HB Civil Defence Emergency Management
Group
Monday 27 November 2017
Subject: Group Plan Outcomes and
Objectives: Monitoring Update
Reason for Report
1. To inform and
update the Committee of the progress being made against achieving
the Group Plan objectives and therefore the overall vision of the Group of
“A Resilient Hawke’s Bay”.
Background
2. The
Hawke’s Bay CDEM Group Plan was approved by this
Committee in April 2014. The Plan has a 5-year life and is scheduled for a
formal review to commence in early 2019.
3. A review of the
Group Plan Objectives was conducted with the Coordinating Executive Group (CEG)
in late 2016. At that time is was felt that the
majority of the objectives were being progressed or achieved. This review was
linked with the Ministry of Civil Defence Emergency Management Hawke’s
Bay CDEM Group Capability Assessment Report 2015 and the ongoing implementation
of the Group Work Programme overseen by the CEG.
4. The high level
overview of how the CEG thought that the Group was progressing against the
outcome sought in the Group Plan in late 2016 is shown in Figure 1 below. This
can be compared against the same overview 12 months later in Attachment 1.
Figure 1 (November 2016)
Discussion
5. Attachment 2
lists all of the objectives in the Group Plan. Each objective is linked to a
primary Outcome. Comments on the work being completed are listed and an
assessment as to the status of the Objective is made using
a “traffic light” system. The Key identifies the word picture which
was used to make the decision as to whether and objective is Red, Orange or
Green.
6. Attachment 1 translates progress or
otherwise into achieving the associated Plan outcomes. It needs to be noted
that the measurement of the achievement of an objective is not a scientific
indication of meeting outcomes some of which could only be measured post-event.
However, this does show where the effort is being placed and conversely where
some focus is needed.
7. The future
development and measurement of Resilience indicators will strengthen the
measurement of how the Group is achieving its vision and outcomes. This work is
programmed for 2018.
8. Reporting by
exception on the outcome areas and groups of objectives identified as at risk
are as follows.
9. Outcome O2:
Sound integrated planning, which has resulted in risks being reduced to
acceptable levels. The main reason for this outcome being at risk is delays
in progressing the review of the Group Welfare Plan. This was a conscious
decision based on changes to the National welfare arrangements in 2015/16. This
review has now commenced and is the subject of a paper on this agenda.
10. Outcome O4: Businesses
and response organisations with well-rehearsed business continuity plans that
safeguard both people and business income. While some good progress has
been made in developing a programme and engaging with significant Hawke’s
Bay business groups, this program needs to be taken to Wairoa and Central
Hawke’s Bay and smaller business groups. Additional resourcing is
programmed in 2018 which should help progress this.
11. Outcome O7: People know
what to do and to help each other in the event of an emergency. The reduced
performance in achieving this objective is primarily due to difficulties in
progressing the Community Resilience Plan programme and a lack of a coordinated
public education programme. As part of an ongoing review of the Group Office
structure and resourcing, increase resourcing for both of these areas will be
provided over the next 6 months.
12. Outcome O9: A
responsive, well coordinated and efficient recovery from an emergency.
Progress in achieving Recovery outcomes and associated objectives has been
delayed in 2017 by the resignation of the Group Recovery Manager and
difficulties in identifying a replacement. A new appointment (Mike Adye) was
made in September and work has commenced in getting this work stream back on
track.
13. Outcome O3: A strong
community spirit, which helps people to pull together to ensure their safety.
The main reason for this outcome being seen as being as risk is that at the
moment there is no effective way of measuring performance in this area. As
mentioned above, work is programmed for establishing a set of Hawke’s Bay
community resilience indicators. However based on the community support and
response to events over the last 12 months, anecdotally people have worked
together to support each other events.
14. Objective BMC1: Set
Capability requirements for the Group – Empower and Resource the Training
Advisory Group (TAG). With the employment of the Emergency Management
Advisor (Readiness and Response) in early 2016 the need for the TAG was seen as
unnecessary. The role of the TAG is mostly incorporated into this position with
consultation and workshops with partner agencies ensuring a wider consideration
of training matters occurs. The Group Manager will have a conversation with the
emergency services and the next Emergency Services Coordination Committee
meeting to discuss whether that committee should be involved at a governance
level to guide CDEM training and exercising.
