Agenda of HB Civil Defence Emergency Management Group

Meeting of the HB Civil Defence Emergency Management Group Joint Committee

Date: Monday 26 August 2019

Time: 1.30pm

Venue:

Council Chamber

Hawke's Bay Regional Council

159 Dalton Street

NAPIER

Agenda

Item Subject Page

1. Welcome/Notices/Apologies

2. Conflict of Interest Declarations

3. Confirmation of Minutes of the HB Civil Defence Emergency Management Group held on 27 May 2019

4. Action Items from Previous HB CDEM Group Joint Committee Meetings 3

5. Call for Minor Items Not on the Agenda 7

Decision Items

6. Hawke’s Bay Capability Assessment Report 2019 9

7. Amendments to the Group Plan: Controllers 27

8. Post-Election Elected Officials Civil Defence Induction 29

9. 2018/19 Annual and Financial Report 33

10. Hawke’s Bay Disaster Relief Trust Deed 37

Information or Performance Monitoring

11. Discussion of Minor Items not on the Agenda 39

HB CDEM Group Joint Committee

Monday 26 August 2019

Subject: Hawke’s Bay Capability Assessment Report 2019

Reason for Report

1. This report asks the Committee to accept the Capability Assessment Report 2019 and identify priority work areas approaches for the Group Plan Review and the next version of the Group Work Programme.

Background

2. The Ministry of Civil Defence Emergency Management (MCDEM) is responsible under the Civil Defence Emergency Management (CDEM) Act 2012 for monitoring the capability of the CDEM groups. MCDEM developed the CDEM Monitoring and Evaluation Programme and the Hawke’s Bay Group was assessed under this process in 2010 and 2015.

3. The 2015 score was assessed at 61%. MCDEM have subsequently suspended this programme and they have not advised when this is likely to be resumed. With the review of the group plan commencing this year it was agreed by the Coordinating Executives Group (CEG) to complete a self-initiated capability assessment for the Group.

4. This will allow both for a benchmarking against the Group’s previous score and inform the group plan review identifying any areas for further improvement.

5. The monitoring and evaluation process was undertaken in mid May 2019 using the same assessment tool used in 2010 and 2015. The review team consisted of Malinda Meads (Emergency Management Consultant), Andrew Hickey and Ian Wilson (MCDEM Regional Emergency Management Advisors). They interviewed Committee and CEG members; staff from the Group office, local authorities and partner agencies.

6. The subsequent Hawke’s Bay Capability Assessment Report (CAR) 2019 was produced in late June and is attached as Attachment 1. This was discussed at the CEG meeting on 27 June and at a telephone conference in mid-July. The minutes of this telephone conference are attached as Attachment 2.

7. The primary author of the report Malinda Meads will be attending the meeting and will be available for questions from the Committee.

Discussion

8. The reporting tool (and therefore report) is based on the former national civil defence emergency management strategy which was superseded in April 2019 by the National Disaster Resilience Strategy. The previous strategy was based on “Goals” and “Enablers”. This needs to be kept in mind in considering the response as as part of progressing the Group Plan review which will need to reflect the new National Disaster Resilience Strategy.

9. Attachment 3 is an list of the recommendations in the report with some commentary on each one as to the existing situation. A number of the recommendations are either being worked on at the moment or are part of the existing Group work program.

10. In considering priority areas for focus over the next two years, this needs be in the context of the Groups current business as usual activities. These are largely managed by the Group office, with a number also involving partner agencies and council staff. Generally these are not included in the Group work programme. For example the operational readiness program includes training and exercising plan which is designed to build and maintain the Group’s response incident management team (IMT) capability to an appropriate level.

11. If the Committee feels it is appropriate, increased focus could be placed on any of these business as usual activities to increase capability. Conversely we can reduce work in a particular area. Attachment 4 is the current state of the Group Work Programme which will help give some context to this discussion.

12. In considering the CAR 2019, the CEG have effectively identified four areas they consider to be a priority over the life of the next Group Plan (5 years). These are:

12.1. Operational readiness.

12.2. Group and partner organisational resilience.

12.3. Lifelines.

12.4. Recovery.

13. The existing operational readiness programme is progressing well with regular training and exercising at a number of different levels. A significant regional level exercise is planned for October this year. The programme will be reviewed after this exercise to identify any areas that need adjustment. This people capability development is reinforced by improvements in response facilities and equipment and related processes and procedures.

