Group Committee Meeting Thursday 10 September 2020, 10 · Emergency Management Group Joint Committee meeting held via audio-visual link on Tuesday 21 May 2020 at 1.30pm. b) notes

Group Committee Meeting

Thursday 10 September 2020, 10.30am

Taranaki Civil Defence Emergency Management

Group Joint Committe

10 September 2020 09:00 AM - 05:00 PM

Agenda Topic Page

Apologies

Notification of Late Items

1. Confirmation of Minutes 3

2. Confirmation of Extraordinary Meeting Minutes - 17 August 2020 10

3. Confirmation of Minutes Taranaki Civil Defence Co-ordinating Executive Group 13

4. Advisory Group Minutes - Q3 & Q4 19

5. COVID-19 Response Verbal Update

6. Annual Report 2019-2020 36

7. Annual Business Plan 2020-2021 93

8. Appointment of Ms Linda Weterman as Temporary Group Welfare Manager and Resignation of Ms Nadine Ord

128

9. Letter from Minister and NEMA re COVID-19 Response 131

10. Letters from NEMA re Emergency Mobile Alerts 137

11. NEMA Verbal Update

Taranaki Civil Defence Emergency Management Group Joint Committe - Agenda

2

Date 10 September 2020

Subject: Confirmation of Minutes – 21 May 2020

Approved by: G K Bedford, Director - Environment Quality

M J Nield, Acting Chief Executive

Document: 2578913

Resolves

That the Taranaki Civil Defence Emergency Management Group Joint Committee:

a) takes as read and confirms the minutes and resolutions of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held via audio-visual link on Tuesday 21 May 2020 at 1.30pm.

b) notes that the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held in the Taranaki Regional Council chambers, on Thursday 21 May 2020 at 1.30pm, have been circulated to the New Plymouth District Council, Stratford District Council and the South Taranaki District Council for the receipt and information.

Matters arising

Appendices/Attachments

Document 2504729: Taranaki Civil Defence Emergency Management Group Joint Committee Minutes – 21 May 2020

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

3

Committee: Taranaki Emergency Management Group Joint Committee

Date: 21 May 2020, 1.30pm

Venue: Via audio-visual link (Zoom)

Document: 2504729

Present Councillor M Cloke Chairman - Taranaki Regional Council Mayors P Nixon South Taranaki District Council N Volzke Stratford District Council N Holdom New Plymouth District Council Attending Councillor A Jamieson Stratford District Council

Messrs G Bedford Taranaki Regional Council S Hanne Stratford District Council C Stevenson New Plymouth District Council K Wright New Plymouth District Council N Wilson New Plymouth District Council A Barron New Plymouth District Council C Campbell-Smart Taranaki Emergency Management I Wilson National Emergency Management Agency Ms M Meads National Emergency Management Agency Miss L Davidson Taranaki Regional Council Mr P Ledingham Taranaki Regional Council

Apologies An apology from Mr W Crockett, South Taranaki District Council, was received and sustained.

Notification of There were no late items. Late Items


4

1. Confirmation of Minutes – 3 March 2020

Resolves


a) takes as read and confirms the minutes and resolutions of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held at the Taranaki Regional Council chambers, 47 Cloten Road, Stratford, on Tuesday 3 March 2020 at 1.30pm

b) notes that the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Group Joint Committee meeting held at the Taranaki Regional Council chambers, 47 Cloten Road, Stratford, on Tuesday 3 March 2020 at 1.30pm, have been circulated to the New Plymouth District Council, Stratford District Council and the South Taranaki District Council for receipt and information.

Volzke/Nixon

Matters Arising

1.1 Underspend redistribution

The underspend from the previous financial year redistribution is underway.

1.2 Appointment of Kelvin Wright to Recovery Role

Kelvin Wright, New Plymouth District Council has been appointed to the role of Recovery Manager with Taranaki Civil Defence Emergency Management. His term in this role is due to expire on 30 June 2020. New Plymouth District Council are happy for him to continue within this role for a further six months, however would like the other Councils to consider some form of compensation to NPDC for his time at TCDEM. Kelvin is an integral member of NPDC Staff and his focus has been turned towards recovery as opposed to the role NPDC has employed him for.

Craig Stevenson, New Plymouth District Council, will draft a memo for distribution, with the Committee to consider at the next meeting or if urgent, at an extra-ordinary meeting.

1.3 Letter to Ministry

The letter to the Ministry regarding the struggle to resource and deliver improvements according to the Ministry’s expectations, has not been done as Craig Campbell-Smart was caught up with COVID-19 response. He will do this within the next week.

2. Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Minutes – 7 May 2020

2.1 It was decided to defer this item until the end of the agenda.


5

3. ECC Development Project – Project and Budget Update

3.1 Mr C Campbell-Smart, Group Manager, spoke to the memorandum updating the Taranaki Emergency Management Group Joint Committee with further project and budget information, to request approval of a budget increase and approval to proceed with the construction works.

3.2 Four options were provided to the Committee to consider. These were detailed in the agenda memorandum.

Option one – retained agreed work, budget increase of $280,000 and award construction to ICL Construction.

Option two – Decrease the scope of work to decrease the cost of construction.

Option three – Seek prices from market through open tendering process.

Option four – Demolish the existing building, design and construct a new purpose built facility.

3.3 Additional funding is required for the final scope of works to be completed to a high standard. The budget includes a contingency of $50,000. The group felt that the contingency potentially could not be enough.

3.4 Main points raised in discussions:

Reservations over ICL’s performance record; the project budget and scope has increased significantly from what was originally

signalled (around $300,000);

the project contract penalties and timeframes; the current scope (option one) is believed by staff to deliver everything needed to

produce a modern, effective and efficient building within the constraints of overall existing structure;

there is risk of unidentified problems causing the budget to creep, but most causes of budget creep (contingency) are due to changes requested by the client;

option one requires annual financing of $21,000 not provided for in the agreed budget for 2020-2021;

NPDC would be responsible for project delivery; re-tendering would delay the project somewhat, but provide certainty around best

price;

the Committee agreed that the project should be re-tendered, and the agenda recommendation should be amended accordingly.

Resolves


a) withdraws recommendation c, to be replaced by a recommendation that the project should go out to tender.

Cloke/Holdom

Resolves


a) receives the memorandum ECC Development Project: Project and Budget Update

b) notes and endorses the content of the memorandum


6

c) approves the proposed budget increase, and approves the awarding of a construction contract to ICL Construction.

d) approves that New Plymouth District Council go out to re-tender for the construction of the building as per page 16 and 17 of the agenda memorandum process.

Cloke/Volzke

4. Financial Expenditure of the Covid-19 Response – Interim Report

4.1 Mr C Campbell Smart, CDEM Regional Manager, spoke to the memorandum advising the Taranaki Emergency Management Group Joint Committee of the expenditure (to 24 April 2020) in the COVID-19 response.

4.2 From February through March the team were working on preparation work for potential activation.

4.3 Since the beginning of activation there has been a large focus on welfare, ensuring people had enough food, goods and accommodation.

4.4 The current Group expenditure of the COVID-19 response is $286,477. Of those expenses $223,564 is recoverable from the Government under section 33 of the National Plan, and $62,912.98 is the current expenditure cost to Councils.

4.5 The final figure is looking to be around $380,000 of recoverable costs and $75,000 - $80,000 of unrecoverable costs.

4.6 It was clarified that at the beginning Iwi were independently working to feed people out of their own funds but it was discovered that these costs were recoverable under section 33 of the National Plan. Needs assessment questionnaires were used to assess clients.

4.7 Taranaki has had a lower cost response than other groups of similar size, because of the parallel Iwi response.

4.8 At the current stage of the event, the welfare is beginning to wind down. Instructions from NEMA have been to continue to fill the welfare gaps and there is currently no timeframe of when response will stop.

4.9 It was clarified that when Councils have given staff to Civil Defence that is at a cost to the Council and is not recoverable.

4.10 At the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group held on Thursday 7 May a question was put around possible reimbursement to Councils of staff costs for short term response deployments and whether this could be funded out of the MCDEM reserves. Ian Wilson, NEMA, informed that this has been escalated to the Minister and is now in his hands.

Resolves


a) receives the memorandum Financial Expenditure of the COVID-19 Response – Interim Report

b) notes the costs that have been incurred in the regional response to the COVID-19 Pandemic between 11 March 2020 and 24 April 2020

c) notes that further costs will be incurred as the response to this pandemic continues.

Cloke/Volzke


7

5. Alternate Group Welfare Manager Appointment

5.1 Mr C Campbell-Smart, Group Manager, spoke to the memorandum noting the appointment of Group Welfare Manager, Mr Chade Julie, under delegated authority for the Taranaki CDEM Group and to acknowledge the resignation of Mr Ben Ingram from this role.

6.2 Nadine Ward at TEMO is the Group Welfare Manager. Ben Ingram’s time was needed elsewhere so Stratford District Council offered Chade Julie to fill this role. Chade was a great asset to Nadine through this pandemic.

Resolves


a) receives the memorandum Alternate Group Welfare Manager Appointment


c) confirms the appointment of the Alternate Group Welfare Manager, Mr Chade Julie

d) notes the resignation of Ben Ingram.

Cloke/Nixon

6. Appointment of Local Controllers and Local Recovery Managers

6.1 Mr C Campbell-Smart, Group Manager, spoke to the report recommending the appointment of Mr Blair Sutherland, Mr Simon Wilkinshaw and Mr Kelvin Wright to the role of Local Controller and Mr Ben Ingram and Mr Scott Wilson to the position of Local Recovery Manager by the Taranaki Civil Defence Emergency Management (CDEM) Group.

6.2 Prioir to COVID-19 there was only one primary controller so they have taken this opportunity to appoint controllers at a local level. Local Controller roles are at single Council level only.

6.3 Appointment to these roles also meets some of the findings from the capability assessment.

6.4 There is no timeframe on these roles.

Resolves


a) receives the memorandum Appointment of Local Controllers and Local Recovery Manager


c) approves the appointment of Mr Blair Sutherland, Mr Simon Wilkinshaw and Mr Kelvin Wright to the role of Local Controller to Taranaki CDEM Group Joint Committee

d) approves the appointment of Mr Ben Ingram and Mr Scott Willson to the role of Local Recovery Managers to Taranaki CDEM Group Joint Committee.

Volzke/Holdom


8

7. Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Minutes – 7 May 2020

7.1 Item two, deferred from earlier in the meeting.

Resolves


a) receives the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group meeting held via audio-visual link (zoom) on Thursday 7 May 2020 at 10.30am

b) adopts the recommendations therein and as amended by the Joint Committee.

Cloke/Nixon

Matters arising

There are no matters arising.

8. General Business

8.1 Funding outside of budgets

A discussion was held around funding for Taranaki Civil Defence Emergency Management from the Councils outside of the agreed budgets. There was comment from a couple of members that there should not be major discussions over small additional amounts that are sometimes required to be funded by the councils. It was suggested that adherence to budgets when extra ordinary matters arise is a matter for elected members and CE’s to consider. Mayor Phil Nixon requested that a paper come to the next meeting on this topic.

8.2 Thanks – COVID-19

The Chairman, Tom Cloke, expressed his thanks to all the Councils and the TEMO staff for the way the pandemic has been handled in Taranaki and requested that this be passed on to all those involved.

There being no further business the Group Chairperson Tom Cloke thanked attendees and declared the Taranaki Civil Defence Emergency Management Group Joint Committee Meeting closed at 2.56pm.

Confirmed

Chairperson _________________________________________________________________

M J Cloke

8 September 2020


9


Subject: Confirmation of Extraordinary Minutes – 17 August 2020


M J Nield, Acting Chief Executive

Document: 2580014

Resolves


a) takes as read and confirms the minutes and resolutions of the Taranaki Civil Defence Emergency Management Group Joint Committee extraordinary meeting held via audio-visual link on Tuesday 17 August 2020 at 7pm.

Matters arising


Document 2579950: Taranaki Civil Defence Emergency Management Group Joint Committee Extraordinary Minutes – 17 August 2020

Taranaki Civil Defence Emergency Management Group Joint Committe - Confirmation of Extraordinary Meeting Minutes - 17 August 2020

10

Extraordinary meeting


Date: 17 August 2020, 7pm

Venue: Via audio-visual link (Zoom)

Document: 2504729

Members Mayor N Holdom (New Plymouth District Council) Mayor P Nixon (South Taranaki District Council)

Attending

Mr T Velvin (Taranaki CDEM Controller) Mr K Wright (New Plymouth District Council) Mrs M Meads (National Emergency Management Agency)

Apologies Received

Notification of

Late Items Item 1 Approval of Group Controller

1. CDEM Group Submission 1.1 The memorandum is to present members of the Taranaki CDEM Group Joint

Committee with the submission made by the Acting Group Controller to appoint Sven Hanne as a Group Controller to represent the Taranaki CDEM Group.


11

Taranaki Civil Defence Emergency Management Group Joint Committee Meeting Tuesday 17 September 2019

Resolved


a) receives the CDEM Group Submission.

b) approves the submissions for:

a. Sven Hanne

Holdom/Nixon

Confirmed Chairperson ____________________________________________________________

M J Cloke Date 10 September 2020


12


Subject: Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Minutes - 27 August 2020


Document: 2578877

Purpose

1. The purpose of this memorandum is to receive the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group meeting held on Thursday 27 August 2020 and to adopt the recommendations contained therein.

Recommendations


a) receives the unconfirmed minutes of the Taranaki Civil Defence Emergency Management Co-ordination Executive Group meeting held at the Taranaki Regional Council chambers, 47 Cloten Road, Stratford on Thursday 27 August 2020 at 10.30am.

b) adopts the recommendations therein.


Document 2572696: Minutes Taranaki Civil Defence Emergency Management Co-ordinating Executive Group Meeting - 27 August 2020

Taranaki Civil Defence Emergency Management Group Joint Committe - Confirmation of Minutes Taranaki Civil Defence Co-ordinating Exec...

13

Committee: Co-ordinating Executive Group

Date 27 August 2020, 10.30am

Venue: Taranaki Regional Council

Document: 2572696

Members Mr S Hanne (Stratford District Council) (Chairperson)

Mr G K Bedford (Taranaki Regional Council)

Mr K Wright (New Plymouth District Council)

Mr W Crockett (South Taranaki District Council) zoom

Mr C Campbell-Smart (Taranaki CDEM

Mr J Clough (Primary Industry Sector Group)

Dr G Simmons (Taranaki District Health Board) zoom

Mr D Langford (Risk Reduction Advisory Group) zoom

Ms M Stewart (St Johns) zoom

Attending Ms M Meads (National Emergency Management Agency) zoom

Mr B Ingram New Plymouth District Council

Miss L Davidson Committee Administrator

Ms L Weterman Taranaki CDEM

Mr T Velvin Taranaki CDEM

Apologies An apology from Mr D Utumapu was received and sustained.

Notification of Alternate Group Welfare Manager Appointment.

Late Items

1. Confirmation of Minutes – 7 May 2020

Resolved

That the Taranaki Emergency Management Co-ordinating Executive Group:

a) takes as read and confirms the minutes and recommendations of the Taranaki Emergency Management Co-ordinating Executive Group meeting held via audio-visual link (zoom) on Thursday 7 May 2020 at 10.30am.

Bedford/Wright


14

Matters arising

An update was provided on the TEMO building refurbishment. The process is currently at the tendering stage.

Ms Linda Weterman was introduced Linda is to take on the role of Group Welfare Manager.

2. Advisory Group Minutes

2.1 The purpose of this memorandum was to receive and consider the unconfirmed minutes of the Taranaki Emergency Management Advisory Groups meetings.

2.2 There was a recommendation in the minutes of the HAZMAT group to combine the HAZMAT group and the Readiness and Response Advisory Group. A lot of the members on each of these two groups are the same so it made sense to combine the two into one group.

Resolved


a) receives the unconfirmed minutes of the meeting of the Welfare Co-ordination Group (WCG) held on 19 February 2020

b) receives the unconfirmed minutes of the Lifelines Advisory Group held on 10 June 2020

c) receives the unconfirmed minutes of the Welfare Co-ordination Group (WCG) held on 1 July 2020

Crockett/Simmons

d) receives the unconfirmed minutes of the meeting of the Primary Industries Sector Group held on 96 July 2020

e) confirms the name change of the Primary Industries Sector Group back to Rural Advisory Group

Clough/Bedford

f) receives the unconfirmed minutes of the meeting of the HAZMAT Co-ordination Committee held on Tuesday 21 July 2020

g) endorses up to the Taranaki Civil Defence Joint Committee to combine the HAZMAT Co-ordination group and the Readiness and Response Advisory Group

Wright/Bedford

3. COVID-19 Response (verbal update)

3.1 Mr T Velvin provided a verbal update on the COVID-19 Response.

3.2 TEMO staff are currently planning for a resurgence of COVID-19 and what would happen if Taranaki were to move to level 3 lock down.

3.3 Work is ongoing to ensure there is good co-ordination with other agencies. Engagement is happening with key stakeholders on what the resurgence plan will look like. Welfare would rest with Government ministries


15

3.4 It was clarified that the DHB will manage public testing and the medical side of any response.

4. Local Welfare Networks

4.1 Mr C Campbell-Smart, Taranaki Emergency Management, spoke to the memorandum providing options for the structure of the welfare co-ordination across Taranaki.

4.2 Currently there are other things happening in the region that could cross over this space and create a double up or conflict.

4.3 It was decided that it would be best to leave this on the table at present and refer back to it at the next meeting.

Recommended


a) receives and notes the memorandum, Local Welfare Networks

b) endorses the establishment of Local Welfare Networks to the Joint Committee

c) notes that the Local Welfare Networks would be facilitated by the Local Welfare Manager and Emergency Management Officer for each Territorial Authority.

d) agreed to leave the item on the table for the next meeting

Bedford/Wright

5. Annual Performance Report

5.1 Mr C Campbell-Smart, Taranaki Emergency Management, spoke to the memorandum presenting the 2019/2020 Annual Performance Report for the Taranaki Civil Defence Emergency Management Group and answered questions arising.

5.2 It was noted that some staff from Councils who were utilised at the TEMO centre during COVID-19 lockdown are fatigued and it is important to ensure that they are well looked after and supported so they can be utilised in future.

5.3 TEMO and Councils are ensuring training is continuing for new volunteers so more people are available for utilisation if needed.

Recommended


a) receives the memorandum, Annual Performance Report 2019/20

b) endorses the report to the Taranaki Civil Defence Emergency Management Group Joint Committee

c) notes the surplus of $105,000

d) recommends to the Joint Committee that the value of $105,000 to be accumulated in the CDEM operational reserve from 2019/20.

Simmons/Crockett


16

6. Annual Business Plan 2020/21

6.1 Mr C Campbell-Smart, spoke to the memorandum presenting the draft Annual Business Plan 2020/21 for the Taranaki Civil Defence Emergency Management Group.

6.2 There is currently no funding (NEMA) available for the Volcanic Resilience work to be undertaken. The project has not stopped but has just been paused.

6.3 Work has been ongoing around the COVID-19 response. Items that need to be done have been prioritised and staff are working through them when time allows.

Recommended


a) receives the memorandum, Adoption of the Annual Business Plan 2020/21

b) notes the contents of the Annual Business Plan 2020/21

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

Langford/Simmons

7. Resignation and Appointment of Group Welfare Manager

7.1 Mr C Campbell-Smart, spoke to the memorandum noting the appointment of Ms Linda Weterman to the role of the Group Welfare Manager under contract for an initial period of one month, with an extension if required, under delegated authority for the Taranaki CDEM Group. The Committee also noted the resignation of Ms Nadine Ord from the role of Group Welfare Manager.

7.2 Acknowledgement was given to Nadine for the outstanding job she has done in the role.

7.3 Technical errors in the recommendations were corrected.

Recommended


a) receives the memorandum, Group Welfare Manager Appointments and Resignations

b) notes Ms Nadine Ord’s resignation from the role of Group Welfare Manager

c) notes that TEMO is recruiting for a permanent appointment to the role at the Group Office.

d) notes the intent to appoint the successful candidate as permanent Group Welfare Manager

e) endorses the appointment of Ms Linda Weterman, to the role of Taranaki Group Welfare Manager, under contract for an initial period of one month, with an extension if required

f) acknowledges the service that Ms Nadine Ord has provided for the Taranaki CDEM Group in his time as Group Welfare Manager, especially in the COVID-19 Response.

Wright/Bedford


17

8. Letters from the Minister of Civil Defence and the National Emergency Management Agency re COVID-19 Response

8.1 Ms M Meads, NEMA, spoke to the memorandum advising the Taranaki Emergency Management Co-ordinating Executive Group of two letters of thanks received in relation to the COVID-19 response. One was from Minister Peeni Henare, Minister of Civil Defence and the second from Carolyn Schwalger and Sara Stuart-Black of the National Emergency Management Agency.

Recommended


a) receives and notes the letters from Minister Peeni Henare, Minister of Civil Defence and from Carolyn Schwalger and Sarah Stuart-Black of the National Emergency Management Agency.

Wright/Campbell-Smart

9. Letter from National Emergency Management Agency

9.1 Mr C Campbell-Smart, spoke to the memorandum advising the Taranaki Emergency Management Co-ordinating Group of a letter from the National Emergency Management Agency clarifying national tsunami warning options.