15. Apart from the issues raised above, good progress is being made in
achieving the overall objectives of the Group Plan. This information will feed
into the review of the Group Plan scheduled to commence late 2018/19.
Decision Making Process
16. 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.
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Recommendation
That the Hawke’s Bay Civil Defence
Emergency Management Group receives the “Group Plan Outcomes and
Objectives: Monitoring Update” report.
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Authored and
Approved by:
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Ian Macdonald
Group Manager/Controller
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Attachment/s
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⇩1
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Group
Objectives Monitoring
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⇩2
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Group Plan
Objectives Progress
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HB Civil Defence Emergency Management
Group
Monday 27 November 2017
Subject: Group Manager's General
Update
Reason
for Report
1. To inform or
update the Committee on a number of matters not specifically addressed in other
items on this agenda and to give the Committee an opportunity to ask questions
and give feedback if desired.
2. The matters
covered in this report include:
2.1. Training and
exercising
2.2. Implementation
of New Group Operational Response Structure
2.3. Welfare
2.4. Group Initial
Response Planning
2.5. Volunteers
Needs Analysis
2.6. Public
Education
2.7. Emergency
Mobile Alerting Implementation
2.8. Hastings
Emergency Management Facility Alterations
2.9. CDEM Group
Funding Review and LTP
2.10. Group Office Structure
Review and Resourcing
2.11. Recovery
Discussion
Training and Exercising
3. Hawke’s
Bay CDEM Group are running on two national Integrated Training Framework (ITF)
Intermediate courses in December for approximately 50 staff across the region.
All Controllers have been also been invited to attend if available.
4. This is a two
day course that follows on from the ITF Foundation Course that most staff have
now undertaken within all the authorities and some of our partner agencies.
This course will go into more depth around the coordination centre functions
and how they all work together in the operational planning and implementation
process. Additional courses will be held in the New Year to help develop local
incident management team capability.
5. The Group
Office will also be running an ITF Civil Defence Centre (CDC) course in early
December for staff from across a range of welfare organisations and the
territorial authorities. This is aimed at increasing the understanding across
the Group in regards to the establishment and running of a CDC facility.
6. The Group
Office is currently developing on half-day Coordinated Incident Management
System (CIMS) function specific packages that utilise online modules and
face-to-face practical sessions to develop the skills required to perform a
specific role in an emergency operations or coordination centre (EOC or ECC).
This is intended to fulfil a gap in the short term that currently exists in the
national Integrated Training Framework suite of courses. The Intelligence and
Planning course has been developed and piloted with the Group Staff and the
Operations and Logistics course is also in development. Both courses are
proposed to be rolled out in the early part of 2018.
7. The intention
is still to hold a group exercise in 2018 to test the new mode of operations
(activation and initial response activities), noting that this may be reduced
in scale or postponed according to the availability of facilities as a result
of the Hastings facility upgrade project.
Implementation
of New Group Operational Response Structure
8. The ECC staff
list has now been finalised and we are in the process of adding staff
information into the activation/alerting system. This will take some time as we
confirm email addresses and phone numbers across the three Councils.
9. A preliminary
test of the alerting system was done in early November with good success; over
135 individual alerts were sent to cell phones and emails across our partner
agencies and staff with a number of corrections being identified as a result.
Over the next 2-3 weeks we will try to have all staff loaded to run a test at
the beginning of December.
10. As mentioned under
Training, the initial training of ECC staff (ITF intermediate) will commence in
December for function managers and some additional staff from Central
Hawke’s Bay and Wairoa District Council. Further training is scheduled
for the new year.
Welfare
11. Welfare planning continues
with a number of agencies who now have functions and responsibilities under the
amended National Welfare Plan.
12. As a result the Group
Welfare Plan is being reviewed. A separate paper on this agenda seeks guidance
on the draft review of the Group Welfare Plan which is currently underway.
