Resilient Auckland - WORKING TOGETHER TO BUILD A - Auckland Emergency ...
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WORKING TOGETHER TO BUILD A
Resilient
Auckland
He tapui tangata hei ahuru mowai mo Tamaki Makaurau
Auckland Civil Defence and Emergency
Management Group Plan 2016 - 2021
WORKING TOGETHER TO BUILD A Resilient Auckland He tapui tangata hei ahuru mowai mo Tamaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2016 - 2021
Mihi Executive summary
Tuia te rangi e tū nei Bind the tapestry of life from above Working together to build a resilient Auckland is unique challenges and changing landscape, the
Tuia te papa e takoto ake Bind the tapestry of life from below the vision for the Auckland Civil Defence and Auckland CDEM Group recognises the need for
Tuia hoki rātou te iwi nui tonu kua ngaro ki Bind the myriads lost unto the darkness of night Emergency Management (CDEM) Group Plan an additional goal of Resilience. This has led to
te pō uriuri Let us mourn them 2016-2021 (the Group Plan). The Group Plan the development of the Auckland-specific goal
He kura i tangihia Our sorrows we lament for them presents the vision and goals of the Auckland to build a resilient Auckland to support the vision
He maimai aroha So they shall not be forgotten. CDEM Group for this period, how Auckland of Auckland as the world’s most liveable city.
E kore rawa koutou e ngaro i te mahara. will achieve this vision, and a framework for The five goals outlined in the Group Plan specify
Let us, the living be acknowledged
measuring progress. It is designed to be the 13 objectives and additional action points in
E ngā kanohi ora o rātou mā To the people of the land, all who reside in this
five-year strategic plan for the Auckland CDEM order to guide the development of a resilient
E ngā mana whenua place of plenty, Auckland
Group, key partners and stakeholders involved Auckland.
E ngā iwi e noho nei i raro i te maru This warmth greets you.
in CDEM functions, as well as the general public
o te pai me te whai rawa o Tāmaki This warmth yearns for you. The Group Plan includes a ‘Framework for
within the Auckland region. The Group Plan is
Nei te ngākau ka mihi Greetings to all. Action’. This framework summarises the actions
designed to ensure communities are prepared
Nei te ngākau ka tangi Auckland must take to become a resilient region.
when a disaster strikes.
tēnā tātou katoa. A monitoring and evaluation framework will
The Group Plan provides strategic guidance be established to monitor the capability and
Mayoral Foreword
towards building a resilient Auckland. It performance of the CDEM Group, key partners
describes the factors which make the Auckland and stakeholders and to ensure we are working
region unique and super diverse, specifically the productively with communities, businesses,
It has been six years since the birth of the new what can be achieved in Auckland through people, economy, infrastructure, environment agencies and organisations in order to achieve
Auckland. The change in the city has been collaboration. This plan helps demonstrate that and hazards. By building resilience, we will create our goal of resilience.
nothing short of remarkable. Auckland is the planning for and managing risk is a collective a safe and liveable region for all Aucklanders.
It is important to ensure our communities
largest, fastest growing and most diverse part of responsibility. Everyone from individuals The Group Plan introduces the Auckland CDEM understand Auckland’s disaster risk, and how
the country. Half of New Zealand’s population and families, communities, businesses and Group and has been developed to align with to prepare for, respond to, and recover from
growth is here. Last year our population grew government, both central and local, must work the Ministry of Civil Defence & Emergency emergencies. This will be achieved through the
by nearly three per cent and there are now together to help build a resilient Auckland. Management (MCDEM) vision of creating ‘a participation of individuals and families at the
1.57 million of us. We are the country’s engine resilient New Zealand’. Aligning the Group Plan heart of our communities, right through to local
I am confident that our joint work in
room and there’s much more growth to come. with national direction will ensure the CDEM businesses, large organisations and all levels of
this area will help propel Auckland
Auckland is projected to add another one Group and the people of Auckland are working government. To achieve this shared vision of
to the forefront of the world’s
million people in the next 30 years. Auckland is towards a common national goal. resilience for our region, everyone must take
most resilient cities.
a desirable place to live and becoming more so. responsibility and work together.
To build a resilient Auckland, the Group Plan has
But we cannot be complacent; the region faces
set five key goals. The 4Rs Framework set in the
some significant challenges.
