draft auckland civil defence and emergency management group

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Table of Contents

1 Introduction .......................................................................................................... 1

1.1 Purpose and Structure ................................................................................................. 2

1.2 The Group Plan Vision and Goals ............................................................................... 2

1.3 Achieving the Vision and Goals ................................................................................... 3

1.4 Relationship to National CDEM Strategy and National CDEM Plan ........................... 4

1.5 Group Plan Development Process and Consultation .................................................. 5

2 Risk Profile ........................................................................................................... 6

2.1 Auckland’s Social Environment ................................................................................... 6

2.2 Built Environment ........................................................................................................ 7

2.3 Economic Environment ................................................................................................ 7

2.4 Natural Environment .................................................................................................... 8

2.5 Auckland’s Hazards ..................................................................................................... 9

2.6 Risk Assessment and Analysis ................................................................................. 10

2.7 Risk Evaluation .......................................................................................................... 12

2.8 Risk Management ...................................................................................................... 13

3 Risk Reduction................................................................................................... 17

3.1 The role of the Auckland CDEM Group and Others in Risk Reduction ..................... 17

3.2 Risk Reduction Principles .......................................................................................... 17

3.3 Current Risk Reduction Activities and Opportunities ................................................ 17

3.4 Legislation, Policies and Plans that Influence Risk Reduction .................................. 17

3.5 Reduction Objectives, Methods and Tools ................................................................ 18

4 Readiness........................................................................................................... 20

4.1 Current Levels of Readiness ..................................................................................... 20

4.2 The role of the Auckland CDEM Group and Others in Readiness ............................ 20

4.3 Readiness Principles ................................................................................................. 20

4.4 Readiness Responsibilities in the Auckland CDEM Group ....................................... 20

4.5 Supporting Plans and Standard Operating Procedures ............................................ 22

4.6 Public Education ........................................................................................................ 23

4.7 Operational Training .................................................................................................. 23

4.8 Exercises ................................................................................................................... 23

4.9 Business Continuity Management ............................................................................. 23

4.10 Readiness Objective, Methods and Tools ................................................................. 23

5 Response ........................................................................................................... 26

5.1 Response Principles .................................................................................................. 26

5.2 Criteria for Response - Levels of Emergency............................................................ 26

5.3 Warning Procedures .................................................................................................. 27

5.4 Activation and Notification ......................................................................................... 28

5.5 Lead and Support Agencies ...................................................................................... 28

5.6 The Role of the Auckland CDEM Group and Other Agencies in Response ............. 30

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5.7 Auckland Controller ................................................................................................... 31

5.8 Emergency Coordination Centre (ECC) .................................................................... 31

5.9 Other CDEM Agencies .............................................................................................. 32

5.10 Public Information Management ................................................................................ 32

5.11 Volunteer Management ............................................................................................. 32

5.12 Welfare Management ................................................................................................ 33

5.13 Lifeline Utility Coordination (LUC) ............................................................................. 33

5.14 Scientific Advisory Groups (SAG) ............................................................................. 33

5.15 Declaration Process .................................................................................................. 33

5.16 Response Support from Outside the Group .............................................................. 34

5.17 Response Objectives, Methods and Tools ................................................................ 34

6 Recovery ............................................................................................................ 36

6.1 Recovery Principles ................................................................................................... 36

6.2 The Role of the Auckland CDEM Group and Other Agencies in Recovery .............. 36

6.3 Transition from Response to Recovery ..................................................................... 36

6.4 Recovery Structure .................................................................................................... 37

6.5 Financial Arrangements ............................................................................................. 40

6.6 Recovery Objectives, Methods and Tools ................................................................. 40

7 Monitoring and Evaluation ................................................................................ 41

7.1 Contextual Framework .............................................................................................. 41

7.2 Monitoring the Auckland CDEM Group Plan ............................................................. 41

7.3 Auckland CDEM Group Plan Evaluation ................................................................... 41

8 Management and Governance .......................................................................... 43

8.1 Auckland CDEM Group Governance Structure ......................................................... 43

8.2 Auckland CDEM Group ............................................................................................. 43

8.3 Coordinating Executive Group (CEG) ....................................................................... 43

8.4 Role of the Auckland Council CDEM Department ..................................................... 44

8.5 Key Appointments ..................................................................................................... 44

8.6 Cooperative Arrangements with Other CDEM Groups ............................................. 46

8.7 Financial Arrangements ............................................................................................. 47

8.8 Recovering Costs in a Civil Defence Emergency ...................................................... 48

8.9 Emergency Recovery Finances ................................................................................ 48

8.10 Financial provisions for meeting Auckland CDEM Group costs in an

Emergency (emergency expenditure funding) .......................................................... 49

Annexures

Annex 1 – The Auckland CDEM Group and its Members

Annex 2 - List of Plans and Standard Operating Procedures

Annex 3 - Glossary and Abbreviations

DRAFT AUCKLAND CIVIL DEFENCE EMERGENCY MANAGEMENT GROUP PLAN 2010 - 2015

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1 Introduction

This plan is the Civil Defence Emergency Management (CDEM) Group Plan for Auckland. It is the second

plan prepared by the Auckland CDEM Group1 to meet the statutory requirements of the CDEM Act 20022.

The Auckland CDEM Group boundaries are shown in Figure 1.1.

Figure 1.1: Auckland CDEM Group Boundaries and Current Operational Zones

The Auckland CDEM Group Plan ‘the Group Plan’ is written to provide information for two main

audiences:

Agencies involved in CDEM (emergency services, local government, central government, non-

government organisations).

The general public.

The Group Plan is approved by the Auckland CDEM Group with effect from 31 June 2011. It will be

reviewed by 2016 or earlier, no later than five years after it becomes operative in accordance with s.56 of

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

1 See Annex 1 for more information about the Auckland CDEM Group and its members.

2 Section 48 of the Civil Defence Emergency Management Act 2002. The first Group Plan was completed in 2005.


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1.1 Purpose and Structure

The Group Plan is a strategic document. It provides a simple framework for everybody involved in

Auckland CDEM to enable management of significant hazards and risks that may affect Auckland by

providing for:

Strengthened relationships between agencies involved in CDEM;

Cooperative planning and action between the various agencies and the community; and

Commitment to deliver more effective CDEM through risk reduction, readiness, response and

recovery.

The Group Plan is set out as follows:

Figure 1.2 Structure of the Auckland CDEM Group Plan

The Group Plan is supported by a range of processes, procedures, polices and other documents that

provide detailed information to the public and CDEM stakeholders about how and why we operate. All

documents referenced in the Group Plan are available for review and a list of them is contained in Annex

2 (List of Plans and Standard Operating Procedures).

There are a variety of terms and abbreviations used throughout the Group Plan. For an explanation of

these refer to Annex 3 (Glossary and Abbreviations).

1.2 The Group Plan Vision and Goals

Vision: A Resilient Auckland

A resilient Auckland will be able to adapt quickly and continue to function at the highest possible level

during extraordinary events3.

GOALS

Goal 1. Reducing risk

to acceptable levels

Goal 2. Increasing

community awareness,

understanding,

preparedness and

participation in civil

defence emergency

management

Goal 3. Ensuring an

effective response capability

Goal 4. Ensuring an

effective recovery capability

3 The vision of the National Civil Defence Emergency Management Plan is ‘A Resilient New Zealand’

Introduction

Vision, context

Risk

Analysis, priorities

Reduction

Reducing risk

Readiness

Preparation, education

Response

Operations

Recovery

Arrangements

Monitoring &

Evaluation

Management &

Governance


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Goal 1: Reducing risk to acceptable levels

Reducing the risk posed by hazards is a key element of CDEM. It is not possible to completely remove

risk but the Auckland CDEM Group will work with communities to reduce risks to acceptable levels by

working to:

Increase knowledge about the risks facing Auckland.

Ensure information about hazards and risks is easily available and understood.

Assist in determining acceptable levels of risk to influence policies such as the Auckland Spatial Plan

and the Regional Policy Statement.

Ensure risks are proactively and responsibly managed.

Goal 2: Increasing community awareness, understanding, preparedness and participation in civil

defence emergency management

A resilient Auckland is only possible if the community knows about hazards and risks. The Auckland

CDEM Group will work with Auckland communities to:

Improve individual, family, community and business preparedness.

Improve community participation in civil defence emergency management.

Encourage community participation in hazard and risk management decisions.

Goal 3: Ensuring an effective response capability

Emergencies do happen, and Auckland must be prepared to manage them. The Auckland CDEM Group

will maintain an effective response capability for emergencies so that:

Response capability continuously develops.

Overall coordination of the response is timely and efficient.

Goal 4: Ensuring an effective recovery capability

When an emergency happens Auckland must be prepared to recover from the effects of the event.

Auckland CDEM Group will maintain an effective recovery capability for emergencies so that:

Recovery capability continuously develops.

The community is able to recover as quickly as possible.

1.3 Achieving the Vision and Goals

The Reduction, Readiness, Response and Recovery chapters of the Group Plan identify objectives,

methods and tools to provide direction for the Auckland CDEM Group’s work programme for the next five

years. The following table summarises the objectives of the Group Plan.

Table 1.1: Auckland CDEM Group Plan Objectives

Reduction

Objective 1 Continue to develop our understanding of what a resilient Auckland looks like and how to measure progress towards realising this vision.

Objective 2 Undertake long term, strategic reduction of the risk from hazards through collaborative planning with stakeholders.


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Objective 3 Improve the understanding of hazards and risks in Auckland and the associated risks and consequences.

Readiness

Objective 1 Improve community preparedness through strong leadership and commitment to CDEM at political and executive levels.

Objective 2 Improve the level of business and community awareness and preparedness through public education and consultation.

Objective 3 Improve community participation and preparedness through community-based planning.

Objective 4 Continue to strengthen co-ordinated and integrated emergency planning by CDEM partners and stakeholders.

Objective 5 Develop a process of recording critical assets and resources and procedures for procurement and deployment in an emergency.

Objective 6 Develop and maintain appropriate documentation to describe key activities, functional responses and protocols in support of the Auckland CDEM Group Plan.

Objective 7 Enhance professional development for key roles within the Auckland CDEM Group through training, exercises and learning from other CDEM Groups.

Objective 8 Assess the capability and capacity of the Auckland CDEM Group on a regular basis and set a realistic target for future improvement.

Response

Objective 1 Provide effective warning systems to enable agencies and the community to respond rapidly to a potential event.

Objective 2 Establish and maintain effective and resilient inter-agency communication networks and processes.

Objective 3 Improve arrangements so that decision making in an emergency is supported by appropriate scientific and technical advice.

Objective 4 Strengthen the information management systems and processes used by emergency response organisations.

Recovery

Objective 1 Strengthen recovery capability and capacity across all agencies and the wider community.

Monitoring the Auckland CDEM Group’s work programme and measuring the resilience of the Auckland

community is discussed in Chapter 7: Monitoring and Evaluation.

1.4 Relationship to National CDEM Strategy and National CDEM Plan

The plan is consistent with the National CDEM Strategy as outlined in Table 1.2.


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Table 1.2: Consistency with the National CDEM Strategy

Auckland CDEM Group Goals National CDEM Strategy Goals

Goal 1: Reducing risk to acceptable levels. Goal 2: Reducing the risks from hazards in New Zealand.

Goal 2: Increasing community awareness, understanding, preparedness and participation in civil defence emergency management.

Goal 1: Increasing community awareness. Understanding preparedness and participation in CDEM.

Goal 3: Ensuring an effective response capability.

