work across local government, emergency services and relevant government agencies on ways to improve volunteer capability and capacity, and to ensure volunteers are kept safe in the system.

Aug-19 Participation in CDEM Health & Safety forum.

Implementation of learnings from national H&S work.

(existing resource)

4 Design and implement Fly-in Teams. Aug-19 Contribute to National conversation re deployment protocols and thresholds.

(existing resource)

2 Retire the name ‘civil defence’ and replace it with ‘emergency management’ to better reflect the broad and integrated nature of who the emergency management sector is and what it does.

Longer term Scope the impact and cost of rebranding for the Taranaki Group.

(existing resource)

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

Longer term Controller capability and capacity issues assessed and development is a work in progress.

Continue enhancements to Controller appointment and management.


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Establish Controller agreements.

(existing resource)

6 Enable the Director of Civil Defence Emergency Management to personally accredit/veto Controller appointments.

Longer term Establish Controller agreements.

(existing resource)

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

Longer term Complete MOU with Taranaki Regional Council for release of staff.

(existing resource)

8 Require local authorities to cooperate as a CDEM Group within each region with shared emergency management services and personnel.

Longer term Await further guidance from MCDEM re requirements.

(no action)

9 Require CDEM Groups to have a clear decision point and communications for when there is an emergency so it is clear who is in charge.

Longer term Continue to define through CIMS functions meetings.

(existing resource)

11 Iwi representation on the CEG of each Group, to ensure iwi input into advice to the Group on governance and planning. How iwi are represented in areas where multiple iwi are present will also need to be worked through.

Longer term Work with the TRC Iwi Communications Adviser to determine the best method of engaging with the 8 iwi within Taranaki.

(existing resource)


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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.

Significant projects are funded through external funding, or an additional project budget.

ECC Development Project (Phase two) 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) occurred in the 2018/19 financial year, funded from capital budget. Construction (phase 2) will occur within the 2019/20 financial year, with full completion by October 2019.

This capital project will address site use restrictions, by reconfiguring internal office and meeting spaces within the existing envelope of the building.

The desired outcome is to enable greater separation of the facility’s primary uses:

Permanent use:

• Housing the Group Office staff (7 TEMO staff + contractors); • Training facility for CDEM staff, volunteers and sector organisations (within the operations

room, for non-emergency use only); • Large meeting space (Advisory Group meetings, 20+ attendees) organisations (within the

operations room, for non-emergency use only); • Equipment store and garaging; and

Emergency use:

• Regional Emergency Coordination/Operations Centre (ECC), during emergency activations (CDEM or other agency led).

Phase two construction is estimated at $380,000, which includes a 10% contingency.

GIS Scoping Project Project funding application has been approved to complete a GIS scoping project, to determine the future needs and structure of a regional GIS system for Taranaki CDEM Group.

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, and ongoing human resource requirements. These learnings will be applicable to other Groups with shared user requirements.


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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.

Ministry funding of $25,000 is matched by the Taranaki CDEM Group, for a total budget of $50,000.


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Appendices Appendix A: Taranaki CDEM Group Vision 2025


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Appendix B: Group Plan Objectives The following objectives are established in the Taranaki CDEM Group Plan to give effect to the strategic vision.

Governance Strategic goal Our expectations from CDEM partners is clear and met through strong governance arrangements and accountability for delivery.

Principles/policies 1.1 Organisations will cooperate and develop relationships at governance, executive, and

operational levels to understand and accept roles and responsibilities.

Objectives/actions to achieve the Strategic 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.

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



Disaster risk reduction Strategic goal The risks from hazards, their likelihood and impacts, are understood and managed to reduce our risk exposure


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Principles/policies 2.1 Risk reduction actions in Taranaki will be prioritised in order of:

1. risks to human life and safety and to vulnerable communities 2. risks to the built environment (critical infrastructure and lifeline utilities) 3. risks to the natural environment 4. risks to the economic environment

2.2 Hazard, risk information, and levels of risk will be discussed with communities to enable them to make informed decisions on reduction works and on the acceptability of any residual risks.

2.3 Risk reduction will be based on scientific research and risk analysis and will be approached in a balanced, practical, and achievable way using best practice methods.