14. Approaches to operational readiness could include placing increased emphasis and seeking more input from councils and partner agencies. This could also include allocating additional resourcing to this activity. Alternatively the existing programme could be allowed to run with a review early in 2020.

15. Organisational resilience, Lifelines and recovery are inter-related. More than any other CDEM activity areas, they involve shared and at times contradictory roles and responsibilities between the Group, member councils, central government agencies and infrastructure providers. It is therefore no surprise that these areas still require further guidance and work.

16. Organisational Resilience. The biggest issue identified in the report is the variable approach to business continuance planning (BCPs) by councils and partner agencies. BCPs are a vehicle for organisations to be able to respond and re-establish essential services in a timely manner. The process of developing a BCP is as important as the physical BCP itself.

17. Organisational resilience is also closely related to functions such as Lifelines and recovery.

18. Lifelines. Group member councils and other essential service providers (e.g. NZTA, power companies, telecommunications companies, Napier Port and Hawke’s Bay Airport) are identified as Lifeline Utilities in the CDEM Act and as such are required to function to the fullest possible extent, even though this may be at a reduced level, during and after an emergency. Lifelines are also required to participate in CDEM planning and preparedness activities.

19. Until recently the Lifelines Group was chaired for a number of years by Oliver Postings from NZTA. Oliver has recently taken up a new position within NZTA and has resigned from this Lifelines role. The Lifelines Group was not able to find a Chairperson and at the moment is being run by a committee of core members. There is also variable commitment from larger national agencies to regional Lifelines Groups.

20. Recovery. Depending upon the impacts of an event, recovery is primarily driven by local authorities and central government. While the CDEM Group will support these efforts, the primary role of the Group is in coordinating recovery planning and other recovery readiness activities across councils and agencies.

21. While recovery has been identified as an area needing further work, substantial progress has been made since the 2015 CAR.

22. Progress in this area is dictated by the ability of key players in local authorities and partner agencies to commit to work in this area. This requires organisational commitment and utilising other council work in communities to identify what is important to that community, what are the community priorities after an event and the opportunities for change as part of the recovery.

Options

23. At this initial stage of deciding the response to the 2019 CAR, the Committee is asked to consider Attachment 3 and note the actions already identified.

24. It is also asked that the Committee give direction on the priorities identified by the CEG in the context of some possible implementation options. The Committee may also wish to use this opportunity to identify any other areas for priority and potential actions that can be development. The recommendations are outlined in the table below:

Table 1

Areas of Focus	Actions	Combined Actions
Operational Readiness	Continue with current work programme. Review post Ex Ruaumoko in 2020.	Targeted communications and engagement plan. Council staff, partner agencies, governance/ political support. Focus on influencing organisations that have roles and responsibilities in these areas – at a governance and management level. Increasing accountability and reporting across all organisations.
Group and Partner Organisational Resilience	Lead the development of a Hawke’s Bay BCP programme and expertise. Provide “centre of excellence” support through the Group office.
Lifelines	Partially resource supporting role in the Group office – assist Lifelines to develop work programme and hold to account
Recovery	Partially resource supporting role in the Group office – continue development of recovery tools Incorporate and coordinate recovery planning across council functions and with relevant partner agencies

Financial and Resource Implications

25. Unless the Committee wishes to consider redirection of resources from other activities, the actions identified for Lifelines and Recovery will need to consider the need for additional resourcing. However given the reserves in the CDEM targeted rate scheme and the fact that we have been able to achieve current outputs well within the existing budget, there is an opportunity to fund the above initiatives from within the existing budget.

Decision Making Process

26. The Committee is required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

26.1. The decision does not significantly alter the service provision or affect a strategic asset.

26.2. The use of the special consultative procedure is not prescribed by legislation.

26.3. The decision does not fall within the definition of the Administrating Authority’s policy on significance.

26.4. There are no persons directly affected by the decisions recommended.

26.5. The decision is not inconsistent with an existing policy or plan.

27. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, the Committee can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That the HB CDEM Group Joint Committee:

1. Agrees that the decisions to be made are not significant under the criteria contained in Administrating Authority’s adopted Significance and Engagement Policy, and that the Committee can exercise its discretion under Sections 79(1)(a) and 82(3) of the Local Government Act 2002 and make decisions on this issue without conferring directly with the community and persons likely to be affected by or to have an interest in the decision.

