Agenda of HB Civil Defence Emergency Management Group

Meeting of the HB Civil Defence Emergency Management Group
Joint Committee

Date: Monday 29 August 2022

Time: 1.30pm

Venue:

Council Chamber

Hawke's Bay Regional Council

159 Dalton Street

NAPIER

Agenda

Item Title Page

1. Welcome/Karakia/Notices/Apologies

2. Conflict of Interest Declarations

3. Confirmation of Minutes of the HB Civil Defence Emergency Management Group held on 28 March 2022

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. HB CDEM Group Annual Report 2020-2021 and 2021-2022 9

7. Reviewed Group Operational Framework (Concept of Operations) 43

8. Amendments to the Hawke's Bay CDEM Group Plan: Controller appointments 63

Information or Performance Monitoring

9. Progress report Strengthening CDEM in HB – Implementation report 67

10. CDEM arrangements during the election period and post-election inductions 77

11. Group Work Programme 2022-2023 and 2023-2024 81

12. NEMA update report 103

13. Discussion of Minor Items not on the Agenda 109

HB CDEM Group Joint Committee

Monday 29 August 2022

Subject: HB CDEM Group Annual Report 2020-2021 and 2021-2022

Reason for Report

1. The purpose of this report is to provide a draft of the Hawke's Bay CDEM Group Annual Report for 2020-2021 and 2021-2022 for the Committee to comment on and approve.

Officers’ Recommendation(s)

2. That the Committee adopt the Hawke's Bay CDEM Group Annual Report for 2020-2021 and 2021-2022 with any amendments, as attached to this report.

Background /Discussion

3. In the last few years, the Group has produced an annual report. The main purpose of this report is to help facilitate the governance and management of the Hawke’s Bay CDEM Group as a shared service arrangement between the five Hawke's Bay councils and partner agencies.

4. The report attached to this paper is a combined version covering both the 2020-2021 and
2021-2022 reporting periods. The reports were combined due to ongoing response to the Covid 19 pandemic as well as staffing changes. Once the Committee is happy with the content further work will be done to format the final version.

5. Confirmation is also needed on the financials. Unfortunately, the final financials have not been able to be completed by the HBRC Finance team and we are still awaiting the final 2021/22 figures. These may not be completed until towards the end of the year as Councils have been given an extension to complete their annual reports.

6. Once these have been received, they can be put into the report and the financials reported separately to the Committee.

7. Should the Committee adopt the Annual Report, this will be distributed to the Group’s member councils for inclusion on a suitable council meeting and be available online to the public.

Options Assessment

8. The committee may decide to:

8.1. Adopt the report as recommended

8.2. Adopt the report with amendments; or

8.3. Not adopt the report.

Strategic Fit

9. The recommendations are consistent with the Group Plan in that they help provide for the effective governance of the Group in seeking to achieve its vision of ‘A Resilient Hawke's Bay’.

Significance and Engagement Policy Assessment

10. The Annual Report is not a statutory requirement of the CDEM Group. The thresholds of the Administrating Authority’s (HBRC) Significance Policy have not been exceeded. We have assessed the significance as low.

Financial and Resource Implications

11. There are no significant resource implications from the recommended decisions in this report.

Consultation

12. The Annual Report has been consulted on internally with Group Office staff and has also been approved by the Coordinating Executives Group. As the report itself has no impact outside of the Group no other person needs to be consulted.

Decision Making Process

13. Council and its committees are 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:

13.1. The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan.

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

13.3. The decision is not significant under the criteria contained in Council’s adopted Significance and Engagement Policy.

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

13.5. 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, Council 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. Receives and considers the Hawke's Bay CDEM Group Annual Report 2020-2021 and 2021-2022 report.

2. 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 Council can exercise its discretion and make decisions on this issue without conferring directly with the community or persons likely to have an interest in the decision.

3. Agrees that the consultation requirements of the Local Government Act 2002 have been fulfilled.

4. Adopts the Hawke's Bay CDEM Group Annual Report 2019-2020 as attached (or with amendments).

Authored by: Approved by:

Robert Johnson

Emergency Management Advisor (Public Information & Education)

Ian Macdonald

CDEM Group Manager/Controller

Attachment/s

1 ⇩

HBCDEM Annual Report 2020-2021 and 2021-2022

HB CDEM Group Joint Committee

Monday 29 August 2022

Subject: Reviewed Group Operational Framework (Concept of Operations)

Reason for Report

1. This report seeks the Committee’s approval of the proposed HBCDEM Concept of Operations, which is a key output of the Operational Framework workstream of the Strengthening CDEM Arrangements in Hawke’s Bay Change Programme.