Recommended


a) Receives and notes the letter from Sarah Stuart-Black of the National Emergency Management Agency regarding Tsunami warning systems

b) notes that alerts sent through the Emergency Mobile Alert system will now be automatically forwarded through the New Zealand Red Cross’ Hazard App.

Clough/Crockett

10. NEMA Update (verbal update)

10.1 Ms M Meads, NEMA, provided a verbal update from NEMA.

There being no further business the Chairman, Mr Sven Hanne (Stratford District Council), declared the meeting of the Taranaki Civil Defence Emergency Management Co-ordinating Executive Group closed at 11.58am.

Confirmed

Chairperson:______________________________________________________________

S Hanne

26 November 2020


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Date 27 August 2020

Committee Taranaki Emergency Management Group Joint Committee

Subject: Advisory Group Minutes

Approved by: Craig Campbell-Smart - CDEM Regional Manager

Document: 2580150

Purpose

1. The purpose of this memorandum is to receive and consider the unconfirmed minutes of the Taranaki CDEM Advisory Group meetings as follows:

Welfare Coordination Group (WCG) – 19 February 2020

Lifelines Advisory Group (LAG – 10 June 2020

Welfare Coordination Group (WCG) – 1 July 2020

Primary Industries Sector Group – 6 July 2020

Taranaki HAZMAT Coordination Committee meeting – 21 July 2020

Executive summary

2. The minutes of the Taranaki CDEM Advisory Groups are presented for the information of the Taranaki Civil Defence Emergency Management Coordinating Executive Group.

Recommendations

That the Taranaki Civil Defence Emergency Management Coordinating Executive Group:

a) receives the unconfirmed minutes of the meeting of the Welfare Co-ordination Group (WCG) held on 19 February 2020

b) receives the unconfirmed minutes of the Lifelines Advisory Group held on 10 June 2020

c) receives the unconfirmed minutes of the Welfare Co-ordination Group (WCG) held on 1 July 2020

d) receives the unconfirmed minutes of the meeting of the Primary Industries Sector Group held on 96 July 2020

e) confirms the name change of the Primary Industries Sector Group back to Rural Advisory Group

Taranaki Civil Defence Emergency Management Group Joint Committe - Advisory Group Minutes - Q3 & Q4

19

f) receives the unconfirmed minutes of the meeting of the HAZMAT Co-ordination Committee held on Tuesday 21 July 2020

g) confirms the combining of the HAZMAT Co-ordination group and the Readiness and Response Advisory Group


Document 2431109: Advisory Group Minutes


20

01_01_AGENDA_WCG_Meeting_2020_02_19

Minutes for the meeting of the Welfare Co-ordination Group (WCG) to be held at the TEMO Office, 45 Robe Street, New Plymouth on Wednesday, 19th February, 2020 at 10.10am Attendees

Nadine Ord (Chairperson) TEMO

Craig Thorne TEMO Mike Broker TDHB

Ben Ingram NPDC Rob Gardiner Salvation Army

Christina Scott MSD Cathy Stevens Victim Support

Kirsty Parker OT Lisa Abraham Red Cross Francis Farmer MVC /Oranga Tamariki Paul Chantrill MPI

Renee Anderson MOE Natalie Cameron TPK

Glenn Hansen STDC Ian Wilson MCDEM

Apologies Vanessa Jarman IRD Mario Bestall SDC Danny Auger SPCA Megan Ranford STDC Raewyn Vooght HNZC Janet Tinson ACC Pip Johnson TEMO Stuart Meiklejohn MCDEM Sheryl Robinson Victim Support Shirley Birt Red Cross Gloria Campbell MSD Joel Dodd MSD Julia Shanahan MBIE Morgan Harrison NPDC Hayley Carr MPI Elizabeth Hobson Kainga Ora Unconfirmed Grant Roper NZ Police Katrina Bowditch SPCA Stuart Cockburn St John Bruce McCardle St John Marcia Paurini Rural Support Trust Sam Tamarapa TRC Items discussed Item 1: Welcome and introductions

Mike Broker (TDHB) advised of change in contacts for WCG. Felicity Gallagher to be

removed from mailing list and Nicky Davies-Kelly to be added as new psychosocial

coordinator.

Item 2: Confirmation of the minutes of the last meeting. (standing item)

THAT the Welfare Advisory Group

Confirms the minutes of the Welfare Co-ordination Group meeting held at TEMO, 45 Robe

Street, New Plymouth on Wednesday 16th October 2019.

Moved Glenn Hansen Seconded Rob Gardiner

Item 3: Volcanic Desk top exercise Craig Thorne facilitated a desk top exercise in response to a volcanic scenario. The second part of the exercise will be on next agenda given positive feedback by group.


21


Item 4: EQC presentation Brad Dahlenberg presented on the role of EQC and their operational activity.

Item 5: Covid-19 discussion Craig C-S and Nadine provided WCG with update on Covid-19 situation.

General Business

Action Items REF. NO. Owners Due Date

Feedback requested as to whether tabletop exercise was valuable and if the WCG would like similar activities at future meetings. A survey monkey link has been sent to members.

Item 3 Members 1st July

Meeting dates for 2020: July 1st Wednesday WCG Venue TBC October 7th Wednesday WCG TEMO, 45 Robe Street, NP

Meeting closed at 12:10pm


22

Minutes Memorandum

01_01_Minutes_LAG_Meeting_2020_06_10 Page 1 of 4

Minutes for the meeting of the Lifelines Advisory Group (LAG) meeting held at TSB

Stadium, 1 Rogan Street, New Plymouth on Wednesday 10th June 2020 at 10am.

Attendees: Steven Corbitt (Chair) Powerco Rob Nichol Contact Energy Pip Johnson (Minutes) TEMO Vincent Lim STDC Todd Velvin TEMO Matthew Vincent STDC Katie Hogg TEMO Richard Buttimore NPL Airport Craig Campbell-Smart TEMO Steve Wells Todd Energy Malinda Meads NEMA Gary O’Keeffe LUC Paul Roberts Beach Energy (via Zoom) John Sutton LUC Vaughan Astwood First Gas Ltd (via Zoom) Chris England Trustpower Ricky Hann Port Taranaki (via Zoom) Hannah Thompson NZTA (via Zoom) Christine Northcott Port Taranaki (via Zoom) Graeme Pool NPDC (via Zoom) Lisa Roberts NZ Lifelines (via Zoom) Herbert Denton STDC (via Zoom) Bruce Monk Powerco (via Zoom) Victoria Araba SDC (via Zoom) Lyn Buxton NPDC (via Zoom) Apologies Mike Roigard Spark Mark Hall NPDC Lesley Johnson LUC Mario Bestall SDC Steve Bowden SDC Bruce Vanner Chorus Wayne Billot Transpower Karl Thackham Powerco Teresa Gordon TEMO Norm Jacobs LUC Craig Thorne TEMO Clive Reynolds Kordia Group Ltd Deon Kotze Electrix Ltd Richie Matheson STOS Glenn Hansen STDC Ajay Makhija MCDEM David McKay LUC Justin Post (Dep Chair) Todd Energy David Langford NPDC Unconfirmed Shaun Futcher NZTA Steve Pivac Tall Tree Company

Dave Perry NZTA Bede Shortall Transpower

Matt Richardson NPDC Craig Muirhead Nova Energy

Ben Ingram NPDC Katie Lane Contact Energy

Notification of late items

Agenda Items:

Item 1: Welcome (Standing item)

Chair welcomed everyone.

Acknowledgement of the work that CDEM have done to date with the Response to COVID-19.

Item 2: Confirmation of the Minutes of the last meeting. (Standing item)

Moved: John Sutton Seconded: Steve Wells Item 3: Matters arising from previous minutes and action list (standing item)

Raised, is there an update of the fuel plan?


23

Minutes Memorandum


Update from Lisa on the National Fuel Plan. Shared that there are online guidelines under

CDEM fuel plan.

Introduction from Malinda Meads as the new Senior Regional Emergency Management

Advisor and an overview of her role within NEMA.

Action Malinda/Todd to email the link to the Fuel Plan out to members – now attached here https://www.civildefence.govt.nz/cdem-sector/guidelines/national-fuel-plan/

Item 4: Lifeline Utility Coordinators report (John Sutton) Updated the group on the role of the LUC over the Covid-19 response. Shared how the Status Reports and Sit-Reps were received and used throughout the response, how many of the LUC were able to work remotely and use these reports to be actively involved throughout the response. Action Pip to send out a copy of John Sutton’s report on the LUC’s COVID-19 response with the minutes. Raised by John that the LUC naming convention is a bit confusing and that the group may need to look at this and discuss options in the future. Action Todd to follow-up with John the naming of the LUC group and perhaps discuss with Malinda/Lisa at a National Level. Action Todd to follow up with John on the debrief document and how to move forward with a questionnaire to put to the members for feedback. Todd will forward to John what he has to-date, review together and put to the LAG members for feedback. Acknowledgement from Todd on how beneficial it was over the response to have the LUC members onboard to manage the on-going meetings and communications with the different agencies. Item 5: CDEM Update on COVID-19 (Craig Campbell-Smart / Todd Velvin) Overview from Craig on the scale of the response and what it has looked like over the past 89 days in activation. Shared the process of tiding up the loose ends now that we are in Level One and what this, and the Recovery involves from a National focus. Shared that TEMO are slowly heading back into BAU roles and will be focusing on all the debrief documents for the majority of the calendar year. Raised by Steven, “what would it look like if there was a second phase and are there any considerations the agencies should be thinking about”? Reiterated by Craig to be mindful of the lifelines and make sure staffing environments are following the health recommendations, keeping staff environments clean and safe.


24

Minutes Memorandum


Discussion on the what tools that are available to the group on resilience systems available. Action Malinda to follow up with Ajay about the Resilience Assessment tool which is still been developed. Acknowledgment from Steve how useful the Status Reports and Sit-Reps were throughout the response for keeping the information flowing. Item 6: Round Table (Agencies present)

Name Company Update

Vaughan Astwood First Gas Ltd BAU

Hannah Thompson NZTA BAU

Graeme Pool NPDC BAU

Bruce Monk Powerco BAU

Herbert Denton STDC BAU, acknowledged everyone involved in response

Lisa Roberts NZ Lifelines Shared that on the 21st/22nd June the NZ Lifelines Forum is on in Tauranga. Lisa happy to take any info to forum from the group.

Ricky Hann Port Taranaki Noted that inter-agency information was difficult to get at times.

Vincent Lim STDC No major issues, BAU

Christine Northcott Port Taranaki Noted that they need to streamline communications. Good learnings from response.

Paul Roberts Beach Energy Comfortable with their management. Raised that some of the communication was confusing

Victoria Araba SDC Acknowledged the support throughout the response

Steve Wells Todd Energy BAU

Rob Nichol Contact Energy

Raised that he thinks there will be a lot of disruption following the response. Notified that there will be some big changes within their industry. Thanked the CDEM group.

Malinda Meads NEMA National Fuel Plan covered off. Resilience Assessment Spreadsheet is in final development and yet to be released. Acknowledged the changes that will come out of this response.

Chris England Trustpower Brief overview on how Trustpower functioned over the response. Otherwise BAU for most of the response.

John Sutton LUC Noted that the NZ Lifelines have coped very well but raised if there might be some learnings from overseas Lifelines and how they operated. Suggested that if there are any resources and information that comes in from Overseas that it be shared with the group - “what learnings are there from any overseas lifelines”

Richard Buttimore Airport Lots going on with finishing the new Airport, but no major concerns.


25

Minutes Memorandum


Item 7: Forthcoming Events (standing item)

Shared how TEMO will be reshaping the rest of the year and that our focus will now be on

“Exercising” rather than “Training “so that people are able to come into the ECC and

understand the processes and systems.

General Business No GB to report. Summary from Steve, look forward to the questionnaire coming out.


1. Malinda/Todd to email the link to

the Fuel Plan out to members.

Item 3 Malinda / Todd Completed

2. Pip to send out a copy of John Sutton’s report on the LUC’s COVID-19 response with the minutes.

Item 4 Pip Completed

3. Todd to follow-up with John the naming of the LUC group and perhaps discuss with Malinda/Lisa at a National Level.

Item 4 Todd 1st July

4. Todd to follow up with John on the debrief document and how to move forward with a questionnaire to put to the members for feedback. Todd will forward to John what he has done to-date, review together and put to the LAG members for feedback.

Item 4 Todd / John 1st July

5. Malinda to follow up with Ajay about the Resilience Assessment tool which is still been developed and with reference to international lessons learnt.

Item 5 Malinda 1st July

2020 Meeting Dates

• Wed Oct 14th TBC

Meeting Closed at 11.15am


26


Minutes for the meeting of the Welfare Co-ordination Group (WCG) held at the TSB Stadium, 1 Rogan Street, New Plymouth on Wednesday, 1st July 2020 at 10.00am

Attendees

Nadine Ord (Chairperson) TEMO Renee Anderson MOE

Pip Johnson (Minutes) TEMO Shirley Birt Red Cross

Sarah Gauden-Ing TEMO Marcia Paurini Rural Support Trust

Todd Velvin TEMO Mario Bestall SDC

Natalie Cameron TPK Malinda Meads NEMA Viv Jones TDHB Christina Scott MSD

Rob Gardiner Salvation Army Glenn Hansen STDC

Julia Shanahan MBIE (Zoom) Robbie Horton HUD Apologies Chade Julie SDC Raewyn Vooght Kainga Ora Megan Ranford STDC Karen Lithgow MPI Sheryl Robinson Victim Support Clare Symes STDC Katrina Bowditch SPCA Grant Roper NZ Police Janet Tinson ACC Francis Farmer Oranga Tamariki Ben Ingram NPDC Sam Tamarapa TRC Mike Broker TDHB Hayley Carr MPI Kirsty Parker OT Megan Stewart St John

Craig Campbell-Smart TEMO Jayne Tidbury-Beer NPDC

Paul Chantrill MPI (Zoom) Morgan Harrison NPDC

Andrew Wong-Too Police Joel Dodd MSD

Vanessa Jarman IRD

Items discussed Item 1: Welcome and introductions

Item 2: Confirmation of the minutes of the last meeting. (standing item)

THAT the Welfare Advisory Group

Confirms the minutes of the Welfare Co-ordination Group meeting held at TEMO, 45 Robe

Street, New Plymouth on Wednesday 19th February 2020 were true and correct.

Moved Christina Scott Seconded Renee Anderson

Item 3: Debrief – Malinda Meads

Purpose: The aim of this debrief is to learn through reflection by sharing experiences, gathering information, and developing ideas for the future with people involved in the response to COVID-19. Overview from Malinda as to what we are wanting to achieve from the debrief. Presentation on the findings to-date given by Malinda and Nadine. Overview from Nadine of the COVID-19 outbreak and shared the timeline of the response with the members present. Explanation from Malinda on the rationale of this debrief and “WHY” it is so important.


27


Item 4: WCG structure and local welfare networks This item was not discussed due to time restraints.

General Business This item was not discussed due to time restraints.


No actions taken from this workshop

Meeting dates for 2020: Date Time Venue Wednesday 5th August 1-3pm TBC Please note this is an additional WCG meeting

Wednesday 7th October 10am-12noon TBC

Meeting closed at 12:30pm


28

01_01_Minutes_PISG_Meeting_2020_07_06

Minutes for the Meeting of the Primary Industries Sector Group held at the Taranaki

Regional Council 47 Cloten, Road Stratford on Monday 6th July 2020 at 10am.

Attendees

Joe Clough PGG Wrightson (Chairperson) Richie Arber NRC

Pip Johnson TEMO (Minutes) Ben Ingram (late) NPDC

Todd Velvin TEMO Salevi Tiatia NPDC

John McBride Poultry Advisory Services Paul Chantrill MPI (Zoom)

Stephen Hopkinson Taranaki Vets Claire Symes STDC

Jessie Waite Taranaki Federated Farmers Malinda Meads NEMA

Denise Sulzberger Neighborhood Support Stephen Newman Tegel Foods Ltd

Mike Green Fonterra/Rural Support Trust

Apologies

Jo Shailer Tegel Foods Ltd Steve Lepper Pork Producer

Dawn Mills Aviagen Bill Davies Farmside

Shane Miles PKW Graeme Pitman PGG Wrightson

Hayley Carr MPI Jason Griffin Beef & Lamb NZ

Nadine Ord TEMO Tom Cloke CEG Chair

Sarah Gauden-Ing TEMO Mario Bestall SDC

Karen Lithgrow Animal Welfare (Zoom) Don Shearman TRC

Nigel Dravitzki FENZ Mark Laurence Dairy NZ

Marcia Paurini TRST Paul West LIC

Josh Cleaver FMG

Unconfirmed

Donald McIntyre Taranaki Federated Farmers Karley Hunt NZ Police

Stephen Chamberlain Livestock Improvement Corp Tony Schischka MPI Animal Welfare

Richard Brewer Beef & Lamb NZ

Notification of late items

Agenda Items Item 1: Welcome from Chair (Standing item) Welcome and round table introduction from members present. Item 2: Confirmation of the Minutes of the last meeting

Resolved

THAT the Primary Industries Sector Group

Apologies were given from TEMO that the incorrect minutes were attached to the agenda and the

outcomes from the workshop held on Monday 16th March at 10am were not communicated or

circulated due to the team heading into the COVID-19 activation and response.

Action Pip will send out the outcomes of the workshop meeting held on Monday 16th March for the

members to review.

Item 3: Update on Action Items and Matters Arising from last meeting. (Standing item)

No items discussed


29


Item 4: Forthcoming Events (standing item)

Shared that Todd is updating the TEMO training calendar and will share with group when confirmed. Item 5: COVID 19 Round Up (Joe Clough & Todd Velvin) Overview from Todd since the CDEM activation on 11th March and a general timeline of the COVID-19 response. Raised that the Rural Support Trust were not approached by the CDEM Recovery Team and that the Rural networks are very important – minimal contact from Warwick or Kelvin. Action Todd to pick this conversation up with Kelvin and feedback. Shared by Joe how the PISG members initiated regular meetings via Zoom over the COVID response and how valuable these meetings were for sharing, supporting and informing the rural community. Raised the PISG Draft Plan that TEMO is developing and members were updated on when this would be available. Action Pip to circulate the “Draft Workplan” out with minutes for members to review. Item 6: Poultry Preparedness Plan Update (John McBride) Overview by John on the effect of the COVID-19 outbreak within the Poultry Sector and the preparedness of the industry. John is happy to share their findings with members. If you would like to see these then please contact John [email protected] Discussion with the members present on the “Preparedness, Readiness and Response” within the rural industries with regard to animal welfare in a pandemic and/or other emergencies. Action Paul from MPI to get clarity regarding ‘Tanker Driver’s role and responsibilities and feedback to the PISG group at the next meeting. Item 7: COVID 19 Debrief (Todd Velvin) Presentation from Todd on the COVID-19 debrief process to-date and encouraged members to provide feedback to him. Item 8: Work Plan Update (Todd Velvin) Agreed that TEMO will revisit now that we are back to BAU and Pip will distribute out to the members. Requested members feedback to Todd. Discussion about the urgent necessity of an Operational plan to be developed for the rural sector (lead by Joe). Action Pip to re-send the draft “Procedure Plan” out with the minutes and PISG members to provide feedback to TEMO/Todd once reviewed. Noted PISG to consider forming a “Coordination Group” to manage any future responses. Noted these members will be a volunteer group in the ECC and will be required to undertake the necessary training with TEMO.


30


Item 9: Name Change Discussion (Joe Clough) Brief overview from Joe of the role and responsibilities of the “Rural Advisory Group”. Discussion with the members present on the appointment of the PISG name and the preference to rename this group back to RAG. Voted and those in Favour, ALL present Agreed to change the group name back to the RAG for future reference. Moved Mike Green Seconded John McBride Action Joe to present name change to CEG at the next meeting on Thursday 27th August 2020. Action Members to review the rural groups TOR membership. Discussed that Kevin Lockley, Joe Clough and Craig Campbell-Smart developed a submission which was to be submitted to the TAG organisation reviewing the whole MCDEM organisation under the signature of the CEG chair - at the time Craig Stephenson. Noted the receipt of that was not even acknowledged. Round Table (standing item) Rural round-up, include what is expected by each industry for this update.

Industry Contact Priorities

Taranaki Federated Farmers Jessie Waite • Coped well over COVID

NRC Richie Arber • BAU – industry has coped well.

• Other areas of the business are challenged.

Taranaki Vets Stephen Hopkinson • Good Winter so far.

• Possible feed gap but minimal.

Discussion with all group members present on lack of rural workforce availability due COVID-19 travel restrictions.

STDC Claire Symes • Road access issues, waiting to response

• Other areas of discussion within council

Neighborhood Support Denise Sulzberger • Noted that Crime was down during COVID.

TEMO Todd Velvin/Craig Campbell-Smart

• 2019 Capability Report being picked up now.

• COVID reviews and debriefs are the main focus at the moment.

• Roles and Responsibilities are being review and a focus.

• Resourcing a real challenge and ongoing.

NEMA Malinda Meads • Highlighted from a National level that COVID focus is not over yet.