2. Endorses the priorities identified by the CEG and Table 1 of this report with the following additions or alterations:

2.1.

2.2.

Authored and Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

⇨1	Capability Assessment Report	Under Separate Cover
⇩2	Minutes from the Capability Assessment Teleconference held on 19 July '19
⇩3	Summary of recommendations and actions
⇩4	Group Work Programme 2018-20 Monitoring and Performance

HB CDEM Group Joint Committee

Monday 26 August 2019

Subject: Amendments to the Group Plan: Controllers

Reason for Report

1. Under the Civil Defence Emergency Management Act 2002 (CDEM Act) the Civil Defence Emergency Management Group Joint Committee makes appointments to the positions of Group and Local Controller. These appointments and associated delegations are contained in the Group Plan and as such represent a minor change to this Plan.

2. This paper seeks confirmation of proposed changes to Local Controller appointments and as a result, proposes resulting changes to the Hawke’s Bay CDEM Group Plan.

Confirmation of the Appointment of Local Hawke’s Bay Controllers

3. Early last year the Committee agreed to appoint Group Controllers and two Hawke’s Bay Local Controllers per Council. This allowed for the rationalisation of controllers while at the same time focusing on developing the selected individuals.

4. The Territorial Local Authorities have confirmed resignations or changes to their local controller appointments. The following changes are therefore recommended to Appendix 5: Key Appointments to the Hawke’s Bay CDEM Group Plan 2014-19:

4.1. Add the following to the Hawke’s Bay Local Controllers list:

4.1.1. Libby Young (Wairoa District Council)

4.2. Remove the following from the Hawke’s Bay Local Controllers list:

4.2.1. Helen Montgomery (Wairoa District Council)

5. Libby is the Roading Assets Manager at the Wairoa District Council. Libby will be attending a two day Controllers Toolbox training run by MCDEM in September.

Financial and Resource Implications

6. There are no significant financial or resource implications that may result from this decision.

Decision Making Process

7. Committee is required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

7.1 The decision does not significantly alter the service provision or affect a strategic asset.

7.2 The use of the special consultative procedure is not prescribed by legislation.

7.3 The decision does not fall within the definition of the Administrating Authority’s (HBRC) policy on significance and meets the requirements of section 57 of the Civil Defence Emergency Management Act 2002 and can be considered as a minor change to Group Plan.

7.4 No persons can be identified who may be affected by this decision.

7.5 The decision is not inconsistent with an existing policy or plan.

7.6 Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, the Committee can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision

Recommendations

That the HB CDEM Group Joint Committee :

2. Resolves to make a minor amendment to Appendix 5: Key Appointments of the Hawke’s Bay CDEM Group Plan pursuant to section 57 of the Civil Defence Emergency Management Act 2002 and make appointments and changes to the roles of Hawke’s Bay Local Controller as follows:

Add the following to the Hawke’s Bay Local Controllers list:

2.1 Libby Young

Remove the following from the Hawke’s Bay Local Controllers list:

2.2 Helen Montgomery

Authored and Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

There are no attachments for this report.

HB CDEM Group Joint Committee

Monday 26 August 2019

Subject: Post-Election Elected Officials Civil Defence Induction

Reason for Report

1. The purpose of this report is to seek the feedback and endorsement of the Committee for the proposed plan for induction of elected officials after the 2019 Local Government Elections.

2. It is requested that the Committee agrees to the induction programme and content outlined in this report, with any amendments.

Discussion and Recommendations

3. Joint Committee Induction. The Committee is asked to consider if induction specific to the Joint Committee is needed as part of its first meeting of the new triennium.

4. This has not specifically been run in the past but it would be useful to cover the following matters:

4.1. Committee Terms of Reference (this is an item on the first meeting).

4.2. The role of the Joint Committee in readiness activities.

4.3. Declarations – delegations and considerations.

4.4. Media and spokespersons in a disaster.

4.5. Role of the Joint Committee in a response.

4.6. Hawke’s Bay Disaster Relief Trust.

4.7. Distribution/discussion of a “clear view” folder with key documents and information such as media messages, declaration forms and guidance, key contacts and delegations.

5. It is recommended that this induction training be completed as soon as possible after the elections.

6. All Councillors Induction. Post the October 2016 Elections the CDEM Group office, with the support of local EMOs, CEG members and controllers, delivered CDEM induction for all councillors across the Groups five local authorities.