Officers’ Recommendation(s)

2. Staff recommend that the Joint Committee approves the Hawke’s Bay Concept of Operations.

3. Staff asks that the Joint Committee consider providing feedback that can be incorporated during the implementation phase of the project.

Executive Summary

4. The Hawke’s Bay CDEM Concept of Operations has been developed as a key output from the Strengthening CDEM Arrangements in Hawke’s Bay Change Programme.

5. The Concept of Operations seeks to outline and reflect the concepts and principles that the Hawke’s Bay CDEM Group use to structure a response to a Civil Emergency.

6. The project has been a highly consultative process with the CEG, local controllers, emergency services, and the National Emergency Management Agency.

7. If ratification is provided by the Joint Committee, the principles and concepts will be implemented and embedded through the HBCDEM Group through training and exercising pathways, and the further workstreams of the Strengthening CDEM Arrangements in Hawke’s Bay Change Programme.

Background /Discussion

8. The Coordinating Executive Group commissioned a review into the Hawke’s Bay CDEM Group, resulting in a report titled Strengthening CDEM Arrangements in Hawke’s Bay.

9. A change programme was established, with one of the priority workstreams being a reset of the operating framework and response structures, roles and responsibilities. This workstream would specifically address the following recommendation out of the Strengthening CDEM Arrangements in Hawke’s Bay report:

9.1. That the Coordinating Executive Group commission a reset of the Operating Framework and the Response Structure, Roles and Responsibility to provide for a Group Emergency Coordinating Centre, and a Local Emergency Operations Centre/Incident Management Team in each Council area. These arrangements will better reflect the context that Civil Defence Emergency Management is operating within in Hawke’s Bay. This reset should specifically address and take account of:

9.1.1. community expectations of Council assistance and response

9.1.2. effective support for Mayoral leadership and spokesperson roles

9.1.3. council capabilities including (but not limited to) welfare, lifeline utility and building inspections

9.1.4. the need for effective regional coordination, and

9.1.5. the efficiency and coordination benefits for Emergency Service organisations.

10. Three workshops with Group and Local controllers, regional emergency service leads, and the National Emergency Management Agency were held as part of this workstream to define the problem, develop solutions, and endorse the draft Concept of Operations.

11. The Coordinating Executive Group has endorsed a draft of the Concept of Operations on 25 July 2022 and provided feedback; some of which has been incorporated and some of which will require further work in the implementation phase of the project.

12. It was intended that the Joint Committee would have viewed and endorsed a draft of this work at the scheduled meeting in June, however this was not possible due to the meeting being cancelled. The HBCDEM Group Manager has socialised the possible changes and focus areas of the project at individual meetings with Mayors and the HBRC Chair during May and June.

13. The Concept of Operations seeks to outline and reflect the concepts and principles that the Hawke’s Bay CDEM Group use to structure a response to a CDEM emergency. Core concepts that were highlighted during the development process were:

13.1. Support to the regions’ strategic / political leaders

13.2. Delivery of key emergency management functions (e.g. Welfare)

13.3. Inter-agency coordination and communication

13.4. Integration with the wider emergency management system and workforce.

14. The Concept of Operations details roles and responsibilities between the Emergency Coordination Centre (ECC), Emergency Operations Centres (EOC), Incident Control Points (ICP) and Stakeholder clusters, such as the Emergency Services Coordination Committee, Welfare Coordination Group, and Engineering Lifelines Committee.

15. A final version of the Concept of Operations is now attached to this report and ratification sought from the Joint Committee.

Strategic Fit

16. The Civil Defence Emergency Management sector is undergoing legislative and regulatory reforms. This Concept of Operations is aligned with all legislation requirements but may have to be reviewed when this changes.

17. The Concept of Operations is a key output delivered as part of the Operating Framework Reset workstream of the Strengthening CDEM Arrangements in Hawke’s Bay Change Programme.

18. The Concept of Operations is aligned with the Coordinated Incident Management System (CIMS) and the Hawke’s Bay CDEM Group Plan.

Considerations of Tāngata whenua

19. General engagement between the HBCDEM Group Office and tāngata whenua has been occurring, with the emphasis on building strong relationships prior to formalising response arrangements. No specific engagement with tāngata whenua has been conducted as part of this project.