Goal 3: Enhancing New Zealand’s capability to manage civil defence emergencies.

Goal 4: Ensuring an effective recovery capability. Goal 4: Enhancing New Zealand’s capability to recover from civil defence emergencies.

The Group Plan is also consistent with the National CDEM Plan and takes into account other guidelines,

codes, regulations and technical standards issued by the Director of the Ministry of Civil Defence &

Emergency Management (MCDEM). The National CDEM Plan sets out the CDEM arrangements

necessary to manage nationally significant hazards and risks and the coordination of CDEM during a

period of national emergency. These arrangements have been taken into account by ensuring Auckland's

operational arrangements link to national planning arrangements. The planning relationships between the

Crown, CDEM Groups and other agencies are set out in the National CDEM Plan.

1.5 Group Plan Development Process and Consultation

This Group Plan is developed from the first Group Plan that was completed in 2005. The following

process was used to ensure all interested parties participated in development of the Group Plan:

Development of the Group Plan started in December 2009 with a review of the existing Group Plan.

During 2010 all members of the Auckland CDEM sector participated in review workshops and were

provided opportunities to comment on the draft Group Plan.

In early 2011 public consultation was conducted in accordance with the requirements of the CDEM

Act.


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2 Risk Profile

The first step in creating a risk profile for Auckland is gaining an understanding of the community and

environment within which this plan operates. This chapter identifies the hazards that require Auckland

CDEM Group management, assesses their risk, and evaluates and assigns a level of priority to each.

This guides the directing of resources and effort for the treatment of risk across the four phases of

emergency management: reduction, readiness, response and recovery.

This chapter contains a summary of Auckland’s risk profile based on a review of the profile contained in

the first Group Plan. The full assessment and accompanying discussion is provided in the Group Plan

supporting document Auckland CDEM 2010 Risk Profile Review.

2.1 Auckland’s Social Environment

Large Rapidly Growing Urban Population

The Auckland region spans from Wellsford in the north to Pukekohe in the south, and is home to

1,303,068 people; one third of New Zealand’s population. Approximately 90% live in urban areas4.

Auckland is unique in New Zealand because it is the largest urban area and biggest economic centre.

The Auckland region is also one of the fastest growing regions in Australasia and is predicted to reach

1.94 million people by 2031.

Young Population

Over 35% of Auckland’s population is aged under 25 years (486,885). Auckland has a lower proportion of

people aged 65 years and over (10%) compared with the rest of New Zealand.

Ethnic Diversity

Auckland contains the largest, most ethnically diverse population in New Zealand. The largest

concentrations of migrants are located in Manurewa, Glen Innes, Three Kings and Mt Roskill.

Socio-Economic Diversity

Auckland has some of New Zealand’s richest and poorest people living within its boundaries. 30%

(392,982) of its population live in deprived areas5 based on New Zealand Deprivation Index scores. The

proportion of people living in households with low income6 in Auckland is over 11% (154,653).

Poorly Prepared for an Emergency

Research indicates that Aucklanders are generally poorly prepared for an emergency with only 7% rated

as fully prepared in the MCDEM 2010 annual survey of national preparedness.

4 Urban areas are defined as being within the Metropolitan Urban Limits.

5 As defined in the Ministry of Social Development’s Social Deprivation Index and measured in an annual deprivation

survey. 6 The proportion of people living in households with gross real income less than % of the median equivalised national

income benchmarked at 2001.


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CDEM Risk Implications

Risk implications of Auckland’s social environment include:

Urban areas have a greater dependence on infrastructure for the delivery of services.

High dependence on other regions for energy, water, food and other necessities.

Growing cultural and linguistic diversity raises important issues for the CDEM sector around how to

ensure effective engagement and inclusion of all Auckland residents.

Low levels of preparedness increase risk.

2.2 Built Environment

Residential Dwellings

In 2006 Auckland had 437,988 occupied private dwellings. In 2008, 76.3% of residential dwellings were

located in urban areas. Detached houses are the main style of house in Auckland region (75.6%), while

23.9% of people live in flats, townhouses and apartments.

Infrastructure

Auckland is well-serviced by an extensive infrastructure network. Auckland’s infrastructure is vulnerable

because some networks are supplied by external sources and the geography of Auckland creates

‘chokepoints’. Most utilities depend on the operation of other utilities to maintain services. For example:

Around 95% of Auckland’s fuel is supplied from Marsden Point, via a single pipeline.

Auckland is an isthmus, limiting north/south transport corridors and the closure of any motorways

creates serious traffic congestion.

Most of the region’s potable water supply relies on one critical main from the Hunua Dams.

Most air and sea transport uses two terminals, the Ports of Auckland, and the Auckland Airport.


The increasing intensity of Auckland’s urban development influences risk because higher population

densities in urban areas increase the potential consequences of hazards. Although utility providers have

extensive risk management procedures to ensure continuity of supply, and there are significant capital

projects planned in the next decade that will reduce Auckland’s vulnerability to infrastructure failure, the

risk of infrastructure failure remains high.

2.3 Economic Environment

Business and Employment

Economic activity in the Auckland region contributes an estimated 35% of the national Gross Domestic

Product (GDP). While the economy primarily comprises small and medium businesses, a significant

portion of New Zealand’s largest businesses are located in Auckland. Nationally, Auckland is the primary

distribution and logistics hub for the country. In February 2009, there were 161,104 businesses in the


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Auckland region. The unemployment rate in Auckland ranged from approximately 5-9 % between 2008

and 2010. Research in 2010 indicated that only 17% of business had emergency plans in place7.

National Effect of an Emergency in Auckland

An emergency in Auckland will have significant consequence on the national economy. Economic

modelling conducted in 20088 demonstrated that a volcanic eruption would result in a 47% reduction in

Auckland’s GDP. This equates to a 14% reduction in New Zealand GDP. This is twice the reduction in

GDP that New Zealand experienced during the ‘Great Depression’.


Risk implications of Auckland’s economic environment include:

The large amount of businesses located in Auckland increases the number of technological hazards.

The concentration of business activities in certain areas increases the risks presented by some

hazards.

The large proportion of small and medium businesses which are unlikely to be as resilient as larger

organisations combined with low rates of emergency planning increases the potential consequences

of hazards.

Consequences of many Auckland hazards have national implications.

2.4 Natural Environment

General Factors

Auckland covers approximately 16,141km2 of both land and sea, and is approximately 2% of New

Zealand’s total land mass. Auckland is built on an isthmus which creates a congestion point for utilities

and transport networks.

Geology

Auckland is built on a volcanic field. The location of the next volcanic eruption is uncertain and any

volcanic event will have significant impact on Auckland.

The subsurface geology of Auckland is mainly comprised of sedimentary rocks. Overlying this, and

dominating Auckland’s surface geology, is younger marine and terrestrial sediments which are often soft,

highly weathered and faulted, resulting in widespread issues with land subsidence. Auckland’s land

surface has been extensively modified by humans9 changing natural drainage of water. Streams and

rivers drain into relatively small, steep catchments.

Weather

Auckland’s weather is relatively unpredictable and changes quickly. Dominated by weather systems

originating in the Tasman Sea, the prevailing west to south-westerly winds can produce strong wind

gusts, rough seas and persistent rainfall. During summer and autumn, Auckland can also be affected by

sub - tropical storms.

7 University Of Canterbury Organisational Resilience Study 2010.

8 Economic modelling of the economic effect of a volcanic in Auckland conducted as part of Exercise Ruaumoko.

9 2002 Land Cover Assessment.


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Coastal Areas

Auckland has approximately 1,800km of coastline. The coast is a desirable place for development,

exposing communities to a wide range of hazards including storm surge, coastal instability, high winds

and tsunami.


Risk implications of Auckland’s natural environment include:

Auckland has a number of natural hazards including volcanic, storms and tsunami.

Auckland is built on an isthmus increasing the potential risks to utility networks.

Auckland’s coastal areas require greater controls on development to minimise people’s exposure to

coastal hazards.

2.5 Auckland’s Hazards

The next step in understanding Auckland’s risk profile is the identification of hazards that could affect the

region. A hazard is something that may cause or aggravate an emergency, creating risks to people,

property or the environment. Hazards can be either natural or technological. Natural hazards occur

when environmental processes like flooding, landslides or tsunami interact with a community.

Technological hazards result from human activities (e.g. infrastructure failure, fire, hazardous substance

spills). Table 2.1 identifies the natural and technological hazards in Auckland that require management

by the Auckland CDEM Group.

Table 2.1: Hazards Requiring Auckland CDEM Group Management

Natural Hazards Technological Hazards

Animal Disease/Epidemic

Cyclone

Drought: Agricultural or water supply

Earthquake

Erosion: Coastal Cliff, Landslide or Land Instability

Flooding: River/Rainfall, Storm Surge, Tsunami (distant or local)

Human Epidemic

Introduced Species/Pest

Tornado

Volcanic Eruption: Auckland Volcanic Field or Distant Source

Crash: Aircraft, Marine, Rail, Road

Criminal Acts: Civil Unrest/Riot or Terrorism

Dam Failure

Fire: Rural or Urban

Hazardous Substance Spill

Lifeline Utility Failure: Airport, Communications, Electricity, Fuel, Gas, Port, Roading, Wastewater or Water Supply

A detailed discussion of Auckland’s Hazardscape and the prime reference for this section is the Auckland

Hazard Guidelines. Other information about hazards can be found on the Auckland CDEM Group’s

website (www.aucklandcivildefence.org.nz).

http://www.acdemg.org.nz/


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2.6 Risk Assessment and Analysis

After understanding Auckland’s social, natural, built and economic environments, and identifying its

hazards, the next step in developing a plan is assessing risk. Risk is the chance of something happening

that will have an impact on either the community or the environment. In general terms, it is measured by

analysing risk in terms of consequence and likelihood.

Risk = Likelihood x Consequences

Auckland’s risks are assessed based on the likelihood of a hazard occurring and its likely

consequences10. Detailed information about Auckland’s hazards is on the Auckland CDEM Group’s

website (www.aucklandcivildefence.org.nz).

Table 2.2 records the risk analysis conducted to complete this plan11. It lists Auckland’s hazards,

assessed likelihood and consequences. The risk associated with hazards in the Auckland region are

presented in further detail in the Group Plan supporting document Auckland CDEM 2010 Risk Profile

Review.

