Northland Civil Defence Emergency Management Group Plan 2021 2026
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Northland Civil Defence Emergency Management Group Plan 2021 - 2026
Northland - Setting the Scene Northland Civil Defence Emergency Management Group Plan
01
Stakeholders and Partners
Contents
Glossary 04
01 Northland – Setting the Scene 05
02 Introduction to the Plan 09
03 Northland’s Risk Profile 13
04 Māori Engagement 17
05 Reduction of Northland’s Hazards 20
06 Readiness 25
07 Response 32
08 Recovery 41
09 Management and Governance 48
10 Monitoring and Evaluation 59
Appendix 61
3 3
01 Northland - Setting the Scene Northland Civil Defence Emergency Management Group Plan
01
Kia mahi tahi, kia hangaia This Karakia was written for the
Northland CDEM Group
he pakaritanga ki roto inga
rohe o Te Taitokerau
Working Together to create
resilient communities in
Northland
Glossary of Terms
Commonly used terms and abbreviations used throughout the Plan include:
The Act: The Civil Defence Emergency Management Act 2002
CDEM: Civil Defence Emergency Management
CDEM Group: The collective of local authorities, lifeline utilities, emergency services and welfare organisations that comprise the collective
Northland CDEM Group
CDEM Joint Standing Committee: A joint standing committee established under section 12 of the Civil Defence Emergency Management Act
2002 with membership comprising the Mayors representatives from the Far North, Whangarei and Kaipara District Councils and Chairperson
of the Northland Regional Council.
CEG: Coordinating Executive Group established under Section 20 of the Act whose functions include providing advice to the CDEM Group
and any sub-groups of the CDEM Group; coordinating and overseeing as appropriate the implementation of decisions of the Group by the
Group CDEM Office or by individual members; and overseeing the implementation, development, maintenance, monitoring and evaluation of
E rū ana te whenua Rumbling is the earth
this Plan. Hikohiko te uira Lightning strikes the sky
CIMS: Coordinated Incident Management System. Establishes a framework to assist in effective, efficient and consistent response to an Papā te whatitiri Thunder roars
incident/emergency management.
Emergency: As defined under the Act: 1. Is the result of any happening, whether natural or otherwise, including, without limitation, any
Ko te mūmū, ko te āwha Tis the storm
explosion, earthquake, eruption, tsunami, land movement, flood, storm, tornado, cyclone, serious fire, leakage or spillage of any dangerous Ka tau te hau o Tāwhiri Let it settle the winds of Tāwhiri
gas or substance, technological failure, infestation, plague, epidemic, failure of or disruption to an emergency service or a lifeline utility, or
actual or imminent attack or warlike act; and 2. Causes or may cause loss of life or injury or illness or distress or in any way endangers the
safety of the public or property in New Zealand or any part of New Zealand and 3. Cannot be dealt with by emergency services, or otherwise Haumie hui e Bring forth unity
requires a significant and coordinated response under the Act.
TĀIKI E! Tis Done!
Emergency Services: The New Zealand Police, Fire and Emergency New Zealand, St John Ambulance
Capacity: the level of an organisation’s capability to deliver services that meet the requirements of their role and responsibilities.
Capability: people skills combined with an organisation’s processes, systems, culture and structures to deliver their role and responsibilities
EOP: Emergency Operating Procedure refers to a document describing a formally established set of operational procedures that are the
commonly accepted method for performing certain emergency management tasks.
ECC/EOC: Group Emergency Coordination Centre/Emergency Operations Centre. An established facility where the response to an event
may be managed and supported.
ICP: Incident Control Point. A facility where site response to an incident is managed and controlled.
Lead Agency: The organisation with the legislative authority; or because of its expertise and resources, agreed authority; primarily
responsible for control of an incident or hazard
4 5
01 01
Introduction to Northland
Northland Civil Defence Emergency Management Plan
Nau mai ki Te Taitokerau Welcome to Northland PEOPLE
Challenges for the Northland
Ki te kōhanga o Aotearoa To the birthplace of Aotearoa
Ki te Puna o te Ao Mārama, To the Spring of Light, named by CDEM Group Environment
nā Kupe i tapa Polynesian Navigator Kupe
Arā ko te Hokianga That is the Hokianga Increased visitor
REGIONAL numbers into the region
Ki te one roa, one tawhiti, To the beach of immense vastness,
CDEM SECTOR can place extra demand
one mamao great distances, extensive space on infrastructure,
Arā ko Te Oneroa a Tōhē That is Te Oneroa a Tōhē1 services and a CDEM
emergency response
Ki te papakinga o ngā tai To the place where two oceans collide Northland has several Kaitaia
Ko te tai o Whitireia, Te Tai o Whitireia and Te Moana short, steep river
catchments which can
FAR NORTH Meeting CDEM Varying levels of
ko Te Moana Tāpokopoko a Tāwhaki Tāpokopoko ā Tāwhaki2
flood quickly in intense public education and deprivation across
Kerkeri
Arā ko te Rerenga Wairua That is Te Rerenga Wairua3 the region can
rainfall information needs for a
fast-growing population create vulnerability
Ki ngā ohu motu To the bay of numerous islands
when exposed to the
Ki Motukōkako tū te ao tū te pō To Motukōkako4 ever standing Land slips are a consequences of
Arā ko Te Pēowhairangi That is Te Pēowhairangi5 frequent consequence Kaikohe Relationships with hazards. People with low
of rain in Northland due INFRASTRUCTURE
CDEM stakeholders and socioeconomic status
Ki te moana nui, moana roa, To the great harbour, vast harbour, to the steep topography partners is strengthened
moana kōpua deep harbour and the soil structure. WHANGĀREI across the region
may have less access
to transport, services
Kaipara tahuri waka, Kaipara Kaipara turner of vessels, Kaipara and telecommunications
whakarere wahine, Kaipara taniwha widowed women, Kaipara guardians Alternate transport which may affect their
The frequency and Supporting the
Arā ko te Kaipara Moana That is the Kaipara moana routes across the region
Dargaville capacity to cope with the
severity of hazards is building of stakeholder
Ki te ngāherehere To the great forest increasing due to climate are limited KAIPARA and partners CDEM
effects of an emergency.
