Agenda of CDEM Coordinating Executive Group

Meeting of the CDEM Coordinating Executive Group

Date: Monday 6 August 2018

Time: 10.00am

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 CDEM Coordinating Executive Group held on 30 April 2018

4. Call for Items of Business not on the Agenda

5. Action Items from Previous CDEM Coordinating Executive Group Meetings 3

Decision Items

6. Group Work Programme Outline 7

7. Group Training and Exercising Programme 11

8. Group Volunteer Strategy 41

9. Final Group Welfare Plan 59

Information or Performance Monitoring

10. Group Welfare Report 103

11. Hikurangi Response Plan Update 107

12. Engineering Lifelines Report

13. MCDEM Update to Coordinating Executive Group Chairs 109

14. Group Manager’s General Update 115

15. Group Recovery Manager's Report 119

16. Discussion of Minor Items not on the Agenda 123

CDEM Coordinating Executive Group

Monday 06 August 2018

SUBJECT: Action Items from Previous CDEM Coordinating Executive Group Meetings

Reason for Report

1. Attachment 1 lists items raised at previous meetings that require action, and each item indicates who is responsible, when it is expected to be completed and a brief status comment. Once the items have been reported to the Committee they will be removed from the list.

Decision Making Process

2. 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 CDEM Coordinating Executive Group receives the “Action Items from Previous CDEM Coordinating Executive Group Meetings” report.

Authored by:

Annelie Roets

Governance Administration Assistant

Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

⇩1

Action Items for Aug2018 meeting

CDEM Coordinating Executive Group

Monday 06 August 2018

Subject: Group Work Programme Outline

Reason for Report

1. The purpose of this report is to update the CEG on the progress on redeveloping the Group Work Programme and seek advice and confirmation of the general intent that has been developed.

Discussion

2. At the last CEG meeting the committee agreed to the proposal to redevelop the existing Group Work Programme. This was primarily due to significant progress in completing the existing work programme and the need to consider the new Group office structure and capability. The Joint Committee endorsed this decision at its May meeting.

3. In early July the Group office took the opportunity to spend a facilitated day looking internally at the team and identifying work streams and projects. At the beginning of this session some clear guidance was given as to what some of the key priorities and focus should be looking at the next 1-2 years’ work.

4. This guidance was as a result of a discussion between the CEG Chair and the Group Manager. This guidance is summarised as follows:

Guiding documents:

4.1 Group Plan (Joint Committee direction)

4.2 Group Work Programme (CEG)

4.3 National Plan and Guidelines

4.4 Note the Group Plan is to be reviewed starting 2019

4.5 Note the implementation of the Governments’ Technical Advisory Group Report may shift the goal posts but we are well positioned to respond to this

Strategic Priorities:

4.6 Focus on finishing existing work before taking on new projects

4.7 Focus on operational readiness and ensuring the Group is able to effectively respond to the risks we face

4.8 Continue and further develop Community Resilience Planning process – including implementation projects

4.9 Progress and improve Recovery structures and planning

There are however a number of “non-negotiables” that will need to be completed over the next 2 years:

4.10 Review of the Group Plan

4.11 Re-occupation and establishment of the GECC in Hastings

4.12 Hikurangi Response Plan and Rapid Relief Project (external funding constraints)

4.13 Realignment of budgets post LTP to reflect new structure/responsibilities

4.14 Review of “service level agreements” with Group members

5. Within this broad guidance a number of work areas/projects were collectively identified. These were further considered by the team and were placed within the following prioritisation matrix. This Matrix is in a very draft state and provides a level of guidance only. Some projects could be amalgamated into work streams. CEG guidance is sought on the prioritisation recommended below.

Low Effort/High Impact	High Impact/High Effort
· Develop Community Resilience Plan (CRP) timetable · Finishing CRPs underway · Launch new regional warning system (Whisper) · Hazard research plan (rock fall / land slide) · Rapid relief project and planning · Website redevelopment · Auditing existing IMT staffing capability · Lifelines engagement and integration · Implementing training plan · Digital radio network development and implementation · Corrective action implementation strategy	· Advancing natural hazard land use planning changes · Response Planning (including Hikurangi Response Plan) · Initial response planning · Exercises · Tsunami evacuation zone public awareness · Commissioning new GECC facility · Develop monitoring framework and measure outcome achievement · Public mass alerting systems · Activation processes and supporting technology · Tsunami risk reduction · Implementing recovery strategy · Group Plan review · Volunteer Strategy and implementation · Development of Common Operating Picture (COP)
Low Effort/Low Impact	High Effort/Low Impact
· Asset and equipment rationalisation and location · Public education display refresh (EIT LAB 20/8/19) · PTECH · Information management · Budgets review · Communications toolbox · Community survey · Communications plan review	· Maori engagement methodology · Public education · Small events capability · Te Reo strategy · Hazard risk reduction strategy · Reviewed service level agreements with councils

6. The intent is to take this initial work and develop a coordinated work programme. The first step is the scoping of each project and where appropriate rationalising projects into work streams. This will identify matters such as:

6.1 Project overview and purpose

6.2 Project goals

6.3 Project assumptions and constrains

6.4 Project success factors

6.5 Risks to project

6.6 Strategic alignment

6.7 Related projects and interdependencies

6.8 Stakeholders

6.9 Resourcing

7. As part of this process it is intended to consult with the organisations represented in CEG and with other partner agencies.