Table 2.2: Hazards and Risks Summary of Analysis, Evaluation and Prioritisation

Hazard Risk Analysis

Likelihood Consequence Risk Rating

Lifeline Utility Failure: Electricity Possible Catastrophic Very High

Human Epidemic Possible Catastrophic Very High

Volcanic Eruption: Distant Source Eruption Likely Major Very High

Cyclone Likely Major Very High

Flooding: River/Rainfall Almost Certain Moderate Very High

Erosion: Coastal Cliff Almost Certain Moderate Very High

Erosion: Landslide/ Land Instability Almost Certain Moderate Very High

Volcanic Eruption: Auckland Volcanic Field Rare Catastrophic High

Animal Disease/Epidemic Possible Major High

Crash: Aircraft Possible Major High

Earthquake Unlikely Major High

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This is an outline of a much more detailed process required in the Directors Guidelines for CDEM Group Plan

review that uses processes outlined in AS/NZ 4360 Risk Management Standard. 11

This table summarises and extensive project carried out in accordance with the principles outlined in Directors

Guidelines for CDEM Group Plan review and AS/NZ 4360 Risk Management Standard the complete process is

available on request by visiting the Auckland CDEM Groups’ website (www.aucklandcivildefence.org.nz) and using

the ‘Contact Us’ function.


http://www.aucklandcivildefence.org.nz/


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Hazardous Substance Spill Likely Moderate High


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Lifeline Utility Failure: Water Supply Possible Moderate Moderate

Lifeline Utility Failure: Waste Water Possible Moderate Moderate

Introduced Species/Pests Possible Moderate Moderate

Lifeline Utility Failure: Communications Possible Moderate Moderate

Lifeline Utility Failure: Fuel Possible Moderate Moderate

Lifeline Utility Failure: Roading Possible Moderate Moderate

Criminal Acts: Terrorism Possible Moderate Moderate

Criminal Acts: Civil Unrest/Riot Possible Moderate Moderate

Crash: Rail Possible Moderate Moderate

Flooding: Tsunami (regional/local) Unlikely Moderate Moderate

Crash: Road Likely Minor Moderate

Drought: Agricultural Likely Minor Moderate

Flooding: Tsunami (distant) Likely Minor Moderate

Fire: Urban Possible Minor Moderate

Lifeline Utility Failure: Airport Possible Minor Moderate

Lifeline Utility Failure: Gas Possible Minor Moderate

Lifeline Utility Failure: Port Possible Minor Moderate

Flooding: Storm Surge Possible Minor Moderate

Drought: Water Supply Possible Minor Moderate

Lifeline Utility Failure: Gas Possible Minor Moderate

Dam Failure Unlikely Minor Low

Crash: Marine Unlikely Minor Low

Fire: Rural Likely Insignificant Low

Tornado Likely Insignificant Low

2.7 Risk Evaluation

The analysis above includes a ‘risk rating’ that can be used to prioritise hazards for treatment. A higher

priority means that additional resources should be assigned to management of that hazard. This

information allows the Auckland CDEM Group to direct resources at the areas of highest priority.

Table 2.3 shows the hazard prioritisation. The prioritisation is colour coded, with red being the highest

priority hazards.


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Table 2.3: Hazard Prioritisation

Very High Priority Hazards

Volcanic Eruption: Auckland Volcanic Field Volcanic Eruption: Distant Source Eruption Lifeline Utility Failure: Electricity Cyclone

Human Epidemic Lifeline Utility Failure: Roading Earthquake

High Priority Hazards

Lifeline Utility Failure: Water Supply Lifeline Utility Failure: Wastewater Erosion: Landslide/Land Instability Lifeline Utility Failure: Communications Crash: Road

Hazardous Substance Spill Flooding Tsunami (regional/local) Criminal Acts Terrorism Crash: Aircraft

Moderate Priority Hazards

Animal Disease/Epidemic Criminal Acts Civil Unrest/Riot Lifeline Utility Failure: Fuel Flooding: River/Rainfall Introduced Species/Pests Lifeline Utility Failure: Airport Lifeline Utility Failure: Gas

Lifeline Utility Failure: Port Erosion: Coastal Cliff Flooding: Storm Surge Lifeline Utility Failure: Gas Lifeline Utility Failure: Port Erosion: Coastal Cliff Flooding: Storm Surge

Low Priority Hazards

Drought: Agricultural Fire: Urban Drought: Water Supply Flooding: Tsunami (distant)

Lifeline Utility Failure: Gas Dam Failure Crash: Marine

Very Low Priority Hazards

Fire: Rural Tornado

2.8 Risk Management

An individual hazard risk profile influences the management approach for that hazard. Identifying which

component of a risk is most effective to influence allows appropriate identification of management

mechanisms. Management will include actions to:

Reduce risk , and/or

Ensure readiness, response and recovery.

Both approaches will almost always be required, but a balanced approach ensures effective and economic risk management. Current and possible future approaches are outlined in Table 2.3.


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Table 2.3: Current and Possible Future Risk Management Mechanisms

Earthquake: Current and Possible Future Management Mechanisms

Current Management Mechanisms Possible Future Management Mechanisms

Seismic monitoring (GeoNet)

Research (e.g. paleo-fault surveying)

Infrastructure response and recovery plans

Land use management

Land Information Memorandum

Building Code regulations

Event monitoring

Public awareness and education

National level recovery planning

Hazard and risk mapping (e.g. seismic shaking)

Contingency and response plans

Welfare planning

Recovery planning

Erosion: Coastal Cliff: Current and Possible Future Management Mechanisms


Research (hazard and risk assessment and mapping)

Land use management (regulation and non-regulatory measures)



Event monitoring

Public education and awareness

Further land use management (regulation and non-regulatory measures)

Erosion: Landslide/Land Instability: Current and Possible Future Management Mechanisms


Land use management



Event monitoring


Land use management

Asset and infrastructure management (i.e. retaining walls, batter slopes, roads)


Flooding: Rainfall/River: Current and Possible Future Management Mechanisms


River control and catchment control schemes

Stormwater asset management plans

Catchment Management Plans


Flood inundation modelling


Warning systems

Rainfall and river level detection systems


Review of existing flood management schemes

Enhanced structural protection (as defined in existing flood management schemes)

Ongoing maintenance of structural protection.

Land use rules


Risk assessment

Event monitoring

Public presentation of flood inundation maps

Improved land use management


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Flooding: Storm Surge: Current and Possible Future Management Mechanisms


Flood inundation modelling (worst case)

Sea level monitoring

Meteorological warning systems



Probabilistic modelling of storm events and inundation

Risk assessment

Event monitoring


Further land use management (regulation and non-regulatory measures)

Asset management (i.e. coastal structures)


Flooding: Tsunami (all sources)


Historical tsunami research

Inundation modelling

Education

Contingency planning for response

Event monitoring (GeoNet)

Event monitoring and reporting

Risk assessment

Public education and awareness (online inundation maps, beach signage)

Public warning system

Signage on beach access and identified evacuation routes

Evacuation planning

Welfare planning

Recovery planning

Land use planning

Volcanic Eruption: Auckland Volcanic Field


Seismic monitoring (GeoNet)

Expert scientific advice (AVSAG)

Evacuation planning

Volcanic Alert Bulletins

Hazard and risk programmes (DEVORA)

Eruption event exercises

Response and recovery plans


Event monitoring


Strengthening the link between the scientific community and response agencies

Volcanic Eruption: Distant Source Eruption


Monitoring of central North Island volcanoes

Volcanic Alert Bulletins

Research (e.g. tephrochronology)

Infrastructure response and recovery plans

Expert scientific advice (AVSAG)

Event monitoring



Detailed media management/public information plans

Strengthening the link between the scientific community


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and response agencies

Risk assessment and mapping

Eruption event exercises



Welfare planning

Building code regulations for ash loading


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3 Risk Reduction

Reduction is 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. This chapter describes how Auckland will reduce the risks posed by natural

and technological hazards.

Risk reduction measures include:

Educating people about hazards so individuals, families and organisations can reduce risk.

Increasing knowledge of natural hazards through research and investigation.

Incorporating risk reduction measures in land use planning processes.

Incorporating risk reduction measures during preparation of asset and infrastructure management

plans.

Capital works programmes to increase the redundancy critical infrastructure.

3.1 The role of the Auckland CDEM Group and Others in Risk Reduction

The role of the Auckland CDEM Group in risk reduction is to coordinate the activities of its members, the

community and others to achieve long term comprehensive risk reduction.

3.2 Risk Reduction Principles

The following principles underpin the reduction activities outlined in the Group Plan:

Member organisations will operate risk-based management of hazards.

All agencies will work together to reduce risk.

Risk reduction is an essential element of comprehensive emergency management.

3.3 Current Risk Reduction Activities and Opportunities

Risk reduction activities are currently undertaken by all Auckland CDEM Group members. The Auckland

CDEM Group is conducting the following risk reduction activities:

Supporting on-going research about Auckland’s hazards and risks.

Educating the community about hazards and risks.

Advocating for land-use planning to take account of hazards and risks.

Improving inter-agency information sharing about hazards and risks.

Establishment of the Auckland Council is an opportunity to improve the management of hazards and risk

because it allows a consistent regional approach that has been difficult to achieve in the past. In the

future, land-use policy will be centrally coordinated by a single organisation allowing greater efficiency

and economy when advocating for risk reduction.

3.4 Legislation, Policies and Plans that Influence Risk Reduction

Risk reduction is a continuous process, undertaken under numerous statutory and non-statutory

instruments including:


18

The Resource Management Act 1991 and its hierarchy of documents including the Regional Policy

Statement and District Plans (which over time will be integrated into the Auckland Council Unitary

Plan).

The Local Government Act 2002 and its instruments including Long Term Council Community Plans.

The Building Act 2004 and the associated Territorial Authority Building Policies.

The Auckland Sustainability Framework (Sept 2007), with its goal of creating resilient infrastructure.

The CDEM Act and its hierarchy of instruments, with this Group Plan as an important component.

Other non-statutory instruments generated by the above statutory documents (e.g. Guidelines,

Structure Plans, Asset Management Plans).

Auckland Engineering Lifelines Group Business Plan and projects.

Business Continuity Management Plans of organisations operating in Auckland.

3.5 Reduction Objectives, Methods and Tools

The Auckland CDEM Group has agreed the following reduction objectives, methods and tools which will

guide its work programme over the next five years.

Table 3.1 Reduction Objectives, Methods and Tools

Reduction Objective

Current Status

What is being done right now

Methods and Tools

What the Auckland CDEM Group wants to achieve in the term of this plan

Objective 1

Continue to develop our understanding of what a resilient Auckland looks like and how to measure progress towards realising this vision.

Supporting the Institute of Geological and Nuclear Sciences Ltd (GNS Science) and Canterbury University research into organisational resilience.

1. Continue to support research into the use of community and organisational indicators in the Auckland region.

2. Work with the research community to identify resilience indicators for at least one other priority sector.

3. A community and organisational resilience survey will be undertaken to measure progress.

Objective 2

Undertake long term strategic reduction of the risk from hazards through collaborative planning with stakeholders.

Risk reduction is currently undertaken through a range of statutory and non-statutory groups.

Auckland CDEM Group members and stakeholders have ongoing programmes to reduce the risk of hazards in Auckland but there still a low level of coordination between agencies.

4. Establish a Risk Reduction Committee (RRC) with membership from across the Auckland CDEM Group.

5. By mid-term of the Group Plan, and in conjunction with the RRC, carry out a review of risk reduction.

6. Group partners to contribute hazard and risk information to a shared database.

7. Encourage the business community to use the tools developed by the Auckland CDEM Group to measure and develop organisational resilience.

8. Encourage business continuity planning across the business community.

9. Advocate for risk reduction to be considered in the development of the Auckland Spatial Plan.


19

Objective 3

Improve the understanding of hazards and risks in Auckland and the associated risks and consequences.

As part of the review of the Group Plan, the risk profile for Auckland has been updated.

10. Facilitate information exchange on risk reduction across the Auckland CDEM Group through activities such as hazards forums and workshops on best practice.

11. Support hazard research.

12. Work close Auckland Engineering Lifelines Group to reduce risk.

13. By the term of the Group Plan, develop publicly accessible Geographic Information System (GIS) maps as a repository for existing and future hazards maps and asset information.


20

4 Readiness

This chapter describes how the Auckland CDEM Group will work together with the community to plan and

prepare individually and collectively for emergencies.

4.1 Current Levels of Readiness

In overview, the readiness of groups of agencies and individuals involved in CDEM can be summarised

as follows:

CDEM agencies have worked together in a range of real and exercise scenarios since the first

Auckland CDEM Group Plan was developed.

The business community has a variable level of preparedness12.

Like the business community, the levels of public preparedness are variable across Auckland13.