2.4 Risk reduction activities will be identified and coordinated collaboratively.

2.5 Risk reduction and prevention will be promoted with consistent messaging.

Objectives/actions to achieve the Strategic Goal 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 4 The CDEM Group will seek out and encourage applied hazard science research to benefit risk reduction planning.


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

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


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Organisational resilience (readiness)

Strategic goal We build resilience into organisations and plan for the impacts from disaster and ensure our systems and arrangements are fit for purpose.

Principles/policies 3.1 All organisations involved in Taranaki CDEM activity are clear about their roles and

responsibilities, actively plan and prepare for response and recovery, and take a unified approach with other partners, to ensure an effective whole of sector delivery of CDEM.

Objectives/actions to achieve the Strategic Goal 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 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 6 Continuous improvement practices are adopted and corrective action planning established and implemented following exercises and activations.

Community resilience (readiness)

Strategic goal Community resilience is strengthened so that the impacts from disasters are reduced and communities are equipped to adapt to change.

Principles/policies 4.1 Consistent engagement with communities about emergency preparedness, including the

possible longer-term consequences, will enable them to be aware of and take action in a coordinated and collaborative way, including vulnerable groups, families, individuals, minors and businesses.

Objectives/actions to achieve the Strategic Goal CR 1 Develop and commence delivery of a Volunteer Management Strategy to increase the

numbers and capability of volunteers.


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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.




Capability development (readiness, response and recovery) Strategic goal

We develop the capability of staff and volunteers to effectively carry out their roles in readiness, response and recovery.

Principles/policies 5.1 All organisations involved in CDEM will commit to training, ongoing professional

development and release of personnel for CDEM readiness, response and recovery purposes.

Objectives/actions to achieve the Strategic Goal 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.






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Response and recovery Strategic goal

We enable well managed effective responses, and we support the community’s journey of moving on from the impacts of disasters

Response principles/policies 6.1 The objectives for a civil defence emergency response are:

1. the preservation of life; and 2. the prevention of escalation of the emergency; and 3. the maintenance of law and order; and 4. the provision of safety and security measures for people and property; and 5. the care of sick, injured, and dependent people; and 6. the provision of essential services; and 7. the preservation of governance; and 8. the protection of assets that includes buildings and their contents and cultural (including

waahi tapu and taonga tuku iho) and historic heritage assets; and 9. the protection of natural and physical resources and the provision of animal welfare (to

the extent reasonably possible in the circumstances); and 10. the continuation or restoration of economic activity; and 11. the putting into place of effective arrangements for the transition to recovery.

6.2 Emergency management response will be locally delivered and regionally coordinated and

will utilise the Coordinated Incident Management System (CIMS).

6.3 Organisations will coordinate their response and action planning with the appropriate lead agency and utilise regional or national support as appropriate.

6.4 Response organisations will communicate and engage with communities regarding response activities during an emergency.

6.5 Up-to-date public information on the response situation and activities, both undertaken and planned, will be communicated in an integrated way with consistent messaging to the community through a range of mechanisms.

6.6 As far as is practicable, response activities will be undertaken with a view to recovery and the need to “build back better”.


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Recovery principles/policies 6.7 Comprehensive community recovery that takes into account community values and

priorities is coordinated by the lead organisation at local and regional levels to address the social, built, economic, natural and rural environments.

6.8 Recovery organisations will collaborate both pre- and post-emergency to support the lead organisation and affected communities.

6.9 Recovery actions will be balanced and practicable, and will take opportunities to minimise future exposure to risks with the aim to undertake risk reduction and to “build back better” wherever possible.

6.10 Response and recovery organisations will communicate recovery activities to the community during the transition to recovery.

6.11 Organisations involved in recovery commit to completing the recovery process and returning to ‘business-as-usual’ activities as soon as practicable.

6.12 Recovery organisations will communicate and consult with affected communities, and where practical, provide opportunities for the community to assist or have input into recovery activities.

Response objectives/actions to achieve the Strategic Goal 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.


Recovery objectives/actions to achieve the Strategic Goal 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):

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.


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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.



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Appendix C: TEMO Service levels Service level commitments are required to ensure that the proper elements and commitments are in place to provide regional coordination and support of Civil Defence Emergency Management for the Taranaki Group area.

