Strategic Roadmap for Emergency Management in Niue · Strategic Roadmap for Emergency Management 2015 - 2019- Niue 3 A foreword by the Premier of Niue – the Honourable Mr Toke Talagi

i

Strategic Roadmap for Emergency Management in

Niue

2015 – 2019

The Niue Emergency Management Sector’scontributi on to support the

Niue Nati onal Strategic Plan2014 – 2019

Niue Ke Monuiana – a prosperous Niue

Strategic Roadmap for Emergency Management

in Niue2015 – 2019

The Niue Emergency Management Sector’s contributi on to support the Niue Nati onal Strategic Plan 2014 – 2019Niue Ke Monuiana – a prosperous Niue

Strategic Roadmap for Emergency Management 2015 - 2019- Niue

©Copyright the Pacifi c Community (SPC) 2015

All rights for commercial / for profi t reproducti on or translati on, in any form, reserved. SPC authorises the parti al reproducti on or translati on of this material for scienti fi c, educati onal or research purposes, provided that SPC and

the source document are properly acknowledged. Permission to reproduce the document and/or translate in whole, in any form, whether for commercial / for profi t or non-profi t purposes, must be requested in writi ng. Original SPC

artwork may not be altered or separately published without permission.

Original text: English

SPC00034

September 201

SPC DISCLAIMERWhile care has been taken in the collecti on, analysis, and compilati on of the data, they are supplied on the conditi on that the Pacifi c Community shall not be liable for any loss or injury whatsoever arising from the use of the data.

The Pacifi c CommunityGeoscience Division (GSD)Private Mail Bag, GPO Suva, Fiji IslandsTelephone: (679) 338 1377Fax: (679) 337 0040Email: [email protected]

This report has been produced with the fi nancial assistance from the Pacifi c Community.

This Strategic Roadmap is the result of consultati on by the Pacifi c Community (SPC), New Zealand Ministry of Civil Defence and Emergency Management and the New Zealand Fire and Emergency Service (14–22 February 2015). This culminated in a two-day workshop held at the Niue Golf Club in Niue on17–18 February 2015 and was att ended by senior stakeholders of Niue’s emergency management community. A further consultati on was held on 21 August 2015 with the Government of Niue.


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Table of ContentsAbbreviati ons and Acronyms.......................................................................................................................... 2

Foreword........................................................................................................................................................ 3

Executi ve summary......................................................................................................................................... 4

Current Situati on............................................................................................................................................. 6

Relati onship to Nati onal Planning.................................................................................................................. 6

Why have a Strategic Roadmap?.................................................................................................................... 8

Why are we doing this process now?............................................................................................................. 8

Approach...................................................................................................................................................... ...9

Current issues aff ecti ng Emergency Management in Niue.......................................................................... 10

Goals............................................................................................................................................................. 11

Key Result Areas........................................................................................................................................... 11

Supporti ng strategies.................................................................................................................................... 12

Turning words in to acti on............................................................................................................................ 14

Approval.....................................................................................................................................................14

Governance.................... ............................................................................................................................15

Implementati on detail.................... ...........................................................................................................15

Engagement ..............................................................................................................................................16

Review...................................................................................................................................................... ..16

Appendix 1 ....................................................................................................................................................17

Appendix 2 ....................................................................................................................................................18

Table of Figures

Figure 1. PIEMA building capability and capacity illustrati on........................................................................ 9

Figure 2. Emergency transiti on – reacti ve to proacti ve................................................................................ 12

Figure 3. Interrelati onships and linkages for a sustainable emergency service......................................... .14

Figure 4. Planning Process of Niue Strategic Roadmap for Emergency Manangement............................ ..15


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Abbreviations and AcronymsBSRP Building Safety and Resilience in the Pacifi cC3 Command, Control and Co-ordinati on (incident control or management systems)COP Chief of PoliceEM Emergency ManagementEMN Emergency Management NiueGDP Gross Domesti c ProductIMS/ICS Incident Management System/ Incident Control System (AIIMS/ICS, CIMS, NIIMS)KRA Key result areasMCDEM NZ Ministry of Civil Defence and Emergency ManagementMFAT NZ Ministry of Foreign Aff airs and TradeNDC Nati onal Disaster CouncilNDMO Nati onal Disaster Management Offi ceNEOC Nati onal Emergency Operati ons CentreNZFES New Zealand Fire and Emergency ServicePICT Pacifi c Island Countries and TerritoriesPIEMA Pacifi c Islands Emergency Management AlliancePIFESA Pacifi c Islands Fire and Emergency Services Associati onSOP Standard Operati ng ProcedureSPC Pacifi c CommunitySREM Strategic Roadmap for Emergency Management (Niue)SWOT Strengths, Weaknesses, Opportuniti es and ThreatsToR Terms of Reference


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A foreword by the Premier of Niue –the Honourable Mr Toke Talagi

Our country is small and our hazards are many – we must be prepared and ready to manage any threat to our beauti ful nati on of Niue.

With this in mind, I am very pleased to be able to talk about the Strategic Roadmap for Emergency Management (SREM) in Niue. I am encouraged that the emergency management sector has taken the initi ati ve to work together to learn about and consider the Pacifi c region’s ‘best practi ce’ and adapt their fi ndings to suit Niue’s unique circumstances in support of our Nati onal Strategic Plan – Niue ke monuina – a prosperous Niue.

Secondly, I am encouraged to learn that our emergency management sector is embracing and advocati ng the principles of shared responsibility – an all risks, all hazards – whole of island approach. This approach clearly outlines that every one of us in Niue has a role to play in planning, preparing, responding and, most importantly, recovering from the natural and man-made adverse events that will challenge us in the future.

The events of January 2004 are indelibly imprinted in our nati ons memory and the enormous impacts of cyclone Heta are sti ll felt today. However, slow onset events like drought or disease can have less dramati c, but equally damaging consequences for our nati on.

These events will test us again and again, but we now have an opportunity through this strategic roadmap to ensure that our community has the understanding and resilience to work as one to minimise the impact of any future events.

I strongly encourage all government departments, agencies and citi zens to share responsibility for the principles espoused in this strategic roadmap to help build a stronger, more resilient Niue.

Fakaue lahi mo e Ki a monuinaThe Honourable Mr Toke TalagiPremier of Niue


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An Executive Summary by the Secretary to Government and Chairman of the National Disaster Council – Mr Richard Hipa

The Strategic Roadmap for Emergency Management (SREM) in Niue is the result of extensive consultati ons and research. This included a stakeholder workshop to look at contemporary best practi ce within the Australasian region with the view to reform the emergency management arrangements in Niue.

The SREM process allowed us, for the fi rst ti me, to sit down as group and discuss the issues that collecti vely face us as a sector rather than as individual agencies like police, fi re and government departments. Our own experiences with signifi cant events like

cyclone Heta and other overseas incidents show us clearly that successful emergency management can only occur when everyone knows what to do and can work together as a single interoperable unit.

The goals that we aspire to in this roadmap include:

� a shared responsibility and a ‘whole of nati on’ approach to emergency management; � strengthening nati onal resilience to any adverse event; and � increasing the value of our emergency management sector to Niue.