4.2 The role of the Auckland CDEM Group and Others in Readiness

The role of the Auckland CDEM Group in readiness is to coordinate the activities of its members, the

community, and others to ensure that Aucklanders are as prepared as possible for future emergencies.

In general, readiness activities are driven by current levels of readiness and will include:

Ensuring CDEM agencies maintain and enhance their readiness.

Encouraging the business community to become more prepared.

Encouraging the community at large to become more prepared.

4.3 Readiness Principles

The following principles relate to the readiness arrangements outlined in this Group Plan:

All CDEM agencies will coordinate and integrate operational planning.

Plans should be flexible for varying types and scales of emergency.

Increasing readiness by involving volunteers and voluntary organisations in CDEM.

Public education is essential for preparing Auckland’s community.

Community involvement in planning to respond and recover from emergencies is important.

Neighbourhood Response Plans will be an essential part of increasing readiness.

4.4 Readiness Responsibilities in the Auckland CDEM Group

All members of the Auckland CDEM Group have distinct responsibilities for improving Auckland’s

readiness.

4.4.1 Auckland Council CDEM Department

The Auckland Council maintains a CDEM department that supports the Auckland CDEM Group by

performing the following readiness activities:

12

Canterbury University Organisational Resilience Study 2010. 13

Colmar Brunton Annual Survey of Preparedness conducted by MCDEM.


21

Maintaining relationships with Auckland CDEM Group Partners and other agencies.

Coordinating and delivering public education.

Developing CDEM strategy and policy.

CDEM training and professional development.

Coordinating the development of inter-agency response plans to specific hazards.

Supporting communities to prepare themselves for emergencies particularly by supporting

development of Neighbourhood Response Plans.

4.4.2 Emergency Coordination Centre (ECC)

Auckland Council provides the Auckland Emergency Coordination Centre (ECC). The ECC is located at

21 Pitt Street, Auckland. Alternate ECC locations are:

7 Elcoat Ave, Henderson

400 East Coast Road, Mairangi Bay

The ECC co-ordinates inter-agency response to an emergency and must be maintained at a high state of

readiness14.

4.4.3 Local Office Readiness Activities

The Auckland CDEM area is divided into operational zones that mirror the emergency services

operational boundaries.

Across Auckland there are local CDEM offices. Local offices are community focused and will be focussed

on building resilience in local communities. Readiness activities of the local offices include:

Coordinate development of community volunteer capability.

Support local communities to develop Neighbourhood Response Plans.

Build strong networks with local board members and integrate them into CDEM preparations.

Educate local communities about hazards and how to prepare for responding to them.

Work with the community to develop robust local recovery plans.

4.4.4 Local Stakeholder Liaison Groups

Local Stakeholder Liaison Groups will be formed on an as required basis so agencies and community

groups involved in Neighbourhood Response Plans can work together to plan and prepare for local

response to emergencies. The Auckland Council CDEM Department will be responsible for providing

administrative support for these groups.

4.4.5 Auckland Welfare Advisory Group (AWAG)

The AWAG is a cluster of social sector government and non-government agencies that work together to

develop regional arrangements for the coordination of community welfare and recovery in the event of an

emergency. Membership is flexible and the current structure is available by visiting the Auckland CDEM

Groups’ website (www.aucklandcivildefence.org.nz).

14

Detailed in 300 Series of Standard Operational Procedures.



22

4.4.6 Auckland Engineering Lifelines Group (AELG)

The AELG is a group of more than 20 lifeline utilities which work together to improve Auckland’s

infrastructure resilience. The AELG undertakes projects to assess the impact of various hazards on

Auckland's infrastructure, identify ways to reduce these impacts, and work together to increase

preparedness. More information about the AELG can be found on the Auckland CDEM Groups’ website

(www.aucklandcivildefence.org.nz).

4.4.7 Health Coordinating Executive Group (Health CEG)

The Auckland CDEM Group’s jurisdiction matches three District Health Board (DHB) areas of

responsibility. In order to maximise coordination within the Auckland CDEM Group, the three DHBs have

developed a Health Coordinating Executive Group (Health CEG) which allows them to work together on

initiatives that will improve preparedness.

4.4.8 Emergency Service Coordinating Committees (ESCC)

Auckland has three ESCC coordinated by the NZ Police, one for each of the three Police districts within

Auckland. ESSCs are statutory committees that provide a forum for emergency services to discuss

emergency planning issues and contribute to maintaining the readiness of these organisations.

4.4.9 Hazardous Substances Technical Liaison Committee (HSTLC)

The Auckland HSTLC is chaired and managed by the New Zealand Fire Service (NZ Fire Service). It

provides a mechanism for the hazardous substances industry (enforcement agencies and emergency

responders) to share information, plan for, and debrief after incidents or emergencies involving hazardous

substances. While there are no formal links or reporting requirements between HSTLC and Auckland

CDEM Group, this committee provides technical support for emergency management.

4.4.10 Rural Fire Authority (RFA)

The Auckland Council is a RFA fulfilling the requirements of the Forest and Rural Fires Act 1977 including

the development of rural fire plans outlining risk management, preparation and response measures15.The

RFA is responsible for prevention, restriction, detection and suppression of vegetation fires in Auckland.

The Auckland CDEM Group and Rural Fire have a close relationship and work together to provide

comprehensive emergency management to the community. The Principal Rural Fire Officer is a member

of the Coordinating Executive Group (CEG).

4.5 Supporting Plans and Standard Operating Procedures

A number of Supporting Plans and Standard Operating Procedures (SOPs) give effect to the operational

arrangements outlined in this plan and these are recorded in Annex 2 (List of Plans and Standard

Operating Procedures).

15

Auckland Council Rural Fire Plan 2010.



23

4.6 Public Education

Public education is the foundation to improving community readiness. The Practitioners Guide to

Communications and Stakeholder Engagement outlines the Auckland CDEM Group’s approach to public

education.

4.7 Operational Training

Operational training ensures that everybody involved in CDEM understands their roles and can perform

them in an emergency.

4.7.1 ECC Staff and Key Operational Roles

CDEM operational training for organisations and individuals will remain the responsibility of the relevant

agencies/authorities. Training will be provided for key pre-identified operational positions, namely:

Auckland Controller

Staff who may be nominated as an alternate to the Controller

Recovery Manager

Lifelines Utilities Coordinator

Group Welfare Manager

ECC staff

Training content and delivery will be consistent with the MCDEM courses or meet relevant tertiary or

NZQA standards. Wherever possible, training content will be multi-agency and multi-disciplinary.

4.7.2 Urban Search and Rescue Teams (USAR)

Urban Search and Rescue (USAR) is a NZ Fire Service responsibility and they have three task forces,

one of which is located in Auckland. NZ Fire service is supported by volunteer Initial Response Teams.

Auckland has two Initial Response Teams, one in West Auckland, and one on the North Shore.

4.8 Exercises

Exercises contribute to readiness activities and will be conducted on a regular basis. Exercises allow

plans and SOPs to be tested and potential capability gaps be identified. Generally, exercises will be

coordinated by the CDEM Department, but interagency participation is always encouraged.

An annual exercise programme will be developed and coordinated with the MCDEM National Exercise

Programme.

4.9 Business Continuity Management

All government departments, local authorities and lifeline utilities are required to plan for the management

of any significant risk to the continuity of their business. A role of the Auckland CDEM Group is to

encourage these agencies to fulfil this responsibility.

4.10 Readiness Objective, Methods and Tools

The Auckland CDEM Group has agreed the following readiness objectives, methods and tools which will



24

Table 4.1 Readiness Objectives, Methods and Tools

Readiness Objective Current Status


Methods and Tools


Objective 1:

Improve community preparedness through strong leadership and commitment to CDEM at political and executive levels.

Auckland Council has recently been created from the original 7 local councils and 1 regional council. This has centralised CDEM planning and political liaison.

The CDEM Department has also been elevated to a position reporting directly to the Auckland Council Chief Executive.

1. Maintain an Auckland CDEM Group that meets regularly and has an active membership.

2. Provide regular CDEM reports to the Mayor and CEO.

3. Maintain a CEG that has senior officials attending regularly.

4. Conduct quarterly CDEM fora that are attended by elected members and senior executives from CDEM agencies.

Objective 2:

Improve the level of business and community awareness and preparedness through public education and consultation.

Public education in Auckland was centrally coordinated but was delivered by local councils. Research indicates this method has not been effective.

The re-structure of Auckland Council provides an opportunity to change this by using a highly centralised and coordinated approach that mobilises all Council resources.

5. Utilise Auckland Council resources from outside the CDEM Department to implement a comprehensive social networking campaign.

6. Develop and implement a Communications and Stakeholder Engagement Plan within 12 months.

7. Ensure the Auckland CDEM Groups’ website is regularly updated with appropriate hazard and CDEM information.

8. Work with the Council and Local Boards to raise awareness of CDEM issues.

Objective 3:

Improve community participation and preparedness through community-based planning.

Volunteer participation in CDEM activities such as response and welfare teams has been falling.

9. Implement Neighbourhood Response Plans that will encourage local participation in CDEM.

10. Support community planning.

11. Encourage business continuity planning in all business sectors.

12. Encourage communities with Neighbourhood Response Plans to participate in CDEM exercises.

Objective 4:

Continue to strengthen coordinated and integrated emergency planning by CDEM Partners and Stakeholders.

The inter-agency planning groups listed above contribute to Auckland’s generally well coordinated CDEM community. Opportunity always exists to improve coordination.

13. Work together to plan exercises that will test coordination.

14. Ensure that operational planning and procedures are circulated amongst Auckland CDEM Group members.

15. Identify key high risk hazards that do not have contingency plans developed and work together to develop emergency plans.

16. Conduct CDEM fora to discuss coordination issues informally.

17. Use the Auckland CDEM Group and CEG to ensure issues relating to coordination and integration are discussed at senior levels if


25

decision-making is required.

18. Encourage all CDEM agencies to use shared emergency management information systems.

19. Procure and maintain a CDEM shared emergency management information system for Auckland.

Objective 5:

Develop a process of recording critical assets, resources and procedures for procurement and deployment in an emergency.

Lack of well-developed logistics planning is an issue identified during the term of the first Group Plan.

Re-structuring Auckland Council has considerably reduced the complexity of logistics arrangements.

20. Develop a record of resources, critical assets, contacts and procedures for procurement and deployment in the first 12 months of the Group Plan.

21. Ensure the Auckland emergency management information system has logistics applications that are realistic and well tested.

Objective 6:

Develop and maintain appropriate documentation to describe key activities, functional responses and protocols in support of the Group Plan.

A current list of Plans and SOPs are listed in Annex 2.

22. Review existing Plans and SOPs and ensure they are updated.

23. Ensure that following Plans identified during the plan review are completed:

Financial Plan

Logistics Plan

Evacuation Plan

Welfare Plan

Building Safety Evaluation SOP

Public Alerting SOP

Warning Systems SOP

Volunteer Management SOP

Group Public Information and Media Management Plan

Objective 7:

Enhance professional development for key roles within the Auckland CDEM Group through training, exercises and learning from other CDEM Groups.

Training in the Auckland CDEM Group is based on the Joint Training Plan developed in 2005. This inter-agency plan focussed on the requirements of key CDEM appointments and provides the standards for training. Key components of professional development are exercise and training in Coordinated Incident Management Systems both of which are coordinated by the Auckland CDEM Group’s Professional Development Sub-Committee.