20. Tāngata whenua / mana whenua entities that have taken leadership roles in recent emergencies have been named alongside Crown response entities - this is Ngāti Kahungunu iwi and the taiwhenua that are in each local authority.

21. Further engagement will occur through the subsequent Welfare Reset workstreams of the Strengthening CDEM Arrangements in Hawke’s Bay change programme. If necessary, amendments to the Concept of Operations will be recommended.

Decision Making Process

22. Council and its committees are 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:

22.1. The decision does not significantly alter the service provision or affect a strategic asset, nor is it inconsistent with an existing policy or plan.

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

22.3. The decision is not significant under the criteria contained in the Administrating Authority’s (HBRC) adopted Significance and Engagement Policy.

22.4. Beyond those consulted as prat of the drafting process, no other person is affected by this decision.

22.5. 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 Hawke’s Bay CDEM Group Joint Committee:

1. Receives and considers the Reviewed Operational Framework (Concept of Operations) staff report.

2. Approves the Hawke’s Bay CDEM Group Concept of Operations (with any modifications identified) as attached to this paper.

3. 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 Council can exercise its discretion and make decisions on this issue without conferring directly with the community or persons likely to have an interest in the decision.

Authored by:

Edaan Lennan

Team Leader Emergency Management Operational Readiness

Approved by:

Ian Macdonald

CDEM Group Manager/Controller

Attachment/s

1 ⇩

Hawke's Bay Concept of Operations - August 2022

HB CDEM Group Joint Committee

Monday 29 August 2022

Subject: Amendments to the Hawke's Bay CDEM Group Plan: Controller Appointments

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 Controllers. These appointments and associated delegations are contained in the Hawke’s Bay CDEM Group Plan and, as such, represent a minor change to this Plan.

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

Confirmation of the Appointment of Local Controller Hawke’s Bay CDEM Group

Group Controllers

3. Mr Edaan Lennan is currently the Team Leader Operational Readiness. The following is a resume for Mr Lennan:

3.1. Edaan has a background in the Royal New Zealand Navy, where he was a commissioned officer specialising in Supply Chain and Logistics. During his military career, he had operational deployments to the Arabian Sea and Gulf of Aden on counter-piracy missions under the Combined Maritime Forces and North American Treaty Organisation; where he served as the ship's boarding officer leading a team of specialist sailors to board vessels on suspicion of piracy.

3.2. Edaan also spent two years as a mission desk officer and battle-watch captain at the Headquarters Joint Forces New Zealand, where he was part of planning and deploying New Zealand Armed Forces to overseas missions.

3.3. Edaan joined HBCDEM Group Office in late 2017, and in that time has been involved at the regional and local level at several emergency events, usually fulfilling the role of response manager and 2IC to the controller. These events include the Esk Valley Floods in 2018, Napier floods 2020, various tsunami warning events, Covid activations, and other disruptions such as the Cape Coast Slip (2019) and Tangoio Fires (2020).

3.4. Edaan completed the Tier 1 Response and Recovery Leadership Development Programme in 2021.

4. Mr Lennan has extensive experience and has now completed the national Response and Recovery Leadership Development Programme with an advanced pass. The Group Controller has worked with him both in a day-to-day capacity, and in several responses and recommends his appointment as an alternate Group Controller. This would also broaden the number of Group Controllers and allow for better coverage with a dedicated CDEM Group office staff member when the primary Group Controller is absent or on leave.

Central Hawke's Bay District Council (CHBDC)

5. Mr Doug Tait is currently appointed as a local controller for the Hawke's Bay CDEM Group. With Mr Tait being appointed Chief Executive of CHBDC, he has asked to be removed from this appointment and a replacement be considered.

6. Mr Darren de Klerk was nominated by CHBDC and is currently appointed in the role of Transport Asset Manager for CHBDC and provided the following resume:

6.1. Darren has worked for CHBDC since 2018, initially in the role of 3 Waters programme manager, and since 2020, as the Director Projects and Programmes, delivering the capital infrastructure programme for CHBDC. Since 2018, Darren has been a member of the local CHBDC emergency management team and holds the role of Operations Manager within the local CDEM structure. Darren has worked in a number of emergency events for CHBDC and supported regional events within the GECC including the 2020 Napier Floods.