7. It is recommended that this should also occur as soon as possible after the 2019 elections. It is also recommended that the Civil Defence Emergency Management (CDEM) Group Office would deliver this in Waipawa, Wairoa, Napier and Hastings with the support of local Controllers, CEG members and resident emergency management advisors.

8. Officers have commenced a review of the existing package that involves the following.

8.1. A revised booklet based on the existing Handbook for Elected officials and Council Managers approved by the Committee prior to the last election.

8.2. A two hour (including a break) forum including a short desk top exercise to be delivered at each Council. To an extent this will be dependent on discussion and questions from the councillors.

9. The forum will cover the following topics:

9.1. Introduction to CDEM in Hawke’s Bay. While there is a need to discuss a little legislation, the main focus of this topic is how CDEM in Hawke’s Bay works and who is responsible for what. This will include a brief overview of the national structure.

9.2. Elected Officials role in CDEM during business-as-usual. The focus of this topic is making the connections between what Councils do every day and readiness for an emergency. This will include linkages with Council functions such as asset management, planning and community development. How elected officials can become involved with their communities in preparing for an emergency will also be explored.

9.3. Elected Officials role in CDEM during response. This topic will outline the different roles during an emergency and what a state of emergency means and who has the power to declare. The best way that elected officials can help their communities in an emergency will also be examined. This topic will also include lines of communication and how they might be communicated with during an event so they can feed community information back into the response, are aware of the situation and the key CDEM messages to be given to the community.

9.4. Personal Preparedness. This will focus on the fact that if they and their families are not prepared then their usefulness to their communities will be greatly reduced during an event. Some practicable advice will be available. The main aim of this topic is to increase their individual resilience during an emergency but also to give them some basic tools that they can pass on to members of their community before an event.

10. There will also be a scenario-based desktop activity to bring out roles and responsibilities, but also how elected officials might support the response during an event.

11. It is intended the forums will be as interactive as possible and not involve large amounts of PowerPoint. To an extent each forum will be tailored to the relevant Council.

12. It is requested that the Committee agree to the above forum outline and provide any feedback as to the content.

13. There may be other matters which Committee members wish to see covered in either the councillor or Joint Committee inductions.

Financial and Resource Implications

14. The decision recommended in this paper has no significant financial or resource implications.

Decision Making Process

15. The Committee is required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

15.1. The decision does not significantly alter the service provision or affect a strategic asset.

15.2. The use of the special consultative procedure is not prescribed by legislation.

15.3. The decision does not fall within the definition of the Administrating Authority’s policy on significance.

15.4. There are no individual persons affected by this decision.

15.5. Options that have been considered include doing nothing.

15.6. The decision is not inconsistent with an existing policy or plan.

15.7. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, the Committee can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That the HB CDEM Group Joint Committee:

1. Agrees that the decisions to be made are not significant under the criteria contained in the Administrating Authority’s adopted Significance and Engagement Policy, and that the Committee can exercise its discretion under Sections 79(1)(a) and 82(3) of the Local Government Act 2002 and make decisions on this issue without conferring directly with the community and persons likely to be affected by or to have an interest in the decision.

2. Agrees with the proposal to deliver post Elections 2019 Civil Defence Emergency Management induction for elected officials through forums as outlined in the Discussion and Recommendations section of this report.

3. Agrees that an induction package for the incoming Joint Committee be developed as outlined in this report and be delivered at its first meeting of the triennium.

Authored and Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

There are no attachments for this report.

HB CDEM Group Joint Committee

Monday 26 August 2019

Subject: 2018/19 Annual and Financial Report

Reason for Report

1. The purpose of this report is to request the Committee adopt the attached 2018/19 Annual Report (Attachment 1) and note the financial reports (Attachment 2) and commentary.

Discussion and Options Assessment

2. Hawke’s Bay CDEM Group Annual Report 2018/19. This report follows on from the first ever Group annual report completed for 2017/18. The draft report outlines the activities of the Group over the last financial year.

3. The report needs to be considered in conjunction with the Group work program and Capability Assessment Report which is discussed in other papers on this agenda.

4. In particular the report outlines progress being made in community engagement activities, community resilience plans, and improving operational readiness particularly in incident management teams training and exercising.

5. Overall the Group achieved most of the objectives set for the year through the work programme and has done so within budget. This has been in the face of a couple of challenges including the need to temporarily relocate staff and response facilities at the start of the year and the expansion of the Community Engagement team with new staff and leadership.