24. Work with MCDEM to review the training needs across the CDEM sector.

25. Develop annual inter-agency exercise programmes.

26. Maintain and develop the Coordinated Incident Management Systems training.

27. Develop other training that is identified as being required in the review of training needs.

28. Maintain a process for post activity de-briefing and implementing corrective action.

Objective 8:

Assess the capability and capacity of the Auckland CDEM on a regular basis and set a realistic target for future

A capacity and capability review was conducted in 2006 and has been the basis for a considerable development of Auckland CDEM.

29. The MCDEM Capability Assessment Tool will be used in early 2011 to provide baseline data for the Auckland CDEM Group.

30. Annual assessments will be conducted using this tool to measure performance against the benchmark.


26

improvement.

5 Response

Response describes the actions taken immediately before, during or directly after a civil defence

emergency to save lives, protect property and support communities to recover. The Auckland CDEM

Group’s response arrangements have been established to ensure that all available resources are

effectively applied for emergencies that affect Auckland. While the first priority during an emergency is

the safety of life, response planning aims to minimise all the effects of an emergency and ensure that

people are given early support to recover. This chapter describes how Auckland will respond to an

emergency.

5.1 Response Principles

Key response principles for the Auckland CDEM Group are:

Coordinated Incident Management System (CIMS) is the basis for inter-agency coordination.

Five pre-agreed levels of response exist.

Response will escalate to the level required to manage the emergency.

Emergency services, welfare agencies and lifelines are expected to be able to function to the fullest.

extent possible during and immediately after an emergency to ensure an effective response.

The Auckland ECC is the mechanism through which resources and support for emergency services,

other agencies and welfare are co-ordinated.

The ECC will be flexible and able to be established to a size appropriate to the emergency.

Emergency response will be in accordance with national objectives and principles set out in the

National Civil Defence Emergency Plan Order (2005).

5.2 Criteria for Response - Levels of Emergency

The Auckland CDEM Group recognises five levels of emergency that are consistent with the National

CDEM Plan:

Level 1: Single agency incident with on-site co-ordination.

Level 2: Multi-agency incident with on-site, local coordination at an Incident Control Point (ICP);

managed by the Incident Controller reporting to the relevant lead agency.

Level 3: A multi-agency emergency led by the Controller. This could be for part or all of Auckland. At

this level, Auckland CDEM Group support and co-ordination may be required, and the incident

may be monitored by the National Controller.

Level 4: A multi-agency emergency with more significant consequences than in level 3. Co-ordination

may be required between agencies, or areas, or both; Auckland CDEM Group ECC level

support and co-ordination is required; Auckland declaration is made or being considered;

national monitoring will occur and national support is available.

Level 5: A state of national emergency exists or the local emergency is of national significance. At this

level, coordination by the National Controller will be required.


27

5.3 Warning Procedures

Response is initiated by the receipt of warning. The processes for receiving and broadcasting warnings

are outlined below.

5.3.1 National Warning System

MCDEM is responsible for issuing National Warnings to CDEM Groups and other key emergency

response agencies for events of national significance. The CDEM Group must be capable of receiving,

acknowledging and responding to National Warning messages within 30 minutes at all times, with

procedures in place to facilitate an effective response. The National Warning System is tested by

MCDEM quarterly.

The Auckland CDEM Group maintains a procedure outlined in SOP 300 Activation that demonstrates how

these requirements are met.

5.3.2 Warnings Received from Other Sources

The Auckland CDEM Group may commence response after receiving a warning from any source that is

determined to be credible, such as request for support from a member agency or a scientific alert. There

are also situations in which public warnings will be provided by other agencies. Responsibilities are

outlined in Table 5.1

Table 5.1 Agencies Responsible for Warning CDEM Groups and the Public

Hazard Alerts/ Warnings Monitoring / Surveillance Agency

Volcanic activity alerts and warnings GNS Science

Tsunami (distant and regional source) MCDEM forwards from the Pacific Tsunami Warning

Centre

Public Health Warnings Ministry of Health and District Health Boards

Any hazard that might lead to or worsen an emergency MCDEM and Emergency Services

Forecasting and alerts, advisories for heavy rain,

gales, snow, thunderstorms, swells, surge, volcanic

ash

NZ MetService and National Institute of Water and

Atmospheric Research (NIWA) (forecasting)

Flood warnings for major rivers, including

interpretation of meteorological information

Auckland Council

Adverse weather conditions likely to increase the

possibility of wildfire

Rural Fire

Exotic animal and plant diseases, outbreaks and pest

invasions

Ministry of Agriculture and Forestry (MAF)

Terrorism NZ Police

Hazardous Substances and New Organisms incidents Hazardous Substances Technical Liaison Committee

Major Industrial Accidents Department of Labour

5.3.3 Auckland Group Warning System

Within Auckland, warnings to the public are coordinated through the ECC and could use the following

mechanisms:


28

Media releases or emergency status updates via the Auckland CDEM Groups’ website.

Use of local warnings systems such as sirens, text messages or telephone trees.

The key principles are:

The Auckland CDEM Group will provide the public with as much information as possible.

All appropriate means of communication will be used.

Any warning released will be authorised by the Auckland Controller.

5.4 Activation and Notification

The Auckland CDEM Group recognises four modes of ECC activation that are linked with the event

Levels described in Section 5.2. The modes are described in Table 5.2.

Table 5.2: ECC Activation Modes

Mode Name Trigger Level of Emergency

Description

1 MONITOR An emerging threat which may require further escalation. May run concurrently with the Operational Response Group. Declaration

16 unlikely.

Level 1 – 2 Monitor and assess situation across region. 24 hr operations if required. Emergency Services and support agencies notified of activation and of new information as required.

2 ENGAGE An emerging threat which requires a coordinated inter-agency approach. Declaration unlikely.

Level 2 – 3 Actively engaged with the emergency services. 24 hr operations if required. Emergency Services and support agencies engaged.

3 ASSIST A large event has occurred or is imminent and requires a coordinated inter-agency approach. Declaration possible.

Level 3 – 4 24 hr operations likely. All ECC systems monitored while active.

4 MANAGE A large event has occurred in Auckland. Declaration is likely.

Level 3 – 5 Coordinating response across region. 24 hr operations likely. All ECC comms systems monitored. 3 SITREPs/day plus teleconferences and desk to desk comms with emergency services.

SOP 300 Activation provides detailed information regarding activation procedures.

5.5 Lead and Support Agencies

In accordance with CIMS, the principle of ‘Lead Agency’ is applied in response. This means that either:

The agency with a legislative responsibility to manage the type of event occurring is Lead Agency; or

16

Declaration is a technical term meaning that a state of emergency has been declared in a defined area either a

ward, multiple wards or across Auckland. For more detail refer to Section 8.5.1.


29

If there is uncertainty about responsibility or response will be improved, and all agencies involved

agree, a Lead Agency may be assigned.

Table 5.3 outlines generally agreed Lead Agency for response functions. The last column lists the

agencies likely to be supporting the Lead Agency to provide the listed response function.

Table 5.3: Agreed Lead and Support Agencies

Response Functions Lead Agency/ Mandate Key Support Agencies

Medical treatment District Health Boards (DHB) Local GPs, Primary Health Organisations (PHOs),

CDEM Group

Public Health Auckland Regional Public

Health Service (ARPHS)

CDEM Group

Rescue

Air Rescue Co-ordination Centre

NZ (CAA)

Volunteer Groups

Sea NZ Police Maritime Unit

(Category I SAR)

Rescue Co-ordination Centre

NZ (Category II SAR)

Maritime NZ, Coastguard, NZ Fire Service, NZ

Defence Force

Land NZ Police Urban Search and Rescue (USAR) Task Force and

local responder/ rescue teams

Structural collapse NZ Fire Service Urban Search and Rescue (USAR) Task Force and

local responder/ rescue teams

Mass fatalities

Disaster Victim

Identification

NZ Police -

Personal effects

reconciliation

NZ Police -

Mortuary services Coroner DHB, CDEM Group

Notification of Dead NZ Police -

Immediate counselling &

social work support

Child Youth and Family

Services (CYFS)

Victim Support and other volunteer groups

Commercial agencies

Reconciliation (of people) NZ Police Red Cross

Evacuation

People NZ Police CDEM Group

Animal Welfare AWAG SPCA, Auckland Council Animal Control

Community welfare

Registration of people CDEM Group Red Cross, DHB (Hospitals), Child Youth & Family

Services (CYFS)

Temporary shelter First 3 days Auckland Council

After 3 days Housing NZ

Housing NZ, AWAG


30

Emergency food AWAG Salvation Army, Red Cross, volunteer

organisations

Emergency clothing Red Cross (charter in National

CDEM Plan)

Work & Income, Volunteer organisations, CDEM

Group

Financial support Ministry of Social

Development

CDEM Group

Information management

(Including inter-agency

communication system,

public information and

media management)

Incident Lead Agency has Information Management coordinating responsibility

during an incident

Lifelines co-ordination As above

Utility Services Utility operators CDEM Group

Transportation/Access NZ Police (mandated by

contract to Council for short-

term co-ordination)

Road Controlling Authorities (Council and NZTA)

Buildings & structures

Re-occupancy Council ARPHS, Relevant Consultants, Department of

Labour

Building Safety

Evaluations

Council Relevant Consultants, Department of Labour

Lifeline Infrastructure provision

Transport Networks Council (local roads) and

NZTA (motorways and state

highways)

Contractors, consultants

Utility Services Utility operators (incl. Council) Contractors, consultants

Environment Council -

Marine Oil Spill Maritime NZ (Tier I oil spill)

Harbourmaster (up to a Tier II

oil spill)

Maritime NZ, Coastguard, CDEM Group

Major Maritime Incident Harbourmaster NZ Police Maritime Unit, NZ Fire Service, Ports of

Auckland, Coastguard

5.6 The Role of the Auckland CDEM Group and Other Agencies in Response

The role of the Auckland CDEM Group in response is to coordinate the activities of its members, the

community and others to ensure that response to any emergency in Auckland is:

Centrally coordinated

Timely, effective and makes best use of all available resources

Accurate records are kept for post activity review.


31

5.7 Auckland Controller

The Auckland CDEM Group has appointed a Controller in accordance with Section 26 of the CDEM Act.

People currently qualified and formally appointed to fulfil this role and the powers delegated to the

Controller are detailed in section 8.5.2.

5.8 Emergency Coordination Centre (ECC)

Auckland Council provides an ECC that allows all CDEM agencies to work together to plan and

implement response activities.

5.8.1 ECC Functions and Responsibilities

The ECC is broadly structured on CIMS principles and the roles and responsibilities of the functional

teams outlined in Fig 5.1 conform to this doctrine. While the general ECC structure will not change, the

numbers of people in the ECC will vary depending on the emergency. Details of ECC structure and

operational process are recorded in a range of standard operating procedures (See Annex 2).

Figure 5.1 Outline Auckland ECC Structure

In an emergency, the ECC works closely with the National Crisis Management Centre (NCMC) reporting

and coordinating activities with central government through this facility.

5.8.2 Duty Officer

The Auckland Council provides the first point of contact for Auckland through a CDEM Duty Officer

system. The Duty Officer coordinates the first response of the Auckland CDEM Group to warnings.

Detailed information about the Duty Officer’s role is contained in SOP 300 Activation and SOP 310 Duty

Officer Roles and Responsibilities.

5.8.3 Operational Integration with CDEM partners

The primary role of the ECC is the coordination of emergency response activities and this is achieved by

utilising the ECC as central point for inter-agency communication and cooperation. Figure 5.2 shows how

agencies interface with the ECC during response.