Service levels will clarify roles and responsibilities provided by the Group Office in support and delivery to the Group Partners and Stakeholders.

The objectives of this section are to:

Provide clear reference to service ownership, accountability, roles and/or responsibilities; Present a clear, concise and measurable description of service provision to the customer; Match perceptions of expected service provision with actual service support & delivery;

Service level responsibility Responsibility for specified service levels have been determined and outlined:

Strategic priorities

Outcome statement

Group Office (TEMO) service level

Taranaki Councils service level

Gove

rnan

ce

Our expectations from CDEM partners is clear and met through strong governance arrangements and accountability for delivery

Governance advice and technical support Representation and advocacy on behalf of the CDEM Group on national bodies and projects Coordination and support of Advisory Groups and Committees Maintaining relationships and robust communication networks Activity Management Planning and performance reporting Contracts management Project coordination and management

Leadership and active participation in:

- CEG - CDEM Group Joint

Committee - Advisory Groups

Approval of CDEM Group Plan Incorporation of CDEM Group Activity Management Plan into LTP Incorporation of any partner CDEM activity into LTP


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Outcome statement



Disa

ster

risk

redu

ctio

n The risks from hazards, their likelihood and impacts, are understood and managed to reduce our risk exposure

CDEM Group Plan and supporting documentation Lead development of group documentation:

- Strategy & policy - Contingency plans

Establish and maintain information on Group area hazardscape and review risk reduction priorities Engage the scientific community to contribute research informing the Taranaki hazardscape

Technical specialist input into CDEM strategy, policy and contingency plans Integration of hazardscape information and risk reduction actions into business planning and delivery

Orga

nisa

tiona

l res

ilien

ce

We build resilience into organisations and plan for the impacts from disaster and ensure our systems and arrangements are fit for purpose

Lead development of group documentation

- Standard operating procedures

- CIMS function plans Specify and manage group operating systems

- Software & licensing - Radios, repeaters &

licencing - Record keeping - Backup systems

(resilience) - Public alerting - EMIS (Emergency

Management Information System)

- Group contacts and equipment database (D4H)

- GIS Coordination of group CDEM activity Maintain the Group Emergency Coordination Centre (ECC) in a ready state Maintain operational capability of CDEM personnel

Implementation of strategy, policy and contingency plans Maintain district Emergency Operation Centre’s (EOC) in a ready state Maintain operational capability of CDEM personnel


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Outcome statement



Com

mun

ity re

silie

nce

Community resilience is strengthened so that the impacts from disasters are less

Lead community education and awareness about hazards and readiness Lead community emergency planning Lead community volunteer recruitment and capability development Specify and lead Civil Defence Centre capacity and capability for response Support strategic recovery planning to reduce risk exposure

Coordinate, deliver and maintain community emergency planning Maintain and manage community volunteer capability Maintain and manage Civil Defence Centre capability for welfare response Lead strategic recovery planning and identifying management to reduce risk exposure

Capa

bilit

y de

velo

pmen

t

We develop the capability staff and volunteers to effectively carry out their roles in a disaster

Group capability development planning CDEM professional development coordination and delivery

- Integrated Training Framework (ITF)

- Adult Community Education fund (ACE)

Learning development system management (Takatu) Development of Group exercising plan and delivery Corrective action planning and implementation ECC CIMS function leads engagement and support Emergency Management Facilities (ECC/EOCs) audit support

Identification and release of staff for CDEM professional development and exercising EOC CIMS function leads engagement and support Maintenance of Business Continuity Planning (BCPs) and capability Corrective action planning and implementation


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Outcome statement



Resp

onse

& re

cove

ry

We enable well managed effective responses, and we support the community’s journey of moving on from the impacts of disasters

24/7 duty monitoring and disseminating warnings Responding to the adverse effects of emergencies on behalf of the CDEM Group (via ECC):

- Control - Recovery - Welfare coordination - Public Information

Management (PIMS) - National/Regional

Lifelines coordination - Intelligence - Planning - Operations - Logistics

Assisting recovery operations on behalf of the CDEM Group

Responding to the adverse effects of emergencies on behalf of the District (via EOC):

- Control - Recovery - Welfare delivery - Local PIMS - Intelligence - Planning - Operations - Logistics

Delivery of Lifeline Utility responsibilities Local recovery planning and delivery


137

Agenda Memorandum

Date: 18 June 2019

Memorandum to




Subject: Emergency Management System Reforms Update


Purpose

The purpose of this memorandum is to update the Taranaki Civil Defence Emergency Management Group Joint Committee on the impact for Taranaki resulting from the Emergency Management System Reforms.