changes knowledge and CDEM
E tū pou mai ana a Tānemāhuta Where Tānemāhuta himself resides capacity and capability Northland communities
The availability and
Arā ko te Waipoua That is the Waipoua6 are spread across both
Some remote access to technology,
connectivity and mobile rural and urban settings
Nau mai ki Te Taitokerau Welcome to Northland communities can Public expectation which brings diversity
become isolated due to coverage is still limited This map shows the main road network,
of CDEM services across CDEM planning
hazard impacts for some communities Population the region’s rivers, council boundaries
and deliverables is
increasing. and where larger numbers of people
Ninety Mile Beach Pacific Ocean and Tasman sea Cape Reinga
Whangarei Northland communities
1 2 3
91,400
Northland has over Rural and urban water are situated in the region. Some of
4
Hole in the Rock 5
The Bay of Islands 6 Waipoua Forest have dependence
3000km of coastline supply infrastructure Kaipara 23,200
Amendments to the on agricultural and the challenges for Northland CDEM
with many homes and and supply is vulnerable AUCKLAND
Far North 64,400 CDEM Act 2002 and horticultural industries Group, stakeholders and partners in
This introduction was written for the businesses located on during drought
future local government which can be affected by the delivery of CDEM in the region are
the coast conditions.
Northland CDEM Group Road River reforms hazards impacts indicated around the map.
6 7 8
02 Northland Civil Defence Emergency Management Plan
02
Introduction to the Plan Plan Status and Change
This is the fourth Northland CDEM Group plan with
often isolated population, the approach to CDEM in
Northland is one of centralised coordination through
2.3
National Context
Kia mahi tahi, kia hangaia he
final approval by the Northland CDEM Group joint
CDEM Shared Service Agreements between councils
pakaritanga ki roto inga rohe
This section introduces the plan purpose, intended audience, context of the which includes localised CDEM delivery.
standing committee. This plan will remain in effect for The National Disaster Resilience Strategy 2019 o Te Taitokerau
Northland region and national CDEM direction. The Northland CDEM Group five years from the date of approval until reviewed by Northland CDEM Group environment is explained in identifies three priorities to improve New Zealand’s
vision, goal, challenges and priorities are stated, which influence the Northland the Group and either amended, revoked, replaced or Section 3 - Northland’s Risk Profile resilience to disasters: Working Together to create
left unchanged. The CDEM Act 2002 (s56, s57) sets
CDEM Group annual work programmes. 1. Managing Risks: what we can do to minimise the resilient communities in
out a public process by which amendments can be 2.2.1 The Northland CDEM Group Structure
made to the plan and, other than those deemed to be risks we face and limit the impacts to be managed Northland
“minor”, any amendments to the plan are required to if hazards occur;
The Northland CDEM Group structure is detailed in
2.1 • District Councils – to coordinate and integrate
all aspects of their hazards and emergency
be publicly notified to allow affected parties to lodge Section 9 - Management and Governance 2. Effective response to and recovery from
Setting the Scene management functions and activities under this
submissions.
The structure is outlined in the diagram over the
emergencies: building our capacity and capability
to manage emergencies when they do happen; and 2.4
Act and other legislation. page:
Civil Defence Emergency Management
• Emergency services and community support 2.2 3. Enabling, empowering, and supporting CDEM Vision and Goal
The Civil Defence Emergency Management Act (CDEM) agencies – in support of their readiness, response The Northland Context Northland CDEM Group Plan Strategic Direction
community resilience: building a culture of
The Northland CDEM Group’s strategic direction,
Act 2002 requires the establishment of CDEM Groups and recovery planning and delivery resilience in New Zealand so that everyone can
The Region participate in and contribute to communities’ – and as described in this section, supports the national
based on Regional Council boundaries. CDEM Groups • Lifeline utilities (including district council Northland CDEM Group
the nation’s – resilience. goal and priorities with the aim to achieve national
are a consortium of councils working in partnership services) – to link their strategic risk reduction and The area covered by the CDEM Group and this plan Joint Standing Committee
consistency
with stakeholders and partners¹ to deliver CDEM at a operational planning for emergency readiness, is shown on the map in Section 1. It includes the Provides governance
regional and local level. response and recovery of services. Far North, Whangarei and Kaipara Districts and the for CDEM in Northland The Vision of the Northland CDEM Group reflects
the importance of an integrated effort; one of
This Plan is the statutory reference for the Northland • Government departments- to integrate national coastal marine area to the seaward boundary of 12
Northland Coordinating
Northland Welfare
Coordination Group
To strengthen the resilience of partnerships and cooperation, working together for
planning and service delivery in support of local nautical miles.
CDEM Group and outlines the arrangements for CDEM Executive Group
Northland by managing risks,
Reporting, Monitoring and Evaluation
Northland Lifelines the benefit of all:
within the Group’s jurisdiction over a five-year period. CDEM arrangements Group
Northland covers around 5% of the country’s
• Whanau, Hapu, Iwi and Marae integrated in total land area. It is a 260-kilometre-long narrow
Provides operational being ready to respond to and The Goal sets out the broad criteria against
oversight of CDEM in
emergency management functions and activities peninsula, 80 km across at its widest point and just 10 Northland recover from emergencies, which the CDEM Group Plan will be measured and
Plan Purpose monitored. The goal of the CDEM Group is directly
including preparedness to build resilience to km wide at its narrowest point with over 3000km of Northland CDEM and by enabling, empowering aligned to the National Disaster Resilience Strategy
This plan outlines the strategic direction of CDEM respond to and recover from emergencies coastline made up of rugged cliffs, sandy beaches and Shared Services
engagement, participation, planning, collaboration, • Community preparedness to build resilience across sheltered harbours.
and supporting individuals, 2019.
organisations and communities
Agreed service level Provide resources
response coordination, recovery, CDEM management communities to respond to and recover from agreements and annual personnel and funding
work programes
and governance and how CDEM provides resilience to Northland is New Zealand’s least urbanised region,
the people of Northland.
emergencies
with around 50% of the population living in urban to act for themselves and others,
This plan has been developed in accordance with areas and an average density much lower than the
Northland CDEM
Provides coordination
and delivery of CDEM for the safety and wellbeing of all.