6.2. Prior to relocating from Auckland to Hawke’s Bay in 2018, Darren worked in the energy sector, and held a number of leadership positions in the gas distribution sector, and now has over 18 years’ experience in the infrastructure sector, in his previous role in Auckland, Darren was a member of lifelines representing the gas industry and was involved in numerous high profile gas emergency events in Auckland as duty manager for Vector/ Electrix between 2009 and 2018.

6.3. Darren has completed CIMS 4 training in 2019, holds numerous gas industry trade qualifications, business and project management tertiary qualifications, is a certified project management professional (PMP), and is currently studying towards his Masters in Engineering Project Management through the University of Auckland.

7. At the same time, Napier City Council (NCC) have asked to replace one current Controller who has resigned, with two nominated controllers. This will bring their number of controllers to three.

8. Ms Rachael Bailey is currently Manager Regulatory Solutions at NCC. Her resume is as follows:

8.1. Rachael Bailey has worked in central and local government for 30 years, predominantly in law enforcement and regulatory roles. She started her career with the New Zealand Police as a sworn officer, specialising in intelligence. She moved to Department of Internal Affairs as an intelligence and compliance specialist and held management positions with the Charities Commission and Commerce Commission before she relocated to Hawke’s Bay where she is currently the Regulatory Manager for Napier City Council.

8.2. Rachael has significant experience in operational leadership across a wide range of sectors and has been deployed in various emergency management responses over this time. She has a Masters in Public Management from Victoria University (Wellington).

9. Ms Philippa (Pip) Connolly is currently Personal Assistant to the Director Corporate Services at NCC. Her resume is as follows:

9.1. Pip Connolly has experience in a broad spectrum of administration and practical roles. After ten years in international freight forwarding, she joined the Police in South Auckland and ultimately held the rank of Detective Constable in the South Taranaki CIB. In partnership, she established a successful rural transport business, before moving into payroll while raising a family.

9.2. Pip gained experience in Health, Safety and Compliance across high-risk manufacturing, agriculture, and processing environments, before joining Napier City Council six years ago. She handled the logistics for the relocation of 250 staff from the earthquake-prone Civic and Library buildings in 2017, and now holds the role of Personal Assistant to Deputy Chief Executive and Executive Director of Corporate Services.

9.3. In 2020 she worked as Welfare Manager 2IC in the GECC during the first COVID response and then helped manage the Evacuation Centre during Napier Flood, before returning to the GECC for the 2021 Covid Resurgence.

10. The Group Manager/Controller has met with all the four staff that were recommended by NCC and CHBDC for Local Controller positions and has worked in a response situation with Mr de Klerk and Ms Connolly. The appointment of the three staff detailed in para 6, 8 and 9 is recommended to the Committee.

11. Should the Committee agree to these appointments, they will be required to attend the national Tier 1 Response and Recovery Leadership Development Programme. Ms Bailey and Connolly have already been accepted onto the course later this year.

12. The following changes are therefore recommended to Appendix 5: Key Appointments to the Hawke’s Bay CDEM Group Plan 2014-19:

12.1. Add the following to the Alternate Group Controller, Hawke’s Bay CDEM Group list:

12.1.1. Edaan Lennan.

12.2. Add the following to the Local Controller, Hawke’s Bay CDEM Group list:

12.2.1. Darren de Klerk

12.2.2. Philippa (Pip) Connolly

12.2.3. Rachel Bailey.

12.3. Remove the following from the Local Controller Hawke’s Bay CDEM Group list:

12.3.1. Doug Tait

12.3.2. Antoinette Campbell.

Strategic Fit

13. The recommendations are consistent with the Group Plan in that they provide for an effective response and recovery to an emergency, a key objective of the Plan.

Financial and Resource Implications

14. There are no significant financial or resource implications that may result from this decision. Budget exists to pay for the training of two controllers, with NCC agreeing to pay for their third controller.

Decision Making Process

15. 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 (Hawke’s Bay Regional Council) policy on significance and engagement.

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

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

15.6. 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.

15.7. The proposed amendments to the Group Plan meet the requirements of section 57 of the Civil Defence Emergency Management Act 2002 and can be considered as a minor change to the Group Plan that does not need public consultation.