Executive summary

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. The impact related to staff input through engagement and consultation continues, and Groups are now requested to report to the Ministry on progress to meet eleven identified actions at a regional level. The report details progress against three 12-month targets, and progress more generally across the remaining eight actions. The Taranaki Emergency Management Office will continue to deliver Reform actions and progress reporting. It is noted that the Ministry of Civil Defence and Emergency Management and meeting with Joint Committee, CEG chair and CDEM Regional Manager to discuss Taranaki’s response to the reforms in detail, with this contributing to a progress report to the Minister on reform implementation.

Recommendations


1. receive the memorandum Emergency Management System Reforms Update.

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

Background

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 Governments decision is broken down into actions over the next twelve (12) months, and other more substantive actions which will require significant budget investments and legislative change at a National level. The Emergency Management systems reforms report indicates a clear direction to a professionalised emergency response system involving stronger national leadership with regulatory and legislative controls. The Emergency Management system reforms has previously been assessed by 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. Generally, there is consistency in the Taranaki CDEM Groups direction of travel and the Reforms, and therefore the Taranaki CDEM Group is in a strong position to give effect to these changes.

Discussion

Now six months on, the Ministry and CDEM Groups have put significant resource into engaging with the Reforms, further defining the national direction and requirements on CDEM Groups. The Director of the Ministry of Civil Defence Emergency Management is now requesting progress updates from CDEM Groups, targeting the items that directly impact on Groups and that require regional action. A series of meetings involving CDEM Group Manager and Joint Committee chairs is being organised with a Ministry representative. Eleven (11) actions have been identified for CDEM Groups to report on to the Ministry. Three (3) are to be achieved within the next twelve months, with a further eight (8) having longer term timeframes. The Reform actions are expected to be completed by CDEM Groups, regardless of Group priorities and existing workplans. Preparation of the Taranaki CDEM Group Plan 2018-2023 incorporated known elements of the Ministerial Review at the time. As a result 55% (6) of actions are already being addressed through the current TEMO workplan. There is an expectation to commence and complete five (5) additional tasks, which are not factored within budgets and work planning. Of the eleven actions, one has been achieved to date (Senior Ambulance representative on CEG). Of the remaining ten actions 40% (4) are tracking to plan, however the remaining 60% (6) are experiencing challenges to implement, two with significant concerns. This is represented in Figure 1: Emergency Management System Reforms - Progress Status below. Appendix A contains the list of Reform actions CDEM Groups are requested to complete, risk assessment to the CDEM Group, and actions and progress indication.

Taranaki Civil Defence Emergency Management Group Joint Committe - Emergency Management System Reform Update

139

Figure 1: Emergency Management System Reforms - Progress Status

Reform actions for completion in the next 12 months

The Government has committed to the achievement of various actions for completion within the next 12 months. Three reform actions involve CDEM Group completion, all being additional actions to the Group Plan. These actions are:

1. Scope work needed to identify and upgrade suitable marae for emergency management purposes;

2. Continue to work across local government, emergency services and relevant government agencies on ways to improve volunteer capability and capacity, and to ensure volunteers are kept safe in the system;

3. Design and implement Fly-in Teams. 1. Upgrade suitable Marae A Marae engagement programme has been established, whereby Territorial Authority Iwi Liaison staff will engage with marae to explore what relationship the marae may wish to have within a response. This is the first stage to explore what future relationship is desired and of what benefit. Mapping of Marae has been completed and exists within a GIS map layer. No infrastructure assessment of marae is planned to be completed. There are significant concerns with the following questions, and these have been directed to the Ministry:

Who will assess Marae;

What assessment criteria will be used;

Who will fund the infrastructure investments;

What is the level of budget; and

Who will project manage works. Without these questions answered from the Ministry it is felt that this process could raise unrealistic expectations and potentially damage future relationships. 2. Improve volunteer capability, capacity, and safety Current capacity issues are well known for Taranaki CDEM Group, and gaps for TAs (EOCs) and ECC and are being addressed through the ongoing training and capability development programme.