We plan to do this by implementi ng programs and reforms that will produce:

� integrated and interoperable emergency management agencies; � streamlined governance and structures; � increased capability within all levels of our society; and � stronger engagement between communiti es, government and agencies.

Now embedded into our roadmap’s principles and programs is an important point – good emergency management and outcomes are not achieved by just enacti ng legislati on, writi ng operati ng procedures and buying resources and equipment. While these things are key, they are nowhere as important as the human aspect of relati onships, leadership, trust and the ability to work together using common procedures.

This strategic roadmap outlines strategies that will address these issues by recommending signifi cant reforms to the way we are currently providing services.


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This includes:

� the introducti on of a domesti c fi re and emergency service capability; � expanded roles for fi re and emergency services to become the operati onal arm of the recently

appointed Nati onal Disaster Management Offi cer; � additi onal emergency service capabiliti es (technical rescue, search and rescue, hazardous materials,

etc.); � additi onal formal training and introducti on of competency standards; � community safety educati on, awareness and engagement; � services to support the fi re and life safety components of the nati onal building code; � strategies to encourage and introduce volunteers to support emergency services; � services to support and strengthen Niue’s tourism sector; � strategies to reduce the incidence of wildfi re; � alignment of agency procedures and protocols to allow for greater interoperability before, during and

aft er incidents; � common radio communicati on channels; and � more opportuniti es for combined exercising and scenario testi ng to improve planning and preparedness.

Appendices to the SREM include a detailed program matrix that provides indicati ve outcomes and costi ng that will be further developed into individual program plans and terms of reference. This is an important document that will set our emergency management agenda for the next four years. It is parti cularly important for Niue as it will demonstrate to our donors and partners that we have considered and prioriti sed our development needs to strengthen this sector in a logical manner, based on regional best practi ce, in line with regional and nati onal planning frameworks.

We are grateful for the assistance of the New Zealand’s Ministry of Civil Defence and Emergency Management and the New Zealand Fire Service, as well as the Pacifi c Islands Emergency Management Alliance (PIEMA), which is hosted by SPC. The SREM was funded by the European Union 10th Economic Development fund through the Building Safety and Resilience in the Pacifi c (BSRP) program.

As Chairman of our Nati onal Disaster Council, I welcome this initi ati ve and encourage all Niueans to support and embrace our strategic roadmap for emergency management.

Fakaaue lahi Mr Richard HipaSecretary of Government & Chairman of the Nati onal Disaster Management Council


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Current SituationNiue is in a similar situati on to many Pacifi c Island countries and territories (PICTs) where emergency management (EM) legislati on, plans, structures and services in place, support agencies and NGO’s in-country or available to assist, and regional and country-specifi c support mechanisms are available but, for some reason, the nati on is unable to deliver world’s best practi ces during small- and large-scale incidents.

While the reasons for this may vary, the predominant factors that impact our ability to respond consistently and eff ecti vely are that:

� major disaster events occur infrequently and EM practi ti oners do not have regular opportuniti es to gain and apply experience;

� EM agencies may respond eff ecti vely as single agencies but struggle to co-ordinate when the situati on exceeds the capability of their agency and when more than one agency is involved;

� EM agencies have diff erent policies, procedures and training that may confl ict when they need to work together;

� there is no common or agreed protocol for the command, control and co-ordinati on of multi -agency resources and decision-making becomes diffi cult; and

� there is insuffi cient recogniti on and support for EM agencies and the value they can provide to community and gross domesti c product (GDP).

Large disaster events over the last decade have allowed countries and regional organisati ons to study and learn from the unfortunate experiences of others. The learnings and initi ati ves gained from these experiences are slowly but surely evolving into an understanding of what ‘good looks like’ and what is ‘world’s best practi ce’ in relati on to EM.

The Pacifi c Islands Emergency Management Alliance (PIEMA) has a great deal of collecti ve experience amongst its members and has an understanding of what works and is appropriate to the specifi c challenges facing PICTs and the mechanisms to share and strengthen ‘best practi ce’.

It is this latest understanding of what is considered the region’s ‘best practi ce’ for EM that is off ered for considerati on by Niue.

Consultati ons and a workshop of key stakeholders and EM practi ti oners have signifi cantly informed the structure and content of this roadmap.

Relationship to National PlanningThis Strategic Roadmap supports the vision and nati onal development pillars of the Niue Nati onal Strategic Plan (2014–2019) – Niue Ke Monuina – a prosperous Niue.

The following table indicates the number of nati onal strategies that the proposed outcomes of this strategic roadmap will support and strengthen.


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Nati onal Development Pillars Number of nati onal strategies that this strategic roadmap will help to support and strengthen.

Financial stability

Governance

Economic development and maintain crucial infra-structure

Social

Environment

Taoga Niue

Private sector development

The Strategic Roadmap for Emergency Management (SREM) will also adopt the guiding principles of ‘Niue ke Monuina’ in that it is:

� relevant to Niue ke Monuina – a prosperous Niue � effi cient and incorporates eff ecti ve systems � collaborati ve, communicati ve and consultati ve with sector-wide approaches. � accountable, responsible and transparent � eff ecti ve for sustainable healthy development and sustainable healthy environment � eff ecti ve for resource allocati on and use � allows for a strategic focus and alliance with key stakeholders � cohesive and co-ordinates the implementati on of the strategic objecti ves � outcome-focussed and aligned to cultural and spiritual values � a constant monitoring and evaluati on tool � a tool for implementati on framework and outcome-based sector plans.

The workshop parti cipants also, however, identi fi ed principles specifi cally for the emergency management sector, that include the less tangible concepts of:

� Leadership; � Interoperability; � Trust; and � Relati onships.


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Why have a Strategic Roadmap?A road map is a tool that travellers use to plan a journey from one locati on to another locati on. The map is a planning tool to determine what is the best route is, identi fying towns and villages that have to be travelled through to reach the desired desti nati on. The map shows major intersecti ons and important points of interest but does not show every hill, turn or bump in the road.

A Strategic Roadmap is a similar tool. It highlights our desti nati on or goal, as well as important milestones on the way and diff erent routes to achieve that goal. This is especially relevant for Niue because this journey is not just for one vehicle or agency, but involves several agencies, some of which may need to take a diff erent route with diff erent milestones to reach the same common goal.

What is important in this process is that we identi fy our desti nati on so that we are all going to the same place. Everyone involved with this journey has a common goal – a common picture of what the desti nati on might look like.

In this case, we are embarking on a four-year journey. When we get to the desti nati on, we may celebrate because we have reached our intended goal; however, we may fi nd that we have a new perspecti ve or vision and we might identi fy a new desti nati on or goal further up the road that we want to travel to.

The emergency management sector is constantly evolving as we learn from experiences. Planning needs to be fl exible to adapt to changing circumstances and challenges.

Strategic planning is not a ‘once only’ start / fi nish exercise. Successful enti ti es conti nually plan ahead to try and identi fy new goals and challenges to create the environment for ongoing success and development.

As any passionate traveller will know there is always another desti nati on just around the corner. You may never reach a fi nal desti nati on, but starti ng a reform process and conti nually learning will always be to Niue’s benefi t.