Through Whakawhanaunatanga, Kaitiakitanga and the Director’s Guideline for CDEM Group Plan Review NZ average (the total population was estimated at Group Office
arrangements in Northland
Manakitanga, we strengthen relationships and (DGL09/18) and the National Disaster Resilience 194,600 in June 2020. Due to this dispersed and
Multi-Agency
Coordination
encourage collaborative planning and action to Strategy 2019 to support national consistency of
Centre Community
protect and support our people and our region CDEM Group Plans and is a statutory requirement of
Operational
arrangements
Reduction Readiness
Response Recovery
Maori
Engagement
CDEM
Stakeholders
and Partners
the CDEM Act 2002 (s48).
Individuals, stakeholders and partners have roles and
responsibilities in CDEM in Northland including: 1. Northland CDEM stakeholders and partners are identified in Appendix A
Members of the public will gain an overview of how CDEM Stakeholders and partners are planning to
manage hazards and risks in Northland. However specific information on local hazard management,
emergency procedures and self-preparedness are available on the Northland CDEM website at www.
nrc.govt.nz/civildefence and within relevant public policies and plans of local councils, Government
departments and local community organisations.
9 10 11
02 Introduction to the Plan Northland Civil Defence Emergency Management Group Plan
03
Northland’s Risk Profile
Challenges The Northland CDEM Group
will achieve this through:
The Northland CDEM Group, stakeholders and
partners face challenges delivering CDEM in
Northland (these are identified on the map in Section This section introduces the regions natural, social, built and
1). These challenges are considered and managed economic environment context and the hazards potentially
when the plan objectives and work programmes for Managing
the region are developed. Risks affecting Northland and their likelihood and consequence.
Areas of Focus
The Northland CDEM Group strategic areas of
focus influence the development of Group and
Effective
Local CDEM work programmes and partnerships
response to and
The Northland CDEM Group is committed to the recovery from
following areas of focus incorporating them emergencies
into the five-year strategic plan objectives and
actions.
•Build resilience and partnerships across the
region
• Improve our capability and capacity to Enabling,
manage risk and respond and recover from empowering
and supporting
emergencies
community
• Build a multi-agency Emergency Coordination resilience Goal
Centre (ECC) for the region
• Improve and maintain tsunami readiness and
response
12 13
03 Northland’s Risk Profile Northland Civil Defence Emergency Management Group Plan
03
Population
194,600 +18%
forecast
to grow to
Population
growth
3.1
217,000 since 2013 CDEM Group
as at June 2020 by 2031 compared to 14% nationally Hazardscape
Analysing the Level of Hazard Risk
Approx About half of households are The combination of all hazards within an area
36% identify connected to council-operated such as Northland is commonly referred to as the
water supplies Average
as Māori hazardscape. The Northland region is subject to a
2000 hours of
council- wide range of significant natural, human-made and
compared to 17% nationally
operated sunshine biological hazards.
water
50%
New Zealands least urbanised region
Water 3.2
50% of Northlanders
live rurally
compared to just over 16% nationally
supply
annual rainfalls range from
Hazard Risk Priorities
Northlands hazards¹ have been divided into four
bands – very high, high, medium and low priority
1000mm - 2000mm hazards for CDEM planning purposes. An all hazard
approach to planning is used by the Northland CDEM
Group. Flooding caused by localised heavy rain
Median annual
4.7%
with the and third Climate: Sub-tropical climate provides the highest risk to the Northland region, so
household income characterised by mild, humid and
$67,600
highest highest flooding has, and will continue to be, a high priority
rate of rate of often windy weather for the Northland CDEM Group.
Ex-tropical systems in summer
self-employment unemployment can bring strong north-easterly The risk posed by each hazard was evaluated using
in 2020. in New Zealand. (one in four positions) in 2020. (It’s lowest level since 2007) winds and heavy rainfall a risk management process². The evaluation was
carried out through a combination of facilitated
workshops with CDEM stakeholders and partners
Northland GDP Nearly half of Northland’s land and analysis of available scientific hazard and
Land area is in pasture, with natural forest historical event data.
13,940km
Whangarei District accounting for a further 29%
60%
2 forest
Far North 1
Specific hazard information is explained in Appendix C
pasture 29%
30% 2
The risk management process is explained in Appendix B
Coastal marine area (CMA) 50%
12,000km
Kaipara Land
2
10% use
Marsden Point Refinery other
6.3%
3.3%
Residents living second = Key industries: manufacturing;
with disabilities highest agriculture, forestry and fishing;
11,364
rate of and health care and social
assistance; construction,
two or more disabilities tourism and retail
compared to the rest of New Zealand
14 15
03 Northland’s Risk Profile Northland Civil Defence Emergency Management Group Plan
04
Hazardscape
Localised Heavy Rain/Flooding
Likelihood
A
Consequence
3
Risk Rating
Maori Engagement
Severe Widespread Storm B 4 VH The Northland CDEM Group are committed to growing meaningful
Human Pandemic B 4 partnerships with Iwi through considered collaborative
Transport / Supply Chain Disruption B 3 engagement befitting a true partner.