NEMA cont. Malinda Meads cont. • Drought is still at the forefront and focusing on the impacts within the rural community.


31


NPDC Ben Ingram • Focusing on recovery and looking at the “4 Pillars” and the impact on the new BAU.

General Business

Raised in an open discussion that the point of contacts within the industry were unclear during the

response and that there needs to be a much clearer link between the groups and tie in to all sectors.

Review of the COVID-19 Questionnaire and group discussion. Feedback was provided and recorded.

Action Pip to distribute the outcomes of these group discussions with the minutes.

Action Items Item Ref.

No.

Owners Due Date

1. Pip will send out the outcomes of the workshop meeting held on Monday 16th March for the members to review.

Item 2 Pip With the

minutes

2. Todd to pick with Kelvin Wright why the Rural Support Trust were not contacted regarding the recovery and feedback to Mike.

Item 5 Todd asap

3. Pip to circulate the “Draft Workplan” out with

minutes for members to review

Item 5 Pip With the

minutes

4. Paul from MPI to get clarity regarding Tanker Driver’s role and responsibilities and feedback to the PISG group at the next meeting.

Item 6 Paul Chantrill 21 Sept 2020

5. Pip to re-send the draft “Procedure Plan” out with

the minutes

Item 8 Pip With the

minutes

6. PISG to provide feedback to TEMO/Todd regarding

the Procedure Plan once reviewed

Item 8 PISG Members asap

7. Joe to present PISG name change back to RAG to

CEG at the next meeting on Thursday 27th August

2020.

Item 9 Craig 21st Sept 2020

8. Members to review at the rural group membership’s

TOR.

Item 9 Members 21st Sept 2020

9. Pip to circulate the PISG Advisory Group COVID questionnaire and workshop outcomes with the minutes

GB Pip With the

minutes

Meeting dates for 2020

• 21st September Monday TRC, Stratford

Meeting Closed 12.15pm


32

01_01 _ THAZMATCC _ Minutes_ 2020_07_21

Minutes for Taranaki HAZMAT Co-ordination Committee Meeting held at TEMO, Terminal 2, Airport Drive, New Plymouth, on Tuesday 21st July, 2020 from 10.00am to 11.00am.

Apologies Sian Horton SDC Paul Patterson Worksafe Malinda Meads NEMA Murray Lowe TDHB Gary Soper NPDC Clinton Carré TRC Unconfirmed Stephen Dombroski FENZ Tony Parr TRC Jonathan Jarman TDHB Agenda Items discussed: Item 1: Welcome Chair welcomed all members present Item 2: Confirmation of the Minutes of the last meeting Resolved THAT the Taranaki HAZMAT Coordination Committee held at New Plymouth Fire Station, 67 Liardet Street, New Plymouth, on Tuesday 4th February, 2020 at 10.30am Confirms that if any members have any changes or recommendations to these minutes, please forward to Pip Johnson for amendments to the minutes. Moved David Utumapu Item 3: Matters arising from previous minutes and action list (standing item) Discussed with those present. Action 1 – ID Badges apologies due to the COVID response this has not been actioned. TEMO will pick this up and present back at next meeting. Action 4 – “Exercise Calendar” – Katie to send out to members Action 6 – FENZ National Guidance - Apologies noted for non-completion. David to follow-up with WorkSafe/Geoff Taylor and feedback at next meeting. Item 4: Debrief learnings from Silver Ferns Farm Meat Processing plant ammonia leak (David Utumapu) Brief overview from David on the learnings from the Silver Fern Farm ammonia leak. WorkSafe added their involvement and learnings. Action David to send learnings/findings to Pip to distribute out with the minutes.

Attendees David Utumapu FENZ (Chair) FENZ Matt Crabtree FENZPip Johnson (Minutes) TEMO Mike Broker TDHBCraig Campbell-Smart TEMO Nicky Simmons TDHBKatie Hogg TEMO Glenn Hansen STDCTodd Velvin TEMO Grant Roper NZ PoliceMario Bestall SDC Salevi Tiatia NPDCMegan Stewart St John Geoff Taylor Worksafe(guest)Bronwyn Chatterton Worksafe Andrew Hanson Worksafe (guest)Bruce Pope (tentative) TRC Ben Ingram NPDC


33


Action Glenn Hansen to follow up with Councils as to any feedback on Silver Fern Farms ammonia incident and feedback to members. Clarification was given on what EMA (Emergency Management Alert) and how these are activated within the emergency services. Item 5: FENZ District Structure Change (David Utumapu) Explanation given on whiteboard as to the changes within the FENZ District Structure. If anyone would like further clarification, David is happy to provide this. Please contact him directly [email protected] Item 6: Capability Development Funding (Craig Campbell-Smart) Overview and explanation from Craig how NEMA funds are allocated and what portion will be managed by TEMO and how this will be distributed across training programs from TEMO. Shared that there will be practical desktop sessions available for members to participate in and a new TEMO training calendar is currently being confirmed. Shared that there will be an Intermediate Course running on 27th and 28th August and members encouraged to attend. Item 7: Risks and updates after COVID (Craig Campbell-Smart) Requested that members provide updates/learnings from the COVID response; TEMO – Craig updated members on where TEMO staff are at post COVID response and that we are back into BAU. Lots of work on the go and that the major risk is that if there was a second save, staff are tired. Craig shared that the National view if were to manage a “secondary wave” is that there are many questions to be addressed. TDHB – Annabel suggested TDHB staff are very tire also and heavily still in response with the Public Health Board. Real trouble with capacity and capability issues with lack of resources and skilled employees – due to people unable to travel. NPDC Ben added that there is a lack of resources within all industries and real concerns if there was a second wave of an COVID outbreak and secondary response. Police Back to BAU in general. Managing the Port entry and monitoring isolation/quarantine. Shared that during COVID staff numbers increase and would hope they can provide same resources but debatable. Hoping Taranaki don’t become an “Isolation Region” as that will severely impact the Police resources. Noted in a group discussion that if Taranaki was to become an “Isolation Area” the Novotel Hotel is the only one that could meet FENZ Smoke and Sprinkler requirements. Worksafe shared they have been reviewing many safety cases and assessing what needs to logged. Item 8: HAZMAT/RARAG format going forward (Katie Hogg) Proposed by TEMO that the HAZMAT and RARAG Advisory Groups be merged into one meeting group. Agreed by all present that the group would be called the RARAG and Grant Roper to remain Chair of RARAG. Moved Ben Ingram Seconded David Utumapu


34


Action TEMO to look at the Agenda format and which date this combined meeting will take place and present back to group. Item 9: Forthcoming Events (standing item) Shared by FENZ that they have a few exercised coming up to share with members. Action David (FENZ) to send these dates and details to Pip when confirmed and these will be shared with members. Item 10: Round the table Shared by TDHB that the Incident Management Team are still meeting once a week and they will feedback to TEMO any information regarding Taranaki becoming an “Isolation” area if known. Shared by WorkSafe that Jill Manuia has resigned and finishes next week. General Inspector role under review and Bronwyn will inform members of a replacement when this is known. General Business No GB noted


1. ID Badges - apologies due to the COVID response this has not been actioned. TEMO will pick this up and present back at next meeting.

Item 3 TEMO / Alister

2. Katie to send out TEMO exercise calendar to members

Item 3 Katie When

confirmed

3. FENZ National Guidance - David to follow-up with WorkSafe/Geoff Taylor and feedback at next meeting.

Item 3 David 27/10/2020

4. David to send learnings/findings from Silver Fern Farms ammonia leak to Pip to distribute out with the minutes.

Item 4 David / Pip asap

5. Glenn Hansen to follow up with Councils as to any feedback on Silver Fern Farms ammonia incident and feedback to members.

Item 4 Glenn Hansen asap

6. TEMO to look at the Agenda format and which date this combined meeting will take place for the RARAG & HAZMAT” meetings and present back to group.

Item 8 Katie Hogg asap

7. David (FENZ) to send these dates and details to Pip when confirmed and these will be shared with members.

Item 9 David asap

Next Meeting – RARAG

• Wednesday 4th Nov 2020, 10.00am – Venue TBC - Noting this is the date set for the next RARAG meeting - combing both HAZMAT & RARAG meetings in the future.

Meeting closed at 11.30am


35



Subject: Annual Performance Report 2019/20

Approved by: Craig Campbell-Smart, CDEM Regional Manager

Purpose

1. The purpose of this memorandum is to present the 2019/20 Annual Performance Report for the Taranaki Civil Defence Emergency Management Group.

Executive summary

2. Performance reporting for the Taranaki Civil Defence Emergency Management Group (the Group) considers the statutory responsibilities under the Civil Defence Emergency Management Act (2002), the Taranaki CDEM Group Plan, strategic priorities, and available resources.

3. The Annual Performance Report 2019/20 financial year has been prepared for the Taranaki Civil Defence Emergency Management Group and is presented for the information of the Co-ordinating Executive Group.

4. The 2019-20 financial year end result shows a total surplus over $105,000. It is strongly recommended that the full surplus of $105,000 is accumulated to the operational reserve.

5. The Annual Performance Report 2019/20 is attached in Appendix A.

Recommendations

That the Taranaki Emergency Management Group Joint Committee

receives memorandum, Annual Performance Report 2019/20 and Appendix

notes the surplus of $105,000

approves the accumulation of the $105,000 surplus into the CDEM operational reserve

Taranaki Civil Defence Emergency Management Group Joint Committe - Annual Report 2019-2020

36

Discussion

COVID-19 Response

6. Reports on the Taranaki Region’s COVID-19 Response, Debriefs and Corrective Actions are underway, these reports will be provided to the Coordinating Executive Group and Joint Committee by the end of 2020.

7. A short summary of the COVID-19 Response is included in the Report to acknowledge the work undertaken by TEMO, Taranaki District Health Board, Taranaki Councils, Emergency Services, Iwi and the community to respond to this Pandemic.

Performance Measures

8. Performance measures were established in the TEMO Annual Business Plan 2019-20 which was approved by the Taranaki Civil Defence Emergency Management Group Joint Committee on the 18 June 2019

9. Progress against the Performance Measures is given in the Annual Report 2019-20 (Appendix 1).

Financial Reporting

10. The annual budget was included in the TEMO Annual Business Plan 2019-20 which was approved by the Taranaki Civil Defence Emergency Management Group Joint Committee on the 18 June 2019

11. The 2019-20 financial year end result shows a total surplus over $105,000.

12. It is strongly recommended that the full surplus of $105,000 is accumulated to the operational reserve.

Decision-making considerations

13. Part 6 (Planning, decision-making and accountability) of the Local Government Act 2002 has been considered and documented in the preparation of this agenda item. The recommendations made in this item comply with the decision-making obligations of the Act.

Financial considerations—LTP/Annual Plan

14. This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates. Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.

Policy considerations

15. The Performance Report has been prepared against existing work plan activities and measures in the Taranaki CDEM Group Plan, adopted under the Civil Defence Emergency Management Act 2002.

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


37

Legal considerations

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

Appendices

Appendix A: Annual Performance Report 2019-20


38

PERFORMANCE

REPORT

End of Year FOR FINANCIAL YEAR 2019/20

TARANAKI CDEM GROUP


39

PERFORMANCE REPORT i

Performance Report

End of Year – 2019/20

Author Sarah Gauden-Ing

Title CDEM Analyst

Date February 2020

Reviewer Craig Campbell-Smart

Title CDEM Regional Manager

Date February 2020

Authoriser Chair Sven Hanne

Title CEG Chair

Date February 2020

Version Changes Date

V1 Original Document July 2020


40

PERFORMANCE REPORT ii

Contents

Section 1 • Executive Summary ................................. 1

COVID-19 Response Summary ........................................................ 3

Section 2 • Dashboard ................................................ 4

TEMO Performance Measures .......................................................... 4

Section 3 • Plan Progress ........................................... 5

Group Plan Objectives ...................................................................... 6

Emergency Management System Reforms (EMSR) .......................... 9

Corrective Action Plans ....................................................................11

Performance Reporting Programmes & Targets ...............................13

Significant Projects ...........................................................................16

Section 4 • Council Responsibilities ....................... 18

Regional Council responsibilities ......................................................18

Territorial Authority responsibilities ...................................................20

New Plymouth District Council ..................................................................... 20

South Taranaki District Council ................................................................... 22

Stratford District Council .............................................................................. 24

Section 5 • Risks ....................................................... 26

Section 6 • Budget Performance .............................. 28

Section 7 • Appendices ............................................ 29

Appendix A: Group Plan Objectives .................................................29

Appendix B: Combined Corrective Action Plan .................................33

Appendix C: Risk Register................................................................42

Appendix D: TEMO 2019/2020 Financial Report ..............................48


41

PERFORMANCE REPORT iii


42

PERFORMANCE REPORT iv


43

PERFORMANCE REPORT 1

Section 1 • Executive Summary

This is the final installment of performance reporting for 2019/20 financial year for the Taranaki Civil Defence Emergency Management Group (the Group), against statutory responsibilities, the Taranaki CDEM Group Plan, strategic priorities, and

available resources.

The last half of the 2019/20 year was dominated by the response to COVID-19 and the 99 day activation of the Emergency Coordination Centre (ECC).

The response put most ‘business as usual’ work on hold, and therefore many of the year’s targets will not be meet. A separate report summarizing the response is in development and the debriefs from the response are be held in the first quarter of 2020/21. A debrief report will be provided at next meeting of the CEG and Joint Committee.

A Regional COVID-19 Recovery Team has been established

Progress against plan objectives has been delayed due to the COVID-19 Response.

This report sees a change in reporting measures, as we are no longer reporting on the Morris Report but begin reporting on Capability Assessment Report (adopted March 2020), and begin planning for the Corrective Actions from the COVID-19 debrief.

TEMO has reported a surplus of $105,000 and it is recommended that the full surplus is accumulated to the operational reserve.

Four significant projects all suffered delays due to COVID-19. One (Strategic Recovery Planning) has been put on hold while a resourcing review is undertaken.

Twenty five (25) risks have been identified. Twenty four (24) of these have mitigation measures in place. One (1) item of extreme risk remains unchanged from previous reports, related to the number and capability of statutory role holders (Controllers and Recovery Managers).

Reporting against Council responsibilities continues.


44



45


COVID-19 Response Summary

Reports on the Taranaki Region’s COVID-19 Response, Debriefs and Corrective Actions are underway, these reports will be provided to the Coordinating Executive Group and Joint Committee by the end of 2020.

A short summary of the COVID-19 Response is included here to acknowledge the work undertaken by TEMO, Taranaki District Health Board, Taranaki Councils, Emergency Services, Iwi and the community to respond to this Pandemic.

On the 11 March 2020 the Taranaki Emergency Coordination Centre (ECC) activated to monitor and prepare for

CDEM response. A Joint Regional Response strategy was established with Taranaki District Health Board

(TDHB) aligning with the All of Government Response structure established by central government.

By the week of 16 March 2020 cases in New Zealand and Taranaki saw the response escalate and the full ECC

established with staff from TEMO, councils, partner agencies and community volunteers. On the 21 March the

Prime Minister announced a four tier Alert Level system and 11:59 pm Wednesday 25 March 2020 New Zealand

moved to Level 4, ‘Lockdown’. The ECC operated at full capacity through to Sunday 18 May 2020, and then in a

limited capacity through to Friday 19 June. In total the ECC was active for 99 days – Taranaki Emergency

Management’s longest ever activation.

At the height of the COVID19 Response the Taranaki Emergency Coordination Centre (ECC) was operating

0800 – 2100 across two shifts, 7 days a week. Up to 40 people at a time could be working in the ECC facility

while others supported the response from home. We calculate that in the 99 days between 11 March and 19

June 15,158 hours were worked by the ECC staff.

During the response the ECC provided welfare support to effected community members, supported foodbanks,

community services and iwi with the distribution of food and welfare parcels, liaised with police on public safety,

ensured consistency of enforcement across the region and provided Public Information. The ECC held a critical

role in liaising with TDHB, national agencies involved in the All of Government Response, and national and

regional welfare agencies.

The Taranaki CDEM Group has made four claims to the National Emergency Management Agency totaling

$949,838.40 (excluding GST) for reimbursement of welfare cost incurred during the response to COVID-19.

489 days

NPDC

491 days

Other agencies176 days

SDC

143 days

STDC

385 days

TEMO

186 days

TRC

Total Number of days worked by agency


46


Q2 Progress 2019-21Progress

Section 2 • Dashboard

TEMO Performance Measures

Co

rre

cti

ve

Ac

tio

ns

EM

Sy

ste

ms

Re

form

s

Completed 19%

25 Tracking to

plan (72%)

5 Concerns -

mitigations (14%)

5 Future

actions (14%)

4 Tracking to

plan (40%)

4 Concerns -

mitigations (40%)

2 Concerns - no

mitigations (20%)

Gro

up

Pla

n

Completed 19%

21 Tracking to

plan (60%)9 Concerns -

mitigations (26%)

5 Future

actionss (14%)

Completed

100%

Completed 36%

4 Tracking to

plan (57%)

2 Concerns -

mitigations (29%)

1 Concerns - no

mitigations (14%)

Completed 36%

33 Tracking to

plan 38%

10 Concerns -

mitigations 12%

Completed

12%

Morris Report

6 Concerns –

no mitigations

Corrective Action Plan


47


Section 3 • Plan Progress

This report documents progress of the Taranaki CDEM Group against the Taranaki CDEM Group Plan 2018-2023, Emergency Management System Reforms (EMSR) 2018 and the ongoing Combined Corrective Action Plan.

Our annual work programme, as outlined in the Annual Plan 2019-2020 is guided by these three work programmes.

Taranaki CDEM Group Plan 2018-2023

Emergency Management

System Reforms (EMSR) 2018

Combined Corrective Action

Plan

Statutory Requirement Central Government

Review Continuous Improvement

TEMO Led NEMA Led TEMO Led

This Performance Report will provide reporting detail on an exceptions basis.


48


Group Plan Objectives

The CDEM Group Plan is a statutory document under the Civil Defence Emergency Management Act (2002) and is a high-level strategic document that sets out our vision, goals, principles and objectives for action over the next five years.

Local Authorities enable implementation of the Group Plan through providing resources and funding for CDEM activities via their Long-Term Plans

Forty-three objectives were identified in 2019-2020 Group Plan (Appendix A).

Summary of Progress – Group Plan

Completion

Eight (8) objective have been achieved over the life of the 5-year Group Plan, with no further objectives completed this quarter.

The remaining objectives are ongoing and enduring work items, so little movement will be seen in this indicator.

Progress

Of remaining thirty five (35) objectives:

• Twenty one (21) objectives are tracking to plan (71%)

• Nine (9) objectives are not tracking to plan (14%), but mitigations are in place

• Five (5) objectives are scheduled for future delivery (14%) within the 5-year work plan


49


Implementation Concerns

The following implementation concerns are identified for consideration. New concern items and updates are in bold.

Governance

No. Objective Timeframe Action taken Progress

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

By 1 July 2020

Delayed due to Iwi commitments to the COVID-19 Response and Recovery.

Commence engagement with Iwi Chair's forum via Recovery Forum.

Decision pending from the EM Systems reforms legislative review programme (delayed).

Organisational Resilience


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

By June 2019

BCP best practice being considered by CDEM TA Managers.

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

By 31 December 2019

Group Recovery Manager appointed (however since resigned as of 1 February 2020).

Appointment of new Group Recovery Manager until December 2020, with a focus on COVID-19 regional recovery programme.

Strategic Recovery Plan on hold.

Community Resilience


CR 2 Review and rationalise Civil Defence Centres to ensure they are fit for purpose.

By 30 June 2019

Review underway. Target was for TAs to complete by June 2020 however deadline could not be meet due to COVID-19 Response.

CR 3 Refine and continue delivery of our Community Resilience Strategy to ensure that its objectives of engaged, connected, resource and empowered communities is being achieved.

By 30 June 2019

Resilience Strategy scheduled for review has commenced following Group Welfare Plan adoption.

Review delayed due to COVID-19.


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

Establish by 30 June 2018

New Communications/ Marketing Advisor appointed, to begin in early 2020/21.

Public education will be a component of new Marketing and Communications Strategy.

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

Ongoing Community volunteers concept is being refined through the People and Communities Resilience Strategy work stream.

TAs encouraged continue recruitment of CDEM volunteers.

Review of performance measure required.

Capability Development


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

By 30 June 2020

Table top exercises held at Advisory Groups to build familiarity of plans and arrangements.

Participation and observation occurring with partner agency exercises.

EMA Capability Development Advisor 0.5 has resigned. Their work will be picked up by existing EMAs, reflecting the addition of Comms and Marketing Advisor to TEMO.

Tier 2 (whole of CDEM Group) exercise delay planned, as the focus remains on building foundational skills.

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

By June 2023

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


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Emergency Management System Reforms (EMSR)

The Ministerial Review into Better Responses to Natural Disasters and Other Emergencies resulted in a Government decision “Delivering better responses to natural disasters and other emergencies, Government response to the Technical Advisory Group’s recommendations, August 2018’.

Implementation of the governments decisions are now referred to as the Emergency Management system reforms (the Reforms).