National CDEM Strategy, Reduction, Readiness,
The vision of this Civil Defence and Emergency Response and Recovery, provides a foundation
Management Group Plan is an apt one: working for these goals. However, to reflect Auckland’s
together to build a resilient Auckland. Working Len Brown
together is what we are good at. We have shown Mayor of Auckland
Contents
Introduction..................................................................................................................................................................8 Part C .................................................................................................................................................. 108
Auckland CDEM Group vision.................................................................................................................................16 Building resilience...................................................................................................................................................108
Key facts................................................................................................................................................................18 Our community resilience principles..........................................................................................................108
Part A .................................................................................................................................................... 20 Be prepared, build resilience...........................................................................................................................112
Auckland’s resilience journey to 2021..................................................................................................................21 Part D .................................................................................................................................................. 146
Auckland’s region............................................................................................................................................... 24 Framework for Action............................................................................................................................................ 147
Auckland’s people.............................................................................................................................................. 26 Reduction...........................................................................................................................................................148
Auckland’s infrastructure..................................................................................................................................34 Readiness............................................................................................................................................................ 154
Auckland’s economy..........................................................................................................................................40 Response............................................................................................................................................................. 158
Auckland’s environment................................................................................................................................... 42 Recovery.............................................................................................................................................................164
Auckland’s hazards.............................................................................................................................................48 Resilience............................................................................................................................................................168
Part B .....................................................................................................................................................76 Part E ...................................................................................................................................................170
Strategic direction.....................................................................................................................................................77 Appendices................................................................................................................................................................171
Auckland’s goals................................................................................................................................................. 78
Reduction...................................................................................................................................................80
Readiness.................................................................................................................................................... 82
Response.....................................................................................................................................................84
Recovery.....................................................................................................................................................86
Resilience....................................................................................................................................................88
Management and governance........................................................................................................................90
Declaration................................................................................................................................................ 96
Financial arrangements................................................................................................................................... 102
Measuring our progress...................................................................................................................................104
Development and consultation The Auckland CDEM Group
8 Working together to build a resilient Auckland is
Introduction the vision for the Civil Defence and Emergency Following notified proposal to commence The Auckland CDEM Group is made up of a
Management (CDEM) Group Plan (the Group group planning under the CDEM Act 2002, the number of organisations and agencies that
Plan) for Auckland. The Group Plan meets the Auckland CDEM Group Plan 2016-2021 was include local government, emergency services,
statutory requirements of the CDEM Act 20021 developed from the review of the current Group lifelines utilities and welfare agencies who are all
to provide strategic guidance for CDEM in the Plan 2011 – 2016, with support from MCDEM. responsible for working in partnership, to lead
Auckland region from 2016 to 20212. An extensive informal engagement phase and implement the Group Plan across the 4Rs
occurred over a nine month period. Framework: Reduction, Readiness, Response
The Group Plan is designed to be used by the and Recovery as well as the Auckland-specific
following audiences: This involved working with:
goal of Resilience. Auckland Council fulfils all the
• the CDEM Group, key partners and • elected representatives (governing body3 administrative functions and duties of the CDEM
stakeholders involved in CDEM functions and local boards) and advisory panels Group. During an emergency the CDEM Group
in Auckland (emergency services, local • key partners and stakeholders, including will work together to coordinate response and
government, central government, non- MCDEM recovery activities.
government organisations) The principles underlying the role of the
• the wider community through existing
• the general public, including the groups and networks. CDEM Group are to:
business sector. 1. promote the sustainable management
The draft Group Plan underwent formal
statutory public consultation between February of hazards
2016 and April 2016, and a technical review 2. empower communities to achieve
was undertaken by MCDEM. The statutory acceptable levels of risk
consultation and technical review feedback was
3. provide for planning and preparation for
incorporated into a final revised draft Group
response to, and recovery from, emergencies
Plan. This underwent ministerial review. The
Group Plan was then approved and adopted by 4. coordinate programmes and activities, and
Auckland’s CDEM Group committee to produce encourage cooperation and joint action
an operative Group Plan. among agencies across the 4Rs framework
and Resilience
The Group Plan will be reviewed by or prior
to 2021, in accordance with section 56 of the
CDEM Act 2002, no later than five years from its
commencement date.
5. provide the basis for the integration of local
Feedback on the Group Plan was obtained
with national CDEM policies, processes
through interviews, workshops, symposiums,
and operations.
network meetings and public events.
Mangere Mountain
9
10
Purpose of this plan
The Group Plan outlines our vision and goals, • Legislation, the National CDEM Strategy
how we will achieve them and how we will and Guide to the National CDEM Plan,
measure our performance. guidelines, codes and technical standards
issued under the CDEM Act.
The Group Plan is a strategic document,
supported by a range of processes, procedures, This Group Plan has also been developed with
policies and documents which provide more regard to the following matters (required by
detailed information. The plan is developed section 49 (2) of the CDEM Act 2002):
from a range of documents, including but not • the responsibility of people and
limited to: communities to provide for their own
• Auckland CDEM Group Plan (2011 – 2016) – well-being and the well-being of future
second generation Group Plan for Auckland generations
based on the first generation Group Plan • the benefits to be derived for people and
(completed in 2005) communities from the management of
• Transforming our world: The 2030 agenda hazards and risks
for sustainable development - the United • New Zealand’s international obligations.
Nations sustainable development strategy
All documents referenced in the Group Plan
• Sendai Framework for Disaster Risk are periodically reviewed by the CDEM Group
Reduction 2015 – 2030: an international and key partners and stakeholders noted in
treaty on disaster risk reduction this document.
• The Auckland Plan: a strategy to create
Auckland as the world’s most liveable city
Great Barrier Island
11
Introduction
This section gives a brief overview of the document and a description
of the CDEM Group, the relationship with MCDEM and the vision for
the Group Plan.
12 Part A
Structure of Auckland’s resilience journey to 2021
This section provides an insight into Auckland’s resilience journey to
2021 and how the vision of working together to build a resilient Auckland
the document will be achieved. This section discusses Auckland’s diverse social, economic,
built and natural landscape. A hazards analysis and risk assessment is
presented to illustrate Auckland’s hazards and risks.
Part B
The Group Plan is divided into four different Strategic direction
sections. The flow of the document helps readers
This section illustrates Auckland’s roadmap to achieving the goal of
understand what makes Auckland unique and
building resilience. This has an overview of national and international
how Auckland is going to achieve the goal of
strategic alignments. The following is the strategic framework which
building resilience across the region.
outlines Auckland’s vision, goals and objectives to build a resilient
Auckland. Auckland’s management and governance, financial arrangements
and monitoring and evaluation frameworks are outlined in this section to
provide readers a practical overview of how the CDEM Group, key partners
and stakeholders work together towards the strategic direction.
Part C
Building resilience
This section begins with the community resilience principles of the CDEM
Group. Following this, the CDEM Group has developed 13 objectives to
achieve the vision of working together to build a resilient Auckland. For
each objective, the CDEM Group has identified actions which aim to work
towards this vision.