Cyber Attack B 3
Electricity Failure B 3
H
Regional / Distal Tsunami B 3
Local Tsunami E 5
Drought (Agricultural) B 3
Drought (Water Supply) B 2
Fuel Supply Disruption C 3
Telecommunications Failure C 2
Wildfire C 2
Distal Volcano C 2
Animal Epidemic C 2
Plant & Animal Pests C 2 M
Criminal Act / Terrorism C 2
Tornado C 2
Major Industrial Accident D 3
Major Industrial Accident – Marine D 3
Hazardous Substance Spill D 3
Local Volcano E 4
Urban Fire D 2
L
Earthquake E 3
Likelihood score Consequence score Risk Rating L M H VH
A - Likely E - Rare 1 - Insignificant 5 - Catastrophic Increasing severity
16 17
04 Māori Engagement Northland Civil Defence Emergency Management Group Plan
04
4.1 4.2 Maori Engagement Action plan
Overview and Areas of Focus
Principles • Develop stronger alignment, support,
Objectives Actions
connections and understanding between the Māori and CDEM have strong • A focus on whakawhanaunatanga with Iwi to establish strong bonds
This is an opportunity for CDEM and Māori to
alignment, support, connections and between Iwi and the Northland CDEM Group
strengthen and enrich networks, support and CDEM Group and Māori across the region
understanding.
facilitate partnerships in an enhanced approach to • Networks at operational level developed through training, forums and
• Engage and support whanau, hapu, iwi and collaborative planning opportunities.
emergency management, working to support and
marae and businesses to build resilience. • Effective organisational structures in place that support and result in
facilitate engagement across whanau, marae, hapu
and iwi. improved engagement.
• Maintain and improve effective
communication networks and processes. • Understanding of one another’s expectations and practices
Māori play an important role in stewardship of the
• Efficient use of resources and kaitiaki responsibilities across all levels of
natural, social, cultural and economic environments. • Support Iwi and hapu to develop community the CDEM sector.
The culture of Whakawhanaungatanga and response plans and marae preparedness.
Manaakitanga complements processes with a number • Effective and genuine engagement supports relationships that are based
• Raise cultural competency of CDEM staff in on trust and confidence
of capability and capacity building characteristics.
regard to Te Ao Māori.
Inclusion of Māori across all levels will inform and Whanau, hapu, Iwi, Marae and • Support and engage with Māori in promoting emergency management
enrich work in the emergency management sector businesses are resilient and able understanding.
to respond to and recover from
leading to better outcomes for all of our communities • Assist communities/marae in the development of response plans and
emergencies
by promoting inclusive engagement that supports Whakawhanaunatanga - process of establishing relationships, relating well to others preparedness plans
decision making. Manaakitanga – hospitality • Link businesses into support networks and promote business continuity
planning
• Sites of cultural significance, wāhi tapu, taonga, specific community
values and priorities are included in CDEM planning
Communication networks and • Develop protocols for reporting and engagement during
processes are robust an emergency event
• Improve communication and learn from past events
• Where possible meet kanohi ki te kanohi (face to face)
• Understand and use methods of communication that work
for communities
Cultural competency of CDEM staff is • Our people develop increased awareness of tangata whenua values and
improved are respectful of tikanga and Te Reo Maori
• Our people understand how Māori respond to and recover from
emergencies and how to provide support
Kaitiaki – Guardianship and protection
18 19
05 Northland Civil Defence Emergency Management Group Plan
05
Reduction of Northland’s 5.1
Overview and Principles
Hazard Impacts Hazard risk reduction is aimed at preventing new
risks, reducing existing disaster risks and managing
residual risk, all of which contribute to strengthening
This section provides an overview of hazard risk reduction in resilience. The Northland CDEM Group is committed
Northland. Hazard risk reduction challenges and priorities for the to hazard risk reduction in alignment with the National
Northland CDEM Group are identified and the hazard risk reduction Disaster Resilience Strategy 2019, Section 5 Managing
Risks.
objectives and actions for the region are outlined.
The Northland CDEM Group priorities and objectives
for hazard risk reduction focus on understanding and
improving knowledge of hazard risk in the region to
inform decision making, supporting the community
to take appropriate actions and reduce the impacts
of hazards on the region’s social, built, natural and
economic environments. There are several hazard
risk reduction challenges to be considered across
planning and reduction activities, as set out below:
Challenges
• Hazard risk reduction is often perceived as being
a high-cost option
• Political and economic influence in land use
planning and development
• Hazard risk reduction measures are incorporated
into land use and development planning
• The frequency and severity of hazards is increasing Case Study 1: Flood protection, page 22
due to climate changes
"...it held back about 400,000m3
Areas of Focus
of floodwaters that otherwise
• Collaborate across Northland CDEM
stakeholders and partners for a coordinated
would have swept through
approach to hazard risk reduction planning the city’s CBD and parts of
and activities neighbouring suburbs."
• Ensure hazard risk reduction and hazard
awareness information is available to the
public
• Engage with national and regional hazard risk
reduction activities and research to improve
regional hazard knowledge
Case Study 1: Flood protection, page 22
20 21 2105 Reduction of Northland’s Hazard Impacts Northland Civil Defence Emergency Management Group Plan
05
5.2 2: Drainage Scheme 3: Electricity network resilience
The township of Ruawai was once a swamp and
Current Arrangements sits below sea level where the Northern Wairoa
Northland’s two electricity providers, Northpower and
Top Energy, and national grid operator, Transpower,
A strength in Northland hazard risk reduction is the River meets the Kaipara Harbour – hence its name collectively invest tens of millions of dollars annually
level of awareness by CDEM stakeholders, partners denoting the two waters. The Ruawai community to improve the reliability of power supply. Key projects
and the wider community of potential impacts. is protected by a complex system of 3.5-metre- to reduce the number of outages and allow power
The Northland CDEM Group is engaged in, provides high stop banks, flood gates and drains and is the to be restored more quickly include the installation
support, emergency management advice, information oldest drainage scheme in Northland (approx. of new transmission lines, substations and backup
and guidance to CDEM stakeholders, partners and 1920). The locally-elected Raupo Drainage Board generation options. In late 2020 following a three-
communities to improve knowledge and assist risk managed the engineering and maintenance of the year construction project, Top Energy commissioned
reduction planning and activities. drainage system until the 1989 local government the $185 million Ngawha geothermal power station.
amalgamation, at which point the stand-alone The total output will supply the Far North’s electricity
Case Studies board became a joint committee of Kaipara District demand 95% of the year, with excess power exported
1: Flood protection Council, comprising local elected Raupo ratepayers through the National Grid.”
and councillors.