32

Figure 5.2: Interagency Coordination in Response

5.9 Other CDEM Agencies

CDEM partners and stakeholders will conform to the roles and responsibilities outlined in the National

CDEM Plan and the Guide to the National CDEM Plan.

5.10 Public Information Management

The Controller, through the Public Information Manager, provides timely and accurate information via all

available media. SOP 340 Public Information Management in Response provides detailed information

about how public information will be managed.

5.11 Volunteer Management

Volunteers play a significant part in any response and recovery operation, particularly after large-scale

highly publicised disasters. The Auckland CDEM Group coordinates volunteers through the ECC, but

does not co-ordinate spontaneous volunteers. Generally these volunteers will be referred to other

agencies with the capability to co-ordinate their efforts. Refer to SOP 230 Volunteer Management for

more details.


33

5.12 Welfare Management

In an emergency, large numbers of people may suffer bereavement, physical injury, and separation from

families. They may also experience personal loss of housing, household goods including clothing and

other property, employment and income. Evacuation of an affected area may require care of displaced

persons.

Welfare is managed at a regional and national level through the Auckland Welfare Advisory Group

(AWAG) and National Welfare Coordination Group (NWCG). These provide integrated welfare services

to individuals and communities through response and recovery. SOP 210 Group Welfare Plan provides

detailed information regarding this function.

5.13 Lifeline Utility Coordination (LUC)

Lifeline coordination processes in the ECC are provided by the Lifeline Utility Coordinator (LUC), who is

appointed by the Controller. The LUC role includes:

Coordinating the flow of information between Lifeline Utilities and the ECC.

Providing the Controller with technical advice about Lifeline Utility capabilities.

Transmitting the Controller's priorities for action to relevant lifeline utilities in a clear, cohesive

manner.

Refer to the SOP 350 Lifelines Coordination Protocol for more detail about this function.

5.14 Scientific Advisory Groups (SAG)

The Auckland CDEM Group has established Scientific Advisory Groups (SAG) for volcanic eruptions and

tsunamis. The SAGs assist the Controller with specialist planning and intelligence in the event of an

emergency. Refer to the Volcanic and Tsunami Contingency Plans for more detail.

For other hazards (e.g. pandemic and hazardous substances), other agencies will lead the first response

and may therefore develop specific advisory groups.

5.15 Declaration Process

Declaration means establishing a ‘state of emergency’ across all or part of Auckland. Declaration means

that the Controller immediately gains the range of legal powers listed in the CDEM Act17.

The factors that would be considered before making a declaration are contained in the Directors

Guidelines for Declaration which is available on the Auckland CDEM Group’s website

(www.aucklandcivildefence.org.nz). In summary a declaration could be made because:

A clear present danger to people and property exists.

The powers available to a Controller in the CDEM Act are required to mitigate that danger.

CDEM agencies agree that there is a requirement to declare.

If Declaration is required, the Controller will contact a person authorised by the Auckland CDEM Group to

Declare (Listed in Section 8.5.1).

17

Details of Declaration are provided in the CDEM Act and in the Director Guidelines for Declaration. Both

documents are available on the Ministry of Civil Defence & Emergency Management website.



34

Forms for the declaration, extension and termination of a state of local emergency are maintained in the

ECC and by the Duty Officer.

The decision to declare (or extend or terminate) a state of civil defence emergency will be publicised in

accordance with the Public Information Management procedures as soon as practicable (s. 73(3) CDEM

Act).

When the ‘state of emergency’ is no longer required the declaration is ‘Terminated’. This process is done

officially and marks the transition from response to recovery.

Further details on declaration processes are available in the MCDEM Directors Guidelines: Declaration

DGL05/06.

5.16 Response Support from Outside the Group

In a large emergency the Auckland CDEM Group will require support from agencies external to its

boundaries.

5.16.1 Relationship with Neighbouring CDEM Groups

An emergency in Auckland may require resources from other CDEM Groups. The Auckland CDEM

Group has developed Memoranda of Understanding with the Northland, Waikato and Bay of Plenty

CDEM Groups. These record the intent to provide assistance to each other in an emergency.

5.16.2 National Assistance

An emergency in Auckland is likely to be very heavily supported by national resources that will be

coordinated by national working groups including:

The Domestic and External Security Committee (DESC)

The Official’s Domestic and External Security Committee (ODESC) that reports to DESC

The National Crisis Management Centre (NCMC)

The National Welfare Coordination Group (NWCG)

The Auckland CDEM Group maintains liaison with these groups and the details of how they operate can

be found in the Guide to the National Civil Defence Emergency Management Group Plan.

5.16.3 International Assistance

In large event international aid is likely to be offered. International aid will be coordinated by the National

Controller through the NCMC.

5.16.4 Debrief and Reporting

At the conclusion of any event, an organisational and agency debrief will take place. If a declaration has

been made, the CEG will be responsible for managing the debrief process and will report findings to the

Auckland CDEM Group. A copy of the findings will be communicated to all relevant agencies.

5.17 Response Objectives, Methods and Tools

The Auckland CDEM Group has agreed the following response objectives, methods and tools to guide its

work programme over the next five years:


35

Table 5.3 Response Objectives, Methods and Tools

Response Objective Current Status


Methods and Tools


Objective 1:

Provide effective warning systems to enable agencies and the community to respond rapidly to a potential event.

Public warnings will be issued across Auckland through the media.

Some local areas have tsunami siren systems installed.

1. Review the Auckland CDEM Group’s public alerting requirements.

2. Use the Public Alerting Guide developed by MCDEM to develop an Auckland public alerting plan.

3. Review current activation procedures and integrate them with the developing emergency management information system.

Objective 2:

Establish and maintain effective and resilient inter-agency communication networks and processes.

Currently the Auckland CDEM Group is very reliant on tele-communications.

VHF radios have good geographic coverage but do not provide a good mechanism for inter-agency communications.

Satellite communications systems are wide spread with both voice a data capabilities available.

4. Advocate for the development of an ‘all agency radio network’.

5. Ensure all agencies engage with the development of the emergency management information system.

6. Develop the satellite communications capabilities of all stakeholders.

Objective 3:

Improve arrangements so that decision making in an emergency is supported by appropriate scientific and technical advice.

The Group has an established Volcanic Scientific Advisory Group.

7. Develop a Tsunami Advisory Group.

8. Improve communications redundancy with scientific advisory groups.

Objective 4:

Strengthen the information management systems and processes used by emergency response organisations.

The ECC uses a web-based interface for information management during an emergency (WebEOC).

MCDEM has invested in a national emergency management information system (E.Sponder) which is available for use by all CDEM Groups.

9. Develop WebEOC capability until E.Sponder is available.

10. Work with MCDEM to implement ESponder.

11. Advocate for agencies to utilise the Auckland CDEM Group emergency management information system


36

6 Recovery

This section outlines how the Auckland CDEM Group will coordinate recovery after an emergency.

Recovery entails re-establishing the community’s quality of life, taking opportunities to meet future

community needs and reducing future exposure to hazards and risks.

6.1 Recovery Principles

The Auckland CDEM Group has adopted the following guiding principles for recovery activity:

Minimise consequences of an event as quickly as possible.

Address the emotional, social, economic and physical wellbeing of individuals and communities.

Reduce future exposure to hazards and associated risks.

Ensure recovery is embedded within the remaining 3R’s of reduction, readiness and response.

Options for better or safer development of the affected community are analysed and considered.

Ensure effective communication with all stakeholders.

Recovery planning post event will commence as soon as possible after response is underway.

Transitioning from formal recovery activity to ‘business-as-usual’ activity will be a priority in the

recovery planning for a specific event.

Community engagement, recognising the diverse needs of groups within a community, is integral to

recovery planning for a specific event.

6.2 The Role of the Auckland CDEM Group and Other Agencies in Recovery

The role of the Auckland CDEM Group in recovery is to coordinate the activities of its members, the

community and others to ensure that recovery from an emergency in Auckland is:

Centrally coordinated by the Auckland Council.

Timely, effective and makes best use of all available resources.

6.2.1 Lead Agency for Recovery

The lead agency for recovery from a significant event in Auckland is the Auckland Council.

6.3 Transition from Response to Recovery

The recovery phase should commence immediately after response. The principle aim of transition from

response to recovery is to maintain continuity of coordination. In Auckland, this is achieved by the

Controller and Recovery Manager both being members of the Auckland Council CDEM Department, and

working together to plan an integrated approach to response and recovery.

The formal transition from response to recovery will be planned prior to a Declaration being terminated

and will involve:

Briefing the Mayor and Chief Executive.

The Chief Executive confirms the terms of reference of the Recovery Manager including delegations.

Termination of response including any Declaration currently in force.


37

6.4 Recovery Structure

In Auckland, recovery is directed by the Mayor and utilises Auckland Council’s established business

continuity arrangements to set policy and manage recovery.

Figure 6.1 Outline of Recovery Structure

6.4.1 The Mayor, Council Governing Body and the Auckland CDEM Group

The Mayor, supported by the Council Governing Body will lead recovery and will work with Auckland

CDEM Group partners and stakeholders to set recovery priorities and policy.

6.4.2 Auckland Council Chief Executive and Executive Leadership Team (ELT)

The Chief Executive is responsible to the Mayor and the Auckland Council for ensuring that recovery

priorities and policy are enacted. The Chief Executive will work with Auckland Council’s ELT (including

CDEM representation) to plan the recovery strategy.

In general terms, the role of the Chief Executive and ELT is to:

Support the Mayor and Council Governing Body to set policy by providing information regarding the

impact of an emergency and providing guidance on priorities.

Ensure coordination of recovery policy between agencies through the Auckland CEG.


38

6.4.3 Auckland Council Crisis Management Team (CMT)

In any emergency, Auckland Council will establish the CMT (including the Manager CDEM. It is

responsible for ensuring that council works together to manage emergencies. CMT will be activated

during response to emergencies. It will continue to operate in the recovery phase and will be responsible

for coordinating Auckland Council recovery activities. The Recovery Manager will work closely with CMT

to ensure that the activities of both council and external agencies are coordinated.

In general terms, the role of the CMT is to:

Support the Chief Executive and ELT to support the Mayor by assessing the impact of an emergency

and providing information to set priorities for recovery.

Ensure coordination of recovery effort within council.

Work with the Recovery Manager to ensure council recovery activities are coordinated with the work

of external agencies represented in the Recovery Management Organisation (See Section 6.4.7).

6.4.4 Recovery Manager

The Recovery Manager is responsible for coordinating inter-agency recovery activities. The Recovery

Manager will prepare a specific Terms of Reference (ToR) appropriate to the event prior to transition.

The ToR will be authorised by the Chief Executive. A template for the ToR is contained in SOP 400

Recovery Plan.

In general terms, the role of the Recovery Manager is to:

Support the Mayor and governing body of council to set policy by assessing the impact of an

emergency and providing guidance on priorities.

Establish Auckland Council’s Recovery Management Organisation to coordinate the operational

activities of all agencies external to council.

Ensure coordination of recovery effort between agencies.

Any financial delegations or delegated legal duties or powers will be specified in the Recovery Manager

ToR. The Recovery Manager reports to the Chief Executive of Auckland Council.

6.4.5 The role of Auckland CDEM Group members and Others in Recovery

The role of the Auckland CDEM Group members in recovery is to work together so that all activities are

coordinated between CDEM Group members, the community and other agencies to ensure that recovery

is as rapid as possible. Agencies outside of Auckland Council will be coordinated using the Recovery

Management Organisation outlined in Section 6.4.7.