This symbol refers to an Action Point from the Framework for Action.
Part D
Framework for Action
All of the Group Plan objectives have actions associated with them.
Because these objectives require many actions, there are actions that
have not been elaborated in the previous section (Part C). The Framework
for Action outlines all of the actions the CDEM Group will take towards
achieving our objectives stated in the Group Plan. This gives readers a full
overview of every action and their associated relevancy to the 4Rs while
providing a proposed timeline.
Mount Victoria, Devonport
13
14
Relationship with MCDEM for the CDEM Group to provide personnel and Relationship to National CDEM
The CDEM Group has a relationship with
equipment to augment the alternate National Strategy and National CDEM Plan
Crisis Management Centre (NCMC) operations
MCDEM to fulfil national and regional objectives Auckland’s Group Plan links upwards to the
in Auckland, as directed by the NCMC.
within the Auckland region. The MCDEM National CDEM Plan and Guide to the National
Development Unit is responsible for assisting Collaboration with MCDEM CDEM Plan, and the National CDEM Strategy
the Auckland region and its partner agencies It is important for the CDEM Group to ensure Auckland’s operational arrangements
to deliver their statutory responsibilities in to collaborate with MCDEM to enable support national planning arrangements. The
all aspects of CDEM to their communities. collaboration on the national CDEM vision and Group Plan takes into account other guidelines,
The Development Unit is also responsible for to pursue common goals. codes, regulations and technical standards
assisting CDEM Groups to implement national issued by the Director of MCDEM. Further
guidance and plans in the region, and monitoring MCDEM Emergency Management Advisors: information on the relationship between the
and reporting on CDEM Group performance • maintain a close working relationship National CDEM Strategy and National CDEM
and development. This includes implementing between MCDEM and the CDEM Group, key Plan and Guide and the Group Plan can be found
the CDEM evaluation process and assisting the partners and stakeholders in Figure 1.
Auckland CDEM Group to enhance capability
• implement MCDEM’s work programme in
through training.
relation to the CDEM Group
National arrangements rely on CDEM Groups
• respond during emergencies to support the
to support during a large-scale emergency. For
CDEM Group, the National Controller and
example the Wellington Earthquake National
National Recovery Manager.
Initial Response Plan outlines the requirements
Narrow Neck Beach
15
Figure 1: Auckland’s link to
the National Civil Defence and
Emergency Management Strategy
16 Auckland’s CDEM
STRATEGY GOALS
NATIONAL CDEM
Group vision
Reducing risks Increasing community Enhancing New Zealand’s Enhancing New Zealand’s
from hazards awareness, understanding capability to capability to recover
to New Zealand. preparedness and manage emergency. from emergency.
participation in
Auckland’s vision Auckland goals emergency management.
Working together to
build a resilient Auckland Reduction: Reducing risks
from hazards to Auckland.
To achieve this vision, we must have clear
CDEM GOALS
AUCKLAND’S
and achievable goals that are consistent Readiness: Increasing community Reducing risks Increasing community Enhancing Auckland’s Enhancing Auckland’s
with the National CDEM Strategy’s vision awareness, understanding from hazards awareness, understanding capability to capability to recover
of a ‘resilient New Zealand’. preparedness and participation in to Auckland. preparedness and manage disasters. from disasters.
participation in
emergency management.
emergency management.
Response: Enhancing Auckland’s
capability to manage disasters.
Recovery: Enhancing Auckland’s
capability to recover from disasters.
We will: We will: We will: We will:
Resilience: • Strengthen our • Use knowledge to • Manage disasters • Establish Auckland’s
AUCKLAND’S
OBJECTIVES
partnerships. deliver education. through community Recovery Framework.
Auckland-specific goal
• Participate in co- • Encourage and action or multi-agency • Champion build back
created research. promote volunteering. operational planning. better approach.
Building a resilient Auckland to
• Build a safe city • Build resilience in • Develop capability
support the vision of Auckland as and capacity.
through sustainable our communities,
'the world's most liveable city'.
approaches. businesses and • Lead the way in
organisations. innovative information
and communication
technologies.
We will:
Build a resilient Auckland to support the • Provide strong leadership and
vision as ‘the world’s most livable city’ governance frameworks and direction.
• Create the world’s most liveable city.
17
18 Key facts
Auckland has 820 new 39.1 per cent of people in 33 per cent of In 2013, 40.7 per cent of We are younger than the Currently, 50 identifiable
residents each week. the Auckland region were Aucklanders are Aucklanders were non- rest of New Zealand with small volcanoes are within
born overseas, compared from other parts of European, compared to a median age of 35.1, the Auckland region.
with 25.2 per cent for New Zealand. the rest of New Zealand compared to 38 for the
New Zealand as a whole. at 33 per cent. rest of New Zealand.
There are eight new Auckland contributes 92.4 per cent of Auckland’s population In 2015, Auckland had Auckland makes up 33.4
classrooms and teachers approximately 38 per residential dwellings was 1.57 million in a regional growth of per cent of New Zealand’s
every week. cent of the national gross are in urban areas. 2015 and is expected to 2.9 per cent compared population. One in every
domestic product (GDP). reach around 2.1 million to a national growth of three New Zealanders
by 2038. 1.9 per cent. lives in Auckland.
There’s one new street Those under 25 make up Auckland covers Auckland has 3100km Auckland boasts 200 Of the total 3,202,860
created every two days. almost 40 per cent of 16,141km² of land of coastline. distinct cultures making visitor arrivals to New
Auckland’s population. and sea. it one of the most diverse Zealand for the year
cities in the world. ended February 2016,
2,266,816 arrived through
Auckland Airport.