Despite the Taranaki CDEM Group being well positioned to give effect to the Emergency Management System Reforms (Reforms) within the existing Group Plan work programme, the Reforms have placed additional requirements on the Taranaki CDEM Group.

At present the EMSR impact are being managed within existing budget.

Summary of Progress – Emergency Management System Reforms

Completion

Four (4) objectives have been completed to date

Progress

Of remaining seven (7) objectives:

• Four (4) objectives are tracking to plan (no change)

• Two (2) objectives are not tracking to plan, but mitigations are in place (no change)

• One (1) objective is not progressing, and has yet to have a mitigation plan in place (no change)


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Implementation Concerns – Emergency Management System Reforms

The following implementation concerns are identified for consideration.


EMSR 1

Scope work needed to identify and upgrade suitable marae for emergency management purposes.

By 30 August 2019

No change - Review delayed due to COVID-19.

Marae engagement programme has been established, whereby TA Iwi Liaison staff will engage with marae to explore what relationship the marae may wish to have within a response.

Marae GIS map layer completed.

Clarified that TPK Oranga Marae programme is the vehicle to access Marae resilience funds, and this is developed nationally.

Initial approach to Iwi Chairs forum made (and efforts continue) and are awaiting reply.

EMSR 2

Retire the name ‘civil defence’ and replace it with ‘emergency management’ to better reflect the broad and integrated nature of who the emergency management sector is and what it does.

Undefined No activity undertaken to date.

EMSR 11

Iwi representation on the CEG of each Group, to ensure iwi input into advice to the Group on governance and planning. How iwi are represented in areas where multiple iwi are present will also need to be worked through.

Longer term Delayed due to Iwi commitments to the COVID-19 Response and Recovery.

Commence engagement with Iwi Chair's forum via Recovery Forum.

Decision pending from the EM Systems reforms legislative review programme (delayed).


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Corrective Action Plans Corrective action planning is the process to identify lessons and to ensure those lessons are embedded within planning arrangements in anticipation of future emergencies, and incorporated, prioritised and actioned through work plans.

The intent is to combine the recommendations from both Capability Assessment Report and the COVID-19 debrief in to a Combined Corrective Action Plan. This will enable the prioritization, planning and implementation of these recommendations. The timing and scheduling of the implementation of these recommendations will be over a 5 – 10 year period within existing budget.

Morris Report

In Quarter 2 we reported that we will no longer be reporting on the Morris Report as all actions have

been completed or embedded into planning.

2020 Capability and Assessment Report

In 2019 Taranaki Civil Defence Emergency Management (CDEM) underwent a Monitoring and Evaluation Review. The Capability and Assessment Report was tabled at the March 2020 Joint Committee and the 96 recommendations accepted (listed in Appendix B).

Work has been undertaken to prioritise the recommendations:

• 22 – Immediate Urgent action required within short timeframe. Complete within 3 months and prioritize over BAU.

• 44 – High Action to be completed within 6 months or next financial year, and prioritize over BAU.

• 26 – Moderate Schedule within next financial year or within existing Group Plan. Next 1-3 years as resourcing allows.

• 4 – Low Schedule within long term plan or next 5 year Group Plan. Next 4-6 years as resourcing allows.

2020 COVID-19 Response

The debrief process from COVID-19 Response has begun. Corrective Actions from this debrief process will be presented to the CEG and Joint Committee by December 2020 and reporting against those actions will be from Q3 of 2019-2020.


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Summary of Progress – Corrective Action Plans

This report focus on the 96 recommendations 2020 Capability and Assessment Report

Completion

Ten (10) objectives have been completed so far (all were classified as Immediate)

Progress

Eighty six (86) objectives remain in progress

Eleven (11) objectives are classified as Immediate

• Five (5) objectives are tracking to plan

• One (1) objective is not tracking to plan but mitigations are in place

• Five (5) objectives are not tracking to plan, and yet to have a mitigation plans in place

These have mostly been delayed to the COVID-19 Response.

Forty Five (45) objectives are classified as High

• Twenty One (21) objectives are tracking to plan

• Nine (9) objectives are not tracking to plan but mitigations are in place

• One (1) objective is not tracking to plan, and has yet to have a mitigation plans in place

• Fourteen (14) objectives are identified for future work programmes

Twenty six (26) objectives are classified as Moderate

• Seven (7) objectives are tracking to plan

• Nineteen (19) objectives are identified for future work programmes

Four (4) objectives are classified as Low

• Four (4) objectives are identified for future work programmes


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Performance Reporting Programmes & Targets

Group Office continues to make good progress against objectives.

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

Strategic Priority

Measure Year 2 Target Statue

Governance Percentage member attendance at Advisory Group meetings

50% at year-end 58% average attendance at Advisory Group meetings 2019-20

Governance Quarterly reporting against annual budget

Within 10% of budget at year-end

TEMO has reported a surplus of $105,000 and it is recommended that the full surplus is accumulated to the operational reserve

Disaster Risk Reduction

Percentage of contingency plans that are fully current

40% at year end Work the contingency plans has been delayed to the COVID-19 Response


Number of CDEM Centre staff trained

100 trained by year end

226 people attended training during 2019-20

Course Type Numbers

Foundation 232

Intermediate 64

CIMS Function 35

CIMS 4 14

Total 226

157 people worked at the ECC during the COVID-19 Response.


Number of people reached through social media posts

100,000 at year end

More than 100,000 people were reached through social media posts during the year.

We saw great engagement during the COVID-19 Response

Response & Recovery

Number of warning advisories received and responded to

Due to the large number of advisories received during the COVID-19 response we have not tracked numbers.

The Duty function continues to provide 24/7 coverage for the region.


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

Strategic Priority

Measure Year 2 Target ECC/ Regional

NPDC STDC SDC Annual progress


Number of CDEM Centre staff trained (per quarter) as per capability development plan

Data not yet available

The focus for the first half this year was developing the training and exercise programme.

Delivery of the 2020 programme was interrupted by the COVID-19 response


Number of CDEM exercises and individuals participating per quarter


Total number of response staff (see next page for detail of identified per function)

200 by year end 120 223 26 56 Total of 425 Response staff have been identified


Completion of CDC reviews 100% at year end N/A Delivery of the 2020 programme was interrupted by the COVID-19 response


Number of CDC facilities that are operational (completed the four step process)

1 per Territorial Authority

N/A

A number of facilities have started on this process, but have been delayed to COVID-19 Pandemic


Number of field teams available 1 per Territorial Authority

Delivery of the 2020 programme was interrupted by the COVID-19 response

2 0 1 0

100% 85% 100%

50% 25% 25%


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Response staff per function by council

Total identified EOC/ECC staff assigned to CIMS roles for the Taranaki region is 425. This is a significant increase from an initial base of thirty (30) and reflects the significant training and people investment made by the District Councils. Further refinement of the data set is required to ensure accuracy of numbers, but this initial data presents a positive view of progress made.

Note:

• Individual people may be appointed to multiple roles and so this table may over estimate the actual numbers of people available for response during an emergency.

Role ECC NPDC EOC STDC EOC SDC EOC Total staff

by role

Controller 4 3 2 2 11

Controller Assistant 1 0 0 0 1

Recovery Manager 2 2 2 2 8

Response Manager 5 7 1 3 16

Intelligence 14 30 4 7 55

Logistics 33 65 3 10 111

Operations 17 54 0 10 81

LUC 8 4 0 0 12

PIM 14 11 2 3 30

Planning 7 15 2 5 29

Welfare 15 32 10 14 71

Total staff by council 120 223 26 56 425

Figure 1: Response staff per EOC/ECC 2019-2020

0

20

40

60

80

100

120

1 2 3 4 5 6 7 8 9 10 11

Nu

mb

er

Function

Response Staff (2019-20)

ECC NPDC EOC STDC EOC SDC EOC Total staff by role


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Significant Projects A significant project is defined as one that, alone or in combination with other concurrent projects, is anticipated to cause sustained work impacts that are greater than what is considered tolerable for delivery within existing Group Office resource.

Four significant projects are underway:

1. GIS scoping project

2. ECC Development project

3. Policy work programme

4. Strategic recovery plan

GIS Scoping Project – Resilience funding

Contributes to Disaster Risk Reduction

Progress

A successful outcome from the project funding application has been announced, with NEMA matching funding of $25,000, for a total budget of $50,000. The project structure is now established, and the project has commenced.

Progress with this project was significantly affected by the onset of Taranaki CDEM efforts in relation to the COVID-19 response.

A draft strategy was presented to the project manager during the activation period completing Stage 1 of the project. A significant amount of feedback due to lessons learned during COVID-19 was presented to the contractor and we are currently awaiting response to this. The contractors have been very busy supporting the COVID-19 response themselves.

The third workshop to discuss a draft version of the report had to be cancelled during Alert Level 4 Lockdown and has still not been re-scheduled. A technical assessment is underway, developing a data dictionary and other components of strategy using Information Technology Infrastructure Library (ITIL) principles.

ECC Building Development Project

Contributes to Organisational Resilience

Progress

The Robe St facility (Emergency Coordination Centre) was commissioned in the 1980s as a purpose-built facility for Civil Defence Emergency Management. A project to upgrade the facility has been approved, and a detailed project scope and outcomes developed.

Replacement of the flat pitch roof is required and approved by the Taranaki CDEM Joint Committee on the 18 June 2019 as an out of scope project. All elements of the project will be completed during the same construction period because of project efficiencies. This has required changes to the timing of planned building works. Design, planning and consenting (phase 1) is now completed and consent achieved.

In May the Joint Committee decided to go to market for the project with an Open Tender. Tender documents are being prepared by NPDC project team on behalf of TEMO. Approval is needed from the Joint Committee on tender price.

The project risk remains moderate with full investigation completed.

Key Points • Final project scope confirmed. • Design completed and building consent achieved. • Work going to open tender.


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Policy Work Programme

Contributes to Organisational Resilience

Progress

The Policy Work Programme will ensure currency and fit-for-purpose of the following plan types, in accordance with a comprehensive emergency management approach.

Progress across all categories of plans, policies and procedures has been delayed due to the COVID-19 Response and the reprioritsation of staff work programme.

Key Points

• Commencement of the update of the 2006 Pandemic Influenza Plan

• Update of the Response Management Plan (to ensure compliance with CIMS v3)

• Ongoing work on the Lifeline Utility Coordinator Procedures

• Ongoing work on the Public Information Management Plan review

• Ongoing work on the Tsunami Response Plan

• Ongoing work on the Community Resilience Strategy

• Ongoing work on of Earthquake Response Plan

Strategic Recovery Plan

Contributes to Response & Recovery

Progress

Strategic Recovery Planning is on hold.

A Group Recovery Manager has been appointed until December 2020, with a focus on COVID-19 regional recovery leadership. A review of resourcing required for ongoing Recovery is planned as part of the Long-Term Plan budget process.


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Section 4 • Council Responsibilities

The Taranaki CDEM Group local authorities are party to an agreed Constituting Agreement.

Taranaki Councils are responsible for local CDEM delivery.

Taranaki Regional Council supports regional CDEM coordination and is the Administering Authority.

TEMO provides regional coordination, policy and systems.

Regional Council responsibilities

The Taranaki Regional Council’s responsibilities are essentially to support regional coordination for CDEM in Taranaki and for the provision of all the services of the administering authority necessary for effective and efficient delivery of CDEM across Taranaki (defined under section 24 of the Act), including any related services as determined by the CDEM Group.

This role will include the following functions and activities based on the 4Rs as well as the administering authority function:

Responsibilities Annual

Reduction

• Provide regional hazards and risk monitoring management support and advice to TEMO as required by the Group, such as river flow, river height, wind speed and gust, rainfall, and soil moisture monitoring.

• Implement methods for natural hazards under section 11.1 of the Regional Policy Statement for Taranaki 2010.

Reduction

• The Council continues to maintain live or near real-time

environmental data to the public on rainfall intensity; river flows and

levels; soil moisture; wind gust, average speed, and direction; and

recreational water quality. Received 37 special weather watches

and warnings from the MetService during the 2018/2019 year, with

no requirement to issue a flood warning during the 2018/2019 year.

In 2019/2020 39 special weather watches and warnings were

received. One flood warning was issued during the year.

• The Council continues to implement in full [methods 1, 2, 4(a), 5, 6,

8, 9, 10, 11, 12] or in partnership with other agencies, methods 1-

14 set out in Section 11.1 of the Regional Policy Statement for

Taranaki 2010

• Through the Council’s riparian management programme, 5,386 km of additional stream bank has now been fenced and 3,553 km

planted, to protect and stabilize stream banks. Across all riparian

plans (99.9% of farmland on the ringplain), 88% of streambanks

are now fenced and 74% now planted. Across all sustainable use

plans for hill country farmland, 63,730 ha of marginal land has been

retired and 15,697 ha of production forest have been established,

to stabilize hill slopes against erosion and subsidence, and protect

rivers. The area of hill country covered by sustainable land

management plans has reached 208,199 ha, and monitoring

confirms that 87% of the eastern hill country is now sustainably

managed.


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• All flood control schemes were maintained to their full service

potential. Maintenance works on the Waiwhakaiho and Waitara

River Schemes included the regular stopbank and berm mowing

and the clearance of excess vegetation from the flood fairway. All

floodgates were inspected regularly to ensure they will operate

effectively when required. Erosion control works were undertaken

on the Waiwhakaiho and Waitara Schemes. Willow clearing works

were undertaken on the Waitotara River along with planting and

layering works required to control erosion at critical locations to

control the channel alignment. Channel alignment work was

undertaken on the Stony River to facilitate gravel transport and

prevent land erosion. Monitoring and inspections were undertaken

on the Kaihihi Stream to ensure channel alignment and manage

erosion. The Opunake Flood Protection Scheme was maintained in

accordance with the newly adopted asset management plan.

• Hydrology and river control sections of the Council provide advice

on Section 13 RMA consent applications (in-stream structures)

• The Council is participating in the delivery of research proposals

focusing variously on the volcanic and seismic hazards, risks and

cascade consequences for Taranaki, including research into

transitioning Taranaki to a volcanic-activity dominated future; and in

a consortium seeking LiDAR data across the region.

Readiness

• Support regional coordination at the Group ECC during response and recovery by support for TRC staff training and professional development.

Readiness

• Hydrology staff and inspectorate staff are on call 24 hours/day

• Flood monitoring was undertaken as required, in accordance with

the Flood Event Standard Operating Procedure.

• TRC signed a MOU with NPDC through TEMO re staffing supply

and training arrangements for TEMO and EOCs. ECC roles for

TRC staffing have been identified and staff for various roles

nominated to TEMO for training. Current staff capability remain

available for ECC roles.

Response and Recovery

• Provide CDEM personnel for regional coordination roles at the Group ECC during response and recovery.

• Provide support for fulfilling key CDEM Group appointments such as Group and alternate controllers, welfare managers and recovery managers.

• Provide EOC support for the region’s district councils in local CDEM coordination and delivery as required.


• TRC signed a MOU with NPDC through TEMO re staffing supply arrangements for TEMO and EOCs during events. ECC roles for TRC staffing were identified and staff for various roles nominated to TEMO for training. Awaiting availability of TEMO staff for provision of training. Current staff capability remain available for ECC roles.

• TRC provided 19 staff for ECC deployment during the COVID-19 response

• No emergency river and control works have been required.

Administering Authority

• Provide secretariat services for the CDEM Group and CEG (convening meetings, providing venues, distributing agendas, providing minutes and catering)

Administering Authority

• Secretariat services were provided for CEG and Joint Committee agendas and meetings as required. There were 4 CEG and 3 Joint Committee meetings convened during the 2019-2020 year.

Prepared by Gary Bedford Director-Environment Quality 30 July 2020


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Territorial Authority responsibilities

The responsibilities of the region’s three district councils – the New Plymouth, Stratford and South Taranaki district councils – relate primarily to local CDEM coordination and delivery within their local authority areas. Territorial authorities also have lifeline utility responsibilities under the Act.

This role will include the following functions and activities based on the 4Rs as well as the lifeline utility responsibilities:

New Plymouth District Council


Reduction

• Provide support and assistance for civil defence in Taranaki by linking district policy and planning to objectives with the CDEM Group Plan and the Regional Policy Statement for Taranaki 2010

• Undertake implementation of methods for natural hazards under section 11.1 of the Regional Policy Statement for Taranaki 2010

Reduction

• Continuation of NPDC’s infrastructure resilience programme

• Point of entry business base being considered for portable community-based infrastructure. Further options development, details and costing to be considered. This is a currently a medium term project, and will be likely be linked in to other council needs such as redundancy for NPDC pump stations, and portable utility services for NPDC events and venues.

•

Readiness

• Develop and maintain capability and capacity to lead local CDEM coordination and delivery by:

o Provide leadership roles: controller, information gathering and planning, welfare manager and recovery manager and alternates, for either the Group or local level

o Supporting the region’s district council staff to undertake professional development, training and participation in exercises

o Developing a local EOC capability and ensuring all systems and processes, and facilities and resources, are robust (such as communications, impact assessment, welfare delivery, local recovery management)

o Supporting TEMO in the preparation and delivery of community resilience programmes

Readiness

• Incident Response Plan, Business Continuity Plan, Crisis Management Plan re-alignment project. This realignment will mean NPDC has one scalable model that can respond to any emergency.

• Initial conversations with key community groups in Inglewood; Waitara; Okato, Bell Block on civil defence centre training. Majority keen to ‘host’ training courses.

• Establishing a Pasifika network with NEMA, Ministry of Pacific Peoples around formulating a national response action plan

• Establishing ongoing relationship with key pasifika community leaders around communication links; key messages and key contacts within social/welfare sectors for assistance o Fortnightly zoom meetings to discuss local/regional news that

impacts on pasifika people o MPP able to provide funding for certain projects (education)

but not for food packs.

Training dates for the above courses have finalised for the rest of 2020 with, specific functional training (Welfare; PIM; Logs) dates have yet to be confirmed.

• Roles and Responsibilities – workshops completed to better refine roles and responsibilities of territorial authorities, regional council, and the CDEM Group

• Exercise Puia - Volcanic Ash fall exercise – the NPDC CDEM team ran an emergency exercise with the NPDC Infrastructure team to better understand the impact significant ash fall from an eruption of Taranaki Maunga would have on NPDC infrastructure and assets.


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Response and Recovery • Activate local CDEM response

and recovery when required

• Provide CDEM personnel for coordination and delivery roles at the local EOC or regional ECC during response and recovery

• Provide support for fulfilling key CDEM Group appointments such as alternate controllers, welfare managers and recovery managers

• Provide liaison with TEMO

• Provide support for other territorial authorities and TEMO with CDEM delivery as required

Response

• COVID-19 NPDC Business Continuity Incident Management Team (IMT) response: COVID Response for EOC: Total NPDC staff used – 38

• Provided 56 staff to assist ECC in COVID-19 response

• NPDC staff participated in a series of TEMO-led debriefs

• NPDC IMT debrief completed with corrective actions to be collated and incorporated into work plans

Recovery

• NPDC senior manager (Kelvin Wright) appointed as Group Recovery Manager

• NPDC leading local recovery initiatives based on data from regional impact assessments and working in partnership

• Get back on our Feet campaign – NPDC has been focusing on three key areas for recovery – our people, our businesses, and our community groups as part of the Get Back on our Feet campaign. Activities include:

o temporary rates relief policies

o expansion of the voluntary targeted rate for home energy

scheme to a wide range of sustainability initiatives

o fee waivers for temporary use of Council land, food and health

licenses, building consents and resource consents

o Winter boost for CBD through one hour free parking 1 July to

30 September

o Procurement recovery plan

o Earthquake prone building and main streets package

o NPDC commercial tenant relief

o Strategic community partnership contracts extended by 1 year

o Additional $300,000 community funding round to support

community group

Lifeline utility responsibilities • Fulfill responsibilities under

section 60 of the Act to ensure territorial authority lifeline utilities are able to function to the fullest possible extent during and after an emergency.


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South Taranaki District Council


Reduction



Reduction

• Work continues with regional coordination to update information for district policy and planning.

Readiness






Readiness

• The focus on internal preparation within STDC has continued. Planning is underway for communication with management and Civil Defence trained staff. A newsletter is also being investigated for external groups and organisations.

• Identification of Function Managers and their roles, and selection of trained staff for Function teams.

• Resources have been prepared and updated with specific information and knowledge to the staff working in those EOC roles. As a result of recent experience 2 more functions have been identified too.

• EOC preparation continues. Laptops and cell phones are stored in a secure charging trolley. Work will now focus on setting up printer with external modem and alternative internet sources.

• As a result of COVID -19 and 99 days of operating an ECC, staff training has been rescheduled to what was planned earlier in the year.

• Also, as a result of COVID-19 response, and the fact that the ECC had 54 community volunteers, the training in the future will involve other community volunteers and emergency service staff.

• A Civil Defence Kit has been developed for South Taranaki; this has been done within the guidelines provided by TEMO.


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• Marae engagement is continuing, and marae consultation meetings are being planned for 2020 may take place in South Taranaki. Developing plans with FENZ to align this with their safety audits and information too. Will be seeking approval to include the Taranaki Red Cross Community Activator, Lisa Abraham, with this kaupapa too.

• Meetings are planned to discuss and develop the working role of the two Taranaki Rural Fire Fighting teams within a civil emergency.