Recommendations

That the Hawke’s Bay CDEM Group Joint Committee:

1. Agrees that the decisions to be made are not significant under the criteria contained in Council’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. The Hawke’s Bay CDEM Group Joint Committee resolves to make minor amendments 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 Local Controller as follows:

2.1. Add the following to the Local Controller Hawke’s Bay CDEM Group list:

2.1.1. Darren de Klerk

2.1.2. Pip Connolly

2.1.3. Rachel Bailey.

2.2. Remove the following from the Local Controller Hawke’s Bay CDEM Group list:

2.2.1. Doug Tait

2.2.2. Antionette Campbell.

Authored and Approved by:

Ian Macdonald

CDEM Group Manager/Controller

Attachment/s

There are no attachments for this report.

HB CDEM Group Joint Committee

Monday 29 August 2022

Subject: Progress Report Strengthening CDEM in HB - Implementation report

Reason for Report

1. The purpose of this report is to give the Committee an update on the work programme so far in implementing the recommendations of the report Strengthening CDEM in Hawke's Bay.

Discussion

2. Since the last report to the Committee in April, the project leads for key projects have been advancing the projects in line with the agreed outcomes and mostly within timelines and resourcing. All of this has been against the background of further work and disruption primarily through sickness and isolation requirements for seasonal flu and Covid-19.

3. Another matter contributing to timeline pressures is staffing at the Group office, with the Group office still holding vacancies at the time of writing this paper and the need to induct recently recruited staff.

4. The above issues have also impacted of Council staff who are a key part of either direct management of projects or input through consultation.

5. Despite the challenges of the first half of the year, the programme remains on largely on track with some pinch points around specific projects. An up-to date Programme Monitoring Report is attached.

6. The remaining projects in Phase 2 will be embedded within the Group Work Programme which is discussed in another item on this agenda. Also included in this agenda is a final draft of the new Concept of Operations which the Committee will be asked to adopt.

Next Steps

7. Work will continue in accordance with the project plans with some key outcomes included in this Agenda for approval.

8. Phase 2 projects and any implementations of Phase 1 projects will be embedded in the Group Work Programme.

Decision Making Process

9. Staff have assessed the requirements of the Local Government Act 2002 in relation to this item and have concluded that, as this report is for information only, the decision-making provisions do not apply.

Recommendation

That the Joint Committee receives and notes the Progress Report Strengthening CDEM in Hawke's Bay - Implementation Report staff report.

Authored and Approved by:

Ian Macdonald

CDEM Group Manager/Controller

Attachment/s

1 ⇩

Strengthening CDEM in HB Programme Status Report 26 Aug 22

HB CDEM Group Joint Committee

Monday 29 August 2022

Subject: CDEM Arrangements During the Election Period and Post-Election Inductions

Reason for Report

1. The purpose of this report is to advise the Committee of arrangements for declaring a local state of emergency after the elections on 8 October 2022 and to seek feedback for a proposed plan for the induction of elected officials after the 2022 Local Government Elections.

Discussion and Recommendations

Post-Election Date Arrangements

2. Only an elected official authorised under the Group Plan may declare a state of emergency. Due to the interplay between the CDEM Act 2002, the Local Government Act 2002 and the Local Electoral Act 2001, during the period between the date of the election and the swearing in of elected Mayors/Chair and Councillors, successful candidates are not able to declare a state of emergency. This is because they are not considered elected officials until they have been sworn in. In most cases, this is a period of 2-3 weeks.

3. The CDEM Act allows for the Minister to declare a local state of emergency at any time. NEMA have prepared a process to allow for a recommendation to be made via the Group Controller to the Minister for this to occur.

4. The above advice reflects a presentation given to Group Managers by DPMC legal.

5. The existing Hawke's Bay CDEM Group process of preparing the recommendation for a declaration involves consultation between the Local and Group Controller and the emergency services. During this interim period, consultation will also occur with the Mayor-elect of the authority concerned.

6. In the past, NEMA has advised this requirement to be re-sworn in also applies to officials who have been elected unopposed, as their term lapses on the date of the election. This is currently being checked by DPMC legal and, if available, this information will be passed on to the CDEM Group Joint Committee at the meeting.

7. This is a long-standing issue with the CDEM Act, and NEMA advise this will be addressed in the yet to be finalised Emergency Management Bill.

Joint Committee Induction

8. The Committee is asked to consider if induction specifically for the CDEM Group Joint Committee is needed as part of its first meeting of the new triennium.

9. This was run in 2019 and would cover the following matters:

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

9.2 The role of the Joint Committee in readiness activities

9.3 Declarations – delegations and considerations

9.4 Media and spokespersons in a disaster

9.5 Role of the Joint Committee in a response and recovery

9.6 The Hawke’s Bay Disaster Relief Trust

9.7 Distribution/discussion of a ‘clear view’ (or electronic if preferred) folder with key documents and information such as media messages, declaration forms and guidance, key contacts and delegations.