340 new houses Auckland has a land area 90 per cent of Auckland’s In 2013, 65.4 per cent Over 40 per cent of 80 per cent of new
are built every week. make up of approximately people live in urban areas. of people who travelled small to medium- businesses that suffer
70 per cent rural and to work in the Auckland sized businesses have from a negative event
30 per cent urban. region were driving a experienced a crisis in the or a crisis close within
private vehicle. past five years. two years.
19Part A
Auckland’s resilience
20
Part
A journey to 2021
Living with risk is a part of everyday life. Auckland is the competitive need for resources
Disasters have no socioeconomic or and the community’s sensitivity to fund these
geographical limitations, they can affect us resources.
all at any time. To achieve the vision of working
A recent survey5 within the Auckland region
together to build a resilient Auckland, everyone
provided the following information on individual
must collaborate to understand Auckland’s
readiness:
disaster risk, and be prepared to respond to,
and recover from current and future disasters. • 64 per cent of those surveyed have a good
Super diversity is one of Auckland’s strengths. understanding of what being prepared
To harness this strength, we must coordinate means for an emergency situation
and leverage community engagement • 68 per cent of those surveyed have a good
and development. understanding of the types of disasters that
Resilience means adapting to demands, could occur in Auckland and the chances of
challenges and changes. It also means flourishing them occurring.
in times of adversity. Auckland’s challenge is to While these are positive figures, there is
ensure the region will, indeed, survive and thrive, still room for improvement through work
even after a disaster, to help achieve the vision programme development from the Framework
of becoming the 'world’s most liveable city'4. for Action, inclusive of a significant revamp
Building resilience is about everyone taking of Auckland’s public awareness and public
responsibility. This means individuals and education programmes.
families at the heart of our communities, right
through to local businesses, large organisations
and all levels of government. The challenge for
Mount Victoria, Devonport
21Part A
22
We are all responsible for resilience impacted by disasters, this stress may increase knowledge and academic information, and the Social media is growing within the emergency
the time it takes to recover from a disaster, and implementation of new and improved initiatives. management sector. It has become an important
Being well prepared is not the sole responsibility
typically lead to more severe impacts. communication tool for connecting, seeking
of the CDEM Group or Auckland Council. It is the The CDEM Group is working in partnership with
and sharing information between individual
responsibility of every individual. Resilience must Shared knowledge the University of Auckland to pilot collaborative
and community networks. It is essential that
be developed through individual, household, and work from this alliance. This involves new and
There are many lessons to be learned from the CDEM Group continues engaging with
community preparedness, to business resilience, innovative ways to promote and understand
national and international disasters. The communities through social media to convey
which will be supported by strong leadership and preparedness.
Canterbury earthquakes provided a wealth of updated, informative and clear information
governance. knowledge on how to respond to a large-scale A focus on community before, during and after an emergency.
Unique risks disaster. The events showed how people and
The Group Plan is based strongly on community As New Zealand’s largest city, we must use
communities can support each other in the face
Due to Auckland’s location and particular engagement and development. It is a vehicle for our resources, people and infrastructure
of adversity, and if well-coordinated, can deliver
characteristics, the region is susceptible both engaging and delivering outcomes that will efficiently to create resilience. Also, with
great outcomes. Learning from the collaborative
to a wide variety of hazards. They range build a resilient Auckland, as well as defining our more than 200 different ethnicities, including
initiatives, successes and failures in Christchurch
from infrequent events, such as eruptions anticipated delivery of emergency management the world’s largest Māori and Polynesian
and abroad will help us build a more resilient
in the Auckland volcanic field, earthquakes services across the Auckland region. populations, our super diversity is pivotal
Auckland.
and tsunami, to regular events, such as to becoming a successful, connected, well-
flooding, electricity outages and fire. Many Collaboration with strategic partners integrated and multicultural region.
are exacerbated by the narrow coastal The CDEM Group will investigate ways to
We need to think differently about how we engage
isthmus which limits the locations of critical support alignment and collaboration with and support each other and how the challenges
infrastructure and housing developments, but strategic partners to enable Auckland to
Natural hazards can affect our well-being – we need
is balanced by the short distances to the sea disasters bring can become opportunities. to ensure that Auckland and its people are resilient to
produce best value outcomes and realise the
for stormwater movements. Also, the effects of maximum benefit. Taking a more strategic, natural hazards. It is important to build resilient and safe
climate change and Auckland’s growth are likely longer term approach to partnerships allows the Communities have the greatest local knowledge communities able to cope with, and adapt to, the effects
to worsen the impact of specific disasters in the CDEM Group to realise greater opportunities and of their area and hold vital community
future, such as super storms and other weather of hazard events. Being more resilient protects people and
expand Auckland’s capability and capacity. connections. Cohesive communities may
events. perform well together to produce beneficial
their homes from natural hazard events, maintains critical
Memorandum of Understanding with
The CDEM Group can alleviate some of the outcomes and increase their community infrastructure (energy supply, sewerage systems, water
University of Auckland
effects of future disasters through measures resilience. Many community initiatives are reticulation, telecommunications systems), and ensures social
The CDEM Group and Auckland Council have already underway, such as Auckland’s Thriving
such as building more robust infrastructure. infrastructure can withstand external shocks (community and
However, there are a number of daily life factors a strong relationship with the University of Communities Action Plan, which seeks to
Auckland, which enables collaboration and health networks, civil defence, and emergency services).
that cause stress that need to be alleviated, utilise local knowledge and solutions to drive
fosters innovation. This relationship involves community preparedness.