• CDEM Monitoring and Evaluation has been conducted. This was across all the TLA’s and carried out by staff from MCDEM (Ministry of Civil Defence and Emergency Management). The resulting information has been detailed in a report, however due to COVID-19, there is still some work to be done around this.



• TEMO are is updating the Tsunami Response Plan for all of Taranaki (delayed due to COVID-19). Information is being provided from South Taranaki in regards the local communities located on the coastline. It will also assist in highlighting local infrastructure that may be affected by a Tsunami event.


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Stratford District Council


Reduction



Reduction

• Ongoing support for regional and local Civil Defence training and readiness

• Incorporation of natural hazards and resilience principles into core infrastructure design and renewals

Readiness






Readiness

• SDC volunteers (staff) were used extensively during the Covid response. 15158 man hours were worked in total at the ECC with SDC staff showing as worked 176 days or 1408 hours. What this does not show is travelling time to and from ECC along with hours worked prior to activation and time spent picking up and dropping off deliveries to various locations within central and southern Taranaki.

• As from before March 23rd to May 11th there has been no official CDEM training taking place with only impromptu on the spot training being delivered during the response. As Covid has had a significant impact on all BAU activities it is only now that training is being re-scheduled. There has also been noted a certain apathy to training and anything that is CD related with a much needed break required by volunteers and staff before resumption continues.

• War Memorial EOC upgrade took shape very quickly prior to March 23rd with uncertainty on whether a local activation or regional response would be needed. Hardware in the form of TV’s, projectors were purchased and placed along with all wiring. This is still needing completion but is operational if required.

• Conversations taking place with FENZ on collaboration with rural units and TEMO and how they can be used in a regional response such as Covid. These teams are mobile, police vetted trained in all health and safety and ready to be utilised.

• Seismic earthquake risk rating has been conducted on the TET Stadium (planned SDC Welfare Centre) and now awaiting results.

• Training getting back on schedule with 2 foundation and 3 intermediate courses left for the year. There has been good interest shown from staff members to date.


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• Blair Sutherland has been appointed as an alternate Controller but will need to carry out training.

• Sven Hanne has been appointed Group Controller (previously Local Controller) to allow for regional availability in an event and is looking at options for part 2 of Controller Training

• CDEM Monitoring and Evaluation has been conducted and compiled at the end of January. This was across all the TLA’s and carried out by staff from MCDEM (Ministry of Civil Defence and Emergency Management). The resulting information has been detailed in a report, however due to COVID-19, there is still some work to be done around this.



Lifeline utility responsibilities

• Business as usual


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Section 5 • Risks

The Group Office is committed to managing risks that may impact on the delivery of the Taranaki CDEM Group activities and services, and/or the ability to meet its legal obligations.

Currently 25 risks have been identified, and are listed in the Risk Register (Appendix C). All, except one, have mitigation measures in place.

Seven (7) new risks have been added to the risk register, related to:

• Staff wellbeing risk due to high pressure environment for COVID-19 response.

• Lack of clarity of roles and responsibilities between central and local government re local resurgence of COVID-19.

• Lack of ability to progress strategic recovery planning legislative requirements

• Delay for reimbursement, or financial loss for rejected claims, for welfare related emergency expenditure

• Privacy and confidentiality risk for sensitive information held.

• Coincident emergency during COVID-19 local resurgence.

• Lack of regional and national coordination for COVID-19 recovery due to uncertainty of a national recovery programme lead

Two (2) risks have been removed (Financial; Property and assets) from the register

Two (2) risks have increased in risk, Fourteen (14) remain steady and two (2) have decreased risk due to the additional mitigation measures in place.


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Extreme Risk

One item of extreme risk remains even after controls have been put in place

Issue Risk

Rating

Controls Residual

Risk

Operations & service delivery

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

E Statutory appointments continue for Group Office and TAs. Controller and Recovery Manager function meetings, induction and initial training provided on appointment and position holders are also progressing through ITF training pathways. Certification of competency for statutory position holders occurring through Response and Recovery national programme.

E

High Risk

Even after controls/mitigation is put in place there are five (5) issues with a high residual risk:

• H&S of CDEM staff working in welfare response and/or deployed into emergency and disaster zones (risk revised and updated)

• Lack of clarity of roles and responsibilities between central and local government re local resurgence of COVID-19 (new risk)

• Lack of ability to progress strategic recovery planning legislative requirements, due to lack of TEMO Group Recovery planning FTE (new risk)

• Delay for reimbursement, or financial loss for rejected claims, for welfare related emergency expenditure, claimable from the National Emergency Management Agency under section 33 of the National Plan (new risk)

• Coincident emergency during COVID-19 local resurgence (new risk)

One previous High Risk has had additional controls and mitigation and so is now classified as medium risk:


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Section 6 • Budget Performance

Operational and Capital budget performance is reported for TEMO, funded under apportionment arrangements by the four Taranaki Councils as follows:

The end of year financial report (ending 30 June 2020) is attached in Appendix D.

The year-end budget result has been significantly impacted by the Covid-19 response, both incurring response expenditure and delaying operational spend due to the disruption.

Covid-19 response costs

Covid-19 response costs have now been finalized, falling into claimable welfare expenditure ($1,071,429) and non-claimable response costs ($112,066). Four claims for reimbursement have been logged with the National Emergency Management Agency.

Non-claimable response costs have been invoiced to the four TAs based on the pro-rata financial allocations as per above. Note that at the time of writing, confirmation of reimbursement of the New Plymouth District Council amount is being sought.

Year end-result

The TEMO year-end result has been calculated as per normal, including:

• P&L preparation

• Internal charge allocation

• Principal and interest calculations based on actual capex spend

• Refund for Councils, as per Joint Committee decision on refund of F19 underspend

• 2019/20 operating and response costs

• Carry forward of $25,000 for delayed GIS project, and

• Reserve movement for 20/21 budget to fund additional roof capex for F21 (as approved by Joint Committee).

As indicated with a CE’s meeting to resolve unbudgeted response costs, it was agreed that any surplus/deficit can go to or from the operational reserve, acknowledging that anything over a $50,000 operating surplus will be deducted from the Q2 invoices as per the pro-rata financial allocations.

2019/20 year-end, calculated on above, has resulted in surplus of $105,000.

It is noted that an additional $66,000 to fund additional roof capex for F22 will also be required. This could be funded either from the operating reserve, to effectively smooth the cost, or included as additional budget within the Long-Term plan.

It is strongly recommended that the full surplus of $105,000 is accumulated to the operational reserve.

Taranaki Council Percentage

Taranaki Regional Council 34%

New Plymouth District Council 40%

South Taranaki District Council 18%

Stratford District Council 8%

100%


71


Section 7 • Appendices

Appendix A: Group Plan Objectives

Strategic Goal

No. Objective

Go

ve

rna

nc

e

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

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

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

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

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

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


Dis

as

ter

Ris

k R

ed

uc

tio

n

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

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

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

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

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

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

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


72


Strategic Goal

No. Objective O

rga

nis

ati

on

al

resil

ien

ce

(re

ad

ine

ss

)

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

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

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

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


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

Co

mm

un

ity r

es

ilie

nce

(re

ad

ine

ss

)

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





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


73


Strategic Goal

No. Objective C

ap

ab

ilit

y d

eve

lop

me

nt

(read

ine

ss,

res

po

nse

an

d r

ec

ove

ry)

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

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


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

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



74


Strategic Goal

No. Objective R

es

po

nse

an

d r

ec

ove

ry

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

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

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

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

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

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

Engagement with priority communities likely to be affected by specific hazards to understand their values and priorities, the likely consequences and the support needed. This will allow the necessary capabilities, processes and arrangements to be identified.

Identification of key recovery partners needed to support recovery activities, including across local, regional and central government, non-government organisations, private sector, and within communities.

Identification and prioritisation of actions to address gaps in recovery preparedness

RR 7 Hazard specific strategic recovery planning will be undertaken at the same time as hazard response contingency planning for the 15 Group Plan priority hazards over the life of this Group Plan to enable comprehensive emergency management.

RR 8 A framework for the coordination of recovery activities and collaboration post emergency will be established by 2021.


75


Appendix B: Combined Corrective Action Plan This register summaries the corrective actions that have been identified (2020 Capability Assessment Report) their priority, progress and actions taken.

Objective Priority Action taken Progress

Wo

rk P

lan

nin

g

E1.01

Development of work plan priorities with alignment to the Taranaki CDEM Group Plan and in consideration to EMSR and current workloads.

H

Initial work undertaken to prioritise COVID-19 debriefing, immediate corrective actions, resurgence planning, and roles and responsibilities.

G

E1.02

Development of local CDEM work programmes with a ‘whole-of-council’ CDEM focus to connect and coordinate all work streams across the ‘4Rs’.

M

Planning for Roles and Responsibilities workshops underway.

G

Jo

int

Co

mm

itte

e a

nd

Co

ord

ina

tin

g E

xe

cu

tiv

e G

rou

p E1.03

Review of Joint Committee and CEG meeting structures and agendas with consideration for appropriate and meaningful content related to the forums with a multi-agency approach.

H F

E1.04

Implement processes to ensure reporting of the Minutes from both the Joint Committee and the CEG is conducted back through Councils.

H F

E1.05

Ensure that there are regular scheduled meetings between local authority Joint Committee and CEG representatives (as required).

H F

E1.06

Ensure ongoing CDEM education and development opportunities for elected officials are scheduled.

I Delivered annually at CEG and Joint Committee meetings.

G

E1.07

Prioritisation for appropriate level partner agency attendance at CEG.

I

Police confirmation of Central Districts Inspector, or Area Commander.

Appointment of new St John's Area Manager, and confirmed CEG attendance.

C

CD

EM

Cu

ltu

re

E1.08 Refine and clarify roles and responsibilities across all CDEM functions.

H Planning for Roles and Responsibilities workshops underway.

G

E1.09

Ensure continued regular and transparent communication (national-Group-local) on EMSR process and work programmes.

H Report when information made available from NEMA.

G

E1.10

Development of ongoing CDEM education within local authorities to enhance CDEM knowledge and embed CDEM at local authority level.

H Refresh of Capability Development Plan underway

G

E1.11 Review of local level CDEM budgets to ensure appropriate budgets are in place.

M F


76



E1.12

Priority finalisation of the Taranaki CDEM Group Financial Policy with alignment to the Taranaki CDEM Group Plan and current national guidance.

I Approved by Joint Committee March 2020

C

E1.13 Consideration of the review of funding arrangements for the Taranaki CDEM Group.

I Planning underway for TEMO LTP budget bids

G

E1.14

Ensure that there are robust processes tracking the detail relating to CDEM expenditure in response and recovery.

I Financial processes established during COVID-19 response.

G

Le

ad

ers

hip

, cu

ltu

re a

nd

re

lati

on

sh

ips

E2.01

Ensure that positive CDEM culture is maintained through leadership; and the maintenance and further development of agency relationships.

H

Relationship with Police strengthened during COVID-19 response.

A

E2.02 Development of a Group CDEM Stakeholder Engagement Plan.

M F

E2.03 Priority development of iwi engagement at Group and local level.

H

Relationship with Iwi initiated during COVID-19 response and recovery.

A

Ris

k

Ma

na

ge

men

t E2.04 Further development of risk management capability to a mature level.

M F

E2.05

Further development of CDEM capability risks to include both Group and local level capability risks.

M F

Bu

sin

ess

Co

nti

nu

ity

M

an

ag

em

en

t (B

CM

)

E2.06 Further development of BCM capability.

M F

E2.07 Development of BCPs ensuring that interdependencies between services are linked.

L F

E2.08

Ensure that the Taranaki CDEM Group Training and Exercising Strategy and exercise programme (when developed) includes BCM exercises to test Business Continuity Plans (BCPs).

L F

CD

EM

do

cu

me

nta

tio

n

an

d p

lan

nin

g

G0.01

Development and finalisation of Group level documentation with streamlined formatting and structure.

M Ongoing piece of work across all team members.

G


77



TE

MO

an

d C

DE

M

sta

ff s

tru

ctu

res

G0.02

Development of TEMO systems and processes to support a coordinated level of service for the Taranaki CDEM Group.

M Ongoing piece of work across all team members.

G

G0.03

Review of TEMO structure and staff arrangements to ensure effective delivery of service for the Taranaki CDEM Group.

H G

CD

EM

ro

les

an

d r

esp

on

sib

ilit

ies G0.04

Review and clarification of CDEM roles and responsibilities, defining ‘lead, support and coordination’ at TEMO and local authority level.

H G

G0.05

Consolidation of all current roles and responsibilities arrangements across all Taranaki CDEM Group documentation.

M G

G0.06

Implementation of existing agreement documentation currently in place to ensure effective and sustainable CDEM capability with roles and responsibilities that are clearly defined and understood.

H G

Pu

bli

c e

du

ca

tio

n

G1.01

Priority development of the Taranaki CDEM Group Public Education Strategy and Programme.

H F

G1.02

Inclusion of tested local level public education campaigns and Emergency Management Systems Reform (EMSR) completed work programmes as best practice to support local and Taranaki CDEM Group campaigns.

M F

G1.03

Inclusion of Group level hazard preparedness and response information on the Taranaki Emergency Management website.

H F

G1.04

Further development of local public education programmes with CDEM campaigns and linkages to public education programmes.

M F

G1.05 Development of a Group-wide GIS capability.

H A

G1.06

Development of Group level guidance on core CDEM information to be include on CDEM webpages as part of Council websites.

H F

G1.07 Establishment of a Group level forum to develop public education capability.

M F


78



G1.08 Review of resourcing requirements within TEMO to support capability development.

H

Established pilot programme for use of NEMA capability development funds to support short form exercising (i.e. practice at CIMS function meetings)

G

G1.09

Development of local level PIM arrangements with alignment to the Taranaki Group PIM Plan to support localised events.

M F

Pu

bli

c i

nfo

rma

tio

n m

an

ag

em

en

t (P

IM)

G1.10 Development of a PIM toolbox to support PIM response operations.

H F

G1.11

Confirmation of the roles and responsibilities of local authority PIMs to support Group level capability.

H F

G1.11 Review of PIM resourcing within TEMO to support Group level capability.

I New Marketing/Communication Advisor role budgeted and appointed.

G

G1.12

Exercising of the PIM capability at local and Group level in conjunction with broader Group level exercising.

M F

Co

mm

un

ity r

es

ilie

nce

G1.13 Priority development of the Taranaki CDEM Group Community Resilience Strategy.

H A

G1.14

Ensure alignment and inclusion in all CDEM community engagement activities with associated local authority services[1] for robust community resilience planning that promotes clear connectedness with communities.

H A

G1.16

Ensure community planning has a ‘whole-of-council’ and ‘whole-of-community’ multi-agency approach across the ‘4Rs’ with continued links at the regional and local level.

H A

G1.17 Review of resourcing to support community resilience activities at Group and local level.

H G

Vo

lun

tee

r p

art

icip

ati

on

, c

oo

rdin

ati

on

an

d

G1.18

Ensure that local authority volunteer recruitment and management processes are linked to the Group level guidance and processes.

I No current project focus. R


79



G1.17

Ensure alignment to EMSR work programmes for coordination of volunteer response teams.

M F

Em

erg

en

cy

man

ag

em

en

t a

nd

ha

za

rd r

isk

re

se

arc

h a

nd

an

aly

sis

G2.01

Review of the Taranaki CDEM Group budget to appropriately fund emergency management and hazard risk research projects for continued CDEM capability development.

H A

G2.02

Confirmation of roles and responsibilities (lead, support, coordinate) for hazard research for the Taranaki CDEM Group in consideration with legislation[2]; the Taranaki Regional Council Long-Term Plan[3] and Annual Plan[4]; and the Regional Policy Statement (RPS)[5].

H A

G2.03

Development of technical expertise resourcing to lead hazard risk research for the Taranaki CDEM Group[6].

H A

G2.04

Development of a process to capture and consolidate emergency management research and hazard risk research work being conducted collectively for the Taranaki CDEM Group.

M F

G2.05

Development of a Regional Research Strategy detailing research priorities with alignment to the Taranaki CDEM Group Plan; and emergency management and hazard analysis.

M F

Ris

k r

ed

uc

tio

n

G2.06

Development of processes for a coordinated and consistent approach to risk reduction activities.

M F

G2.07

Confirmation of roles and responsibilities (lead, support, coordinate) for risk reduction activities.

H Linked to objective GO.04 G

Ca

pa

bil

ity

d

ev

elo

pm

en

t

G3.01

Development of a Taranaki CDEM Group Capability Development Strategy with alignment to the Taranaki CDEM Group Plan, national guidance and EMSR work programmes; and with consideration of TEMO resourcing and workloads.

H Review of existing 2019 strategy underway.

G


80



G3.02 Review of D4H capability and development of SOPs to support this capability.

H

Considered as part of a wider information system review of response requirements.

G

CD

EM

Pla

nn

ing

G3.03

Review and development of operational plans to support CDEM capability with alignment to the Taranaki CDEM Group Plan and EMSR.

M G

G3.04 Document the planning process model.

M F

G3.05

Conduct exercising to test plans to confirm that operational arrangements support both local and Group level.

H G

Ex

erc

ises

an

d t

rain

ing

G3.06

Review the current TEMO and local authority resources; and clarify roles and responsibilities; to support the Taranaki CDEM Group training and exercise requirements to ensure coordination and consistency.

H G

G3.07

Development of incremental exercise programme with alignment to the Taranaki CDEM Group Training and Exercising Plan.

H G

Em

erg

en

cy

Co

ord

ina

tio

n C

en

tre

(E

CC

)/ E

me

rge

nc

y

Op

era

tio

ns

Cen

tre

(E

OC

) C

ap

ab

ilit

y

G3.08 Immediate confirmation of EOC sites.

I R

G3.09 Immediate identification of alternate ECC and EOC sites.

I R

G3.10 Immediate action to confirm staff arrangements to the ECC.

I R

G3.11

Scheduling of an exercise to test the identified temporary alternate ECC site during primary ECC site upgrade.

I

Achieved. TEMO and ECC relocated to temporary alternate ECC site February 2020 and confirmed functional during COVID-19 response.

C

G3.12 Priority testing of EOC sites (when confirmed).

H F

G3.13 Testing of alternate ECC and EOC sites (when identified and confirmed).

H F

G3.14 Priority action to bolster staff arrangements for local authority EOCs.

I R

G3.15

Finalisation of Standard Operating Procedures (SOPs) for the ECC including the roll out SOPs to all local authorities.

H

Ongoing development.

Contingent on national CIMS product development, COVID-19 function debriefs and corrective actions.

G

G3.16 Review of procedures for activation of EOC staff.

H F


81


Objective Priority Action taken Progress C

on

tro

lle

rs

G3.17

Immediate review of current Group level statutory appointments and appointment of appropriate personnel to support a sustainable level of response operations.

I Controller availability contracts in place for non-employed Group Controllers.

A

G3.18

Immediate prioritisation to identify and appoint alternate Local Controllers for each territorial local authority.

I Appointment of additional Local Controllers

C

G3.19

Inclusion of a specific risk on the TEMO Risk Register detailing the lack of Controllers across the Taranaki CDEM Group to sustain an effective Controller capability.

I Included on risk register. C

G3.20

Immediate review and development of sustainable contractual arrangements, including appropriate renumeration for any appointed volunteer Controllers.

I Response contracts in place for COVID-19 response.

G

G3.21 Development of a Taranaki CDEM Group Controllers Policy.

M F

Wa

rnin

g

sy

ste

ms

G3.22

Immediate review of 24/7 arrangements for local authorities to support Group warning systems.

I Discussion topic within roles & responsibilities. Requires agreement for model and funding.

G

We

lfa

re

G3.23 Review and identification of a suitable alternate Group Welfare Manager.

I Appointment of alternate Group Welfare Manager (Joint Committee 21 May 2020)

C

G3.24

Review and identification of suitable Local Welfare Manager (primary and alternates).

H

Primary and alternates identified for New Plymouth and South Taranaki District Councils. Local Welfare Manager at Stratford DC is also alternate Group Welfare Manager.

G

G3.25

Development of local level welfare arrangements and Local Welfare Plans in alignment to the Taranaki CDEM Group Welfare Plan.

H Considered as part of review of WCG.

G

G3.26

Development of Local Welfare Committees (LWCs) with suitable localised agency and community group membership ensuring no agency duplication to the Welfare Coordination Group (WCG).

H Paper on establishment of Local Welfare Networks to CEG and JC (Aug/Sept 2020)

G

G3.27

Promotion of the Primary Sector Industry Group (PSIG) as a best practice model and finalisation of documentation to support further development of this advisory group.

M F


82


Objective Priority Action taken Progress L

ife

lin

es

Uti

liti

es G3.28

Finalise Lifelines Advisory Group (LAG) work plan for project alignment including priority review and action recommendations in the Lifelines Vulnerability Study.

H F

G3.29 Review of LAG membership to ensure all legislated Lifeline Utilities[1] are included.

H F

G3.30

Review Lifelines Utilities Coordinator (LUC) capability including training and exercise requirements.

H F

Re

co

ve

ry M

an

ag

ers

G4.01

Priority development of the Taranaki CDEM Group Recovery Strategy with alignment to the Taranaki CDEM Group Plan and national guidance.