10. It is recommended that this induction training be completed as soon as possible after the elections and preferably prior to the first meeting of the Committee on 28 November 2022.

All Councillors Induction

11. Post the last three elections, the CDEM Group office, with the support CDEM Coordinating Executive Group (CEG) members and local controllers, delivered CDEM induction for all councillors across the Groups five local authorities.

12. It is recommended that this should also occur as soon as possible after the 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 Group Office Emergency Management Advisors.

13. This would be a forum for a maximum of a two-hours to be delivered at each Council. The extent of the forum may be dependent on discussion and questions from the councillors.

14. It is proposed the forum will cover the following topics:

Introduction to CDEM in Hawke’s Bay

14.1. While there is a need to discuss 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.

Elected Officials role in CDEM during business-as-usual

14.2. 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. We will also explore how elected officials can become involved with their communities in preparing for an emergency.

Elected Officials role in CDEM during response

14.3. 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 - how they might be communicated with during an event so they can feed community information back into the response, how they are made aware of the situation, and the key CDEM messages to be given to the community.

Personal Preparedness

14.4. 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 practical advice will be available. The main aim of this topic is to increase their individual resilience during an emergency but also to give some basic tools that they can pass on to members of their community before an event.

15. It is intended the forums will be as interactive as possible and will not include large volumes of PowerPoint presentations. To an extent each forum will be tailored to the relevant Council.

16. It is requested that the Committee provide any feedback on the above.

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

Recommendations

That the Joint Committee notes and receives the report CDEM Arrangements During the Election Period and Post-Election Inductions.

Authored and Approved by:

Ian Macdonald

CDEM Group Manager/Controller

Attachment/s

There are no attachments for this report.

HB CDEM Group Joint Committee

Monday 29 August 2022

Subject: Group Work Programme 2022-2023 and 2023-2024

Reason for Report

1. The purpose of this report is to inform and discuss with the Committee the Group Work Programme for 2022-2024 approved by the CDEM Coordinating Executive Group (CEG) at its last meeting.

Background /Discussion

2. The current Group Work Programme was agreed to prior to the first Covid-19 response and lock down. Since this time the Group’s priority have been on responding and supporting the ‘all of government’ response to the Covid pandemic and other events such as the Napier flooding event in 2020.

3. As a result of the reviews of the responses to these events, the report Strengthening CDEM in Hawke's Bay was completed. This report had a number of recommendations and subsequently a work programme was developed to implement these recommendations. In effect, this has been the work programme for the Group since the end of 2021.

4. That work programme is discussed in another paper on this agenda and was split into two parts. Phase 1 projects were priority and are well advanced. Most of these projects will need to continue and will require further implementation work. The Phase 2 projects are either just starting or are programmed to commence before the end of 2022.

5. The projects from the Strengthening CDEM in Hawke's Bay programme have been included in the new Group Work Programme 2022-2025 which is attached.

6. This proposed work programme covers off the wider 4Rs and is intended to give detail for the 2022-2023 year while outlining projects proposed in the 2023-2024.

7. The significant project of note is the recommencement of the review of the Group Plan which was commenced just before the first Covid lockdown. This was delayed due to the focus on responses and the fact that the Government is conducting a national review of emergency management colloquially known as the “Trifecta Review”. While these reviews are still outstanding and the new Bill has yet to be introduced to Parliament, it would be prudent to make space for the review to recommence in 2023.

8. Overall, the work programme is ambitious given:

8.1 The increased expectations on emergency management from the community and a reduced appetite for risk in this area

8.2 The increasing complexity of preparing for and delivering a response in a multi-agency environment

8.3 Technological change and complexity in response tools, and

8.4 A changing hazard environment with better knowledge and the increasing risk brought about by the impacts of climate change.

9 Given the above, one of the projects in the Work Programme under Governance and Management is a review of Group Resourcing. This will look at both the structure of the Group Office and resourcing. This will be timed to be completed in support of the 2024 LTP process in 2023.

Recommendation

That the HB CDEM Group Joint Committee receives and notes the Group Work Programme for
2022-2023 and 2023-2024 staff report.

Authored and Approved by:

Ian Macdonald

CDEM Group Manager/Controller

Attachment/s

1 ⇩

DRAFT Group Work Programme 2022-24