13. The Group Welfare Manager
has also been working with MPI and other rural sector groups to establish a
Rural Advisory Group. This has been very successful with a wide range of
agencies and rural councillors involved. The creation of this advisory group
was in response to gaps in our knowledge on the impacts of storm and snow
events last year and the subsequent recovery needs. This group now provides a
very strong conduit into the rural sector during and post an event and improves
the overall resilience of rural communities in Hawke’s Bay.
Group Initial Response
Planning
14. Development of Initial
Response Plans is on-going, with the first draft of the foundation plan is to
be sent for review by partner agencies in late November. In addition the
development of the supporting plans and sub-plans has begun. Fire and Emergency
New Zealand are currently leading the development of the Rapid Impact
Assessment process that will then be included in a supporting plan for the
region.
15. Initial work has begun on
a review and subsequent re-write of the Group wide Tsunami Initial Response
sub-plan following the GNS workshop in October.
Volunteers Needs Analysis
16. The needs analysis process
is nearly complete, with the final report due for early December. This will
provide a series of options for the future, which can then be discussed by the
CEG sub-group in the early New Year to guide the development of the Group
Volunteers Strategy and Plan.
Community Resilience Plans
(CRP)
17. WDC: A draft
Community Resilience Plan for Taiwanaga (on Portland Island) is complete. It
will be reviewed by Taiwananga whānau over the Christmas period. The
community has requested bilingual tsunami signage. They are a te reo speaking
community and this is also in line with WDCs te reo Māori policy. We have
requested that MCDEM add bilingual signage to the national tsunami signage
standards. We have the discretion to create tsunami information boards that
reflect the local community, so will be able to have te reo feature on these in
this and other communities.
18. The Tuhoe Tribal Authority
Office (Te Kura Whenua) at Waikaremoana are working with a group of community
champions in Tuai. They will be working with CDEM staff to create a Community
Resilience Plan over the next few months.
19. Initial conversations have
begun with key Mahia residents to create a Community Resilience Plan for the
Mahia community and to install tsunami signage.
20. NCC: Marewa-Napier
South are in the final stages of planning for a public meeting on the 22
November. This is a very large community of around 10,000 residents. The
planning group of 17 local champions has been very engaged in organising and
publicising the event and will be facilitating it along with CDEM staff. This
will involve NCC staff and Councillors.
21. There has been a mail drop
to all residents (4000 homes) inviting them to attend the public meeting. The
purpose of this meeting is to give community members the opportunity to meet
with others living or working in their community and to have input into the
content of their Community Resilience Plan.
22. HDC: Maraekakaho and Kereru have begun working on a Community Resilience
Plan. Champions have been identified and have met in Kereru. The CDEM volunteer
team are leading this alongside CDEM staff.
23. CHBDC: Once the
current EMO vacancy in this area is filled, we will work with CHBDC staff to
finalise a work programme for the new staff member and CRPs will be a
priority. In the meantime some initial work is being done with CHBDC to
review existing community CDEM arrangements, identify priority communities and
associated community leaders who might support this process.
Public
Education
24. Get Ready Week in October
had the theme of Stay Safe Stay Informed. As the week coincided with the
school holidays, a 30 minute interactive programme was created and delivered to
780 children in sixteen school holiday programmes across the region. CDEM staff
alongside CDEM and Red Cross volunteers facilitated the programme. It was well
received by the children and had very positive feedback from holiday programme
staff.
25. Total number of people
reached through public education activities in the Aug – Oct period is
2604 people. We had a stand at the Home and Garden Show in Napier and provided
resources to approximately 540 people. We have also presented to some large
audiences (e.g. 100 Enliven caregivers, 60 Mr Apple staff, 120 ECLAB Speech
Competition).
26. In addition, Red Cross
have presented our Let’s Get Ready school programme to 570 children
across a number of schools.
27. Our
public alerting systems (Stingers and sirens) were tested in Napier and
Hastings when daylight saving began. This was a successful test and included
testing of Stingers in urban Hastings suburbs for the first time.
28. Public
feedback confirms there is a recurring theme of confusion over the purpose of
the Napier sirens. Despite increased public education it is still assumed by
the majority of the public that these are tsunami sirens. This continues to be
a concern considering the need for people in coastal areas to immediately
self-evacuate if they feel a “long or strong” earthquake.