H No dedicated recovery resource. Project delayed due to COVID-19

R

G4.02

Development of Taranaki CDEM Group Recovery Concept of Operations to define operational recovery arrangements at Group and local level.

M F

G4.03

Conduct of local level recovery planning and development of Local Recovery Plans to confirm local arrangements for recovery with alignment to the Taranaki CDEM Group Plan; Group Recovery Strategy and Concept of Operations; and national guidance.

M F

G4.04

Development of Recovery toolkit and guide to support recovery operations at Group and local level.

L May require resilience fund application.

F

G4.05

Development of recovery component to community planning for a ‘whole-of-community’ approach to recovery planning.

L Linked to G4.04 F

G4.06

Immediate review of current Group level statutory appointments and appointment of appropriate personnel to support a sustainable level of recovery operations.

I

Reconfirmation for Kelvin Wright in Group Recovery Manager role for a further 6 months, until end December 2020.

A

G4.07

Inclusion of a specific risk on the TEMO Risk Register detailing the current state of Group Recovery Managers to sustain an effective Recovery Manager capability.

I Risk included in register as of Quarter 2 (end Dec 2019).

C


83



G4.08

Immediate review and development of sustainable contractual arrangements, including appropriate renumeration for any appointed volunteer Recovery Managers.

I

Linked to G0.03

Resourcing review considering FTE and structure.

Depended on LTP budget process.

G

G4.09

Prioritisation of Recovery Managers (Group and local) on the Response and Recovery Leadership programme.

H

Linked to obj G3.07

Review of existing 2019 strategy underway.

G

Re

co

ve

ry

Ex

erc

ises

G4.10

Development of exercises to effectively test Taranaki CDEM Group recovery arrangements with alignment to the exercise programme (when developed) and Taranaki CDEM Group Training and Exercising Plan.

M Review of existing 2019 strategy underway

G

Po

st-

ev

en

t d

eb

rie

fin

g

G4.11

Development of a Taranaki CDEM Group Debrief Policy for consistency and standardisation of post-event and exercise debriefing processes.

M Good practice incorporated into COVID-19 debrief process.

G

G4.12

Development of a centralised Taranaki CDEM Group corrective actions register to ensure that all post-event or exercise corrective actions are captured and tracked.

I G

Key:

Priority

I

Immediate Urgent action required within short timeframe. Complete within 3 months and prioritize over BAU

H High Action to be completed within 6 months or next financial year, and prioritize over BAU.

M

Moderate Schedule within next financial year or within existing Group Plan. Next 1-3 years as resourcing allows.

L

Low Schedule within long term plan or next 5 year Group Plan. Next 4-6 years as resourcing allows.

Progress

G Tracking to plan

A Concerns – mitigations in place

R Concerns – no mitigations in place

F Future - not yet started

C Complete


84


Appendix C: Risk Register The register summaries the risks that have been identified, their rating, any mitigation and the residual risk after that

This year we introduced trends to the register. These indicating whether a risk is:

Risk increase since last quarter

Risk remains steady

Risk decreased since last quarter

Summary

A total of twenty five (25) risks have been identified. All, except one, have mitigation measures in place.

Since the last report (Q2 2019-20):

• Seven (7) new risks have been identified and added to the register (Health and Safety; Governance, reputation, legislative compliance and control; Financial; Information Management; Operations & service delivery

• Two (2) have increased in risk

• Fourteen (14) remain steady

• Two (2) have decreased risk due to the additional mitigation measures in place.

• Two (2) risks have been removed (Financial; Property and assets)


85


Risk Register

Updates are in bold

Issue Controls & Residual Risk

Trend Risk

Initial Risk Rating

Mitigation Residual Risk Rating

People and Knowledge

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

M

COVID-19 Group Recovery Manager and resourcing in place until December 2020. Review of resourcing underway for CEG & JC consideration for permanent FTE, for inclusion in Long-Term Plan budget bid.

M

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

M

Agreements with external agencies to conduct field activities, that are trained and exercised to appropriate standard in development. CDC training established and TAs working on operational capability. Activity included in the 2020/21 TA work programme and performance measures.

M

Health & Safety

High workload for TEMO team over a sustained time to deliver work programme together with increasing legislative and emergency management system reform requirements, leading to sickness, use of sick leave, decreased staff moral, and reduced capability of TEMO staff for response..

M

Re-focus and adjustment of TEMO work programme, prioritising key actions and extending or shifting other timeframes. External resource (contractors or temporary FTE) secured to augment TEMO service delivery. Maintain visibility of work programme priorities, and pressures, to CEG and staff.

Employment of additional role 'Marketing and Communications Adviser' within existing budget. Completion of Capability Assessment Report to provide evidence of current performance against statutory requirements.

L

Staff wellbeing risk due to high pressure environment for COVID-19 response, leading to sickness, use of sick leave, decreased staff moral, and reduced capability of TEMO staff for response.

M Rebalance of staff work programme, and encouragement of staff leave.

M New

H&S of CDEM staff working in welfare response and/or deployed into emergency and disaster zones.

M Emerging understanding of exposure through hazard contingency planning.

M New


86


Governance, reputation, legislative compliance and control

Lack of engagement with Iwi and future Iwi representation requirement at CEG.

H

Marae engagement programme established and ongoing. Iwi governance and representation established as part of COVID-19 response structure, and establishment of Iwi Liaison function staffed within response.

M

Lack of clarity of roles and responsibilities between central and local government re local resurgence of COVID-19.

H

Completion of local resurgence planning by Taranaki CDEM Group, including contingency planning with Taranaki District Health Board. Maintain watching brief and stakeholder engagement re COVID-19.

H New

Lack of ability to progress strategic recovery planning legislative requirements, due to lack of TEMO Group Recovery planning FTE.

H Risk acknowledged and future actions identified

H New

Environment

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

M

Planning completed under the ECC development project. Security Staff contracted during any ECC response until controls in place.

L

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

H

Work with Taranaki HAZMAT Advisory Group to establish information sharing and consultation protocols. A national review has commenced into regulations for Major Hazard Facilities conducted by WorkSafe NZ. Roles and responsibilities of TAs and TEMO under existing HAZMAT regulations discussed advisory meetings. Major Hazard Facility SOP in draft and consultation underway with TAs.

L

Planning & Strategy

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

H

Arrangements defined within the Group Plan (Statutory document), and Response Management Plan. Plans and arrangements regularly discussed with EOCs. Ongoing training for Controllers and Recovery Managers to understand roles and responsibilities. CIMS function meetings established, and table top exercises to test understanding of arrangements underway.

M

Inability to adequately plan and subsequently provide resourcing to meet future CDEM changing levels of service (at both Group and TAs).

H

Engagement with National Emergency Management Agency to communicate information needs in order to accurately forecast future requirements.

H


87


Financial

Delay for reimbursement, or financial loss for rejected claims, for welfare related emergency expenditure, claimable from the National Emergency Management Agency under section 33 of the National Plan.

M

Establishment of financial controls, approvals, purchasing and record keeping within the ECC. Development of case management welfare system (RANA) linking needs assessment, operational fulfillment and provision. Four claims prepared, self audited and submitted for payment.

M New

Information management

Lack of documented knowledge of ECC operational systems and redundancy resulting in unforeseen system failures during response and recovery.

M

Establishment of information systems, naming conventions and information management processes during COVID-19 response.

M

Privacy and confidentiality risk for sensitive information held.

M System restrictions established during COVID-19 response.

M New

Operations & service delivery

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

E

Statutory appointments continue for Group Office and TAs. Controller and Recovery Manager function meetings, induction and initial training provided on appointment and position holders are also progressing through ITF training pathways. Certification of competency for statutory position holders occurring through Response and Recovery national programme.

E

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

H

Delivery occurring as per approved training and exercising plan, with a focus on TA capacity. Ongoing recruitment of EOC & ECC volunteer staff. MOU with TRC re staff release complete.

M

Lack of monitoring or forecasting of coastal inundation within Taranaki.

M Unable to be mitigated by TEMO M

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

M

Community Welfare Outreach review completed and findings included within Group Welfare Plan. TA's commencing actions to improve capability as part of 2019/20 TA work programme and performance measures.

M

An absence of a fit for purpose common operating picture system, for CDEM and responding agencies during emergencies, that is compatible with that national EM system.

M

Office 365 operating system and initial GIS system established. Taranaki GIS scoping project funded and underway. TEMO management of EOC devices under service contract. Operational enhancements to GIS system (quick wins) implemented. Development on local RANA (Registration And Needs Assessment) system implemented. Planning for adoption and

L


88


integration of national 'Awhina' GIS welfare system. Engagement with NEMA national solution begun.

Coincident emergency during COVID-19 local resurgence.

H Engaged in national coincident event planning and established local response mitigations.

H New

Lack of regional and national coordination for COVID-19 recovery due to uncertainty of a national recovery programme lead.

H

Progressing regional recovery to ensure Taranaki is aligned to take advantage of national opportunities, while remaining adapable to shifts in national policy and direction.

L New

Property & assets

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

M

Minor enhancements to building systems effected. Maintenance contracts in place. ECC development project underway.

M

Significant building development project for construction in the 2019-20 financial year. Planning, design and consenting to occur in the 2018-19 financial year. Building investigations complete. Issue with flat pitch roof discovered and additional funding secured and project included within current build project.

E

Project Management structure in place. ECC development project concept and design completed. Various assessments completed (detailed seismic assessment, importance level 4 post disaster facility, asbestos survey and fire scheme assessment completed). Recent flat pitch roof issues uncovered and additional design ($40k) and replacement ($330k) budget in place. Design finalised and building consent approved.

M

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

M

Implementation of CDC review through rationalisation and determining fit for purpose use of facilities and activation plan. Included in the 2019/20 TA work programme and performance measures.

M


89


Risks removed from the register

Issue

Controls & Residual Risk

Initial Risk Rating

Mitigation Residual Risk Rating

Financial

Lack of transparency around operational reserve, accumulated due to year end underspend.

L Policy adopted by Joint Committee by March 2020.

I

Property & assets

Major region wide response occurring while TEMO/ECC operates out of a temporary building during ECC project works.

M Alternative ECC established at Terminal 2, Airport.

I


90


Appendix D: TEMO 2019/2020 Financial Report Profit and Loss Summary Report for June 2020 for TEMO

Actual YTD June

Budget YTD June

Variance YTD June

Note

Revenue

Other revenue

160 - User fees and charges 150 0 (150)

169 - Other Operating incl Rebates & Recoveries (1,071,429) 0 1,071,429 1

Total Other revenue (1,071,279) 0 1,071,279

Subsidies and grants

180 - Operating Grants & Subsidies

1001 - Operations (57,140) 0 57,140

4976 - STDC Recoveries (170,031) (210,727) (40,696) 2

4977 - SDC Recoveries (75,569) (93,656) (18,087) 2

4978 - TRC Recoveries (321,170) (398,039) (76,870) 2

4979 - NPDC Recoveries (377,847) (468,281) (90,435) 2

4980 - Ministry of Civil Defence Recoveries 0 (25,000) (25,000) 3

Total Subsidies and grants (1,001,757) (1,195,704) (193,947)

Total Revenue (2,073,036) (1,195,704) 877,332

Expenses

Personnel costs

220 - Salaries and wages - Payroll Only 647,805 504,570 (143,235) 4

223 - Other employee benefits - Payroll Only 13,647 13,260 (387)

224 - Employee Development & Education 38,554 32,129 (6,425)

225 - Employer contributions - Payroll Only 19,120 15,048 (4,072)

229 - Other personnel costs 14,075 0 (14,075) 5

Total Personnel costs 733,200 565,007 (168,193)

General operating expenditure

231 - Insurances 3,146 8,889 5,743

232 - Legal and professional fees 62,925 62,134 (791)

233 - Occupancy and utilities 33,522 15,810 (17,713) 6

234 - Property Maintenance 10,849 0 (10,849) 6

235 - Communications 7,425 45,900 38,475 7

236 - Advertising and Marketing 13,101 30,600 17,499 7

237 - Hardware & Software 91 0 (91)

238 - Travel and accommodation 63,000 0 (63,000) 8

245 - Other general costs 1,002,321 2,550 (999,771) 8

Total General operating expenditure 1,196,381 165,884 (1,030,497)


91


Direct costs of activities

250 - Contracts 3,274 19,890 16,616 4

251 - Engineering and Technical advice 0 41,000 41,000 4

253 - Services 2,607 0 (2,607)

254 - Materials 491 0 (491)

255 - Fleet & Plant Consumables & Maintenance 6,401 12,883 6,481

Total Direct costs of activities 12,774 73,773 60,999

10 - Depreciation - operational assets 33,787 55,922 22,135 9

Total Expenses 1,976,141 860,586 (1,115,556)

EXTERNAL OPERATING (PROFIT)/LOSS (96,895) (335,118) (238,223)

INTERNAL CHARGES

310 - Labour allocation expense 7,903 20,400 12,498 10

315 - Fixed Amount Charge of Shared Services

3150 - Fixed Amount Charge from ICT 117,766 205,480 87,714 10

3151 - Fixed Amount Charge from Finance 35,700 35,700 0 10

3152 - Fixed Amount Charge from Human Resources 4,959 17,850 12,891 10

3153 - Fixed Amount Charge from Health & Safety 0 17,850 17,850 10

3154 - Fixed Amount Charge from Communications 5,356 35,700 30,345 10

3162 - Fixed Amount Charge from Legal 5,100 5,100 0 10

3163 - Fixed Amount Charge from Fleet 4,080 4,080 0 10

320 - On-charges expense 70 0 (70) 10

330 - Interest allocation expense 39,554 20,569 (18,985) 10

INTERNAL RECOVERIES

360 - Labour allocation recoveries (7,350) 0 7,350

370 - On-charge recoveries (13,304) 0 13,304

APPROPRIATIONS

390 - Operating Appropriations (112,066) 0 112,066 8

391 - Depreciation funding/ (unfunded) (33,787) (55,922) (22,135)

395 - Capital Appropriations 71,961 51,725 (20,236)

TOTAL NET RESULT 29,046 23,414 (5,632)

NOTES

1 – COVID-19 welfare expenses recovered, pending claims approval from National Emergency Management Agency.

2 - Income reduced to reflect surplus from F19, reimbursed to Councils.

3 - Unspent project funds (GIS) delayed due to COVID-19.

4 - Temporary FTE offset by operational savings.

5 - Staff overtime due to Covid-19 response.

6 - TEMO office temporary accommodation lease and building costs.

7 - Upspent project funds due to Covid-19.

8 - COVID-19 response costs that are non-claimable, oncharged as per Financial Policy.

9 - Reduced depreciation due to delay in capital works programme (Robe St project).

10 - Actual support service charges.


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Subject: Adoption of Annual Business Plan 2020-21


Purpose

1. The purpose of this memorandum is to present the draft Annual Business Plan 2020-21 for the Taranaki Civil Defence Emergency Management Group.

Executive summary

2. Under the Taranaki Group Plan 2018-2023 TEMO is required to report to the Coordinating Executive Group (CEG), and CDEM Group Joint Committee on progress of delivery of the Group Annual Business Plan KPIs.

3. The Group Annual Business Plan KPIs are outlined in an Annual Business Plan

4. The Annual Business Plan 2020-21 (Appendix A) is presented to CEG for endorsement to the Taranaki CDEM Group Joint Committee.

Recommendations


a) receives the Memorandum, Adoption of the Annual Business Plan 2020-21 and Appendix A (Annual Business Plan 2020-21)

b) approves the Annual Business Plan 2020-21




6. This memorandum and the associated recommendations are consistent with the CDEM Group’s financial policies and its members’ adopted Long-Term Plans and estimates.

Taranaki Civil Defence Emergency Management Group Joint Committe - Annual Business Plan 2020-2021

93

Any financial information included in this memorandum has been prepared in accordance with generally accepted accounting practice.


7. The memorandum is consistent with the Taranaki CDEM Group Plan and the Group Financial Policy.

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


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

Appendices

Appendix A: Annual Business Plan 2020-21


94

ANNUAL

BUSINESS

PLAN - DRAFT

2020/21


95

BUSINESS PLAN 2020/21 ii

Annual Business Plan 2020/21

Author Sarah Gaudin-Ing

Title CDEM Analyst

Date July 2020

Reviewer Craig Campbell-Smart

Title CDEM Regional Manager

Date July 2020

Authoriser Taranaki CDEM Group Joint Committee

Title Committee Chair

Date September 2020

Version Changes Date

V1 Original Document August 2020


96

BUSINESS PLAN 2020/21 iii

Table of Contents

1 | Executive Summary ........................................................................ 1

2 | Strategic Goals ............................................................................... 2

3 | Budget ............................................................................................. 3

4 | Personnel ........................................................................................ 9

5 | Programmes ...................................................................................10

Governance ........................................................................................................ 10

Disaster Risk Reduction ...................................................................................... 11

Organisational Resilience ................................................................................... 12

Community Resilience ........................................................................................ 13

Capability Development ...................................................................................... 14

Response and Recovery ..................................................................................... 15

6 | EM System Reforms ......................................................................17

7 | Significant Projects .......................................................................19

ECC Development Project (Phase two) .............................................................. 19

GIS Scoping Project ............................................................................................ 20

Corrective Action Programme ............................................................................. 20

8 | Appendices ....................................................................................21

Appendix A: Taranaki CDEM Group Vison 2025 ................................................ 21

Appendix B: Group Plan Objectives .................................................................... 22


97

BUSINESS PLAN 2020/21 iv


98

BUSINESS PLAN 2020/21 1

1 | Executive Summary

This Annual Business Plan for the Taranaki Civil Defence Emergency Management Office

(TEMO) covers the 2020/21 financial year.

This Annual Business Plan reflects the ongoing impacts of the COVID-19 Pandemic on the TEMO work

programme including projects that were deferred due to the response, recovery and post-response work.

TEMO staffing has been boosted with the confirmation of permanent, part time (0.8 FTE) Analyst role and a new

Communications and Marketing Adviser. This is offset by the loss of a part time (0.5 FTE) Emergency

Management Adviser role. A high base workload in delivering our statutory responsibilities across the 4R

continues.

This Plan conforms with the Taranaki CDEM Group Plan 2018-2023 which outlined the statutory responsibilities

of the Group through its strategic priorities.

Significant projects carried into this financial year include the upgrade of the Robe St (regional Emergency

Coordination Centre) Facility and completion of the GIS Strategy.

Work on the implementation of the 2020 Capability Assessment Report has begun and the 96 recommendations

have been prioritised. The COVID-19 debrief process will create further improvements. The intent is to combine

the recommendations from both processes into a Combined Corrective Action Programme, which will aid in

prioritisation and planning and implementation. The first piece of work from this programme, defining roles and

responsibilities, has begun.

Ongoing work includes capability development, CIMS functions meetings and exercises, Advisory Groups

coordination, engagement partner agencies, and coordination and support of local Council CDEM activities.

Development of Long Term Plan (LTP) measures with respect to resource and budget levels will be undertaken.

This plan anticipates ongoing work to implement the Governments’ Emergency Management Systems Reform

and national corrective actions in response to COVID-19 and any other CDEM Activities.

This Plan provides partners, external stakeholders and staff with the linkages between the CDEM Group Plan for

Taranaki and the programmes and projects that contribute to building resilience. Many programmes are multi-

year or ongoing and each year the Group may undertake specific time-bound projects.


99


2 | Strategic Goals

The Taranaki CDEM Group vision is: Our Taranaki community shows resilience through

periods of disaster, crisis and change.

The CDEM Group strategy has been adopted through the Taranaki CDEM Group Plan 2018-2023

and has six strategic goals. These goals are:

Strategic priorities Outcome statement

Governance Our expectations from CDEM partners is clear and met through strong

governance arrangements and accountability for delivery

Disaster risk reduction The risks from hazards, their likelihood and impacts, are understood

and managed to reduce our risk exposure

Organisational

resilience

We build resilience into organisations and plan for the impacts from

disaster and ensure our systems and arrangements are fit for purpose

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

are less

Capability development We develop the capability, staff and volunteers to effectively carry out

their roles in a disaster

Response & recovery We enable well managed effective responses, and we support the

community’s journey of moving on from the impacts of disasters


100


3 | Budget

The CDEM Group Joint Committee approved the 2020/21 financial year budget on 3rd March

2020. This follows the agreed budget cycle, as outlined in the CDEM Group Constituting

Agreement.

The approved budget funds TEMO expenditure fully through rates, except for revenue generated from

the capability development fund (administered by the National Emergency Management Agency,

NEMA) for training and exercising. Income

The CDEM operational reserve is $48,000 and remains available to offset unforeseen programme

expenditure from the Emergency Management System Reforms or other unbudgeted operational

demands.