It is also important to remember that a Strategic Roadmap does not contain informati on on every bend, hill or bump in the road – only the goal (desti nati on) and key steps along the way (milestones). Detailed acti on plans will be produced to document the detailed steps to support the intent of this document.

Why are we doing this process now?The ti ming for this process has considerable merit in the current environment.

� The EU 10th Economic Development Fund is specifi cally geared towards supporti ng and strengthening PICTs EM structures and capabiliti es. Known regionally as “Building Safety and Resilience in the Pacifi c” (BSRP), resources are available to fund the planning process and, potenti ally, part of the implementati on.

� The current fi re service is restricted in its ability to provide domesti c services and does not appear to be meeti ng the expectati ons of off -airfi eld stakeholders.

� Strong, capable leadership of police, key ministries and departments and other stakeholders who have recognised weaknesses and are prepared to support reform.

� The establishment of a partnership agreement between the New Zealand Fire and Emergency Service and Niue to exchange technical support, advice and knowledge as a part of PIEMA.

� The ongoing support of New Zealand’s Ministry of Civil Defence and Emergency management (MCDEM), which has a close and long-term relati onship with Niue’s emergency management sector.

� The emergence of PIEMA as a regional body supported by the Pacifi c Community (SPC) and other regional agencies to assist PICTs in strengthening their EM capabiliti es.


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� The growth in Niue as a nati on with a strong tourism brand and the increasing risks and hazards that emerges from such development.

� Niue’s desire to strengthen services at the nati onal and community level and strive for ‘best practi ce’. � The desire of the emergency management community to contribute to and provide guiding principles

to the Niue Nati onal Strategic Plan 2014-2019.

Other specifi c drivers for change that were identi fi ed during consultati ons include the:

� desire of government to align services; � need to obtain greater value from Niue’s existi ng fi refi ghters; and � desire to increase the skills, services and professionalism of the EM sector.

Approach

Experience gained from working with and learning from other PICTs and regional EM agencies’ experience has indicated that the development of a fully interoperable nati onal response to emergencies and disaster events is a slow and measured process. This has litt le to do with the amount of money available to support nati onal arrangements but more to do with human elements and insti tuti onal arrangements.

The USA experience with Cyclone Katrina in 2006 is an example of where one of the richest, most resourced nati ons in the world was unable to deal with the unexpected consequences (fl ooding of New Orleans) from a natural disaster (Hurricane Katrina). While the fl ooding was a result of a natural disaster, the ability to quickly and eff ecti vely respond in a co-ordinated way to support and evacuate victi ms was a secondary man-made disaster event (with arguably a greater impact).

Other large-scale disaster events have shown similar trends. Nati ons may have the fi nancial resources to respond to a disaster event but do not have the human related cohesion, capability or capacity to eff ecti vely manage the command, control and co-ordinati on (C3) of those resources.

PIEMA recognises that building capability and capacity of nati ons to bett er manage future disaster events is a multi -facett ed issue. Whilst infrastructure and equipment are important, they are less important and have less value if they cannot be eff ecti vely used or deployed. PIEMA believes it is more important to have strong interoperability of all agencies and communiti es built on trust, leadership and relati onships as the foundati ons for a strengthened ‘whole of nati on’ interoperable response.

PIEMA uses the quintessenti al Pacifi c Coconut tree to illustrate this point.

Figure 1. PIEMA building capability and capacity illustrati on.


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Consequently, this SREM will follow these principles when recommending strategies that will build a more sustainable nati onal EM framework for the future.

The SREM will also align with the principles determined by stakeholders at the EM workshop – that all strategies will:

� be sustainable � apply to the whole nati on to strengthen nati onal resilience; � build standardisati on, uniformity and professionalism; � be responsive and have a high degree of reliability; � include volunteers and the community; and � strive to embrace diversity and inclusivity.

The Strategic Roadmap for Emergency Management will also adopt the guiding principles of ‘Niue ke Monuina’ in that it is:

� relevant to Niue ke Monuina – a prosperous Niue; � effi cient and eff ecti ve systems; � collaborati ve, communicati ve and consultati ve with sector-wide approaches; � accountable, responsible and transparent; � sustainable in health development and sustainable health environment; � eff ecti ve in resource allocati on and use; � strategically focussed and allied with key stakeholders; � cohesive and co-ordinated in the implementati on of the strategic objecti ves; � outcome-focussed and aligned to cultural and spiritual values; � consistent in monitoring and evaluati on; and � Implemental in framework and outcome-based sector plans.

Current issues affecting Emergency Management in Niue Workshop parti cipants undertook a SWOT analysis to consider their ‘top of mind’ thoughts about the current status of emergency management in Niue. This exercise is important as it identi fi es positi ves and negati ves and highlights opportuniti es. The short, sharp nature of the exercise prompts issues or people’s percepti on of issues.

You will also noti ce that many issues are contrary to each other – a negati ve can also become a positi ve. This normally indicates that a process is in place but requires more work to become totally embedded in to custom and practi ce.

The anonymous nature of the exercise also allows statements that might not normally be venti lated in a public forum – this is valuable to identi fy the human issues whose soluti ons may not lie in legislati on, plans or procedures.

The outcomes of the SWOT analysis are att ached as Appendix 1.


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Goals

Workshop parti cipants received a number of presentati ons outlining the emerging trends within Australasian emergency management agencies, examples of ‘best practi ce’ within the Pacifi c region and developments within existi ng regional support structures.

This background briefi ng and a number of targeted group discussions led to the identi fi cati on of what is important for Niue to pursue as a nati on. Three high-level aspirati onal goals were agreed upon.

The goals identi fi ed by consultati ons and the workshop are:

� shared responsibility and a whole of nati on approach to emergency management � strengthened nati onal resilience � increased value of the emergency management sector to Niue.

Key Result Areas (KRAs)

Based on the identi fi ed goals, principles and approaches described above - the following high-level strategies are the focus for this roadmap:

� integrated, interoperable emergency management agencies � streamlined governance and structure � increased capability � stronger engagement.

These key strategies deal with tangible themes with quanti fi able acti ons and outcomes and could be considered ‘What we do’. However we also need to consider intangible principles that focus on strengthening our ability of ‘How we do it’. These include:

� interoperability – how we can work together bett er; � trust; � leadership; and � relati onships.

Due to the multi -agency impact of these high-level strategies, elements will be aligned within themes but identi fi able by agency.

Later in this document, we will break down the key strategies to reveal other supporti ng strategies to help achieve these goals.


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2015 2019

Important note

Figure 2 does not imply that all agencies indicated here have to be within the one organisati on – rather they must appear to operate as a ‘joined-up single nati onal response’ on a day-to-day basis or in ti mes of nati onal emergency – irrespecti ve of the number of individual agencies that government decides is appropriate for emergency management.

Supporting strategies

The following are supporti ng strategies for the Key Result Areas.

KRA 1. Integrated, interoperable emergency management agencies:

� common C3 incident management systems � common communicati ons platf orm that allows discrete agency channels, as well as common shared

channels when required � expanded roles for fi re and emergency service that become the operati onal arm of the Nati onal

Disaster Management Offi ce (NDMO) � strategies developed to miti gate the increasing occurrence of wildfi re � primary response agencies and the Nati onal Emergency Operati ons Centre (NEOC) are based in the

one locati on or precinct.