6. The Committee should note that given the timing of meetings, this report has not been considered by the CEG. This report will be placed on the next CEG agenda in early December.

7. Financial Report 2018/19. The financial report is based on the existing budgets for the Group. These budgets are based on the funding received through the region wide CDEM target rate and on current HBRC accounting practices. The budgets are currently focused on four programmes as follows:

7.1. 711 – risk reduction including hazard research

7.2. 712 – operational readiness and response

7.3. 713 – Group governance, coordination and recovery

7.4. 714 – local emergency management

8. There is one other programme administered by the Group for East Coast Lab. However this project is entirely funded by external funding from agencies such as Crown Research Agencies (e.g. GNS), tertiary education research funds and the MCDEM Resilience Fund. This programme also works across a number of East Coast CDEM Groups. As such there is no direct funding from the Hawke’s Bay CDEM targeted rate this project has not been included in the Group’s financial report.

9. Programmes 711, 712 and 713 were existing Group budgets prior to the new operational and financial structures being put in place at the start of 2018/19. Programme 714 – local emergency management was established at the start of the 2018/19 year to reflect the parts of TLA funding being transferred across as part of the move to the regional CDEM target rate.

10. The current budget structure reflects the previous two tiered operating structure of the Group. After one year of operating under the new structure, a review of budgets and programmes had commenced. However this is currently on hold for a few months while the HBRC implement a new financial management information system.

11. At this stage it is intended that the four budgets will be established covering off the following work programme activities. The existing budget will be spread between them according to the needs of individual projects as part of the approved work programme.

11.1. Hazard research and risk reduction

11.2. Community engagement, education and communications

11.3. Operational readiness, lifelines and recovery

11.4. Group governance and management

12. 2018/19 Financial Summary. Attachment 2 is the detailed financial report for each of the existing budgeted programmes. Less Lifelines contributions and expenditure, overall the Group budgets were underspent by a total of $354,342. This underspend will be placed within the reserve account for the CDEM targeted rate. The total CDEM reserve will now stand at $393,000.

13. The underspend this year was due to a number of matters including:

13.1. The Group was able to source significant external funding to carry out work already catered for in the approved budget (e.g. Community resilience indicators work already in the Group work programme was funded by $100,000 of contestable funding).

13.2. Risk reduction staff (Programme 711) charging significant amounts of their time to ECLab, which in turn is externally funded.

13.3. Time taken to fill staff vacancies and which also resulted in reduced operational spending.

13.4. Some savings continually being realised by taking a shared service approach to the CDEM activity and closer budget management.

13.5. A review of volunteer capability and training has resulted in a temporary reduction of costs and expenditure in this area (Programme 714).

14. As mentioned in the previous Committee meetings, there is unbudgeted expenditure in this current financial year as a result of the rebuild and occupation of the Group Coordination Centre (GECC) in Hastings. For example $25,000 has just been committed to new IT equipment, large screens, projectors and video conferencing equipment for the GECC. There will be further costs in fitting out the new building over the next few months of approximately a $25,000. All of this expenditure will be within the existing 2019/20 budget.

15. The lease of the building to the Group by Hastings District Council will also need to be reviewed and it is likely to be moved toward a market based rent. This is estimated to be an extra $50,000 per annum.

16. Despite this the officers are of the view that there is some “headroom” being realised in the existing budgets which could be used to address some of the issues raised in the Capability Assessment Report 2019 also on this agenda.

17. It is also likely that there will be an underspend in this year as the Group has secured almost $400,000 in external funding already (MCDEM Resilience Fund and ECLab external funding).

18. With regards to the existing heathy reserve ($393,000), it is recommended this be retained at the moment. The primary reason for this is as an emergency fund to cover the unforeseen costs of a significant event. For example the direct costs to the Nelson-Tasman Group in the response to the Pigeon Valley Fire is approximately $500,000 and rising. Even in a relatively small event the response costs can escalate rapidly and while some public welfare costs can be claimed from central government, most direct response costs cannot.

Decision Making Process

19. The Committee is required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

19.1. The decision does not significantly alter the service provision or affect a strategic asset.

19.2. The use of the special consultative procedure is not prescribed by legislation.

19.3. The decision does not fall within the definition of the Administrating Authority’s policy on significance.

19.4. There are no persons directly affected by the decisions recommended.

19.5. The decision is not inconsistent with an existing policy or plan.

19.6. Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, the Committee can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That the HB CDEM Group Joint Committee:

2. Adopts the draft Hawke’s Bay CDEM Group Annual Report 2018/19 as attached to this report subject to minor editing and formatting.