– The Auckland Plan
such as the lack of affordable housing. When
working together on joint programmes, sharing
23Part A
Auckland’s
24
region
Auckland has over one third of the national
population, with approximately 1.57 million Auckland offers
people residing in Auckland compared to New
• a region with islands and a varied
Zealand’s current population of approximately
marine environment
4.5 million. Auckland has a total land area of
4,894km² which is comprised of approximately • a green rural landscape with many
70 per cent rural land and 30 per cent urban regional parks
area. Auckland’s demographics illustrate that • a temperate climate in a southerly location
90 per cent of its population live in urban areas.
• the heritage of tangata whenua
Additionally, 80 per cent of Aucklanders relate
not to their geographic location, but to their • a diverse region of immigrants with multiple
community of interest. Auckland is a significant homelands and cultural endowments
business hub within New Zealand, with over • the central hub for the South Pacific islands
one third of the national gross domestic product
value coming from Auckland. These unique • an English-speaking, multi-lingual society
characteristics of Auckland help explain the city’s set in the Asia Pacific region
built, economic, natural and social environment. • a highly educated, innovative, creative,
Auckland is an emerging international city. Its and ingenious population
climate, geographical, cultural and historical • a stable, open, and mature democracy.
characters are unique, and it is fast developing a
It is this blend that makes Auckland distinctive6.
reputation for the high quality of life enjoyed by
its residents.
Mt Roskill cycleway
25Auckland’s
Part A
26
people
Auckland’s Māori
New Zealand’s Māori culture and heritage is region is vibrant and culturally diverse. This is
unique, and Auckland is home to the country’s reflected in our cuisine, festivals, art, music
largest Māori population. Mana whenua is a term and language. Approximately 31 per cent of
used to describe Māori who have tribal links to Aucklanders can speak more than one language
Tāmaki Makaurau, Auckland, and are represented compared to 20 per cent of people for all of
by 19 iwi. However, due to population drift, there New Zealand.
is a large proportion of the Māori population Auckland is home to the largest Polynesian
that do not have direct tribal ancestry to the population, with two-thirds of New Zealand’s
Auckland region, and instead represent iwi from Pacific people residing in Auckland. Dynamic
other regions of New Zealand (mataawaka). Pacific languages, culture and customs enhance
Although this shifting demographic illustrates Auckland’s uniqueness and diversity. The
a movement in place, it does not coincide with Polynesian community contributes towards
cultural ties, with many Māori still identifying shaping Auckland’s economy and strengthening
themselves to their tribal ancestry.7 Auckland’s our relationships with the Pacific Island nations.
Māori population is predominantly young, with
46 per cent under 20 years of age. In the last 15 years, the greatest increase of any
ethnic group has been those from Asian nations,
Auckland’s super diversity specifically China, India and Korea. In 1991, 5.5
Auckland is the most ethnically diverse region per cent of Auckland’s population identified
in New Zealand and is one of the world’s most themselves as Asian. By 2001, this had risen to 13
culturally diverse cities, and more than 200 per cent, and by 2013 it had reached 23 per cent.
different ethnicities and almost 40 per cent of The number is forecast to rise from 348,900 in
Aucklanders not born in New Zealand. Of those 2013 to 515,500 in 2021 – an increase of 75 per
born in New Zealand, many have travelled from cent, and will account for almost 30 per cent of
other regions to reside in Auckland. The Auckland all Aucklanders by 2021.
Detail of Māori carving telling
the story of Tāmaki Makaurau
27Part A
28
Auckland’s growth Auckland’s ageing population
Understanding how Auckland will evolve is One-third of children in New Zealand live in
fundamental to building resilience. Auckland’s Auckland. Those under 25 make up almost
population, economy, super diversity and 40 per cent of Auckland’s population, and the
national contribution are projected to grow proportion of children is projected to grow at
substantially over the next 30 years. Auckland’s a faster rate than the national average. While
population is continuing to grow at a faster Aucklanders are on average younger than other
rate than that of the country as a whole and is New Zealanders, the proportion of people
expected to reach around 2.1 million by 2038, as over the age of 60 is set to increase from 6 per
shown in Figure 2. At this growth rate, Auckland cent in 2013 to around 23 per cent by 2038.
expands approximately by the population of However, from this point, the percentage of
Hamilton in less than five years. people over 60 will decrease. National impacts
2,500,000
of an aging population include concerns
over the sustainability of taxpayer-funded
2,000,000 superannuation and the increased costs
of providing health services. The local and
1,500,000 regional impacts of an aging population
include planning implications for health-related
1,000,000
issues, accommodation, community support
500,000 services, and the delivery of aged-care transport.
0
2011 2016 2021 2026 2031 2036 2041
Auckland high Auckland medium Auckland low
Christchurch Wellington Hamilton
Tauranga Dunedin
Source: Statistics NZ and Auckland Council
Figure 2: Current and expected population
in New Zealand from 2006 to 2041
Auckland Botanic Gardens
29Part A
30
Auckland’s health services The objectives of DHBs include:
Health and disability services in New Zealand • improving, promoting and protecting the
are delivered by a complex network of health of people and communities
organisations and people. Each has their role • promoting the integration of health services,
in working with others across the system especially primary and secondary care
to achieve better health outcomes for New services
Zealanders. District Health Boards (DHBs) are
responsible for providing or funding the provision • seeking the optimum arrangement for
of health services in their district. DHBs within the most effective and efficient delivery
the Auckland region include Auckland, Counties of health services in order to meet local,
Manukau and Waitematā. regional, and national needs
• promoting effective care or support of
those in need of personal health services or
disability support.