NDMO

Structure

Capability

Engagement

Integrati on

• Interoperability• Trust• Leadership• Relati onships

StrengthenedNati onal

Resilience

Increase the valueof the EM sector

to Niue

EmergencyManagement

Niue Island

Shared responsibility and whole of Niue

approach to emergency management

Translati on from a reacti ve emergence service to a proacti ve integrated emergency management sector that all niueans share responsibility for

Police

Airport Fire/Rescure

Community

The diagram below gives a high-level view of the objecti ves and transiti on process of this Strategic Roadmap.

Figure 2. Emergency Management transiti on – from reacti ve to proacti ve.


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KRA 2. Streamlined governance and structure:

� changing the focus from disaster-related terms to use the more holisti c term of emergency management to recognise the expansion of eff ort from large-scale natural or man-made events to systemati cally and collecti vely managing all risks and hazards that could aff ect Niue

� legislati on updated to authorise the proposed sector reforms � build in regulatory responsibiliti es for the EM sector to support the life and building safety components

of a nati onal building code � alignment of response agencies so that roles and responsibiliti es are clearly defi ned and common

Standard Operati ng Procedures (SOPs) developed to refl ect EM sector reform arrangements � update Nati onal Disaster Risk Management Plan, taking into considerati on reforms identi fi ed within

this SREM.

Niue has experienced signifi cant growth and development in recent years. Establishing and maintaining life and fi re safety standards requires signifi cant input from emergency services. For example, the tourist sector is a key component on Niue’s GDP. Ensuring a safe and secure environment for visitors is criti cal to maintain a positi ve image and percepti on of Niue’s strong tourism brand. The proposed reforms will increase visitor confi dence in Niue’s ability to respond to any medical, rescue, security or other emergency event that could impact visitors and residents alike.

KRA 3. Increased capability:

� nati onal EM skills profi le developed � training needs analysis undertaken to meet profi le � implementati on of a competency framework for the emergency management sector to align with

regional standards � building and strengthening the role on the new NDMO positi on.

Strengthening existi ng services and building capability requires a structured approach so that staff and volunteers can quickly access training resources to meet regional standards. SPC and partners have put a great deal of eff ort into establishing an emergency management competency framework to complement the existi ng fi re and emergency service framework.

The resources and experiences of PIEMA, Pacifi c Islands Fire and Emergency Services Associati on (PIFESA), MCDEM and New Zealand Fire and Emergency Service (NZFES) are available to facilitate this component.

KRA 4. Stronger engagement:

� government understands the role and the potenti al value to the nati on of the EM sector � strengthen government and departments’ awareness of their roles and responsibiliti es during adverse

events and have conti ngency and consequence management plans in place to maintain service delivery � community educati on and awareness � explore the opportuniti es to engage volunteers in every aspect of emergency management � create a ‘whole of nati on – shared responsibility’ approach to emergency management and the

building of nati onal resilience.

There are a number of examples of similar reforms within the region that can guide the development of a model appropriate for Niue. The diagram below gives an indicati on of the interrelati onships and linkages to develop and maintain a sustainable emergency service.


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Turning words in to action

Talking about how we want to change and publishing a writt en plan on glossy paper is easy.

Turning a plan into acti on is much harder to achieve. The following secti ons outline how this may occur.

Approval

The Nati onal Disaster Council (NDC) will present the SREM to Cabinet for endorsement and approval in principle.

NDC will report annually on the progress of the implementati on of the SREM.

A number of strategies contained with the SREM will require amendments to legislati on in due course and will inform the proposed review of the Niue Nati onal Disaster Response Management Plan.

Element 1Strengthened capacity and delivery of additi onal services

Element 3 Interoperability - Partnerships and stronger stakeholder relati onships

Element 5 Appropriate Legislati ve policy framework

Element 6 Appropriate and sustainable funding arrangements

Element 2Community educati on,

marketi ng and engagement

Element 4Service

performance monitoring, analysis and

reporti ng

Figure 3. Interrelati onships and linkages for a sustainable emergency service.

Important note

Figure 3 shows the inter-relati onships and linkages to achieve a sustainable emergency service as well as the need to build one element to strengthen others.


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Governance

As all emergency services and key EM agencies are represented on the current Nati onal Disaster Council (NDC), it is recommended that NDC be the team responsible for leading and steering the implementati on of this Strategic Roadmap. This process will increase the interacti on between NDC offi cers and agencies and help set the stage for stronger relati onships and greater interoperability.

It is not proposed that this process requires a separate meeti ng schedule; it should be listed as a standing agenda item on the monthly NDC meeti ng.

This committ ee could be renamed in due course to refl ect the change of focus to ‘emergency management’, rather than the term ‘disaster’.

Implementati on detail

The diagram below illustrates the arrangement of the Niue SREM.

High-level goals, key result areas (KRAs) and supporti ng strategies are contained within the body of the main plan.

Outcomes and acti viti es to implement the supporti ng strategies are outlined in a matrix - Appendix 2.

Acti viti es will be expanded to produce individual projects with suffi cient detail to be used as a stand-alone project proposal or terms of reference (ToR) that can be submitt ed to government budget processes, donors and other potenti al funding sources.

The table in Appendix 2 and individual project plans are dynamic documents that may require regular review or change of priority during the term of this strategic planning cycle.

Figure 4. Planning Process of Niue Strategic Roadmap for Emergency Manangement.


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Engagement

Once the SREM has been approved in principle, it should be made known to the wider community. It is suggested that the consultati ons and awareness should take place in two general forums.

1. Government departments and agencies – explaining that the SREM is not just about the emergency services, but how every government employee and department has a responsibility to plan, prepare, respond and assist in recovering from any hazard that may confront Niue.

2. Communiti es – explaining that the SREM reforms are not just about emergency services and government but for the whole of Niue. The importance of communiti es being equal partners in talking about planning, preparedness and response will ensure greater resilience to hazards and a quicker return to normality.

Both forums should stress that the SREM is an opportunity for everyone to acti vely contribute to Niue Ke Monuiana – a prosperous Niue.

Review

The progress of the SREM should be reviewed annually by the NDC with the facilitati on of other key stake-holders like PIEMA, MCDEM or MFAT. Review of programs with any changes in priority can form a strong platf orm to guide any development or support programs off ered by internati onal donors.

Results of any review process, including progress and achievements should be presented to Cabinet through NDC for informati on and endorsement.

As this plan is an nati onal document initi ated and developed by Niue, there is no technical obligati on to review progress to sati sfy external donor requirements; however, regular review will indicate to external support agencies that Niue conti nues to present a joined-up approach to emergency management and that programs that can strengthen and support the emergency management sector are always prioriti sed and endorsed by government in line with a nati onal strategic planning framework.

This is an att racti ve propositi on for potenti al funding agencies who can be assured that any investment is well considered, prioriti sed and assisti ng nati onal development goals.