3. Notes the financial report as attached to this paper.

Authored by:

Ariana Mackay

Resource Technician WQE

Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

⇨1	HBCDEM Annual report 2018-2019		Under Separate Cover
⇨2	Project progress report		Under Separate Cover

HB CDEM Group Joint Committee

Monday 26 August 2019

Subject: Hawke’s Bay Disaster Relief Trust Deed

Reason for Report

1. The purpose of this report is to request the Committee agree to the draft deed for the Hawke’s Bay Disaster Relief Trust (attached) and note the outline process for forming the trust and addressing the council controlled organisations requirements of the Local Government Act 2001.

Discussion and Options Assessment

2. As part of the review of the current Group Plan, The Joint Committee of the time requested a disaster relief fund for Hawke’s Bay be established. The fund will operate as the single focus for the collection of donations of money made to assist people affected by any civil defence emergency in Hawke’s Bay.

3. Similar trusts have been established by some other Groups and is in response to the experiences of the Canterbury earthquakes where international NGOs quickly established funds which gathered substantial donations both locally and internationally. Concerns were raised about the administration and distribution of these funds.

4. Establishing a trust now will enable the Group to put in place the necessary processes to seek donations quickly in an event. It will also allow for donations to be made within the charities construct, and for the funds to be distributed as quickly as possible to alleviate suffering.

5. It is envisaged that funds will be donated to the trust as a whole, but does allow for funds to be tagged to a specific event or area if the donor has a preference to do this.

6. It is not intended that this trust replace existing Mayoral Funds which have a wider mandate. Rather it is intended the two can work alongside each other depending on the event and the nature of the donations made.

7. Legal advice identified the best process to establish the trust is as follows:

7.1. Consult on the establishment of the trust as part of TLAs annual plan or special consultation processes (Just WDC to complete at a council meeting on 3 September).

7.2. Settle the final format of the deed by having the council officers of each Council review the document (completed).

7.3. Joint Committee approves the final draft.

7.4. Once the final draft is agreed to, ask the Charities Commission to pre-validate its form and content.

7.5. Once pre-validation has occurred, have the parties sign after formal approval by resolution of each Council which established the trust and addresses the council controlled organisations provisions of the Local Government Act 2002.

7.6. Apply to the Charities Commission for formal registration.

7.7. Once granted, apply to the Registrar of Charitable trusts for incorporation under the Charitable Trusts Act 1957.

Strategic Fit

8. As mentioned the establishment of the trust is a specific objective in the Group Plan.

Financial and Resource Implications

9. There are not significant financial or resource issues as a result on the decisions recommended in this paper. The Trust operating costs will be minor, especially if it is exempted the council controlled organisations provisions of the Local Government Act 2002. All costs will be within existing Group budgets.

10 It is recommended that the Committee consider placing $10,000 from the CDEM reserves into the fund to allow for a small income stream to cover the bank costs and provide for funds at quick notice if needed.

Decision Making Process

11. The Committee is required to make every decision in accordance with the requirements of the Local Government Act 2002 (the Act). Staff have assessed the requirements in relation to this item and have concluded:

11.1 The decision does not significantly alter the service provision or affect a strategic asset.

11.2 The use of the special consultative procedure is not prescribed by legislation. The Committee should note that individual councils have already consulted on the trust and this is largely an implementation decision.

11.3 The decision does not fall within the definition of the Administrating Authority’s policy on significance.

11.4 There are no persons directly affected by the decisions recommended.

11.5 The decision is not inconsistent with an existing policy or plan.

11.6 Given the nature and significance of the issue to be considered and decided, and also the persons likely to be affected by, or have an interest in the decisions made, the Committee can exercise its discretion and make a decision without consulting directly with the community or others having an interest in the decision.

Recommendations

That the HB CDEM Group Joint Committee:

2. Adopts the draft deed for the Hawke’s Bay Disaster Relief Trust as attached to this paper.

3. Agrees to place $10,000 into the trust funds from the CDEM reserve account once the account has been established.

Authored and Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

⇨1

HB Disaster Relief Trust Deed - Aug 2019

Under Separate Cover

Item	Topic	Raised by
1.
2.
3.

Item	Topic	Member/Staff
1.
2.
3.