101


3.1 OPEX Budget 2020/21

TEMO AP Budget 2020-21

APLAN 20/21

APLAN 19/20

Variance YTD June

Note

Revenue Subsidies and grants

Operating Grants & Subsidies

4976 - STDC Recoveries (219,207) (210,727) 8,480

4977 - SDC Recoveries (97,425) (93,656) 3,769

4978 - TRC Recoveries (414,058) (398,039) 16,019

4979 - NPDC Recoveries (487,127) (468,281) 18,846

4980 - Ministry of Civil Defence Recoveries (282,500) (25,000) 257,500

Total Operating Grants & Subsidies (1,500,317) (1,195,704) 304,613 1

Total Subsidies and grants (1,500,317) (1,195,704) 0

Total Revenue (1,500,317) (1,195,704) 304,613

Expenses

Personnel costs

Salaries and wages - Payroll Only

2200 - Salaries and wages - permanent 758,084 455,956 (302,128) 2

2203 - Salaries and wages - Training Time 17,757 10,032 (7,725)

2220 - Salaries and wages - Annual leave 68,296 38,582 (29,714) 2

Total Salaries and wages - Payroll Only 844,138 504,570 (339,567)

Other employee benefits - Payroll Only

2235 - Allowances 33,660 13,260 (20,400) 3

Total Other employee benefits - Payroll Only 33,660 13,260 (20,400)

Employee Development & Education

2240 - Training Travel & Expenses 24,970 24,480 (490)

2241 - Corporate Training Allocation 13,539 7,649 (5,891)

2243 - Course & Conference Fees 20,400 0 (20,400) 4

Total Employee Development & Education 58,909 32,129 (26,780)

Employer contributions - Payroll Only

2250 - Kiwisaver 16,318 15,048 (1,270)

Total Employer contributions - Payroll Only 16,318 15,048 (1,270)

Other personnel costs

2293 - Agency & Contract Personnel 0 0 0

Total Other personnel costs 0 0 0

Total Personnel costs 953,025 565,007 (388,017)

General operating expenditure

Insurances


102


2313 - All Risks Insurance 6,132 8,889 2,757

Total Insurances 6,132 8,889 2,757

Legal and professional fees

2327 - Professional & Technical Services 154,322 62,134 (92,188) 5

Total Legal and professional fees 154,322 62,134 (92,188)

Occupancy and utilities

2330 - Electricity 5,150 0 (5,150)

2331 - Natural gas 618 0 (618)

2333 - Security 3,679 0 (3,679)

2334 - Cleaning 16,158 15,810 (348)

2335 - Rates - council owned properties 3,415 0 (3,415)

Total Occupancy and utilities 29,020 15,810 (13,210) 6

Communications

2350 - Landline call costs/line rental 6,132 45,900 39,768 7

Total Communications 6,132 45,900 39,768

Advertising and Marketing

2360 - Advertising 31,273 30,600 (673) 8

Total Advertising and Marketing 31,273 30,600 (673)

Other general costs

2453 - Stationery 15,892 2,550 (13,342) 9

2458 - Catering 8,176 0 (8,176) 10

Total Other general costs 24,068 2,550 (21,518)

Total General operating expenditure 250,948 165,884 (85,064)

Direct costs of activities

Contracts

2500 - Maintenance contracts 18,396 19,890 1,494

Total Contracts 18,396 19,890 1,494

Engineering and Technical advice

2519 - Technical Consultancy 0 41,000 41,000 11

Total Engineering and Technical advice 0 41,000 41,000

Fleet & Plant Consumables & Maintenance

2550 - Petrol 7,068 6,916 (152)

2553 - Road user charges 2,502 2,448 (54)

2554 - Registration & Licences 469 459 (10)

2555 - Plant Repairs & Maintenance 3,127 3,060 (67)

Total Fleet & Plant Consumables & Maintenance 13,166 12,883 (283)

Total Direct costs of activities 31,562 73,773 42,211


103


10 - Depreciation - operational assets 33,065 55,922 22,857

Total Expenses 1,268,599 860,586 (408,013)

EXTERNAL OPERATING (PROFIT)/LOSS (231,718) (335,118) (103,400)

INTERNAL CHARGES

300 - Pass thru from Shared Services expense 0 0 0

310 - Labour allocation expense 5,000 20,400 15,400 12

3150 - Fixed Amount Charge from ICT 75,000 205,480 130,480 13

3151 - Fixed Amount Charge from Finance 35,700 35,700 0 13

3152 - Fixed Amount Charge from Human Resources 5,000 17,850 12,850 13

3153 - Fixed Amount Charge from Health & Safety 5,000 17,850 12,850 13

3154 - Fixed Amount Charge from Communications 66 35,700 35,634 13

3162 - Fixed Amount Charge from Legal 4,000 5,100 1,100 13

3163 - Fixed Amount Charge from Fleet 4,080 4,080 0 13

320 - On-charges expense 0 0 0

330 - Interest allocation expense 42,064 20,569 (21,495) 14

INTERNAL RECOVERIES

APPROPRIATIONS

390 - Operating Appropriations 0 0 0

391 - Depreciation funding/ (unfunded) (33,065) (55,922) (22,857)

395 - Capital Appropriations 89,827 51,725 (38,102)

TOTAL NET RESULT 954 23,414 22,460


104


NOTES

1. Income forecast from:

i. Ministry of $62k capability development (annual contribution)

ii. $220k volcanic response recovery resilience project funding application – funding round not

held due to COVID-19

2. Personnel additional temporary staff:

i. Analyst (0.8 FTE) - funded via previous decision and operational offset from.

ii. Marketing & Comms - funded via budget transfer from NPDC Internal Charges.

iii. Emergency Management Adviser (0.5 FTE) - funded by Ministry capability development

funding.

iv. Project Manager - funded via Ministry Resilience Fund Application – not progressed

3. Employee benefits:

i. On-call duty payments ($13k)

ii. Merits for TEMO staff appointed as Group Controllers ($20k).

4. Costs for Response & Recovery Professional Development Programme ($10k per attendee, x2)

required for statutory role.

5. Professional and Technical:

i. Science advice ($5k GNS report + $10k science advice),

ii. $16k capability development contractors (funded via Ministry),

iii. $120k project expense for Volcanic Response Recovery Resilience Project.

6. Occupancy and Utilities costs based on actuals for:

i. Cleaning contract $15,810

ii. Electricity $5,000

iii. Gas $600

iv. Security $3,600

v. Rates $3,300

7. Communication actuals of $6k for operating systems & licensing.

8. Marketing, communications, resourcing printing and resilience programme delivery.

9. General costs, actuals for stationery costs.

10. General costs, actuals for catering training course delivery.

11. Technical consultancy, removal of contract fee for Group Recovery Manager used to offset additional

Analyst FTE. Contract retainer for external Group Controller.

12. NPDC Property Management time, as per 2019/20 actuals. Budget transferred to Personnel costs to

offset additional temporary roles.

13. NPDC support services delivery, as per 2019/20 actuals. Budget transferred to Personnel costs to offset

additional temporary roles.

14. Additional interest allocation expense and capital appropriations to fund CAPEX programme, including

ECC development and roof replacement projects.


105


3.2 CAPEX Budget 2020/21

Due to changes to the timing of planned building works for the ECC development project, this has

required changes to planned project schedule in order to fund projects within existing 10-year capital

budget. These scheduling changes will have minimal impact to debt servicing funded through the

operational budget.

The capital projects budget for 2020/21 year include:

Asset description 2020/21

ECC Development Project $ 380,000

Radio Mast Cable Replacement $ 60,000

Radio replacement programme $ 4,500

TOTAL $ 384,500


106


4 | Personnel

Personnel for the TEMO sits at 8 people, or 7.6 full time equivalents (FTEs) made up as

follows:

TEMO has been proactive in securing additional funding through the national resilience fund. An

additional $25,000 (match funded to $50,000) was secured for the 2019-20 financial year for GIS

system development. Funding will be directed to contractor resource and additional services through

New Plymouth District Council GIS team.

TEMO is an approved provider for the Integrated Training Framework (ITF) and secured $62,000 in

funding for the 2019 calendar year. This, together with the 2020 allocation (to be determined) will

enable additional resource to be either employed or contracted throughout 2020/21.

Regional Manager

(1 FTE)

Emergency

Management

Advisers

(2 FTE)

Resilience &

Group Welfare

Manager

(1 FTE)

Marketing &

Communications

Adviser

(1 FTE)

CDEM Analysts

(1.8 FTE)

Administrator

(0.8 FTE)


107


5 | Programmes

The Group Plan provides the strategic structure and focus for the Group Office. This informs

TEMO’s annual plan activities.

The role of TEMO is to provide regional coordination and support of Civil Defence Emergency

Management for the Taranaki Group area. In addition to general service delivery, specific projects

and programmes will be delivered within the 2020/21 financial year.

Governance

Our expectations from CDEM partners is clear and met through strong governance

arrangements and accountability for delivery

No. Objective Timeframe TEMO Action 2020/21


Ongoing • Continue performance tracking spreadsheet and reporting process.

• Engage with Statutory Partners (Police, FENZ, TDHB) to strengthen relationships and reporting.

(existing resource)


Ongoing • Continue to comply with Group Financial Policy

• Report against agreed budget in Annual Report

(existing resource)

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

June 2021 • Key priorities and work actions for 2020-21 for each advisory group to be considered against COVID debrief and Combined Correction Action Programme

(existing resource)


September 2020

• Complete review of Roles and Responsibilities

(existing resource)


108



Complete by November 2020

• Define performance targets against objectives

• LTP Activity management • Continue quarterly CDEM /

TLA meeting and reporting. • Work with CEG statutory

partners (Police, Fire Emergency NZ, TDHB) to align efforts

(existing resource)


Complete by June 2021

• Commence engagement with Iwi Chair's forum via Recovery Forum.

• Await decision from the EM Systems reforms legislative review programme (delayed)

(existing resource)

Disaster Risk Reduction

The risks from hazards, their likelihood and impacts, are understood and managed to reduce

our risk exposure



Completed by June 2023

• Continue ongoing review as per Policy review schedule.

(existing resource)



Delayed to 2021


Ongoing • Continue to work with relevant scientific and research orientated organisations. Focus is on volcanic research, via Transitioning Taranaki Project (MBIE Endeavour Fund)

• Prepare Resilience Fund application for future funding round.1

(existing resource)


Complete strategy by 30 April 2020

• Project manage the GIS development project.

• Work with service provider (re ongoing GIS development)

(existing resource)

1 The Resilience Fund funding round for 2020-21 was not held by NEMA due to a fund review and COVID-19


109


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

Ongoing • Continue Risk Reduction Advisory Group.

• Commence Risk Reduction Strategy.

Organisational Resilience

We build resilience into organisations and plan for the impacts from disaster and ensure our

systems and arrangements are fit for purpose


OR 1 Implement Emi2, or another suitable CDEM Group information system, to improve the communications and record keeping of decisions made during emergency activations.

Ongoing • Support development of national information system (Emi)

• Support development of national GIS solution.

(existing resource)


Completed by 31 May 2021

• Audit EOCs/ECC as scheduled

• Begin review of regional communication (radio) systems

(existing resource) • Project manage to

completion the upgrade pf the Robe St (regional Emergency Coordination Centre) Facility

($380k capex)


Ongoing • Delivery occurring as per approved training and exercising plan.

($62k NEMA training fund) • Update CapDev with debrief

learnings. (existing resource)

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

By June 2021

• Continue engagement with Taranaki Councils to meet objective.

(existing resource)


2023 • Parked. Awaiting completion of the Review of Recovery Resourcing

2 The former system (EMIS (Emergency Management Information System)) is referred to in the Group Plan


110


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

December 2020

• Complete debriefs of the 2020 COIVD-19 response and identify corrective actions.

• Development of Combined Corrective Action Programme, including recommendations from Capability Assessment Report and COVID-19 Debriefs

(existing resource)


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


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

Ongoing • Implement of Volunteer Management Strategy

• Recruit and develop community volunteers


By 30 June 2022

• Implement the model defined in the Group Welfare Plan 2020

• Incorporate requirements into Long Term Plans

• Delivery of CDC courses as per the Capability Development Strategy

(TA responsibility)

CR 3 Refine and continue delivery of our Community Resilience Strategy to ensure that its objectives of engaged, connected, resourced and empowered communities is being achieved.

By 30 June 2021

• Complete review of Resilience Strategy.

(existing resource)


By June 2021

• Continue existing public education activity.

($30k opex) • Development and

commence public education component of Marketing and Communications Strategy

(existing resource)


Ongoing • Continue engagement with existing organisations and groups to enhance capacity for response.

• Continue coordination with Rapid Relief Team and the Red Cross’ Rapid Response Team

• Explore additional field capability with Fire and Emergency New Zealand

(existing resource)


111




• Continue engagement with Taranaki Council’s to implement the model defined in the Group Plan and Group Welfare Plan.

(TA responsibility)


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


CD 1 National Capability Development3 Fund and other funding sources for volunteer training investigated and accessed to increase the number of people able to be trained.

Ongoing • Delivery of the training and exercising plan

• Training contractor to be engaged. ($62k NEMA training funding)


Ongoing • Continue recording through Takatu system and reinforced through D4H.

• Completion of learner registration required for fund access.

(existing resource)


By 30 June 2023

• Table-top exercises held at Advisory Group and Function meetings to build familiarity of plans and arrangements.

• Participation and observation occurring with partner agency exercises.

(existing resource)


By 30 June 2021

• TEMO participation in national/group exercise control.

(existing resource)


Ongoing • Delivery as per Capability Development Plan 2020.

(existing resource)


By June 2023

• Continue delivery on existing ITF programme.

• Adoption of new ITF programmes once released.

• Development of TEMO capability to deliver and assess standards.

(existing resource)

3 Referred to in the Group Plan by its former name: Adult Community Education (ACE) Fund


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



Ongoing • Support the Readiness and Response Advisory Group


By June 2023

• Controller, Recovery Manager function meetings established.

• New Controllers identified and appointed.

• Induction and initial training. • Statutory role holders attend

and complete the National Response and Recovery Programme. (TA responsibility for training

staff costs)

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

By June 2023

• Policy review programme continues.

(existing resource)


Ongoing • SOP review commenced. • Ongoing review of agency

SOP's and Emergency Plans to ensure consistency

• Function plans and aids established.

(existing resource)

RR 6 The Recovery programme of work to be completed by 2020 will guide the activities of the Group to prepare for recovery ahead of an emergency, and enable the Group and partner agencies to achieve the recovery principles and policies.

By June 2021

• Review resourcing required for ongoing Recovery

(existing resource)

Engagement with priority communities likely to be affected by specific hazards to understand their values and priorities, the likely consequences and the support needed. This will allow the necessary capabilities, processes and arrangements to be identified.

By June 2023

• Continue engagement with Taranaki Councils to meet objective.


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Identification of key recovery partners needed to support recovery activities, including across local, regional and central government, non-government organisations, private sector, and within communities.

By June 2021

• Continue Regional delivery post COVID-19

• Build on the work of COVID-19 Recovery

(existing resource)

Identification and prioritisation of actions to address gaps in recovery preparedness.

By June 2021

• Addressed as part of the recovery work programme.


National requirements for National Disaster Resilience Strategy to be defined. This will drive the way contingency planning and disaster risk mitigation is carried out. Impacts for Group to be explored.

By June 2023

• Complete Tsunami and Earthquake hazard contingency plans

(existing resource)


By June 2021

• Recovery concept of operations to be established

• Build on the work of COVID-19 Recovery


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6 | EM System Reforms

The Ministerial Review into Better Responses to Natural Disasters and Other Emergencies

resulted in a Government decision “Delivering better responses to natural disasters and

other emergencies, Government response to the Technical Advisory Group’s

recommendations, August 2018’. Implementation of the government decision is called the

emergency management system reforms (the Reforms).

The government decision is broken down into actions over the next twelve (12) months, and other

more substantive actions which will require significant budget investments and legislative change at a

national level. The emergency management systems reform report indicates a clear direction to a

professionalised emergency response system involving stronger national leadership with regulatory

and legislative controls.

Delivering better responses to natural disasters and other emergencies


3 Continue to work across local government, emergency services and relevant government agencies on ways to improve volunteer capability and capacity, and to ensure volunteers are kept safe in the system.

June 2021 • Build Safety Function capacity (as per CIMS v3)

• Continue delivery of training and exercising for external CDEM agency personnel and volunteers, funded by CDEM capability fund as national pilot

2 Retire the name ‘civil defence’ and replace it with ‘emergency management’ to better reflect the broad and integrated nature of who the emergency management sector is and what it does.

December 2020

• Scope the impact and cost of rebranding for the Taranaki Group

• Inclusion of project budget into LTP

5 Amend the Civil Defence Emergency Management Act to enable Fly-in Controllers to undertake their statutory function anywhere in the country.

Longer term • Controller capability and capacity issues assessed and development is a work in progress

• Continue enhancements to Controller appointment and management


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7 Enforce the expectation that people in relevant Co-ordinated Incident Management System roles are trained and competent.

Longer term • Implement MOU with Taranaki Regional Council for release of staff

• All statutory role holders (Controllers and Recovery Managers) to attend the Response and Recovery Leadership Development programme

8 Require local authorities to cooperate as a CDEM Group within each region with shared emergency management services and personnel.

Longer term • Implement the 96 recommendations from the Capability Assessment Report 2020

9 Require CDEM Groups to have a clear decision point and communications for when there is an emergency so it is clear who is in charge.

Longer term • Continue to define through CIMS functions meetings

• Review and update of the Taranaki Response Management Plan

11 Iwi representation on the CEG of each Group, to ensure iwi input into advice to the Group on governance and planning. How iwi are represented in areas where multiple iwi are present will also need to be worked through.

Longer term • Commence engagement with Iwi Chair's forum via Recovery Forum


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7 | Significant Projects

A significant project is defined as one that, alone or in combination with other concurrent

projects, is anticipated to cause sustained work impacts that are greater than what is

considered tolerable for delivery within existing Group Office resource.

Two significant projects are carried forward to 2020/21 financial year, these significant projects are

funded through external funding, or an additional project budget. One new project reflects the

outcomes of the Capability Assessment Report and COVID-19 Response

ECC Development Project (Phase two)

The Robe St facility (Emergency Coordination Centre) was commissioned in the 1980s as a purpose-

built facility for Civil Defence Emergency Management. A project to upgrade the facility has been

approved, and a detailed project scope and outcomes developed. Design, planning and consenting

(phase 1) occurred in the 2018/19 financial year, funded from capital budget. Construction (phase 2)

will occur within the 2020/21 financial year, with full completion date to be confirmed.

This capital project will address site use restrictions, by reconfiguring internal office and meeting

spaces within the existing envelope of the building.

The desired outcome is to enable greater separation of the facility’s primary uses:

Permanent use:

• Housing the Group Office staff (TEMO staff + contractors);

• Training facility for CDEM staff, volunteers and sector organisations (within the operations

room, for non-emergency use only);

• Large meeting space (Advisory Group meetings, 20+ attendees) organisations (within the

operations room, for non-emergency use only);

• Equipment store and garaging

Emergency use:

• Regional Emergency Coordination/Operations Centre (ECC), during emergency

activations (CDEM or other agency led).

Phase two construction is estimated at $380,000, which includes a 10% contingency.


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GIS Scoping Project

Project funding application has been approved to complete a GIS scoping project, to determine the

future needs and structure of a regional GIS system for Taranaki CDEM Group.

The project will determine requirements for a GIS shared service across the CDEM Group members,

including functionality, technical structure, software and licensing, user requirements, sharing

agreements, staging, detailed budget, and ongoing human resource requirements. These learnings

will be applicable to other Groups with shared user requirements.

The outcomes of this investigation will provide a solid foundation for the Group to decide on

committing budget and resource to the implementation and maintenance of GIS capability.

NEMA funding of $25,000 is matched by the Taranaki CDEM Group, for a total budget of $50,000.

Corrective Action Programme

The Capability Assessment Report recommended 96 actions for CDEM in Taranaki. These

recommendations have been prioritised and work on the highest priority items has begun. The

COVID-19 debrief process will identify further recommendations for improvement with the debrief

report due for approval by 30 December 2020. The implementation of critical items has already

begun.

The intent is to combine the recommendations from both Capability Assessment Report and the

COVID-19 debrief into a Combined Corrective Action Programme. This will enable the prioritisation,

planning and implementation of these recommendations. The timing and scheduling of the

implementation of these recommendations will be over a 5 – 10 year period increasing the base load

of TEMO and council CDEM staff.


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8 | Appendices

Appendix A: Taranaki CDEM Group Vison 2025


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Appendix B: Group Plan Objectives

The following objectives are established in the Taranaki CDEM Group Plan to give effect to the strategic vision.

Governance

Strategic goal

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

Principles/policies

1.1 Organisations will cooperate and develop relationships at governance, executive, and operational levels to understand and accept roles and responsibilities.

Objectives/actions to achieve the Strategic Goal



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

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




Disaster risk reduction

Strategic goal

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

Principles/policies

2.1 Risk reduction actions in Taranaki will be prioritised in order of:

1. risks to human life and safety and to vulnerable communities

2. risks to the built environment (critical infrastructure and lifeline utilities)

3. risks to the natural environment

4. risks to the economic environment

2.2 Hazard, risk information, and levels of risk will be discussed with communities to enable them to make informed decisions on reduction works and on the acceptability of any residual risks.

2.3 Risk reduction will be based on scientific research and risk analysis and will be approached in a balanced, practical, and achievable way using best practice methods.


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2.4 Risk reduction activities will be identified and coordinated collaboratively.