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Appendix 1SWOT analysis

Strengths Weaknesses

• Disaster council in place• Equipment available• Experti se of personnel• Nati onal disaster plan• Donor support• Size of country – small• Standard of living/housing• Village disaster plans• Evacuati on Centres• Sirens for warnings• One island• Pool of local knowledge and experti se• SOPs in place• Politi cal support• Fire manpower• EMNI (in the future)• Try to work as one – joint eff ort

• Interagency communicati ons• Public awareness• Updated disaster plan• Infrequent or combined exercise• Equipment/Personnel• HR/Training• Too many chiefs• Too many hats for a small community• Off island – too many changes within agencies• Implementati on of SOPs• Communicati ons• Less manpower• Clear identi fi cati on of roles and responsibiliti es

Opportuniti es Threats

• Overseas exposure and placements• Merging of essenti al services• Funding needs• Establish Partnerships with regional agencies –

PIEMA• Working together, bringing units together• Traditi onal knowledge• Training opportuniti es• Existi ng partnerships• Politi cal support• Working with other agencies• Educati on at diff erent levels• Working extended hours

• Use and abuse of resources• Brain drain• Too much advice• Limited resources and funds• Overworked people• Atti tude of management• Out-dated equipment• Communicati on issues• No nati onal offi ce/NDMO• Politi cal interference• Changes in government• Sharing of resources and informati on• Flexibility of extended hours


18

Niu

e SR

EM K

RAs,

supp

orti n

g st

rate

gies

, acti

viti

es a

nd o

utco

mes

– V

ersi

on 1

KRA/

Stra

tegi

esSu

ppor

ti ng

stra

tegi

esAc

ti viti

esAp

x $

Fnd

Out

com

es

KRA

1

Inte

grat

ed, i

nter

oper

able

em

erge

ncy

man

agem

ent a

genc

ies

Com

mon

com

man

d, c

ontr

ol, a

nd c

o-or

dina

ti on

(C3)

inci

dent

man

agem

ent

syst

ems

(IMS)

Agre

e on

sco

pe a

nd ty

pe o

f IM

S •

Wor

ksho

p•

Cons

ulta

ti on

with

sta

keho

lder

s•

Doc

umen

tati o

n of

out

com

es

The

Emer

genc

y M

anag

emen

t (EM

) sec

tor,

all g

over

nmen

t ag

enci

es a

nd v

illag

es u

se a

nd u

nder

stan

d IM

S an

d re

cogn

ise

thei

r rol

es th

at c

ontr

ibut

e to

a jo

ined

-up

nati o

nal a

ppro

ach

to

inci

dent

man

agem

ent.

EM s

ecto

r wor

ks to

geth

er a

s a

join

ed-u

p in

tegr

ated

forc

e irr

espe

cti v

e of

the

num

ber o

f ind

ivid

ual a

genc

ies

invo

lved

.

Dev

elop

a lo

ng-t

erm

impl

emen

tati o

n pl

an•

Trai

ning

• Ex

erci

sing

• Am

end

Stan

dard

Ope

rati n

g Pr

oced

ure

(SO

Ps)

20k

BSRP

Purc

hase

equ

ipm

ent a

nd in

fras

truc

ture

to

supp

ort C

IMS

• Ve

sts

• Si

gnag

e•

Man

uals

Dev

elop

and

agr

ee o

n hi

gh-le

vel n

ati o

nal

C3 a

rran

gem

ents

• W

orks

hops

• Co

nsul

tati o

n w

ith s

take

hold

ers.

• D

evel

opm

ent o

f pol

icy

and

proc

edur

es•

Regu

lar n

ati o

nal e

xerc

isin

g (m

inim

um o

f one

pe

r yea

r)

Stru

ctur

es a

nd s

yste

ms

are

deve

lope

d an

d pr

acti c

ed a

t the

na

ti ona

l lev

el th

at a

llow

Niu

e to

man

age

all p

ossi

ble

risks

and

ha

zard

s an

d in

tern

ati o

nal a

ssis

tanc

e do

es n

ot c

ompr

omis

e so

vere

ign

cont

rol.

Niu

e st

reng

then

s so

vere

ignt

y by

man

agin

g N

iue

even

ts w

ith

less

relia

nce

on o

vers

eas

assi

stan

ce.

Upd

ate

legi

slati

on

to re

fl ect

IMS

and

inte

rnati

ona

l dis

aste

r rel

ief l

aw

Com

mon

com

mun

icati

ons

pla

tf or

m

that

allo

ws

disc

rete

age

ncy

chan

nels

, as

wel

l as

shar

ed c

hann

els

whe

n re

quire

d

• N

eeds

ana

lysi

s•

Proj

ect s

cope

• Re

ques

t For

Pro

posa

ls•

Fund

ing

• Im

plem

enta

ti on

• Re

view

45k

BSRP

Nati

ona

l com

mun

icati

ons

net

wor

k, a

llow

ing

full

inte

rope

rabl

e co

mm

unic

ati o

ns b

etw

een

EM s

ecto

r and

key

gov

ernm

ent

agen

cies

.

Expa

nded

role

s fo

r fi r

e an

d em

erge

ncy

serv

ice

who

bec

ome

the

oper

ati o

nal

arm

of N

ati o

nal D

isas

ter M

anag

emen

t O

ffi ce

(ND

MO

)

Iden

ti fi c

ati o

n of

add

iti on

al s

ervi

ces

that

in

clud

e:•

Road

acc

iden

t res

cue

• Te

chni

cal r

escu

e•

Com

mun

ity e

duca

ti on

and

awar

enes

s•

Insh

ore

and

land

Sea

rch

And

Resc

ue

(SAR

)

• Eq

uipm

ent

• Re

crui

tmen

t•

Trai

ning

• U

se o

f vol

unte

ers

EM s

ecto

r is

reso

urce

d, tr

aine

d an

d eq

uipp

ed to

man

age

all

the

risks

and

haz

ards

that

Niu

e m

ay c

onfr

ont.

Real

ignm

ent o

f str

uctu

re to

allo

w E

M

sect

or to

be

mor

e cl

osel

y al

igne

d•

Cons

ulta

ti ons

• D

efi n

iti on

of m

odel

• Pr

ogra

mm

ing

and

impl

emen

ti ng

stru

ctur

al

chan

ges

Shad

ing

indi

cate

s pr

ogra

m is

fund

ed

Appe

ndix

2


19

KRA/

Stra

tegi

esSu

ppor

ti ng

stra

tegi

esAc

ti viti

esAp

x $

Fnd

Out

com

es

Stra

tegi

es d

evel

oped

to m

iti ga

te th

e in

crea

sing

occ

urre

nce

of w

ildfi r

eD

evel

op a

Nati

ona

l Wild

fi re

Man

agem

ent

Stra

tegy

to b

ecom

e a

com

pone

nt o

f N

ati o

nal D

isas

ter R

isk

Man

agem

ent P

lan

• D

efi n

e sc

ope

of p

roje

ct•

Initi

ate

proj

ect

• Se

ek fu

ndin

g fo

r str

ateg

y ou

tcom

es•

Impl

emen

t rec

omm

ende

d st

rate

gies

Gov

ernm

ent,

age

ncie

s an

d co

mm

unity

dev

elop

app

ropr

iate

st

rate

gies

to m

inim

ise

wild

fi re

occu

rren

ces

in N

iue.