It is expected that all members will support the Recovery Manager to carry out recovery including the

following tasks:

Develop and implement a Recovery Action Plan specific to the event.

Establish the Recovery Taskforce to staff the Group Recovery Office.

Identify appropriate advisors and establish the Community and Sector Expert Reference Group.

Provide for direct community input into recovery.

Establish reporting processes and schedules.

Control expenditure and maintain accountability.


39

Identify and obtain resources and facilities required to support recovery.

Formulate recovery policies and strategies.

6.4.6 Recovery Plan

Auckland has a Recovery Plan that outlines the detailed arrangements for recovery activities. A copy of

the Recovery Plan can be found on the Auckland CDEM Groups’ website

(www.aucklandcivildefence.org.nz).

6.4.7 Recovery Management Organisation

The Recovery Manager has three support groups available to assist in planning and coordinating

operational aspects of recovery:

Recovery Taskforce – the core group of support staff in the Recovery Office.

Community and Sector Expert Reference Group (CASERG) – expert advisors who provide

guidance to the Recovery Manager on strategy, policy and priority recovery activities. The CASERG

will include leaders from the affected community.

Recovery Action Group – the organisations carrying out community recovery activities, grouped into

task groups to co-ordinate their activities and report to the Recovery Manager.

The ToR and membership for these support groups are in SOP G400 Recovery Plan. The interactions

between the various groups are shown in Figure 6.2.

Figure 6.2 Recovery Management Organisation

All task groups report to the Recovery Manager, who will establish some or all of these groups during the

response phase for effective transition from response to recovery.

http://www.aucklandcivildefence.org.nz/


40

6.5 Financial Arrangements

6.5.1 Expenditure Management

An expenditure management regime will have been established during the response phase. This regime

must be closed off and reconciled when the emergency is over then reopened for the recovery phase. In

both phases there is a need for rigorous management to record details of expenditure to support claims

for government subsidies and repayments.

6.5.2 Disaster Relief Fund

An Auckland Disaster Relief Fund is established and can be activated in an emergency. It will receive

donations then disperse funds to the affected communities. Disbursement of funds will be controlled by a

committee with membership from CASERG.

6.5.3 Emergency Expenses

Government policy on the reimbursement of local government expenditure for recovery activities is set out

in the National CDEM Plan.

6.5.4 Recovery Exit Strategy

The end-state of any recovery activity is the transition from recovery to ‘business-as-usual’. This

encourages the affected community to take control of local matters sooner rather than later with a sense

of empowerment that is vital to recovery.

Therefore, all recovery operations should be planned with this goal in mind and all steps taken to develop

and implement an exit strategy. The Recovery Manager will work with the CASERG and Recovery Task

Groups to determine:

An anticipated date to cease formal recovery activity.

A list of outstanding tasks at this date and arrangements in place for completing them.

Recommended activities to reduce the risks from any future emergencies and contribute to building

community resilience.

6.6 Recovery Objectives, Methods and Tools

The Auckland CDEM Group has agreed the following recovery objectives, methods and tools which will


Table 6.1: Recovery Objectives, Methods and Tools

Recovery Objective

Current status


Methods and tools


Objective 1:

Strengthen recovery capability and capacity across all agencies and the wider community.

A group Recovery Plan has been developed to guide recovery planning.

A Recovery Forum is operating.

1. Maintain a Recovery Plan over the life of this Group Plan.

2. Conduct an annual Recovery Forum.

3. Engage regularly with agencies involved in the Recovery Structure.

4. Exercise recovery annually.


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7 Monitoring and Evaluation

Monitoring and evaluation is a key element in any effective policy or risk management process. It

provides assurance that the Auckland CDEM Group is complying with its obligations, achieving its

objectives and making progress towards its goals and those of the National CDEM Strategy. Monitoring

and evaluation are different processes:

Monitoring is establishing, checking, controlling and keeping record of what has happened.

Evaluation is measuring effectiveness and establishing and assessing why outcomes have or have

not occurred.

7.1 Contextual Framework

Monitoring and evaluation is a requirement of Auckland CDEM Groups under the CDEM Act

(section 17(1)(h) and section 37(1)). Relevant benchmarking documents include:

The CDEM Act and the National CDEM Strategy

Auckland CDEM Group goals and objectives from this Plan

Auckland CDEM Group work programmes

Public surveys and analysis

Long Term Council Community Plans

The CDEM Capability Assessment Tool

7.2 Monitoring the Auckland CDEM Group Plan

The Auckland CDEM Group Plan will be monitored in the following ways:

An annual check will be conducted by the Auckland Council CDEM Department to ensure the plan is

still accurate and legislatively compliant

An annual report against the Objectives, Methods and Tools will be provided to the CEG and

CDEMG.

7.2.1 Monitoring Legislative Compliance

The Auckland Council CDEM Department is responsible for monitoring compliance between the Group

Plan and the CDEM Act, and other relevant legislation and amendments.

7.3 Auckland CDEM Group Plan Evaluation

It is not expected that by the end of this Group Plan’s life, the Vision will have been fully realised or all the

objectives met.

Progress will be evaluated regularly as follows:

An annual report against the Objectives, Methods and Tools will be provided to the CEG and

CDEMG.

Every year the MCDEM developed CDEM Capability Assessment Tool will be used to evaluate the

Auckland CDEM Group.

The Auckland CDEM Group will conduct research to assess business resilience to inform

development of the next Group Plan.


42

The Auckland CDEM Group will conduct research to assess community resilience to inform

development of the next Group Plan.


43

8 Management and Governance

The Auckland CDEM Group is a statutorily established forum for coordinating the activities of all CDEM

agencies. The management and governance arrangements outlined in this chapter seek to streamline

decision making, and involve people and organisations in CDEM activities as effectively as possible.

8.1 Auckland CDEM Group Governance Structure

As a unitary authority, the Auckland Council has established the Auckland CDEM Group meeting the

requirements of Section 12 of the CDEM Act.

Figure 8.1 Auckland CDEM Group Statutory Committees

8.2 Auckland CDEM Group

The Auckland CDEM Group is statutory committee of Council under Section 12 of the CDEM Act with

overall responsibility for the provision of CDEM within Auckland. It comprises five elected members of the

Auckland Council and a number of co-opted observers from CDEM agencies invited to attend by the

committee.

The functions of this committee are clearly laid out in Section 17 of the CDEM Act.

8.3 Coordinating Executive Group (CEG)

The CEG comprises senior representatives of the Auckland Council and Auckland CDEM Group member

organisations. It ensures a strategic overview of CDEM in Auckland and is able to commit the resources

of the representative organisations to agreed projects and tasks. The CEG is responsible to the Auckland

CDEM Group.

The functions of this committee are clearly laid out in Section 20 of the CDEM Act. The CEG has no

prescribed operational role in CDEM.


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8.3.1 CEG Membership

CEG is an officer’s committee and has a number of agencies that must be represented:

Auckland Council Chief Executive

NZ Fire Service Regional Commander

NZ Police Regional Commander

Chair of the Health CEG (representing Auckland Regional Public Health Service, St John, Counties-

Manukau DHB, Waitemata DHB, Auckland DHB)

In the Auckland CDEM Group the following agencies have also had representatives, co-opted by the

CDEM Group, to the committee under the provisions of Section 20 of the CDEM Act.

Manager CDEM and others as delegated by the Auckland Council Chief Executive

Chair of the AELG

Regional Commissioner, Ministry of Social Development (MSD)

Principal Rural Fire Officer

Ministry of Health Regional Emergency Management Adviser

Ministry of Civil Defence and Emergency Management Regional Emergency Management Adviser

Section 20 of the CDEM Act allows other members to be co-opted as members feel is appropriate.

8.4 Role of the Auckland Council CDEM Department

The Auckland Council CDEM Department supports the CEG by providing the following functions:

Advice and technical support to the CEG and the Auckland CDEM Group.

Project coordination and management.

Coordination of regional CDEM policy and its implementation.

Managing contracts entered into on behalf of the Auckland CDEM Group or CEG.

Managing and administering Auckland CDEM Group staff on behalf of the Auckland CDEM Group.

External liaison with the CDEM sector.

Coordination of monitoring and evaluation activities.

Preparation (in consultation with CEG) of the annual report of the Auckland CDEM Group’s activities,

budget and performance to the Auckland CDEM Group for adoption.

The detailed activities and annual work programme of the ECC are available from the Auckland Council.

8.5 Key Appointments

There are a number of key appointments that the Auckland CDEM Group must, or may make under

Section 25 and 26 of the CDEM Act. These are outlined below:

8.5.1 Persons Authorised to declare a state of emergency

The persons authorised to declare a state of emergency are in the following order (depending on

availability):

Mayor, Auckland Council


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Deputy Mayor, Auckland Council

Other elected members of the Auckland CDEM Group


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8.5.2 Controller

The person appointed by the CDEM Group to the role of Controller is Clive Manley. The Controller’s

functions are listed in Section 28 of the CDEM Act.

The Controller is delegated the following powers from the CDEM Act by the Auckland CDEM Group:

The authority to coordinate the activities (as required to perform his/her duties) detailed in Section

18 (2) of the CDEM Act under the direction of the CEG.

The authority to require information provided under Section 78 of the CDEM Act.

The authority to provide the information required to provide the necessary information under oath for

a warrant to be issued under Section 78 of the CDEM Act.

The authority to receive information seized under Section 81 of the CDEM Act.

The authority to exercise all emergency powers conferred on the Group by Section 85 and shall make

reports at such intervals as are directed by the Chair of the Group. For avoidance of doubt the

Controller has the specific emergency powers conferred on Controllers Sections 88-92 and

Section 94 of the CDEM Act.

8.5.3 Alternate Controllers

The persons appointed as Alternate Controllers are:

Harry O’Rourke

Ian Maxwell

Daryl Griffin

Paul Green

8.5.4 Recovery Manager

The person appointed to the role of Recovery Manager is Clive Manley.

The Alternate Recovery Manager is Jane Lodge.

The Manager, CDEM is authorised to appoint a Recovery Manager when required.

8.6 Cooperative Arrangements with Other CDEM Groups

The Auckland CDEM Group seeks to actively strengthen its relationships with other CDEM Groups,

particularly neighbouring regions (Northland, Waikato and the Bay of Plenty).

The Auckland CDEM Group will provide support and assistance when requested to other CDEM Groups

with respect to their CDEM functions. This will include, but not necessarily be limited to:

Assistance in the event of an emergency.

Sharing relevant hazards information.

Seeking and promoting mutual operational arrangements such as training opportunities and standard

operating procedures.

Memorandums of understanding have been developed between Auckland, Northland and Waikato CDEM

Groups.


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8.7 Financial Arrangements

Auckland Council is the sole financial contributor to the Auckland CDEM Group. The Auckland Council

funds a CDEM Department that:

Provides administrative and related services under Section 24 of the CDEM Act for the Auckland

CDEM Group.

Completes an annual work programme.

Provides centralised coordination in an emergency.

Auckland Council financial arrangements and policies guide all expenditure and reporting. The

cooperative nature of CDEM requires inter-agency collaboration and Auckland CDEM Group members

have the opportunity to provide input into CDEM Department activities through CEG. CDEM costs can be

incurred in three ways:

Day-to-Day CDEM Department Activities:

The cost of providing administrative and related services under Section 24 of the CDEM Act.

The cost of reduction and readiness activities performed by the CDEM Department to fulfil currently

agreed level of service.

Projects:

The annual work programme based on the Auckland CDEM Group Plan.

Projects that are identified as priorities that are not based on the Auckland CDEM Plan.