Unlike a storage dam, as a detention dam Hopua
te Nihotetea holds no water most of the time – its 8200 hectares of rural land and properties are
purpose is to retain floodwaters during major storms, protected by the drainage scheme comprising of 130
releasing them gradually over several days. This kilometres of drains, 70 kilometres of stopbanks, 52
can potentially cut flood depths in the Whangarei saltwater floodgates, three flood retention dams,
CBD by up to half a metre. Along with the depth of and one pumping station as the scheme works
floodwaters, the speed at which they are travelling primarily by gravity.
also contributes to the resulting damage.
At the time of preparing this Plan, the dam had
experienced two major tests: in June 2018 and again
in July 2020. On the second occasion it held back
about 400,000 cu m of floodwaters that otherwise
would have swept through the city’s CBD and parts of
neighbouring suburbs.
Meanwhile, in the Far North, a seven-year, $15 million
flood scheme upgrade is underway to improve flood
protection in and around Kaitaia.
The project, which will become the regional council’s
largest construction project so far, involves a
combination of stop bank stabilisation and spillway
work and is designed to protect urban Kaitaia from
a 1:100-year flood and surrounding rural areas from
a 1:20 year event. Scheduled for completion in
2022/2023, it is being funded through a combination
of local and regional targeted rates and central
Government funding.
See page 20 and 21 for Flood protection images
22 2305 Reduction of Northland’s Hazard Impacts Northland Civil Defence Emergency Management Group Plan
06
5.3
Hazard Risk Reduction
Readiness
Action Plan This section introduces how the Northland CDEM Group
will work with communities and CDEM stakeholders and
To achieve the Northland CDEM Group hazard risk
reduction priorities, three objectives are identified partners prepare for an emergency.
with associated actions as outlined below:
Objectives Actions
Northland CDEM Stakeholders and • Maintain engagement with national hazard advisors and the development
partners are engaged in long-term of national disaster resilience strategies, guidelines and plans
hazard risk reduction planning and
• Inform and guide all Northland’s councils to consider hazard risk
activities
reduction in their planning, policies, standards, consents and
developments.
• Support hazard risk reduction activities amongst Northland CDEM
stakeholders and partners
The community is informed on hazard • Improve and promote region wide hazard information across multiple
risk platforms
• Leverage CDEM stakeholder and partner capacity to distribute hazard
risk information to communities
The knowledge and understanding • Support new hazard research, analysis and modelling in Northland
of Northland’s hazard risk profile is
increased
24 2506 Readiness Northland Civil Defence Emergency Management Group Plan
06
6.1 Areas of Focus
6.2 6.2.2 Public Education
Overview and Northland CDEM Group will maintain a high level
Current Arrangements The Northland CDEM Group provides public education
as a foundation for building community preparedness.
Principles of preparedness to respond to emergencies 6.2.1 Community and business readiness This is provided through a variety of ways including
through: community meetings, digital platforms, tsunami
People need to be prepared to look after themselves The level of preparedness of communities has a direct
and others during and after an emergency. The • Professional development, duty rosters, information boards and through engagement with
impact on the ability to respond to and recover from
Northland CDEM Group will support preparedness plans, processes, procedures CDEM stakeholders, partners and communities
an emergency. Therefore, community and business
through community engagement, community preparedness are a strong focus of the Northland More information on CDEM community education
• Maintain and strengthen relationships with
response planning, Marae preparedness and public CDEM Group. The Northland CDEM Group work with messages can be found at www.nrc.govt.nz/
stakeholders and partners
education. local communities to create Community Response civildefence/how-to-get-ready/
• Maintain and improve warning platforms and Plans which aim to:
The CDEM Group, stakeholders and partners will
public information
undertake readiness arrangements and have a clear • Help the community understand and manage
understanding of their roles and responsibilities in • Maintaining business and community hazards
responding to and recovering from an emergency. awareness and participation through
community-based planning • Promote personal and community resilience
Challenges
• Coordinated public education and • A
ssist communities to prepare for an initial
There are several challenges in collaborating and
engagement. emergency response when outside assistance
delivering readiness activities in Northland identified
takes time to arrive.
below; • Provision of professional development
opportunities for all emergency management • C
onnect communities to the Northland CDEM
• Maintaining community and business engagement
personnel Group
consistently over time so people are prepared to
respond to an emergency. • Support the Northland CDEM Group Further information and community response
stakeholders and partners planning and plans in Northland can be found at www.nrc.govt.nz/
• I ncreased diversity of Northland’s communities
preparedness to maintain a high level of communityresponseplans
requiring information about preparedness.
coordination and cooperation responding to
Business continuity planning helps to better
• The turnover of trained CDEM staff within councils emergencies.
understand what disruptions might occur and how
impacts on the capacity and capability during an
• Key CDEM appointments are filled by trained the business will identify the essential functions
emergency.
personnel required to continue to operate. The Northland CDEM
Group supports business continuity planning through
stakeholders and partners.
The Northland CDEM Group member councils under
the CDEM Act 2002 Section 64(2) are required to
function to their fullest extent during and after an
emergency, even though this may be at a reduced
level, so business continuity planning is essential.