Prim

ary

resp

onse

age

ncie

s an

d N

DM

O a

re lo

cate

d in

the

one

loca

ti on

or p

reci

nct w

here

faci

liti e

s ar

e sh

ared

to p

rom

ote

team

wor

k an

d in

tero

pera

bilit

y

• Si

te s

ecur

ed

• Sc

ope

and

user

requ

irem

ents

• Fu

ndin

g•

RFP

and

tend

er•

Cons

truc

ti on

Niu

e’s

EM s

ecto

r is

base

d in

one

loca

ti on,

pro

vidi

ng

an e

nviro

nmen

t for

gre

ater

inte

grati

on

of e

ff ort

and

in

tero

pera

bilit

y of

ser

vice

del

iver

y.

KRA2

Stre

amlin

ed g

over

nanc

e an

d st

ruct

ure

Legi

slati

on

upda

ted

to a

utho

rise

the

prop

osed

sec

tor r

efor

ms

Det

erm

ine

step

s to

legi

slati

on

• M

appi

ng o

f pro

pose

d re

form

s•

Cons

ulta

ti ons

with

sta

keho

lder

s•

Det

erm

inin

g an

app

ropr

iate

ti m

e fr

ame

• D

raft

ing

legi

slati

on

• Co

nsul

tati o

ns a

nd fe

edba

ck•

Legi

slati

on

auth

oris

ed

26k

BSRP

Legi

slati

on

is e

nact

ed th

at e

mpo

wer

s th

e EM

sec

tor t

o de

liver

se

rvic

es a

nd p

rogr

ams

to s

ati s

fy S

REM

goa

ls.

Iden

ti fy

linka

ges

to o

ther

legi

slati

on

to

auth

oris

e ne

w s

ervi

ces,

in p

arti c

ular

, bu

ildin

g co

des

Build

in re

gula

tory

resp

onsi

biliti

es

for

the

EM s

ecto

r to

supp

ort t

he li

fe a

nd

build

ing

safe

ty c

ompo

nent

s of

nati

ona

l bu

ildin

g co

de

Doc

umen

t str

ateg

y, s

cope

and

ToR

for

proj

ect

• Co

nsul

tati o

ns w

ith s

take

hold

ers

• D

evel

op a

pro

ject

pla

n •

Seek

aut

horis

ati o

n

‘Bes

t pra

cti c

e’ li

fe a

nd fi

re s

afet

y m

easu

res

are

embe

dded

in

to b

uild

ing

code

s an

d re

gula

ted

by th

e EM

sec

tor.

Dev

elop

sys

tem

s (a

dopt

and

ada

pt F

iji

Stru

ctur

al F

ire S

afet

y (S

FS) s

yste

m)

• Ad

apt f

orm

s, a

ppro

val p

roce

sses

and

ad

min

istr

ati o

n•

Equi

pmen

t and

faci

liti e

s

Recr

uit/

appo

int s

taff

• D

eter

min

ati o

n of

Key

Ski

lls a

nd

Com

pete

ncie

s (K

SC) a

nd re

quire

d sk

illse

ts

Trai

ning

and

acc

redi

tati o

n•

Obt

ain

basi

c sk

ills

and

com

pete

ncie

s•

Att a

chm

ent t

o lik

e se

rvic

es•

Long

-ter

m m

ento

ring

Qua

lity

assu

ranc

e an

d Re

view

• D

evel

op Q

A pr

oces

s•

Exte

rnal

revi

ew to

ens

ure

stan

dard

s ar

e be

ing

met

Inve

sti g

ate

oppo

rtun

iti es

for E

M s

ecto

r to

wor

k w

ith T

ouris

m s

ecto

rM

ains

trea

m ri

sk re

ducti

on

and

EM p

rinci

ples

and

pr

oces

ses

into

the

Acco

mm

odati

on

Regi

stra

ti on

Boar

d’s

regu

lato

ry p

roce

sses

The

Tour

ism

sec

tor p

rovi

des

the

safe

st s

truc

tura

l and

life

sa

fety

env

ironm

ent f

or v

isito

rs to

ass

ist i

n pr

otec

ti ng

and

prom

oti n

g N

iue’

s st

rong

tour

ism

bra

nd.

Alte

rnati

vel

y –

deve

lop

a co

de o

f pra

cti c

e fo

r ris

k re

ducti

on

and

man

agem

ent f

or th

e To

uris

m s

ecto

r


20

KRA/

Stra

tegi

esSu

ppor

ti ng

stra

tegi

esAc

ti viti

esAp

x $

Fnd

Out

com

es

Alig

nmen

t of r

espo

nse

agen

cies

so

that

role

s an

d re

spon

sibi

liti e

s ar

e cl

early

defi

ned

and

com

mon

SO

Ps

deve

lope

d to

refl e

ct E

M s

ecto

r ref

orm

ar

rang

emen

ts

Wor

ksho

p on

inte

rope

rabi

lity

to id

enti f

y al

ignm

ent i

ssue

s•

Iden

ti fy

sim

ple

ToR

• Co

nduc

t int

erop

erab

ility

wor

ksho

p•

Achi

eve

‘in p

rinci

ple’

agr

eem

ents

All s

take

hold

ers

clea

rly u

nder

stan

d th

eir r

oles

and

re

spon

sibi

liti e

s fo

r uni

late

ral o

r joi

nt a

cti o

n in

rela

ti on

to

prev

enti o

n, p

repa

redn

ess,

resp

onse

and

reco

very

from

any

ad

vers

e ev

ent.

Niu

e’s

EM s

ecto

r, go

vern

men

t dep

artm

ents

and

com

mun

iti es

un

ders

tand

thei

r rol

es a

nd ‘a

ct a

s on

e.

Seek

agr

eem

ent b

etw

een

agen

cies

Com

mon

SO

Ps d

evel

oped

to re

fl ect

EM

se

ctor

refo

rm a

rran

gem

ents

• Te

chni

cal A

ssis

tanc

e to

ass

ist d

evel

opm

ent

of c

omm

on S

OPs

Prov

ide

brie

f for

legi

slati

ve

chan

ges,

in

clud

ing

Dis

aste

r Ris

k M

anag

emen

t (D

RM)

plan

• D

evel

op b

rief f

or le

gisl

ati o

n•

Amen

d N

atur

al D

isas

ter R

isk

Man

agem

ent

Prog

ram

(ND

RMP)

to re

fl ect

new

ar

rang

emen

ts•

Com

mun

icati

on

to E

M s

ecto

r and

co

mm

unity

abo

ut u

nder

stan

ding

cha

nges

• M

onito

ring

of S

OPs

to b

e st

andi

ng a

gend

a ite

m fo

r Nati

ona

l Dis

aste

r Cou

ncil

(ND

C)

Upd

ate

Nati

ona

l Dis

aste

r Ris

k M

anag

emen

t Pla

n, ta

king

into

co

nsid

erati

on

refo

rms

iden

ti fi e

d w

ithin

th

is S

REM

• Co

nsul

tati o

n•

Wor

ksho

p•

Plan

dev

elop

men

t•

Endo

rsem

ent b

y N

DC

• Ap

prov

al b

y Ca

bine

t

26k

BSRP

Niu

e’s

ND

RMP

is re

leva

nt, c

onte

mpo

rary

and

refl e

cts

regi

on’s

best

pra

cti c

e.