31Part A
During business hours the
32
CBD business population is
greater than 91,840
Auckland’s central business district
Within Auckland’s central business district It is recognised that there are distinctive
(CBD) there was a resident population figure of challenges when considering emergency
34,8308 in 2015 and an employee count figure preparedness amongst residents who live in
of 91,8409. This conveys a significant increase multi-unit developments. A recent Auckland
in population to the CBD during business Council survey was conducted to understand
hours. Also, the University of Auckland and the Aucklanders' awareness and preparedness in
Auckland University of Technology would have disasters. This survey found that residents living
a maximum combined count of approximately in apartments are significantly less likely to
59,000 students10. However, it is unlikely that understand disasters, their effects and how to
all of these students would be on campus be prepared to respond during an emergency.
simultaneously. During business hours, the CBD Due to these challenges the CDEM Group are
business population is greater than 91,840, as taking a collaborative approach to strategic
the university and tourist populations are not engagement and key messaging through the
accounted for due to their significant variability. body corporate network.
This demonstrates substantial fluctuations in
the CBD population, which poses significant
challenges in an emergency.
33Part A
34 The two high pressure gas transmission pipelines
Auckland’s supplying the region provide some redundancy
for each other if either of these pipelines were
out of service.
infrastructure Communications
Communications in Auckland consist of fixed
line, cellular and broadcast networks. Local
exchanges pair connections with customers
through roadside cabinets operated by Chorus.
Exchanges are located in strengthened buildings
Auckland’s infrastructure is critical to the Electricity and gas and are equipped with battery backup and fixed
functioning of our communities and economy. diesel generators. Small rural exchanges are
The Auckland region has some of the highest
While Auckland’s infrastructure providers are equipped with battery backup and a generator
load densities combined with relatively low
committed to maintaining and building resilient plug. If an exchange becomes isolated from
levels of local generation of any region in
networks, lifeline failures still pose a significant the nationwide network of exchanges, it will
New Zealand. Most of Auckland’s electricity is
risk to the region because of the potentially high continue to operate in local mode, meaning
supplied via the transmission grid from south
consequences when major failures occur. The that local phones will be able to call other
of the Bombay Hills. 30 per cent of electricity
following provides a description of Auckland’s local phones from the same network. Cell sites
is generated inside the region mainly from
infrastructure: provide local coverage and are connected to
Southdown and Ōtāhuhu natural gas-fired
Buildings power stations. exchanges through fibre, copper or microwave
radio connections. Television and radio
Auckland has a variety of building developments Auckland’s gas is supplied via high pressure gas broadcast networks operate from key
from residential homes and industrial transmission pipelines from the Pohokura and transmission facilities located at Waiatarua,
warehouses, to commercial buildings and Maui Gas Fields and other fields in Taranaki. Waiheke, Pinehill, Henderson and the central
multi-unit developments. Auckland is home A major failure at certain key sites such as the business district.
to some of New Zealand’s tallest buildings Rotowaro compressor station may result in
including the tallest man-made structure in significant restriction of gas throughout the People in Auckland have very similar access
the southern hemisphere; the Skytower. At the upper North Island. The two most critical gas to communications to the national average,
time of the 2013 Census there were 473,448 delivery sites in Auckland are the Westfield with 81 per cent of households having access
occupied dwellings, and 2817 dwellings under and Papakura gate stations which act as points to a telephone, 85 per cent having access to a
construction. 92.4 per cent of residential of supply in the region and feed the local mobile phone, and 77 per cent having access to
dwellings are in urban areas and there is one new downstream gas distribution networks. the internet.
street created every two days.
35Part A
36 Water services
Auckland’s metropolitan water supply is mostly
supplied from the Hunua dam, Waitākere dam and
the Waikato river. The system holds one to two
days’ supply of treated water at average demand.
Future regional growth and redundancy will be
met by development of the Waikato water source.
Water is supplied from these sources through key
trunk transmission watermains. Failure of these
watermains would cause widespread regional
water outages or restrictions.
Legend
Critical utilities/assets
Airport
Port
Fire Service
Police
Ambulance
Bank
Food supply
Hospital
Major Lifelines
Motorway
Water Pipe
Transpower Lines Figure 3: Auckland's infrastructure
Liquid Fuels Pipeline Marsden to Win
37Part A
Wastewater is treated at plants in Mangere, 16, 18, 20A and 20. The local roading network is Auckland Lifelines Group
38 Rosedale, Pukekohe and Army Bay. A number of a mix between sealed and unsealed roads. The Auckland Lifelines Group (ALG) was Auckland’s lifeline utilities are committed to
areas in south and north Auckland are serviced established to identify and coordinate efforts
Fuel the ongoing building of resilience into the
by separate wastewater systems. The Auckland to reduce the vulnerability of Auckland’s networks demonstrated through significant
stormwater infrastructure serves a multitude of Most of Auckland’s fuel comes from the New
lifelines to hazard events and to improve service and ongoing investment. Some examples of
independent and relatively small catchments. Zealand refinery at Marsden Point via the
reinstatement after an emergency. The members major projects that have been completed
Most catchments have short drainage paths refinery to Auckland pipeline. Petrol and diesel
of the ALG are the lifeline utility organisations recently or are currently underway to increase
to one of the many discharge points along are then distributed by truck from the Wiri oil
that own Auckland’s critical infrastructure. lifeline resilience include:
the extensive coastline of the Hauraki Gulf, depot, which stores between two and six days’
These individual organisations undertake
Waitematā, Manukau and Kaipara harbours. Few supply of fuel for the region. Aviation fuel is 1. the Hunua No. 4 water main, which will
comprehensive asset management planning to
stormwater primary systems have been designed sent to Auckland Airport by way of the Wiri to provide some redundancy for Hunua No. 3,
reduce the possibility of failure and ensure that
to cope with super storm events. In a major airport pipeline. which currently carries most of the treated
services are re-established as soon as possible if
flood event extensive local inundation can be water from the Hunua supplies north into
Infrastructure failure failure does occur.
expected as a result. the isthmus and will significantly improve
Infrastructure service outages may originate The ALG facilitates projects such as the security of water supply to Manukau West
Transportation from network failures within the Auckland region prioritisation of infrastructure assets for response and Auckland Airport.