Tracking to plan 4

40%

Concerns -

mitigations 4 40%

Concerns - no

mitigations 2 20%Tracking to plan

Concerns - mitigations

Concerns - no mitigations

Future action


140

Agreement with the Taranaki Regional Council is underway to confirm and release staff for CDEM purposes. Once completed an ongoing induction and training programme for the ECC will commence. The existing volunteer policy has been reviewed and confirmed, and this policy will be followed by TAs and TEMO. To date there are been no assessment of the capability or capacity of emergency services and agencies undertaken by TEMO. These will form conversations through the Readiness and Response Advisory Group, along with combined agency exercising planned for the future. Work is needed at the national and combined CDEM Group level to further understand the implications of the Health and Safety At Work Act, and define what further controls are needed. 3. Implement / support Fly-in Teams No Taranaki members have been selected to participate within the NZ-FIT. In relation to the Group receiving a team, no thresholds for an NZ-FIT deployment request has been developed. This is an important gap, as all Taranaki TAs, and potentially the ECC, would benefit from NZ-FIT deployment. Discussion are to be held at the quarterly Taranaki CDEM managers meeting scheduled May 2019, and as part of the National EM Development Group meeting (late May), to inform development of a consistent deployment protocol and NZ-FIT thresholds.









141


Appendices

Appendix A - Emergency Management System Reforms Progress Tracking


142

Appendix A – Emergency Management System Reforms Progress Tracking

Progress key:

G Tracking to plan

A Concerns – mitigations in place

R Concerns – no mitigations in place

F Future - not yet started

12-month targets (August 2019)

Objective Group consideration (examples) Timeframe

Risk

Assessment

In addition to

Plan

Objectives

(Y/N)?

TEMO Action taken Progress

(G, A, R,

F)

Scope work needed to

identify and upgrade

suitable marae for

emergency

management

purposes.

* Working with Iwi to understand

and accurately map where all

marae are located.

* Working with iwi to understand

which marae have size or

infrastructure issues which may

inhibit their ability to be available

for emergency management

purposes.

* Establish how conversations with

marae should be undertaken and

by whom.

12 months

(August 2019) Low y

* Marae engagement programme has

been established, whereby TA Iwi

Liaison staff will engage with marae to

explore what relationship the marae

may wish to have within a response.

* Marae gis map layer completed.

* No infrastructure assessment of

marae is planned.

A


143

Continue to work

across local

government,

emergency services

and relevant

government agencies

on ways to improve

volunteer capability

and capacity, and to

ensure volunteers are

kept safe in the

system.

* Reviewing volunteer capacity

across local government,

emergency services and relevant

government agencies within the

Group.

* Creating/reviewing volunteer

policy including assessment or

locally held cultural values which

can create spontaneous

volunteering (eg RENA - beach

clean up, Kaikoura - shellfish

moving etc).

12 months

(August 2019) Low y

* Current capacity issues known for

Taranaki TAs (EOCs) and ECC. Existing

training and capability development

programme ongoing.

* MOU with Taranaki Regional Council

in negotiation to confirm and release

staff for CDEM purposes.

* Existing volunteer policy confirmed.

* No assessment of emergency

services and agencies undertaken.

* No assessment of cultural values for

spontaneous volunteers planned.

G

Design and implement

Fly-in Teams.

* Members contributing to the fly

in teams memberships.

* Developing thresholds for

requesting fly in team assistance.

* Identifying local authorities

upfront who have historically

demonstrated that they would

benefit from this kind of support

early in a response and discussing

Fly-in team support with them

during BAU.

12 months

(August 2019) Medium y

* No Taranaki members within the NZ-

FIT.

* No thresholds developed.

* All Taranaki TAs, and potentially ECC

would benefit from NZ-FIT

deployment, and discussion to be held

at quarterly CDEM managers meeting

scheduled May 2019.

R


144

Longer-term targets Objective Group consideration (examples) Timeframe

Risk

Assessment

In addition to

Plan

Objectives

(Y/N)?