KRA

3

Incr

ease

d ca

pabi

lity

Nati

ona

l EM

ski

lls p

rofi l

e de

velo

ped

Nati

ona

l EM

cap

abili

ty a

nd c

apac

ity c

lear

ly

iden

ti fi e

d•

TA to

sco

pe E

M s

ecto

r req

uire

men

ts•

Cons

ulta

ti ons

• D

evel

opm

ent o

f cap

acity

and

cap

abili

ty

mod

el

Niu

e’s

EM re

quire

men

ts fo

r pre

venti

on,

pre

pare

dnes

s,

resp

onse

and

reco

very

cap

abili

ty a

nd c

apac

ity a

re c

lear

ly

iden

ti fi e

d an

d m

atch

ed a

gain

st c

urre

nt s

tatu

s.

Hum

an R

esou

rces

(HR)

nee

ds a

naly

sis

cond

ucte

d•

Tech

nica

l HR

anal

ysis

of p

ropo

sed

mod

el to

id

enti f

y re

sour

ces

gap

• Jo

b de

scrip

ti on

dete

rmin

ed a

nd s

core

d •

Prep

are

repo

rt a

nd p

ropo

sal f

or c

abin

et

Recr

uitm

ent

• Su

stai

nabl

e fu

ndin

g se

cure

d•

Adve

rti s

ing

and

recr

uitm

ent

• In

ducti

on


21

KRA/

Stra

tegi

esSu

ppor

ti ng

stra

tegi

esAc

ti viti

esAp

x $

Fnd

Out

com

es

Trai

ning

nee

ds a

naly

sis

for E

M

unde

rtak

en to

mee

t pro

fi le

Cond

uct T

rain

ing

Nee

ds A

naly

sis

(TN

A) a

nd

repo

rtTA

to a

naly

se c

apab

ility

and

cap

acity

mod

el a

nd

dete

rmin

e:•

Initi

al, m

ediu

m a

nd lo

ng-t

erm

trai

ning

pla

ns•

Pers

onal

Dev

elop

men

t (PD

) pla

ns•

Acce

lera

ted

lead

ersh

ip/

man

agem

ent p

lans

• M

ento

ring

prog

ram

(s)

• Re

cord

kee

ping

• Re

cogn

iti on

of C

ore

Com

pete

ncy

(RCC

) an

d Re

cogn

iti on

of P

rior L

earn

ing

(RPL

) pr

oces

ses

embe

dded

Suffi

cien

t sta

ff tr

aine

d to

pro

vide

a n

ati o

nal e

mer

genc

y m

anag

emen

t cap

abili

ty th

at m

eets

regi

onal

com

pete

ncy

stan

dard

s.

Niu

e’s

trai

ning

sys

tem

s an

d st

anda

rds

mee

t or e

xcee

d ‘b

est

prac

ti ce’

.

Prod

uce

nati o

nal E

M tr

aini

ng p

lan

• Pl

an a

ppro

ved

• Fu

ndin

g so

urce

d•

Ong

oing

man

agem

ent o

f pla

n es

tabl

ishe

d

Impl

emen

t a c

ompe

tenc

y fr

amew

ork

for t

he e

mer

genc

y m

anag

emen

t sec

tor

to a

lign

with

regi

onal

sta

ndar

ds

Dev

elop

a n

ati o

nal c

ompe

tenc

y fr

amew

ork

for E

M s

ecto

r tha

t can

be

adop

ted

by th

e N

iue

Nati

ona

l Cer

ti fi c

ati o

n Au

thor

ity

TA to

sco

pe p

roje

ct th

at in

clud

es (I

n co

njun

cti o

n w

ith p

revi

ous

stra

tegy

):•

Asse

ssin

g cu

rren

t sta

ff a

nd th

eir c

urre

nt

com

pete

ncie

s•

Reco

gnis

e pr

ior l

earn

ing

• M

atch

ing

com

mon

com

pete

ncie

s (a

cros

s ag

enci

es)

• Al

ign

care

er p

ath

and

pay

poin

t to

com

pete

ncy/

qual

ifi ca

ti on

fram

ewor

k

All s

taff

hav

e on

goin

g sk

ills

and

prof

essi

onal

dev

elop

men

t op

port

uniti

es a

nd a

cle

arly

defi

ned

car

eer p

ath

that

will

ou

tline

crit

eria

for p

ay in

crem

ents

so

that

sta

ff a

re re

cogn

ised

in

line

with

thei

r exp

erie

nce

and

qual

ifi ca

ti ons

.D

evel

op tr

aini

ng p

rioriti

es

and

deliv

er in

lin

e w

ith T

NA

desc

ribed

abo

ve

Build

and

str

engt

hen

the

role

of t

he

new

ND

MO

pos

iti on

Det

erm

ine

com

puls

ory

and

desi

rabl

e sk

ills

profi

le fo

r inc

umbe

ntEn

gage

TA

ND

MO

offi

ce h

as th

e sk

ills,

reso

urce

s an

d ca

pabi

lity

to

unde

rtak

e th

eir l

egis

late

d du

ti es.

Cond

uct R

PL a

nd R

CC

Dev

elop

a p

erso

nal d

evel

opm

ent p

lan

Iden

ti fy

men

tor(

s)

Cond

uct i

nduc

ti on

to N

DM

O ro

le a

nd

resp

onsi

biliti

es

Shor

t-te

rm a

tt ac

hmen

ts to

par

tner

’s de

part

men

ts

and

othe

r ND

MO

offi

ces


22

KRA/

Stra

tegi

esSu

ppor

ti ng

stra

tegi

esAc

ti viti

esAp

x $

Fnd

Out

com

es

KRA

4

Enga

gem

ent

Gov

ernm

ent u

nder

stan

ds th

e ro

le a

nd

the

pote

nti a

l val

ue o

f the

EM

sec

tor t

o th

e na

ti on

Regi

onal

org

anis

ati o

ns a

dvoc

ate

to

gove

rnm

ent o

n be

half

of E

M s

ecto

r in

rela

ti on

to in

crea

sing

thei

r val

ue to

the

nati o

n

Spec

ifi c

prod

ucts

are

dev

elop

ed fo

r Niu

e, u

sing

na

ti ona

l and

eco

nom

ic d

ata

to d

emon

stra

te th

e va

lue

of in

vesti

ng

in th

e EM

sec

tor

Gov

ernm

ent a

nd c

omm

uniti

es re

cogn

ise

the

valu

e of

in

vesti

ng,

sup

porti

ng

and

wor

king

with

the

EM s

ecto

r to

achi

eve

grea

ter r

esili

ence

.