26 2706 Readiness Northland Civil Defence Emergency Management Group Plan
06
6.3 6.4.1 Multi-agency Collaboration Groups Te Kahu o Taonui and Northland CDEM Group worked
together during the 2020 Northland drought and
and recovery. Welfare responsibilities and operational
arrangements of district councils include the planning
Operational Social Wellbeing Governance Group COVID-19 responses and two representatives of Te of Civil Defence Centres (CDCs) if required, to support
Arrangements The Northland SWGG provides a high-level
Kahu o Taonui were appointed by co-option to the
CEG in April 2020.
people during an emergency and provide a portal for
welfare agencies to engage with affected people.
coordination/liaison forum which supports
The Northland CDEM Group must ensure it has the Training and development of district council staff,
situational awareness and response coordination Lifelines Group
capacity and capability of staff, equipment and local welfare arrangements, plans and processes are
across health, welfare, law and order, government
facilities to ensure an effective response to and The Northland Lifelines Group (NLG) is a collective developed as part of the ongoing readiness in the
agencies, local government, Iwi, CDEM and the
recover from emergencies. The Group Emergency of lifeline utility organisations that help the CDEM region.
economy. Northland has an expanded SWGG which
Coordination Centre (GECC) coordinates the overall includes membership from local government chief Group to prepare for, respond to and recover from
Northland Emergency Services Coordinating Group
response in an emergency and is activated when executives, Iwi (through Te Kahu o Taonui chair) emergencies. The lifeline utility organisations
required whether an emergency has been declared Northland DHB), government agency regional provide important services to the community such The Northland CDEM Group is a member of the
or not. Local EOCs provide a local co-ordination for leads (Ministry of Social Development, Ministry of as telecommunications, transport, water and energy Northland Emergency Services Coordinating Group
delivering a response to specific communities in Education, Ministry of Health, Oranga Tamariki, services. Following an emergency, the restoration (ESCG) which is led by the NZ Police. This group
affected areas. Each district council can set up an Te Puni Kokiri, Police, Corrections), NorthTec, of lifeline services is critical to a community’s ability coordinates planning and is a forum for building
EOC when and where required. Northland Inc., Northland CDEM Group and Sport to recover. The collaboration between lifelines relationships between emergency services and allied
Northland. organisations enhances the understanding of regional response organisations.
6.3.1 Key staff appointments
risks and an understanding of each other’s networks
Key appointments are allocated to staff in the Regional Leadership Group (RLG) and operations, improving coordination across the
Emergency Centres. Staff with key appointments are sector to respond and recover to emergencies.
The Northland RLG was developed from the All of
appropriately trained as part of preparedness. Government response to the COVID-19 pandemic. The lifelines group shared work programme
Roles and functions of the ECC are explained in The RLG supports social and economic recovery of activities aims to improve the resilience of
Section 7 - Response and were key in the development of the national Northland’s lifeline infrastructure to hazards. The NLG
Caring for Communities All of Government work has several plans to support their response which are
Key appointments are explained in Section 9 - in response and recovery from the pandemic. reviewed and updated as required. The NLG is linked
Management and Governance The RLG has no decision-making powers but to and supported by the Northland CDEM Group with a
collectively agrees on priorities and supporting member of the NLG reporting to CEG on activities and
6.4 actions. The Northland RLG role was incorporated plan updates during readiness.
Operational Planning into the existing expanded SWGG, their role during
Welfare Coordination Group
COVID-19 response and recovery was to convene
Collaboration at the regional and local level is leadership and ensure a regional strategy plan The Northland Welfare Coordination Group (WCG) is
particularly important to ensure alignment of plans caters for different communities, connect local a collective of welfare service agencies that provide
where multi-agency responses are required. The government, Iwi, Pasifika, ethnic communities and welfare to affected people and animals during
establishment of groups provides a mechanism for key central government personnel and support an emergency. The WCG plans, coordinates and
multi-agency planning, communication, awareness the distribution of key messages to aid community supports the arrangements and delivery of welfare
and relationship building. In Northland, the networks. services by district councils and welfare agencies
Emergency Services Coordinating Group (ESCG),
Te Kahu o Taonui (TKoT) prior to and during an emergency.
Northland Lifelines Group (NLG), Welfare Coordination
Group (WCG) Rural Support Trust (RST) and the Formed in 2006/7, iwi chairs collective Te Kahu o The WCG has a shared work programme and progress
Network of Networks Advisory Group provide a forum Taonui has representation from 11 iwi across Te on activities and other planning arrangements are
for this collaboration. Taitokerau including Ngāti Kurī, Te Aupōuri, Te reported quarterly to CEG. District councils appoint
Rarawa, Ngāi Takoto, Ngāti Kahu, Kahukuraariki, staff as local welfare managers to work alongside the
Whaingaroa, Ngāpuhi, Ngāti Wai, Te Roroa and Northland Group Welfare Manager to ensure welfare
Ngāti Whātua. arrangements and activities are consistent and
coordinated across the region in readiness, response
28 2906 Readiness Northland Civil Defence Emergency Management Group Plan
06
Northland Rural Support Trust
6.5 6.6
The Rural Support Trust (RST) is part of a national Professional Readiness Action Plan
network of trusts that aim to ensure rural
communities are well prepared, supported and able Development
to recover quickly from emergencies that particularly The Northland CDEM Group provides and coordinates
affect the rural environment. The RST has developed Objectives Actions
ongoing Coordinated Incident Management System
response and recovery plans which identify roles and (CIMS) professional development. Communities and businesses • Support and provide tools to enhance community response and marae
responsibilities and the types of assistance that is, understand their risks and are preparedness planning
or can be, made available to rural communities. The A controllers’ development programme is established prepared
• Work with priority groups to assist them with preparedness planning
RST also aims to strengthen the network of rural offering a wide range of professional development
landowners, managers, professionals and other opportunities to enhance the capability of controllers. • Link businesses to support networks and promote business continuity
planning.
industry organisations. The RST is a member of the
Exercises play an important role in assessing • Engage and coordinate with stakeholders and partners delivering
Northland WCG.
preparedness, allowing plans and processes to be community preparedness education messages
Network of Networks Advisory Group tested, improvements to be identified and staff to
• Promote public education and information to build preparedness
(network of networks) become more confident with their roles.
• At risk populations are informed and prepared to respond appropriately
The network of networks was established to The Northland CDEM Group participates in the to tsunami
ensure that priority groups were reached and being National CDEM exercise programme and facilitates its • Maintain a programme of installing, inspecting and updating tsunami
supported during the All of Government COVID-19 own exercise schedule. information boards across the region
response.
Northland CDEM sector preparedness • Continue to provide emergency management professional development
• Older persons arrangements enable response. opportunities for the region.
• People with mental health issues • Attend professional development opportunities at the local, regional,
• Iwi national and international levels
• Migrant communities
• Engage with and support emergency services, lifelines and the welfare
• People with disabilities coordination group.