Transportation in Auckland comprises of ports, or from outside the region. For example, our and restoration through a three-tier rating
2. the Auckland-North electricity transmission
airports, road and rail networks that are of electricity and fuel supplies are brought in from system of nationally, regionally and locally
upgrade, which has improved security of
national importance. The Ports of Auckland in other areas of the country. Infrastructure asset significant assets. Vulnerability studies are
supply to Auckland city, west Auckland,
the city and the smaller port at Onehunga is failures can also result from many causes, such undertaken to assess the potential impact on
North Shore and Northland by providing a
accountable for about a third of the region’s as natural or technological hazards, human error, Auckland’s infrastructure services from a range
second major transmission route from north
economic activity. The Auckland airport is the equipment failure or poor maintenance. of natural and technical hazards and to identify
to south creating some ‘loop’ redundancy.
gateway for around 75 per cent of New Zealand’s Examples of past infrastructure failures include potential mitigation actions.
overseas visitors with approximately 14 million 3. the linking of SH20 from Manukau through
the 1998 Mercury power crisis which caused a The lifeline utility sectors are highly
passengers and 214,300 tonnes of freight to SH16, which will provide an alternate
power cut to the Auckland CBD for six weeks, the interdependent for their own service continuity,
passing through each year. Smaller airports north-south motorway route across the
111 service disruption in 2010, the failure of the and most critical community sectors such as the
that operate in Auckland include Hobsonville, region and alternative road routes to the
main gas pipeline to Auckland and Northland in emergency services and health rely on lifeline
Whenuapai, Ardmore, Dairy Flat and some on airport.
2011, and the Penrose grid exit points fire utilities to be able to function. This means that
the Gulf Islands. in 2014. the impacts of any major lifeline utility failure Though the consequences of lifeline failure are
Auckland’s rail network is a single north-south cannot be measured just in terms of loss of that a significant risk to the Auckland region, the
The potential for infrastructure failures
trunk line with minor branches connecting to the service, as the impacts have the potential to be likelihood of infrastructure failure is decreasing,
is mitigated by building robustness and
city and the Port of Onehunga. Around 43,000 much wider reaching. and the resilience of infrastructure networks is
redundancy into the infrastructure networks,
passengers commute by rail each day. The increasing through mitigation projects, such as
but 100 per cent service reliability is neither
roading network is made up of state highways those described above.
affordable nor practicable and there will always
and local roads. The state highway network is be some residual risk.
well developed and includes state highways 1,
39Auckland’s
Part A
40
economy Auckland Rest of New Zealand
1%
Auckland is the main commercial, industrial and 20% 27% 17% 17%
educational centre, and the primary distribution
hub of New Zealand. While the national 9%
economy mostly comprises small and medium-
sized businesses, a significant proportion of the
21% 12% 32%
largest businesses are in Auckland. This means 25%
that Auckland contributes about 38.6 per cent 6% 13%
of the national GDP. In 2013, there were 163,580 Agriculture and mining Professional services
businesses in the region, and unemployment Manufacturing Wholesale trade
was approximately 5 per cent. Accomodation and Other industries
food services
Auckland's business profile is illustrated
through Figure 4. Of the exporting businesses Figure 4: Business and
surveyed in Auckland, most were involved in the economy in Auckland¹⁰
manufacturing (27 per cent), wholesaling (25
per cent), or professional services sectors (21 Auckland’s GDP growth rate currently sits at
per cent). These industries align to Auckland’s +3.5 per cent while the rest of New Zealand
role as a distribution hub, and strong service- sits at only +2.4 per cent11. Additionally,
based economy. For example, Spark, Air NZ, there is further evidence that highlights the
Vodafone and Orcon head offices are in significant amount of reliance on Auckland for
Auckland. In contrast, the rest of New Zealand New Zealand’s economy, such as the 694,620
had a higher proportion of businesses involved in employees in Auckland of the 2,045,610
manufacturing (32 per cent) and agriculture and registered in New Zealand. A full breakdown of
mining (17 per cent). the geographic units by region and industry can
be found at Statistics New Zealand12. Disasters
and economic crises such as stock market
crashes, changes in interest, mortgage and
currency rates, and housing demand may have
detrimental effects to Auckland’s economy.
41Auckland’s
Part A
42
environment
The Auckland region, including the isthmus,
covers 16,141km² of land and sea and about
2 per cent of New Zealand’s total land area.
The Auckland region is incredibly diverse
and made up of unique harbours, mountain
ranges, islands, lakes and streams which
provide a multitude of different challenges
and complexities. For instance, Auckland’s
Hauraki Gulf Islands which include Great Barrier,
Waiheke and Kawau Islands are isolated in
terms of their location, however the residents
are more resilient due to their interdependency.
In comparison, the CBD is central in terms of
location, however residents are less resilient due
to their dependency on critical infrastructure.
Within the CDEM Group it is recognised that
none of Auckland’s areas are the same in terms
of their unique challenges and we will work to
achieve what is best for each location.