The

EM s

ecto

r is

seen

as

gene

rati n

g ‘v

alue

’ for

the

nati o

n.N

ati o

nal r

epor

ti ng

capa

bilit

y es

tabl

ishe

d to

co

llect

dat

a fo

r ana

lysi

s, b

ench

mar

king

and

pe

rfor

man

ce m

onito

ring

• Ad

apt a

nd a

dopt

exi

sti n

g in

cide

nt re

porti

ng

syst

em –

Age

ncy

Inci

dent

Rep

orti n

g Sy

stem

(A

IRS)

• Co

nsul

t with

gov

ernm

ent s

tati s

ti cia

n to

fa

cilit

ate

regu

lar r

epor

ti ng

need

s an

d fo

rmat

• So

urce

or b

uild

cap

abili

ty to

ski

lfully

in

terr

ogat

e da

ta to

pro

vide

mea

ning

ful

info

rmati

on

that

info

rms:

o

Nee

d fo

r aw

aren

ess

and

educ

ati o

no

Emer

ging

nati

ona

l tre

nds

that

m

ay re

quire

trea

tmen

tso

The

valu

e of

EM

sec

tor t

o th

e na

ti on

Stre

ngth

en N

iue

Gov

ernm

ent a

nd

depa

rtm

ent’s

aw

aren

ess

of th

eir r

oles

an

d re

spon

sibi

liti e

s an

d en

sure

they

ha

ve c

onti n

genc

y an

d co

nseq

uenc

e m

anag

emen

t pla

ns in

pla

ce to

mai

ntai

n se

rvic

e de

liver

y du

ring

adve

rse

even

ts

Educ

ate

gove

rnm

ent d

epar

tmen

ts o

f the

va

lue

of E

M a

nd b

usin

ess

conti

nui

ty•

Seek

lead

ers

supp

ort t

o en

forc

e de

part

men

ts to

com

ply

• D

evel

op te

mpl

ates

and

pla

nnin

g to

ols

• Co

nduc

t wor

ksho

ps•

Prac

ti ce

and

exer

cise

• Re

gula

r rev

iew

of p

lans

Gov

ernm

ent d

epar

tmen

ts h

ave

wel

l-dev

elop

ed a

nd p

racti

ced

EM

pla

ns th

at c

lear

ly id

enti f

y th

eir r

oles

and

resp

onsi

biliti

es

and

acti o

ns re

quire

d to

mai

ntai

n bu

sine

ss c

onti n

uity

.

Com

mun

ity e

duca

ti on

and

awar

enes

sD

evel

op c

omm

unity

aw

aren

ess

and

educ

ati o

n pr

ogra

ms

thro

ugh

villa

ge

coun

cils

and

oth

er c

omm

unity

-bas

ed

netw

orks

• Sc

hool

s•

Serv

ice

orga

nisa

ti ons

• Vi

llage

s an

d vi

llage

cou

ncils

• To

uris

t ope

rato

rs•

Busi

ness

49k

84k

BSRP

Com

mun

iti es

are

edu

cate

d, a

war

e an

d pr

epar

ed fo

r all

haza

rds

and

risks

, and

hav

e th

e re

spon

sibi

lity

to c

ontr

ibut

e to

na

ti ona

l pre

pare

dnes

s, re

spon

se a

nd re

cove

ry.

Dev

elop

men

t of a

Com

mun

ity P

artn

ersh

ip

Agre

emen

t (CP

A) th

at c

lear

ly o

utlin

es

role

s, re

spon

sibi

liti e

s an

d ex

pect

ati o

ns o

f EM

sec

tor,

gove

rnm

ent a

nd c

omm

uniti

es

durin

g ad

vers

e ev

ents

• D

evel

opm

ent o

f a d

raft

CPA

• Co

nsul

tati o

ns w

ith c

omm

uniti

es•

Agre

emen

t and

sig

n off

•

Prac

ti ce

and

nati o

nal e

xerc

isin

g

All c

iti ze

ns a

re a

war

e of

thei

r res

pons

ibili

ti es

and

expe

ctati

ons

in

rela

ti on

to a

dver

se e

vent

s.


23

KRA/

Stra

tegi

esSu

ppor

ti ng

stra

tegi

esAc

ti viti

esAp

x $

Fnd

Out

com

es

Expl

ore

the

oppo

rtun

iti es

to e

ngag

e vo

lunt

eers

in e

very

asp

ect o

f em

erge

ncy

man

agem

ent

Cons

ult w

ith c

omm

uniti

es to

gau

ge

appe

ti te

for v

olun

teer

s to

sup

port

EM

ar

rang

emen

ts

• Co

nduc

t fea

sibi

lity

stud

y•

Doc

umen

tati o

n of

out

com

es•

Polic

y de

velo

ped

and

appr

oved

Niu

e en

cour

ages

vol

unte

eris

m to

impr

ove

nati o

nal c

apab

ility

an

d ca

paci

ty to

dea

l with

adv

erse

eve

nts.

Volu

ntee

rs a

re a

val

ued

com

pone

nt to

nati

ona

l pre

pare

dnes

s an

d in

crea

sing

resi

lienc

e to

adv

erse

eve

nts.

Volu

ntee

r dev

elop

men

t and

eng

agem

ent

stra

tegy

dev

elop

edPo

licy

deve

lope

d th

at in

clud

es:

• Ro

les

and

resp

onsi

biliti

es

• Tr

aini

ng•

Reco

gniti

on

Crea

te a

‘who

le o

f nati

on

– sh

ared

re

spon

sibi

lity’

app

roac

h to

em

erge

ncy

man

agem

ent a

nd b

uild

ing

nati o

nal

resi

lienc

e

Nati

ona

l lea

ders

em

brac

e, e

ndor

se a

nd

advo

cate

nati

ona

l res

ilien

ce, e

nhan

cing

st

rate

gies

Who

le o

f nati

on

appr

oach

is d

evel

oped

into

pol

icy

that

is in

clud

ed in

the

guid

ing

prin

cipl

es o

f the

N

iue

Stra

tegi

c Pl

an

Nati

ona

l lea

ders

:•

Plac

e a

high

prio

rity

on d

evel

opin

g an

d m

aint

aini

ng

nati o

nal r

esili

ence

cap

abili

ti es.

• Va

lue

and

supp

ort t

heir

EM s

ecto

r.•

Advo

cate

and

see

k ex

tern

al s

uppo

rt fo

r cap

acity

and

ca

pabi

lity

stre

ngth

enin

g op

port

uniti

es.

EM S

ecto

r pro

vide

s st

rong

lead

ersh

ip

and

advo

cacy

as

to th

e im

port

ance

of

good

EM

, und

erpi

nnin

g th

e N

iue

Nati

ona

l St

rate

gic

Plan

Rele

vant

regi

onal

repr

esen

tati v

es re

gula

rly

brie

f lea

ders

abo

ut v

alue

of g

ood

nati o

nal E

M

stru

ctur

es

EM is

bui

lt in

to a

ll go

vern

men

t pol

icie

s an

d in

tera

cti o

n w

ith c

omm

uniti

esFu

ture

nati

ona

l pol

icie

s an

d le

gisl

ati o

n ar

e te

sted

ag

ains

t acc

epte

d D

isas

ter R

isk

Man

agem

ent

(DRM

), Cl

imat

e Ch

ange

Ada

ptati

on

(CCA

) and

Em

erge

ncy

Man

agem

ent (

EM) p

racti

ces

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Documents

Strategic Roadmap for Emergency Management in Niue · Strategic Roadmap for Emergency Management 2015 - 2019- Niue 3 A foreword by the Premier of Niue – the Honourable Mr Toke Talagi