2.5 Risk reduction and prevention will be promoted with consistent messaging.



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




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

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

Organisational resilience (readiness)

Strategic goal

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

Principles/policies

3.1 All organisations involved in Taranaki CDEM activity are clear about their roles and responsibilities, actively plan and prepare for response and recovery, and take a unified approach with other partners, to ensure an effective whole of sector delivery of CDEM.


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



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


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


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Community resilience (readiness)

Strategic goal

Community resilience is strengthened so that the impacts from disasters are reduced and communities are equipped to adapt to change.

Principles/policies

4.1 Consistent engagement with communities about emergency preparedness, including the possible longer-term consequences, will enable them to be aware of and take action in a coordinated and collaborative way, including vulnerable groups, families, individuals, minors and businesses.


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






Capability development (readiness, response and recovery)

Strategic goal

We develop the capability of staff and volunteers to effectively carry out their roles in readiness, response and recovery.

Principles/policies

5.1 All organisations involved in CDEM will commit to training, ongoing professional development and release of personnel for CDEM readiness, response and recovery purposes.


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







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Response and recovery

Strategic goal


Response Principles/policies

6.1 The objectives for a civil defence emergency response are:

1. the preservation of life; and

2. the prevention of escalation of the emergency; and

3. the maintenance of law and order; and

4. the provision of safety and security measures for people and property; and

5. the care of sick, injured, and dependent people; and

6. the provision of essential services; and

7. the preservation of governance; and

8. the protection of assets that includes buildings and their contents and cultural (including waahi tapu and taonga tuku iho) and historic heritage assets; and

9. the protection of natural and physical resources and the provision of animal welfare (to the extent reasonably possible in the circumstances); and

10. the continuation or restoration of economic activity; and

11. the putting into place of effective arrangements for the transition to recovery.

6.2 Emergency management response will be locally delivered and regionally coordinated and will utilise the Coordinated Incident Management System (CIMS).

6.3 Organisations will coordinate their response and action planning with the appropriate lead agency and utilise regional or national support as appropriate.

6.4 Response organisations will communicate and engage with communities regarding response activities during an emergency.

6.5 Up-to-date public information on the response situation and activities, both undertaken and planned, will be communicated in an integrated way with consistent messaging to the community through a range of mechanisms.

6.6 As far as is practicable, response activities will be undertaken with a view to recovery and the need to “build back better”.

Recovery Principles/policies

6.7 Comprehensive community recovery that takes into account community values and priorities is coordinated by the lead organisation at local and regional levels to address the social, built, economic, natural and rural environments.

6.8 Recovery organisations will collaborate both pre- and post-emergency to support the lead organisation and affected communities.

6.9 Recovery actions will be balanced and practicable, and will take opportunities to minimise future exposure to risks with the aim to undertake risk reduction and to “build back better” wherever possible.

6.10 Response and recovery organisations will communicate recovery activities to the community during the transition to recovery.

6.11 Organisations involved in recovery commit to completing the recovery process and returning to ‘business-as-usual’ activities as soon as practicable.


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6.12 Recovery organisations will communicate and consult with affected communities, and where practical, provide opportunities for the community to assist or have input into recovery activities.

Response Objectives/actions to achieve the Strategic Goal



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

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


Recovery Objectives/actions to achieve the Strategic Goal

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

• Engagement with priority communities likely to be affected by specific hazards to understand their values and priorities, the likely consequences and the support needed. This will allow the necessary capabilities, processes and arrangements to be identified.

• Identification of key recovery partners needed to support recovery activities, including across local, regional and central government, non-government organisations, private sector, and within communities.

• Identification and prioritisation of actions to address gaps in recovery preparedness




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Appendix C: TEMO Service levels

Service level commitments are required to ensure that the proper elements and

commitments are in place to provide regional coordination and support of Civil Defence

Emergency Management for the Taranaki Group area.

Service levels will clarify roles and responsibilities provided by the Group Office in support and

delivery to the Group Partners and Stakeholders.

The objectives of this section are to:

• Provide clear reference to service ownership, accountability, roles and/or responsibilities;

• Present a clear, concise and measurable description of service provision to the customer;

• Match perceptions of expected service provision with actual service support & delivery;

Service level responsibility

Responsibility for specified service levels have been determined and outlined:

Strategic priorities

Outcome statement

Group Office (TEMO) service level Taranaki Councils service level

Go

ve

rna

nc

e

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

Governance advice and technical support

Representation and advocacy on behalf of the CDEM Group on national bodies and projects

Coordination and support of Advisory Groups and Committees

Maintaining relationships and robust communication networks

Activity Management Planning and performance reporting

Contracts management

Project coordination and management

Leadership and active participation in:

- CEG - CDEM Group Joint Committee - Advisory Groups

Approval of CDEM Group Plan

Incorporation of CDEM Group Activity Management Plan into LTP

Incorporation of any partner CDEM activity into LTP

Dis

as

ter

risk

re

du

cti

on

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

CDEM Group Plan and supporting documentation

Lead development of group documentation:

- Strategy & policy - Contingency plans

Establish and maintain information on Group area hazardscape and review risk reduction priorities

Engage the scientific community to contribute research informing the Taranaki hazardscape

Technical specialist input into CDEM strategy, policy and contingency plans

Integration of hazardscape information and risk reduction actions into business planning and delivery


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Outcome statement

Group Office (TEMO) service level Taranaki Councils service level O

rga

nis

ati

on

al

resil

ien

ce

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

Lead development of group documentation

- Standard operating procedures - CIMS function plans

Specify and manage group operating systems

- Software & licensing - Radios, repeaters & licencing - Record keeping - Backup systems (resilience) - Public alerting - EMIS (Emergency Management

Information System) - Group contacts and equipment

database (D4H) - GIS

Coordination of group CDEM activity

Maintain the Group Emergency Coordination Centre (ECC) in a ready state

Maintain operational capability of CDEM personnel

Implementation of strategy, policy and contingency plans

Maintain district Emergency Operation Centre’s (EOC) in a ready state

Maintain operational capability of CDEM personnel

Co

mm

un

ity r

es

ilie

nce

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

Lead community education and awareness about hazards and readiness

Lead community emergency planning

Lead community volunteer recruitment and capability development

Specify and lead Civil Defence Centre capacity and capability for response

Support strategic recovery planning to reduce risk exposure

Coordinate, deliver and maintain community emergency planning

Maintain and manage community volunteer capability

Maintain and manage Civil Defence Centre capability for welfare response

Lead strategic recovery planning and identifying management to reduce risk exposure

Ca

pa

bil

ity

de

ve

lop

me

nt

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

Group capability development planning

CDEM professional development coordination and delivery

- Integrated Training Framework (ITF)

- Adult Community Education fund (ACE)

Learning development system management (Takatu)

Development of Group exercising plan and delivery

Corrective action planning and implementation

ECC CIMS function leads engagement and support

Emergency Management Facilities (ECC/EOCs) audit support

Identification and release of staff for CDEM professional development and exercising

EOC CIMS function leads engagement and support

Maintenance of Business Continuity Planning (BCPs) and capability

Corrective action planning and implementation


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Outcome statement

Group Office (TEMO) service level Taranaki Councils service level R

es

po

nse

& r

ec

ov

ery


24/7 duty monitoring and disseminating warnings

Responding to the adverse effects of emergencies on behalf of the CDEM Group (via ECC):

- Control - Recovery - Welfare coordination - Public Information Management

(PIM) - National/Regional Lifelines

coordination - Intelligence - Planning - Operations - Logistics

Assisting recovery operations on behalf of the CDEM Group

Responding to the adverse effects of emergencies on behalf of the District (via EOC):

- Control - Recovery - Welfare delivery - Local PIMS - Intelligence - Planning - Operations - Logistics

Delivery of Lifeline Utility responsibilities

Local recovery planning and delivery


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Subject: Appointment of Ms Linda Weterman as temporary Group Welfare Manager and Resignation of Ms Nadine Ord


Purpose

1. The purpose of this memorandum is to note the appointment of Ms Linda Weterman to the role of Group Welfare Manager under contract for an initial period of one month, with an extension if required, under delegated authority for the Taranaki CDEM Group. Also to note the resignation of Ms Nadine Ord from the role of Group Welfare Manager

Executive summary

2. The Taranaki Group Welfare Manager, Ms Nadine Ord, has accepted a secondment to the New Plymouth District Council (NPDC) for two years and has therefore tendered her resignation as Group Welfare Manager, effective 25 August 2020.

3. TEMO has advertised Ms Ord's role (Resilience and Group Welfare Manager) and is going through a recruitment process for a permanent replacement. The intent is to appointment the successful applicant as Group Welfare Manager.

4. On the 5th March 2019 the Taranaki CDEM Joint Committee delegated authority to CDEM Group Controller, in consultation with the CEG Chair, to identify and appoint suitable person to the role of Group Welfare Manager or Alternative Group Welfare Manager

5. For the avoidance of doubt, confirmation is sought by the Joint Committee for the appointment of Ms Linda Weterman, Parliamentary Services to role of Taranaki Group Welfare Manager, under contract for an initial period of one month, with an extension if required

Recommendations


a) receives the Memorandum Group Welfare Manager Appointments and Resignations

b) notes Ms Nadine Ord's resignation from the role of Group Welfare Manager

c) notes that TEMO is recruiting for Ms Ord's role at the Group Office

Taranaki Civil Defence Emergency Management Group Joint Committe - Appointment of Ms Linda Weterman as Temporary Group Welfare ...

128

https://www.google.com/search?rlz=1C1GCEA_enNZ872NZ872&q=secondment&spell=1&sa=X&ved=2ahUKEwjE6bWD5vPqAhU8zzgGHWiACcEQBSgAegQIDBAm

d) notes the intent to appoint the successful candidate as permanent Group Welfare Manager

e) endorses the appointment of Ms Linda Weterman, to the role of Taranaki Group Welfare Manager, under contract for an initial period of one month, with an extension if required

f) acknowledges the service that Ms Nadine Ord has provided for the Taranaki CDEM Group in her time as Group Welfare Manager, especially in the COVID-19 Response.

Background

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

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

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

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

Discussion

Permanent Group Welfare Manager Appointment

8. Ms Nadine Ord was appointed to the role of Group Welfare Manager on the 23rd May 2019, following her recommendation to the Taranaki CDEM Joint Committee by the Welfare Coordination Group and Coordinating Executive Group.

9. On the 27 July 2020 Ms Ord accepted a 2 year secondment to NPDC and resigned from her role as Group Welfare Manager roles, effective as of 26 August 2020.

10. The current Alternate Group Welfare Manager, Mr Chade Julie, has confirmed his availability of remaining in the alternate role, however for personal reasons he is not available for the next three months.

11. TEMO has advertised Ms Ord's role (Resilience and Group Welfare Manager) and is going through a recruitment process. The intent is to appointment the successful applicant as Group Welfare Manager under the National Plan

12. This appointment Group Welfare Manager will be by the Taranaki CDEM Group Controller, in consultation with the CEG Chair.

13. The CEG and Joint Committee will be advised and asked to confirm the appointment of the new Group Welfare Manager.

Acting Group Welfare Manager Appointment

14. The Acting Taranaki Group Controller has worked with the CEG Chair to identify and appoint a suitable person to the role of Group Welfare Manager for a period of at least one month, with the possibility of extension.

15. Ms Linda Weterman, Parliamentary Services has made herself available, and Parliamentary Services has agreed to release Ms Weterman for Group Welfare Manager duties during response and into recovery for at least one month.


129


16. Section 62(6) of the National Civil Defence Emergency Management Plan Order 2015 allows the Group to appoint one or more persons to be Group Welfare Managers



18. Group Welfare Manager merit for council staff is the responsibility of TEMO and covered under existing budget.



20. Group Welfare appointments are consistent with National CDEM Plan, Taranaki CDEM Group Plan, Taranaki Group Welfare Plan and the Coordinated Incident Management System (CIMS) v3.

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


22. The Group appoints Group Welfare Manager in accordance with Sections 62(6) of the National Civil Defence Emergency Management Plan Order 2015



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Subject: Letters from the Minister of Civil Defence and the National Emergency Management Agency re COVID-19 Response

Approved by:

Craig Campbell-Smart, CDEM Regional Manager

Purpose

1. The purpose of this memorandum is to advise the Taranaki Emergency Management Group Joint Committee of two letters of thanks received in relation to the COVID-19 Response. One from Minister Peeni Henare, Minister of Civil Defence and the second from Carolyn Schwalger and Sarah Stuart-Black of the National Emergency Management Agency

Executive summary

2. The Hon Peeni Henare, Minister for Civil Defence has written a letter (Appendix A) to thank CDEM Groups for their part in the Government's fight against the COVID-19 virus.

3. This letter also notes the MCDEM was ranked fourth in Colmar Brunton's Public Sectors Reputation Index 2020 and recognises the contribution of CDEM Groups to that ranking

4. Carolyn Schwalger, Chief Executive, National Emergency Management Agency (NEMA) and Sarah Stuart-Black, Director, Civil Defence and Emergency Management have written a letter (Appendix B) thanking Groups for their work during the COVID-19 response

5. This letter also provides an update on recent developments at the NEMA.

Recommendations


a) receives and notes the letters from Minister Peeni Henare, Minister of Civil Defence and the second from Carolyn Schwalger and Sarah Stuart-Black of the National Emergency Management Agency

Taranaki Civil Defence Emergency Management Group Joint Committe - Letter from Minister and NEMA re COVID-19 Response

131






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



Appendices

Appendix A: Letter from Minister Henare

Appendix B: Letter from National Emergency Management Agency


132


133


134

15 June 2020 Ref: 4263617

To: Joint Committee (JC) Chairs and Coordinating Executive Group (CEG) Chairs Cc: CDEM Group Managers, NEMA Leadership Team and Development Unit staff

Tēnā koutou katoa,

We write on this occasion to forward to you a letter of appreciation for the work of CDEM

Groups during the response to COVID-19 and to update you on some recent developments at

NEMA.

Transition of welfare functions

As you know, on June 8 the country moved to Alert Level 1. On the same day, the Minister of

Civil Defence lifted the National Transition Period. Many CDEM Groups are now well into the

process of transitioning away from leading the coordination of the emergency response at the

regional level.

We are particularly pleased to be able to advise you that also on June 8, the Cabinet Business

Committee confirmed the transition of welfare functions from CDEM Groups to the Ministry of

Social Development. This enables most Groups to reduce their activities to something more

akin to BAU. Work is ongoing to resolve those few issues that have a longer tail, including the

provision of welfare support to foreign nationals and management of isolation and quarantine.

We thank you for your understanding and patience as these matters move towards resolution.

Stabilising NEMA

We have continued to step our way through NEMA’s transition during and around the

response to COVID-19 under a “Stabilising NEMA” banner. We have made a number of

previously fixed-term roles permanent, are transferring some functions which have sat inside

the Department of the Prime Minister and Cabinet into NEMA and we are close to finalising

the re-design of some of our organisational structures.

The Stabilising NEMA work provides a pathway for increased resourcing in areas that

stakeholders and NEMA have agreed are early priorities for investment. It is also an important

early step in our longer-term “Designing for the Future” work programme.

Change to David Coetzee’s role

We are pleased to announce that David Coetzee begins a new role in NEMA from today.

David has assumed leadership of a new unit that will be responsible for regional partnerships

and supporting wider CDEM capacity. Our Regional Emergency Management Advisors and

the work we do with Pacific partners will make up the heart of the unit initially, but we intend to

develop the breadth of the unit’s coverage. Kevin Fenaughty will be acting manager in the

National Operations portfolio while we recruit.

In the time that David has been the Capability and Operations Manager, he has led and

implemented a wide variety of initiatives to build and strengthen our emergency management


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DPMC: 4263617 2

systems and arrangements – across the implementation of EMIS (and our new Emi), two

editions of CIMS, the CDEM exercise programme and the response and recovery leadership

programme to name but a few. Two other initiatives in particular stand-out: his work around

the tsunami arrangements as part of the Pacific Tsunami Warning System, including Chairing

a UN subcommittee and working with GNS Science to integrate science advice into decision-

making for warnings and evacuations; and leading the development of the business case and

implementation of the Emergency Management Alert system, for which he received the Gold

Ministerial Award in 2018.

David has also performed the role of National Controller across more than 45 emergencies

since he began in the role in 2008. David’s new leadership role presents an opportunity to

plan for the succession of a new National Controller. It is our intention to initiate recruitment for

a new National Operations Manager who will eventually be delegated the National Controller

role. For now, David will retain the National Controller delegation until the successor is ready

to take on the role. At that point, David would remain as an alternate National Controller – thus

building further resilience.

Even now, David continues in the NCMC until the end of month when we anticipate new

arrangements to be in place to manage COVID-19. David will be working with Kevin

Fenaughty, as the Acting National Operations Manager over the coming weeks as he

transitions from his current role to his new role.

New unit with responsibility for lifting capability

In addition to the new unit led by David, we will be standing up another new unit from 22 June

that will have responsibility for the part NEMA plays in lifting capability of the emergency

management system. NEMA’s capability development team and the team in DPMC which is

responsible for CIMS training standards and guidelines development under the current

national security workforce banner will transfer into this unit. We anticipate other functions,

such as exercising and continuous improvement, will also be housed in this unit. Barina

Barrett will be acting manager for this unit while we recruit.

While it would have been tidy to have finalised the nomenclature and design of the new units

before going to market, on balance we judged that building the NEMA senior leadership

bench-strength took priority. We hope to be ready to go to market for the two new NEMA

senior leadership roles no later than the week of 22 June.

While CDEM has yet to fully transition out of the COVID-19 response, and the demands in

some regions remain high, hopefully the pace and intensity is starting to ease and you are

able to rest and rotate staff.

Ngā mihi

Carolyn Schwalger Chief Executive

Sarah Stuart-Black Director, Civil Defence Emergency Management


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Subject: Letter from the National Emergency Management Agency


Purpose

1. The purpose of this memorandum is to advise the Taranaki Emergency Management Group Joint Committee of a letter from National Emergency Management Agency clarifying national tsunami warning options

Executive summary

2. Sarah Stuart-Black, Director, Civil Defence and Emergency Management has written to Sven Hanne, Chair of the Coordinating Executive Group Taranaki CDEM Group noting that Emergency Mobile Alerts (EMA) messages are now also formatted in accordance with the Common Alerting Protocol (CAP), which allows EMA life safety messages to be on-distributed by other CAP-enabled systems, such as the New Zealand Red Cross' Hazard App.

3. TEMO has been advised by the New Zealand Red Cross that their Hazard App will automatically distribute Emergency Mobile Alerts (EMA). This will widen the distribution of Alerts to those in Taranaki who are outside cell coverage areas but have internet access, provided the user has that functionality enabled in the App.

Recommendations


a) receives and notes the letter from Sarah Stuart-Black of the National Emergency Management Agency regarding national Tsunami warning systems

b) notes that Alerts sent through the Emergency Mobile Alert system will now be automatically forwarded through the New Zealand Red Cross' Hazard App



Taranaki Civil Defence Emergency Management Group Joint Committe - Letters from NEMA re Emergency Mobile Alerts

137




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



Appendices

Appendix 1: Letter from Sarah Stuart-Black, Director, Civil Defence and Emergency Management


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Level 4, Bowen House, Parliament Buildings | PO Box 5010, Wellington 6145, New Zealand Tel: +64 4 830 5100 | Fax: +64 4 817 8554 | [email protected] | www.civildefence.govt.nz

The National Emergency Management Agency (NEMA) was established on 1 December 2019, replacing the Ministry of Civil Defence & Emergency Management. NEMA is an autonomous departmental agency, hosted by the Department of the Prime Minister and Cabinet.

05 August 2020

Sven Hanne

Chair, Coordinating Executive Group

Taranaki CDEM Group

Cc: Craig Campbell-Smart

Dear Sven

Tsunami Sirens Technical Standard: Follow-up

Thank you for your reply to my letter about the status of your CDEM Group in relation to compliance

with Technical Standard [TS03/14] that was sent to you in February. I note that the Taranaki CDEM

Group do not use sirens for tsunami warning.

My letter in February referred to the advances made with regards to tsunami warning in New Zealand,

including the introduction of the Emergency Mobile Alerts (EMA) system. I am pleased to advise that

EMA messages are now also formatted in accordance with the Common Alerting Protocol (CAP),

which allows EMA life safety messages to be on-distributed by other CAP-enabled systems (for

example, one such system is the Red Cross Hazard App that only needs to be connected to the

internet). This means EMA messages can now also be received by people that are outside cell

network coverage, adding a further option in our alerting ‘toolbox’.

Ngā mihi,

Sarah Stuart-Black

Director, CDEM


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https://www.civildefence.govt.nz/cdem-sector/guidelines/common-alerting-protocol/?utm_medium=email&utm_campaign=NEMA%20e-Bulletin%20July%202020&utm_content=NEMA%20e-Bulletin%20July%202020+CID_a4f5e8b55c102a16d42cb05ed25f04c6&utm_source=Campaign%20Monitor&utm_term=Common%20Alerting%20Protocol

Documents

Group Committee Meeting Thursday 10 September 2020, 10 · Emergency Management Group Joint Committee meeting held via audio-visual link on Tuesday 21 May 2020 at 1.30pm. b) notes