TEMO Action taken Progress

(G, A, R,

F)

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

integrated nature of

who the emergency

management sector is

and what it does.

* What logistical implications will

this have for the Group?

* What will need to be in place to

promote cultural uptake for both

agencies and the community? Longer term Medium y

* No activity undertaken to date.

R

Amend the Civil

Defence Emergency

Management Act to

enable Fly-in

Controllers to

undertake their

statutory function

anywhere in the

country.

* Assess current controller capacity

and capability to consider where

need will arise and fly-in controllers

be best targeted.

* What will be needed for cultural

uptake of this change? Longer term Medium n

* Controller capability and capacity

issues assessed and development is a

work in progress. Efforts underway to

recruit and train additional Controllers.

A suite of enhancements to Controller

appointment and management is

underway.

* Cultural uptake not considered.

A

Enable the Director of

Civil Defence

Emergency

Management to

personally

accredit/veto

Controller

appointments.

* How controllers are currently

selected, what Group controller

policy is in place to ensure

consistent selection criteria,

consistent training and support?

* What will the Group put in place

to ensure controllers are

positioned to be successfully

appointed.

Longer term Low n

* Recruitment process for Controllers

in place, whereby endorsement of

Group Controller required (may

include interview), and consistent but

broad criteria in place.

* Quarterly controller meetings held,

along with individual learning and

development plans in place.

G


145

Enforce the

expectation that

people in relevant Co-

ordinated Incident

Management System

roles are trained and

competent.

* What is required for cultural

update of this principle?

* Is there sufficient funding

available?

* Do staff get released for

sufficient time to keep their

training to an effective level.

* How is staff churn factored into

anticipating gaps in having

sufficient trained staff for CIMS

roles?

Longer term Low n

* Awareness and culture of staff

release good and supported by TAs.

* MOU with Taranaki Regional Council

to confirm and release staff for CDEM

purposes still in negotiation.

* Staff churn not considered.

* CIMS functions meetings

commencing and greater focus on

exercises planned.

* Funding is sufficient for training (via

$62k in MCDEM capability dev

funding), however TEMO staff

resource insufficient to deliver with

other commitments. MCDEM funding

to be used to contract some delivery,

freeing up TEMO staff.

A

Require local

authorities to

cooperate as a CDEM

Group within each

region with shared

emergency

management services

and personnel.

* Noting the commentary in

Government's Practice Release of

the Cabinet Paper - Government

Response to the TAG report and

the Impact Statement with regard

to specific desired outcomes and

anticipated impact for specific

groups.

* Review existing Service Levels

agreements to ensure that they

align with the desired outcomes as

per the Governments' Proactive

Release.

Longer term High y

* Strong regional coordination and

provision of operating systems,

training, planning and SOPs.

* Clear Constituting Agreement and

funding arrangements in place.

* Good cooperation with TAs.

* TA CDEM staff not employed by

Group Office, and clarity for this to

occur required from MCDEM.

G


146

Require CDEM Groups

to have a clear decision

point and

communications for

when there is an

emergency so it is clear

who is in charge.

*Ensuring relevant people in the

system know that their role and

authority is in an emergency.

Currently, roles and authority are

not as clear as they should be,

resulting in duplication, gaps,

confusion and frustration, and

ultimately a poorer response.

Longer term Low n

* Response Management Plan

adopted. This contains roles and

responsibilities of EOC/ECC, definitions

of emergency, and indicative

thresholds.

* Clarification continues to be worked

through with the various regional

CIMS functions meetings, i.e.

Controllers, Recovery Manager, CIMS

function meetings etc.

G

Iwi representation on

the CEG of each Group,

to ensure iwi input into

advice to the Group on

governance and

planning. How iwi are

represented in areas

where multiple iwi are

present will also need

to be worked through.

* What specific considerations with

regards to Iwi process are required

within the Group?

* What existing structures /

relationships / tikanga can be

explored to understand a pathway

to CEG membership of Iwi?

Longer term High n

* TEMO is working with the TRC Iwi

Relations Adviser to determine the

best method of engaging with the 8 iwi

within Taranaki.

* Presentation to the Taranaki Iwi

Chairs forum planned for June 2019.