29. This
message will be a focus for the next 12 months and decisions will need to be
made on the future of these sirens given the implementation of the national
Emergency Mobile Alerting platform.
Emergency
Mobile Alerting Implementation
30. The national Emergency
Mobile Alert (EMA) solution is set to go live this month – this is the
cellular broadcasting platform from which agencies can launch alerts direct to
public cell phones. By the time of this meeting the system should be operative.
31. The EMA Portal is now
connected to all three mobile phone operators’ networks and as such the
system is technically ‘Ready for Use”.
32. The Ministry of Civil
Defence Emergency Management (MCDEM) are the national project manager for the
EMA.
33. The three Group Response
Managers (Lisa Pearse, Jim Tetlow, and Teresa Simcox) have been trained in how
to launch an alert for the Hawke’s Bay Region. Three additional staff
will be trained shortly: Group Controller Ian Macdonald, and 2 x HBRC Duty
Managers for redundancy.
34. The system is able to be
used by other partner agencies such as Fire and Emergency NZ, NZ Police,
Ministry of Health, and MPI. Alerts can only be sent at the national level for
those agencies through their communication centres. For Hawke’s Bay CDEM
Group this will be through the Group Controller. This will mean any individual
Council wishing to send an EM alert for their area will need to request this
through the Group Controller. Restrictions are in place with means that the
Groups can only initiate an alert for their own areas.
35. The Red Cross Hazard App
is still available to Council PIM’s to send alerts. In the event we are
unable to send an alert (technical issues or loss of lifeline services), FENZ
have agreed that their communications centre will be able to do this on behalf
of other agencies (with confirmation from a list of ‘approvers’ for
each area).
36. On 26 November between
18:00 and 19:00 there will be a nationwide public test of the EMA system with
an alert that will be sent to the entire country, across all mobile networks.
This will effectively become the ‘go live’ date. MCDEM will be
formulating the test message to minimise public enquiries, however we expect an
influx of social media interest and enquiries following this date. For this
reason we will be rostering two public information managers for that Sunday
night to ensure we have enough resource to deal with any issues that arise.
37. MCDEM advise they expect
this first test to attain coverage of 30-40% of all mobile phones in New
Zealand. This percentage is expected to increase as people upgrade their cell
phones to newer versions. All handsets currently sold in New Zealand are
capable of receiving the alerts.
38. The public phase of
advertising will begin between 12 and 26 November and our Group PIM lead will
be assisting to share national content/messages and to build a Hawke’s
Bay specific release (in partnership with FENZ and NZ Police). The second phase
of the campaign, “it’s here”, will begin on 26 November to
coincide with the national test.
Hastings
Emergency Management Facility Alterations
39. This process is
progressing to the point of floor plans being finalised. HDC have been
supportive of the changes we have asked for and the facility is shaping up as a
good improvement on the existing layout. Our requirements have been based on
the new Group response operating model and fits in well with the business needs
of HDC.
40. HDC are arranging
alternate accommodation for Group staff in the Heretaunga House across the road
from the existing facility. It is likely that the temporary Group Emergency
Coordination Centre (GECC) will be located in the same building. The alternate
GECC will remain as the Council Chamber at HBRC, Dalton Street.
CDEM Group Funding Review
and LTP
41. At a workshop on 25
October, the HBRC councillors agreed to include the proposal to centralise CDEM
funding under the current CDEM targeted uniform annual charge rate in their
daft 10 year Long term Plan. This will reflect the fact that as the CDEM activity
and staffing is now delivered as a shared service, the funding should also be
centralised.
42. Therefore it is proposed
that the Hawke’s Bay territorial local authorities will cease rating for
the majority of CDEM activities, while the regional rate will increase to
maintain current funding levels.
43. This was the subject of
some debate amongst the Regional Councillors and one of the provisos of
agreeing to this is that the TLAs clearly identify in their LTP the savings to
their ratepayers of this approach and what is being done with these savings.
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Recommendation
That the HB
Civil Defence Emergency Management Group receives and notes the Group
Manager’s General Update report.
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Authored and
Approved by:
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Ian Macdonald
Group Manager/Controller
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Attachment/s
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⇩1
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Welfare
Report
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⇩2
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Draft Floor
Plan
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