• Children and Youth
• Maintain existing plans and operating procedures
• People without permanent housing
• Community Voluntary Sector • Ensure capability and capacity of ECCs and EOCs across the region
• Design and build a multi-agency emergency coordination centre for the
The value of reaching priority communities during region
any response where the needs of priority groups are
• Invest in technology to deliver improved response outcomes
to be identified, assessed and delivered upon has
been recognised with continuation of the network
Northland operates a reliable and • Maintain and test CDEM warning and alerting systems which can be
of networks beyond the COVID 19 response. The effective warning and alert system activated 24/7 to warn people of CDEM hazards which may pose a threat
network of networks is represented on the WCG by to life.
the chair and is coordinated by the Ministry of Social
• Ensure the Northland tsunami siren network meets the required national
Development. standards
• Use new technology to enhance warning dissemination
30 3107 Response Northland Civil Defence Emergency Management Group Plan
07
Response 7.1 Challenges
Overview and • Managing varying expectations of the community,
CDEM stakeholders and partners, as well as the
This section introduces Northland CDEM group response Principles political and governance environments
arrangements and framework including, roles, responsibilities, Response describes the actions taken immediately • The lack of depth in CDEM trained personnel who
relationships (locally, regionally and nationally) and processes for before, during or directly after an emergency to save respond to emergencies across the region will
lives, protect property and support communities
emergency escalation and declaration. impact on the ability to establish and maintain the
to recover. Response ends when the response coordination of a large response, for an extended
objectives have been met, or a transition to recovery duration
has occurred. Agencies will respond to an emergency
by coordinating with the lead agency and activating • Utilising technology during a response and the heavy
their own plans and procedures in alignment with reliance on continuous and successful operation
their roles and responsibilities. The CDEM Group
• Communicating accurate information rapidly within
is the mechanism through which resources and
communities and to stakeholders and partners
support for emergency services agencies and
while balancing social media and political influences
welfare is coordinated (it is not a primary care or
emergency service agency). To ensure an effective • Meeting the response needs of Northlanders while
response, agencies will use the Coordinated simultaneously implementing national directives
Incident Management System (CIMS) framework from NEMA
with enhancements and adjustments to reflect the
response requirements.
Areas of Focus
• P
rovide leadership to achieve an affective,
comprehensive response to emergency
events
• A
id our communities including public alerting,
information and emergency welfare services
• W
ork collaboratively with our communities
and partner agencies to reduce the impact of
emergency events and assist those in need
• C
reate and maintain an accurate and widely
understood common operating picture.
• Coordinate the response though accurate
hazard analysis and response planning, and to
set the basis for a transition to recovery.
32 3307 Response Northland Civil Defence Emergency Management Group Plan
07
7.2 Response Level Relationships
Response Levels In a response with multiple response levels activated, each level may consider the same activities in varying
levels of detail and have differing timeframes to meet. Each response level must establish and maintain a direct
The scale, complexity and/or consequences of an incident will determine which levels of response are required. connection with the response levels above and below to ensure an appropriate line of communication and,
When higher response levels are activated, they may either assume overall control of the incident, or act in where applicable, control. Community level response can be supported from local, regional and national levels.
support of other agencies in a response. Agencies may support a response using business-as-usual structures.
The National CDEM Plan describes the following response levels:
Response Level Description Examples: National
NCMC NSS Security
System
National Includes agency coordination centres and A large tsunami impact will require a Response framework
national level sector coordinating entities, response from all levels NSS has it’s own specific
and all-of-government coordination structures, functions, processes
National Crisis
and principles (different to CIMS)
across national agencies. Coordinated Management Centre
from National Coordination Centres (NCC).
Regional Includes CDEM Groups stakeholders and Wide scale flooding across the region National level National
partners. Coordinated from Emergency will require a regional, local, incident and
NCC Coordination Centre NCC
Coordination Centres (ECC) or Emergency community response Lead agency Support agency
Operations Centres (EOC)
communication links at the
same level of response
Regional level
Local Includes district councils, stakeholders A major gas leak which removes people
and partners at the local (district/city) from their homes for an extended period
ECC Emergency ECC
Coordination Centre
level. Coordinated from ECCs or EOCs of time. Support may be required from a Lead agency Support agency
local, incident and community level
Incident The first official level of agency response. road traffic accident will require an
A Local level
It includes first responders. Coordinated incident level response Emergency
from Incident Control Points (ICP). Operations Centres
EOC EOC EOC
Community The general public including individuals,
families/whanau, community groups and
businesses. Incident level
Incident
Control Points
ICP ICP ICP ICP ICP ICP
There may be a national and regional response to a tsunami threat assessment following an earthquake, where a local,
incident or community response is not required as the outcome of an assessment is there is no threat to land. Community level
34 3507 Response Northland Civil Defence Emergency Management Group Plan
07
Classification and Coordination of If an emergency is minor or moderate, the Northland 7.2.1 CDEM Emergency Coordination Emergency Communications
Emergencies in Northland CDEM staff will likely monitor, coordinate and deliver Centres
the response, involving the relevant stakeholders The ability to effectively communicate in the lead
The Northland CDEM Group have a 24/7 on-call duty and partners as required. Should the emergency The below diagram shows the relationship between up to, during and after an emergency is a critical
roster which includes both a Duty Officer and a duty be considered major or severe, local EOCs will be the various ECCs. component of Northland’s operational capability.
Group Controller. activated and the Group ECC will coordinate the It is the Group’s expectation of all responding
The focus at the GECC level is coordination of the stakeholders and partners that they can always
response.