8. It is intended that a complete Work Programme be provided to the November CEG meeting for approval.

Recommendations

9. It is requested that the CEG provide some initial feedback and guidance on the initial work completed so far.

Recommendations

That :

The report of the Group Manager, Hawke’s Bay CDEM Group titled Group Outline Work Programme be received.

Authored and Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

There are no attachments for this report.

CDEM Coordinating Executive Group

Monday 06 August 2018

Subject: Group Training and Exercising Programme

Reason for Report

1. To seek approval from the CEG of draft Training and Exercise Plans.

Discussion

2. The general approach to training in the HB CDEM Group will be the adoption of a centralised CDEM Group service provision model. The training plan is attached as Attachment 1. The aim of the training plan is to provide a professional personnel capability development service to the members of the Hawkes’ Bay Civil Defence Emergency Management Group via the Group office.

3. Priority will be to train the staff that will contribute to the Group Emergency Coordination Centre (including identified WDC and CHBDC staff). A positive outcome is that these staff may also form the basis of a council’s IMT as the skills as transferrable. Direct training costs will be met by Hawke’s Bay Civil Defence Emergency Management Group budgets. The Group members (i.e. Territorial Local Authorities) will contribute staff time to meet the training programme.

4. The general approach to exercising will be a Group wide facilitation model similar to training. The aim of the Exercising Plan is to provide an integrated, Group wide approach to practicing and testing the coordinated response to events between the HBCDEMG members and Partner Agencies. TLAs as lifeline providers and partner agencies such as Emergency Services, Lifeline Organisations, and Welfare Coordination Group Organisations will be encouraged to regularly practice their internal emergency response procedures. HBCDEMG office will act as a “centre of excellence” and support the development of these organisation’s capability as required and appropriate.

5. HBCDEMG will aim to lead two region wide emergency response exercises per year. These will be a service provided on an ‘opt-in’ basis for partner organisations, who will be expected to be involved in the exercise planning and assessment.

6. HBCDEMG will also contribute resources to meet national and international exercising commitments as required by the Ministry of Civil Defence and Emergency Management (MCDEM).

Financial and Resource Implications

7. Ratification of the training plan is the approval of the service provision approach and acknowledgement that the Group members are committing the staff-time required to achieve the training plan. Currently this is forecast to be an annual ongoing commitment of 85 staff days on average for HDC, NCC, and HBRC; and 50 staff days on average for WDC and CHBDC. Time requirements for individual roles are detailed in the plan.

8. Ratification of the exercises plan is the approval of the exercising approach as outlined in the plan. This includes each TLA being responsible for their own crisis management and IMT capabilities with support from the HBCDEMG. Currently this is forecast to be an annual ongoing commitment of 90 staff days on average for HDC, NCC, and HBRC; and 55 staff days on average for WDC and CHBDC. There is also a requirement for key staff in councils to be involved in exercise planning and control, this will vary based on scenario and involvement.

9. It is recommended that council’s continue to, and increase over time, the investment in staff capability to respond to emergencies. This will in turn transfer to an increase in the capability for organisational crisis / business continuity management.

Recommendations

That :

1. That the Coordinating Executive Group approve the Training Plan attached to this report.

2. That the Coordinating Executive Group approve the Exercises Plan attached to this report.

Authored by:

Edaan Lennan

Emergency Management Advisor (Training and Planning)

Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

⇩1	HB Civil Defence Group Training and Exercise Plan 2018
⇩2	HB Civil Defence Group Exercising Sub-Plan 2019-2022

CDEM Coordinating Executive Group

Monday 06 August 2018

Subject: Group Volunteer Strategy

Reason for Report

1. The purpose of this report is to update the CEG on progress made for the future of CDEM volunteering in Hawke’s Bay by:

1.1. Providing an overview of the HB CDEM Group Volunteer Strategy.

1.2. Outlining how the strategy will be implemented, including the transition to the new volunteer structure

2. This paper provides an overview of the above. A more in-depth presentation will be provided at the CEG meeting.

Background

3. The Group Plan (pages 52-53) has four objectives relating to volunteer management. Before these objectives can be achieved, consideration needs to be given to an overarching volunteer strategy identifying what capacity and capability we need in this space. This needs to be directed by CEG and informed by the changing environment, appetite for risk, best practice and the other objectives of the Group.