Legend
Volcanic feature
Prevalent wind direction
Seismic faults
Roads
Major powerlines
Flood plains Figure 5: Auckland’s Environment
Major tsunami evacuation zones
43Part A
44 Auckland is geologically active
Auckland lies on an active volcanic field that
covers 360km² and contains at least 50
volcanoes. The earliest volcanic eruption in
the Auckland Volcanic Field was an estimated
250,000 years ago; the most recent volcanic
eruption, which was witnessed by Māori living
on Motutapu Island, occurred approximately
600 years ago and produced Rangitoto. The
volcanic activity occurs intra-plate, coming from
a single active hot spot of magma. The Auckland
Volcanic Field is monogenetic; this means each
volcano usually only erupts once with further
eruptions occurring at a new location. This
occurred for each volcano in Auckland, with the
exception of Rangitoto. Auckland’s volcanoes
vary in shape, size and character, including
small cones less than 150 metres in height
and explosion craters. The locations, size and
intensity of future eruptions are uncertain.
Volcanoes have significantly changed Auckland’s
landscape and contributed towards its success.
They are important cultural sites for Māori and
have become vital icons and tourist attractions;
many public parks, walks and conservation
areas are located on volcanic cones. Volcanic
soil is also fertile, and volcanic rocks are suitable
for building materials and form natural water
reservoirs.
Mt Eden summit
45Part A
46 Auckland’s weather is diverse Sustainability
Auckland’s weather can change quickly. Most Auckland has a diverse natural environment. This
weather systems originate in the Tasman Sea, is a key component to its liveability and includes
but during summer and autumn, Auckland can indigenous forests, ranges, islands, beaches,
also be affected by subtropical storms. Our most lakes, rivers and harbours. The Auckland region’s
common weather hazard is flooding, followed by projected growth of an additional 700,000
damaging winds and rough seas. Severe weather people over the next 30 years will place pressure
that affects a large part of the Auckland region on the natural environment and availability of
is generally well-forecast a day or two ahead of resources.
time, but localised severe thunderstorms have
Demand management is a methodology used
shorter warning times (hours rather than days).
to forecast, plan and manage the demand for
Intense storm events can produce localised and products and services. This is beneficial because
regional flooding. A ‘super storm’ would have decreased individual resource consumption
a significant negative impact on the Auckland helps to lessen environmental impacts, conserve
region, which could include a combination supply and reduce costs.
of severe winds, heavy rain, flooding, land
Sustainable living is a term which covers actions
instability, power outages, storm surge and
that can be taken to reduce environmental
coastal erosion.
impacts. Examples of sustainable actions include
Auckland’s coast is very active re-using and recycling, buying locally produced
products and using water-efficient appliances.
With approximately 3100km of coastline,
An integrated, reliable transportation system
coastal margins are desirable for development
and shared transport options reduce congestion
and provide various public beaches. But our
and align to Auckland Council’s Low Carbon and
extensive coasts and large harbours put
Energy Resilience Strategy13.
Auckland at risk from coastal erosion, coastal
inundation and tsunami. Community development and engagement
are essential for creating a sustainable region.
Actions of sustainability are tools which can
be utilised to increase resilience. Sustainable
approaches and initiatives will help ensure
the security, affordability and accessibility
of resources that are important for building
resilience.
Great Barrier Island
47HAZARD IDENTIFICATION
Natural
Emergencies occurring in other parts of New To ensure all of these hazards and the risks
Coastal erosion (beach and coastal cliff)
Zealand may also affect Auckland in terms of they pose are understood, the CDEM Group
Part A
Coastal inundation (storm surge) population displacement, widescale hazards have developed Auckland’s Hazards Quick
Drought (agricultural and water supply) such as volcanic ash deposit, and the need for Reference Guide17. In addition, Auckland
48 Earthquake (includes liquefaction) resources. The CDEM Group will work with Council has developed a Natural Hazard Risk
Auckland’s
Flooding (river and catchment) other CDEM Groups to alleviate the impacts of Communication Toolbox18 to ensure consistent
Land instability emergencies when they occur. hazard and risk terminology is applied
Severe winds both throughout council, and externally to
hazards
Space hazards¹⁵ (including solar flares) stakeholders and the community.
Super storm¹⁶
Tornado
Tsunami (distant, regional or local source)
Urban fire
As a group of islands in the South Pacific, New
Zealand is exposed and vulnerable to many Volcanic eruption (Auckland Volcanic Field or
possible hazards. A hazard is something that ashfall from distant source)
has the potential to adversely affect our people, Wildfire (rural)
property, economy, environment or other assets Technological
we value. When combined, these are referred to Civil unrest
as elements at risk14. Dam failure stormwater
Hazards can be categorised into natural, Dam failure water supply
technological and biological. Auckland’s Hazardous substances spill
geographical location, partially on a narrow Information technology infrastructure risk
isthmus of land, within the Auckland Volcanic Lifeline utility failure: airport, port, rail, roading
Field, and close to the collision point of Lifeline utility failure: communications
two large tectonic plates, makes our region Lifeline utility failure: electricity
vulnerable to a wide range of natural hazards. Lifeline utility failure: fuel supply
For example, storms can hit the Auckland region
Lifeline utility failure: gas
relatively frequently while lower frequency
Lifeline utility failure: wastewater
events such as tsunami also have the potential
Lifeline utility failure: water supply
to affect our region. Other technological and
biological hazards include lifeline utility failures Major transport accident (aircraft, marine,
and infectious human disease pandemics. A rail, road)
comprehensive list of Auckland’s hazards is Marine oil spill
outlined to the right in alphabetical order. 1516 Radiation incident
Terrorism
Biological
Animal epidemic
Infectious human disease pandemics
Plant and animal pests Water spout in the
Waitematā Harbour
Table 1: Hazard identification
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