Emergency Expenditure:

Expenditure incurred by the Auckland CDEM Group in the lead up to, during and after an emergency.

8.7.1 Day-to-Day CDEM Department Activities

Levels of service and resourcing are established by Auckland Council using the Auckland CDEM Group

Plan, Long Term Council Community Plan and Annual Plan processes.

8.7.2 Projects

Projects and resourcing are established by Auckland Council working with external agencies represented

at the CEG using the Auckland CDEM Group Plan, Long Term Council Community Plan and Annual Plan

processes.

8.7.3 Emergency Expenditure

In the lead up to a declared emergency (Level 3) the Auckland CDEM Group is responsible for funding:

All costs associated with the resourcing, activation and operation of the ECC.

All reasonable direct expenses incurred by the Controller.

All reasonable direct expenses (such as travel, meals and accommodation) incurred by recognised

technical advisors when they are requested to attend meetings.

During a declared emergency (Level 4) the Auckland CDEM Group is responsible for funding:

All costs associated with the resourcing, activation and operation of the ECC.


48

All reasonable direct expenses incurred by the Controller.

All reasonable direct expenses incurred by recognised technical advisors.

Costs associated with the use of resources and services under the direction of the Controller.

A clear record of who authorises any expenditure; its purpose and so forth is required to be kept (refer to

National Civil Defence Plan, Part 2 and SOP 201: Financial Management Procedures - Response).

8.7.4 Agency Expenditure and Marginal Costs

Unless agreed otherwise, the costs of completing any specific agency actions required by legislation and

outlined in the Auckland CDEM Group Plan are the responsibility of the authority or agency concerned.

Likewise the ‘marginal costs’ incurred by agencies supporting a lead agency during an event are carried

by the authority or agency concerned.

8.8 Recovering Costs in a Civil Defence Emergency

In an emergency CDEM agencies are expected to meet their own operational costs as outlined in the

Guide to the National CDEM Plan. Other emergency related costs are met in the first instance by

Auckland Council.

Upon termination of the emergency, the Controller will recommend to the Auckland CDEM Group which

costs could reasonably be met by the Auckland Council CDEM Group and which costs may be recovered

from central government.

Generally response costs that can be recovered from central government fall into two categories:

The cost of caring for the displaced = costs associated with accommodating, transporting, feeding and

clothing evacuees. Central government will reimburse 100% of agreed costs.

Other response costs = other expenditure associated with responding to an event, not including

recovery activities. Government will reimburse councils for 2/3 of these agreed costs above a threshold

calculated as 0.01% of the Net Rateable Capital Value (NRCV) of the area affected.

Auckland Council’s NRCV is approximately $ 32,000,000,000 which means that the threshold for central

government reimbursement is approximately $ 64,000,000.

Information regarding government financial support in response costs is contained in Section 26.4 of the

Guide to the National CDEM Plan.

Volunteers suffering personal injury, or damage to, or loss of property, while carrying out emergency work

under the authority of the Controller, may also submit claims to the authority employing the Controller, or

in the case of the Controller, to the Auckland CDEM Group.

The procedure for claims is outlined in the National Civil Defence Plan, Part 1, Annex C.

8.9 Emergency Recovery Finances

The Recovery Manager will recommend to the Auckland CDEM Group which recovery costs could

reasonably be met by the Auckland CDEM Group, and which costs could be recovered from the

Government. Claims for government assistance are to be made by the organisation incurring the

expenditure or, in the case where there are agreed Auckland CDEM Group costs, by the Auckland CDEM

Group. Any Government involvement will be contingent upon the principles and conditions set out in

Paragraphs 9-11 of Part 2 of the National Civil Defence Plan.


49

Government assistance for recovery from damage to private property and productive enterprises is only

available if it can be shown that the risk was un-insurable and hardship can be demonstrated. If it

becomes apparent that there will be a significant number of people suffering financial hardship and more

immediate relief is required, the Auckland CDEM Group may establish a Mayoral Relief Fund (refer to

Chapter 6: Recovery).

8.10 Financial provisions for meeting Auckland CDEM Group costs in an Emergency

(emergency expenditure funding)

The Auckland CDEM Group has a committed ten million dollar emergency expenditure financial facility.

This facility can be used by the Controller to fund initial and immediate emergency response and recovery

cost.


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Annex 1: The Auckland CDEM Group and its Members

This annex outlines the membership of the Auckland CDEM Group.

What is the Auckland CDEM Group?

The CDEM Act requires the establishment of regional CDEM Groups that are consortiums of all agencies

involved in delivering emergency management services. CDEM Groups consist of emergency services,

lifeline utilities, local and central government agencies and non-governmental organisations. Members

work together to ensure that emergency management is well planned and effective. Members have

different levels of participation some being partners that work closely and consistently with other members

and others being stakeholders that work together on an as required basis. The Auckland Council is

responsible for funding and coordinating the activities of the Auckland CDEM Group.

Membership of the Auckland CDEM Group

Partners

Auckland Council

NZ Police

NZ Fire Service

St John

District Health Boards

Auckland Regional Public

Health Service

Ministry of Civil Defence and

Emergency Management

Rural Fire Authority

Red Cross

Salvation Army

Ministry of Social

Development (including its

constituent ministries)

Amateur Radio Emergency

Corp

Ministry of Health

Stakeholders

Coastguard

New Zealand Defence Force

Earthquake Commission

NZ Insurance Council

Mana Whenua Groups

Housing NZ

Ministry of Education

Inland Revenue

Auckland Chamber of

Commerce

Employers and

Manufacturers Association

Ministry of Agriculture and

Forestry

Maritime Safety Authority

Land Transport Safety

Authority

Civil Aviation Authority

NZ Customs

Department of Labour

Ministry for the Environment

Department of Corrections

Accident Compensation

Corporation

Ministry of Transport

Register of Engineers for

Disaster Relief

Geological and Nuclear

Sciences

National Institute for Water

and Atmospheric Research

Met Service

Society for Earthquake

Engineering

Building Research

Association of NZ

Institute of Professional

Engineers

Society for the Prevent of

Cruelty to Animals


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Lifeline Utilities

For the purposes of Section 60 of

the CDEM Act 2002 this list names

Auckland’s Life Line Utilities:

a)Specific Entities (Part A,

Sechedule1, CDEM ACT 2002)

Radio NZ Ltd

Television NZ Ltd

Auckland Airport Ltd

Ports of Auckland Ltd

b) Entities carrying on specific

business (Part B, Schedule 1,

CDEM Act 2002):

Producer, supplier or distributers of

manufactured or natural gas:

Vector Ltd

Provider of a road network:

Auckland Transport Agency

Transit NZ

Generator or distributer of

electricity:

Transpower Ltd

Vector Ltd

Counties Power Ltd

Genesis Power Ltd

Mighty River Power Ltd

Contact Energy Ltd

Supplier or distributer of water:

Watercare Ltd

Provider of telecommunications

network:

Telecom NZ Ltd

Vodafone NZ Ltd

Telstra Clear Ltd

2degreess Ltd

Whoosh

Vector Ltd

Kordia Ltd

Producer, Processor or Distributer

of Petroleum Products:

NZ Refining Co Ltd

Wiri Oil Services Ltd

BP Oil Ltd

Mobil Oil Ltd

Greenstone Energy Ltd

Caltex NZ Ltd

Gull Petroleum Ltd

Joint User Hydrant Installation

Shell Wynyard Wharf

Provider of a Rail Network or

Service:

Kiwi Rail Ltd

Auckland Transport Agency


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Annex 2: List of Plans and Standard Operating Procedures

The Auckland CDEM Group Plan is a strategic document and details of operational plans, procedures and

processes are contained in the supporting documents listed below:

SOP 100 Reduction Guideline

SOP 200 Training

SOP 210 Welfare Plan

SOP 220 Logistics Plan

SOP 230 Volunteer Management*

SOP 240 USAR Arrangements

SOP 250 Tsunami Contingency Plan

SOP 260 Volcanic Contingency Plan

SOP 270 Fuel Contingency Plan

SOP 300 Activation

SOP 310 Duty Officer

SOP 320 Operational Response Group

SOP 330 Emergency Coordination Centre Manual

SOP 340 Public Information Management in Response

SOP 550 Alternative National Welfare Arrangements

SOP 350 Lifeline Protocols

SOP 360 Managing International Aid via Auckland Airport*

SOP 400 Recovery Plan

SOP 500 Communications and Stakeholder Engagements Guide

SOP 510 Financial Arrangements

SOP 520 Public Education Plan

SOP 540 Emergency Coordination Centre Business Continuity Plan

SOP 550 Guide to Business Continuity Planning*

18

18

SOP marked with * are under review or not complete at the time of publication.


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Annex 3: Glossary and Abbreviations

Parts of the Auckland CDEM Group Plan contain terminology that may not be generally understood by plan users. Where technical terms are used in the plan these have been explained through footnotes in the text. This annex provides definitions of commonly used terms and abbreviations used throughout the plan.

Term / Abbreviation

Definition

AELG Auckland Engineering Lifelines Group A voluntary group comprising lifeline utility organisations in the Auckland Region.

The CDEM Act or the Act

The Civil Defence Emergency Management Act 2002

Auckland CDEM Group

Civil Defence Emergency Management Group established under section 12 of the Civil Defence Emergency Management Act 2002. A committee with membership from Auckland Council and observers co-opted from key CDEM stakeholder agencies.

CEG Coordinating Executive Group established under Section 20 of the Civil Defence Emergency Management Act 2002. It a committee of senior officers from Auckland Council and senior executives from key agencies involved in CDEM. It is the central committee for coordinating between agencies.

CIMS Co-ordinated Incident Management System The national mandated procedures and processes for agencies to work together in a multi-agency response.

ECC Emergency Coordination Centre A CDEM headquarters from which operations are planned and coordinated.

Emergency Services

The New Zealand Police, New Zealand Fire Service, National Rural Fire Authority, rural fire authorities and hospital and health services

CDEM Department

Auckland Council is responsible for funding the coordination of CDEM in Auckland. It funds a team of professionals responsible for supporting inter-agency and community CDEM coordination.

Controller The person appointed Controller under s 26 of the Act with those functions set out in s 28 of the Civil Defence Emergency Management Act 2002.

Recovery Manager

Person appointed to manage the Recovery Management Organisation outlined in Section 6.4.7


54

Lead Agency The organisation with the legislative authority; or because of its expertise and resources, agreed authority; primarily responsible for control of an incident.

LUC Lifeline Utility Coordinator

Readiness Actions taken to ensure communities know what to do in the event of an emergency, there are effective warning mechanisms, and responding organisations are well trained and practiced in preparation for an emergency.

Recovery The co-ordinated process of reconstruction of infrastructure and the restoration of social, economic and physical well-being of a disaster-affected community.

Reduction The application of techniques and management principles to reduce the probability and/or the consequence of an occurrence.

Response Actions take in anticipation of, and immediately after an emergency or disaster to ensure that its effects are minimised and that people affected are given immediate relief and support.

Operational Zone

One of three zones identified in Auckland that match emergency services districts being:

1. North/West Zone

2. Central Zone

3. Southern Zone

Risk The likelihood and consequences of a hazard.

SAG Scientific Advisory Group providing planning and intelligence assistance in the event of a civil defence emergency.

SOP Standard Operating Procedure refers to a document describing a formally established set of operational procedures that are the commonly accepted method for performing certain emergency management tasks.

TAG Technical Advisory Group providing planning and intelligence and logistic assistance to the Lead Agency in the event of an emergency or incident.

draft auckland civil defence and emergency management group

Documents