Should an emergency occur the Duty Officer will event through tactical and strategic management, effectively communicate.
perform the necessary initial actions and liaise with A local or regional level response is typically activated whereas at the local EOC level the focus is on the
the duty Group Controller and the wider Northland when one or more of the following conditions are met: immediate operational tasks and activities. The GECC Mobile phones, landlines and email are the usual
CDEM staff to ascertain and put into place the collects, collates and assesses information, issues means of communication and are utilised first in an
required response level. • There is community impact that requires the warnings, public statements and advice, coordinates emergency. As a backup, satellite phones and VHF
delivery of CDEM support services the response, and maintain records. radios operate throughout the area with HF Radio also
Emergencies are given an incident classification and available.
is determined by the Controller, supported by the • It is requested by emergency services as the level of Each district council in the Group maintains a
incident management team (IMT) to ensure consistent coordination or resources required is best managed local EOC within its area. The role of the EOC is to Teleconference facilities and online meeting
understanding. The categories and descriptors are from a higher level than the incident level coordinate the response of local stakeholders and platforms are also utilised during a response.
applicable across all response levels, although they partners within the area. Once activated, the local
• There are several incident-level responses at
may not be relevant across all incidents or responses. EOCs report to the ECC.
different sites and local/regional coordination is
If a response involves multiple Coordination necessary Other emergency management response key
Centres, a classification should be determined by locations include individual stakeholder and partner
• A state of emergency has been declared
the Controller for each centre where a Controller is ECCs (where they are either operating as lead or
present. The incident classification levels of an emergency are support agency) and Civil Defence Centres if opened
explained in Appendix E (which provide the point of contact for many agencies
to interact with impacted communities).
Relationship between ECCs
National Crisis
Management Centre
Other CDEM Groups Northland GECC
Kaipara EOC Far North EOC Whangarei EOC
Incident Incident Incident
Controllers Controllers Controllers
36 3707 Response Northland Civil Defence Emergency Management Group Plan
07
7.2.2 Response Roles and Responsibilities agency may change, either by existing mandate or by Volunteers
direction from the Controller.
“Community-led response and
The primary roles of the Controller during response Volunteers can play a significant role in any recovery activities demonstrate
are to assess impacts, prioritise response measures, Declaration response and recovery, particularly during large-
scale emergencies. A community-led response
the resilience of Northland
monitor agencies and coordinate and allocate
resources where required. Northland CDEM Group
Declaring a state of emergency gives the Controller
and recovery displays whakawhanaunatanga and Communities”
and others access to statutory powers under the
has appointed Group Controllers in accordance with manakitanga and demonstrates the resilience of
CDEM Act 2002 to protect life and property in
Sections 26 and 27 of the CDEM Act 2002. Northland communities. CDEM guidance and support
extraordinary emergency events.
is available to community-led response and recovery
During activation of the GECC, the Controller will activities if required. Evacuation
If there is potentially a need to declare a state of local
implement a CIMS structure that is scalable and
emergency, the Group Controller will contact the first If possible, the preference is for people to shelter-in-
modular, appointing staff to key roles that need to be There are three groups of volunteers in the CDEM
available CDEM Group representative in the following place (in the location that they are already occupying
performed. context:
order: – generally their homes), unless it is considered that
The CIMS roles and responsibilities are explained in • Volunteers who have connected with CDEM training, the mandatory evacuation provides less risk to the
1) Chairperson, Northland CDEM Group
Appendix D provided or facilitated by CDEM public’s health and safety and will potentially save
2) Deputy Chairperson, Northland CDEM Group more lives. The evacuation of an area is necessary
Lead and Support Agencies • Affiliated Volunteer Organisations
when a hazard threatens the safety of those within
3) Any other available member of the CDEM Group. the area or following the impact of a hazard which
The lead agency is the agency with the primary • Spontaneous Volunteers who are members of the
mandate for managing the response to that Further information on Declarations and powers is general public or community groups who respond has subsequently rendered the area uninhabitable.
emergency e.g. Health is the lead agency in a explained in Section 9 - Management and Governance spontaneously to emergencies. Mandatory evacuation places a great demand on
pandemic, CDEM is the lead agency in a tsunami. resources and a duty or responsibility on authorities.
Support agencies are any agencies or organisations “A State of Emergency gives the Debriefs
(other the lead agency) that have a role or Controller access to statutory Debriefs are held at the end of any response to
responsibilities during a response and support the
lead agency in the response.
powers” identify learnings and agree any opportunities for
improvement. Debrief outcomes are communicated
If an emergency declaration is made, the lead to all relevant stakeholders and partners and
opportunities for improvement are communicated to
stakeholders, partners and communities involved in
the event.
Support from outside the Group
An emergency in Northland may require resources
from other CDEM Groups, stakeholders and partners.
Staff from other CDEM groups may be deployed into
Northland to assist as required. The national NZ
Emergency Management Assistance Team (EMAT)
can be deployed into Northland to assist with an
emergency response at short notice.
A major emergency in New Zealand may generate
offers of international assistance or necessitate
requests for international support from New Zealand.
International agencies responding to emergencies
in New Zealand will be coordinated by the National
Controller through the NCMC.
38 3907 Response Northland Civil Defence Emergency Management Group Plan
08
7.3
Response Action Plan
Recovery
This section introduces the planning arrangements,
frameworks, structures and processes for helping people
Objectives Actions
and communities recover from an emergency.
Emergency responses are led and • Stakeholders and partners are adequately engaged during a response
coordinated effectively where CDEM is the lead agency
• Technical and scientific experts are involved to ensure decision making
in an emergency is supported appropriately for accurate hazard analysis
• ECCs and EOCs operate effectively between stakeholders and partners
across the region
• Use CIMS to deliver a coordinated across agency response
• Provide the appropriate response for the scale of the event
Northland communities are assisted • Community response groups are engaged and supported during
during an emergency response.
• Warnings are issued in a timely manner
• Collaborate with the Network of Networks Advisory Group
An accurate and widely understood • Robust protocols are used to facilitate the sharing of information during
common operating picture is an emergency using a variety of communications platforms.
developed and maintained
• GIS and other technology are utilised to enhance the level of situational
awareness during a response
Recovery arrangements are • Monitor response actions to help predetermine recovery outcomes and
implemented as soon as practicable to assist with the development of the recovery plan
following an emergency
• Include recovery in response action planning
• Identify the recovery team and structure during the response phase of an
emergency
40 41You can also read