* Engagement re Strategic Recovery

Planning planned for 2019 calendar

year.

A


147

Agenda Memorandum

Date: 18 June 2019

Memorandum to




Subject: Controller Requirements and Solution Update


Purpose

The purpose of this memorandum is to update the Taranaki Civil Defence Emergency Management Group (CDEM) Joint Committee on the risks associated with Controller resignations, and operational decisions around recruitment and management to reduce this risk.

Executive summary

An agenda paper presented to the CDEM Joint Committee on 27 November 2018 notified the resignation of Group Controllers and associated risks with limited Controller numbers. An exploration of issues and options for Taranaki CDEM Controllers was considered at the Coordinating Executive Group (CEG) (14th February 2019), and at a meeting with Councils CEO’s (29th March 2019). Operational decisions to address risks were again presented to CEG on the 23rd May 2019, and these are now presented for noting to the Joint Committee. Decisions are made within existing budget and will go some way to address the immediate risks in relation to Controllers. Two items require additional budget, and these matters are to be considered by the CDEM Group Joint Committee through the next long-term budget development cycle.

Recommendations


1. receives the report Controller Requirements and Solution Update

Background

Following several resignations the Taranaki CDEM Group lost three Group Controllers over a period of two months, leaving the Group critically short and an inability to operate a duty roster system to ensure availability for decision making.

Taranaki CEG has previously met on the 14th February 2019 to discuss a range of options for Controllers for the Taranaki CDEM Group, as per an agenda memo, Controller requirements and solution. Taranaki CEG reached general agreement on the following:

The statutory role of Controller and decision-making role;

The need to Group Controllers to be available to make decisions;

That defined agreements are required for role holders. Following a robust discussion at CEG, it was resolved that the CE’s of the Taranaki Councils would meet to further discuss a range of issues that have financial and liability considerations for Councils. Discussion of issues included were identified as:

Number of Controllers for the CDEM Group (local and Group capacity);

Outside of region Controller surge capacity and Fly-In Team support;

Professionalisation (training and accreditation) and budget impacts;

Controller availability (i.e. on-call) and restrictions;

Controller compensation and budget impacts;

Health and Safety in Employment considerations (person in charge of business or

undertaking);

Liability cover and Director and Officer Insurance.

Discussion

A meeting with Taranaki Councils CEO’s was held Friday 29th March 2019 to discuss Taranaki CDEM Controller requirements and solution. Six actions were made under delegated authority and to be funded within existing budget. These were:

1. Territorial Authorities to continue recruitment for more Controller positions 2. Consider Local Controllers to be reappointed as Group Controllers. 3. Controller agreements and terms and conditions to be established 4. Investigate and arrange Director and Officer Liability Insurance 5. Territorial Authorities and TEMO to commit Controller staff to complete professional

develop training (response and recovery course, or recognition of prior learning) 6. A merit for TEMO staff appointed as Controllers to be applied

The following items to be reconsidered through the LTP cycle, due to more significant resource impacts:

7. Controller compensation for appointment 8. Controller on call roster and compensation

The above decisions number 1 to 6 have been made by the CE’s and CDEM Regional Manager, funded within existing budget. Item 2 however effectively reappoints Local Controllers (appointed under section 27 of the CDEM Act 2002) as Group Controllers (section 28), with the rationale to reflect the pooled nature of Taranaki CDEM positions. This will be a departure from the Taranaki CDEM Group Plan 2018-2023, although this is not prohibited. Potential consequences are that Local Controllers may not be comfortable with reappointment and with the increased responsibility. Since this option was presented to CEG, updates have been provided to CDEM Group Managers on the Emergency Management Systems Reform (EMSR), which includes proposed legislated changes to Controllers,

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specifying ‘deputy’ as opposed to ‘alternate’ Controllers, and terminology changes under the Coordinated Incident Management System (CIMS), which would also see terminology tightened. It is now recommended that item 2 is paused for future consideration. Items 7 and 8 require additional budget and are proposed to be considered by the CDEM Group Joint Committee through the next long-term budget development cycle. The decision made to date on this matter will go someway to address the immediate risks in relation to Controllers, and these decisions are now reported to Joint Committee for noting.









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