4. Volunteer contribution to emergency management takes many forms – there is no one size fits all approach within Hawke’s Bay or elsewhere and, there is no nationally recognised solution.

5. Volunteers can be those who are highly trained and affiliated with an organisation such as the HB CDEM Group, or organisations like the Red Cross and Salvation Army. Volunteers can also be those who come together spontaneously in an event, such as the Student Army, or they can simply be those supporting their own community in a community led response. Response capacity can also be bolstered where resources are available by non-essential agency staff, volunteers from outside the region and groups such as Fire Emergency New Zealand Volunteer personnel.

6. Volunteers can also play a role in supporting CDEM readiness activities such as public engagement and education.

7. The HB CDEM Group Strategy outlines how volunteers will be utilised in the future by the HB CDEM Group, to enhance not only our response capability, but also our capacity across all 4 R’s of emergency management.

8. A significant addition to the strategy that was presented in draft form at the previous CEG meeting is the Transition Plan. This details how existing volunteers will be transitioned into the new volunteering arrangements to ensure the most effective use of volunteers, either as part of an official response, or as key participants within community led activities.

9. In addition to the transition plan a Volunteer Management Plan is currently in development. This plan will address how we engage, manage and maintain an effective volunteer group as part of the HB CDEM Group. The plan will also detail how we will incorporate other volunteer organisations into our response arrangements to make the most effective use of this valuable response asset.

Recommendations

1. The CDEM Coordinating Executive Group receives and notes the “Group Volunteer Strategy Report.”

2. The CDEM Coordinating Executive Group adopt the strategy and structure of CDEM trained Volunteers as proposed.

Authored by:

Marcus Hayes-Jones

Emergency Management Advisor (Volunteer Management)

Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

⇩1

HB CDEM Group Volunteer Strategy 2018

CDEM Coordinating Executive Group

Monday 06 August 2018

Subject: Final Group Welfare Plan

Reason for Report

1. The Group Welfare Plan content has now been finalised and we are seeking approval from CDEM Coordinating Executive Group to publish.

Background

2. It is best practice to have a Group Welfare Plan outlining welfare arrangements in an emergency.

3. The CDEM Coordinating Executive Group have reviewed the draft plan.

4. The plan has been out for consultation and content has now been finalised. Consultation involved the members of the Welfare Coordination Group.

5. Final proofing and formatting is still to be done.

Recommendation

6. This Plan has been developed over a number of months and involved consultation with a number of agencies. The Plan also reflects some of the recent response experience and lessons.

Recommendations

That :

1. The CDEM Coordinating Executive Group approves the HBCDEM Group Welfare Plan for publishing.

Authored by:

Alison Prins

Group Welfare Manager

Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

⇩1

Group Welfare Plan

Group Welfare Plan

Attachment 1

CDEM Coordinating Executive Group

Monday 06 August 2018

Subject: Hikurangi Response Plan Update

Reason for Report

1. The purpose of this report is to provide the Coordinating Executive Group an update on the development of a ‘Hikurangi Response Plan’ for the East Coast of the North Island.

Background

2. The Hikurangi subduction zone is potentially the largest source of earthquake and tsunami hazard in New Zealand and scientists say there are increased risks of this zone rupturing following the Kaikoura earthquake.

3. The HBCDEM Group made an application to the MCDEM Resilience Fund in September 2017 on behalf of the East Coast LAB (Life at the Boundary) partnership project aimed at developing a coordinated response to a rupture of the Hikurangi subduction zone off the East Coast.

4. The grant of $240,000 was approved and announced by the Civil Defence Minister Hon Kris Faafoi on a visit to Napier on 27 November 2017, with funding to commence 1 July 2018.

Update

5. HRP Project Team – A Hikurangi Response Plan Project team has been created with representatives from:

5.1 Tairāwhiti CDEM Group

5.2 Hawke’s Bay CDEM Group

5.3 Manawatu Wanganui CDEM Group

5.4 Tararua District Council

5.5 Wellington Region Emergency Management Office (WREMO)

5.6 Bay of Plenty CDEM Group

5.7 MCDEM Planning/Risk

5.8 MCDEM REMA

5.9 Project Manager (Chairman)

5.10 Any other organisations/persons may be co-opted by the HRP Project Team as required.

6. Meeting – The Project Team will hold its first meeting in September/early October 2018 to adopt a Terms of Reference and to further project planning, including identifying stakeholders; defining and prioritising goals; setting the schedule and deliverables; identifying issues and risk assessment; in order to present a project plan.

7. Project Leader - Natasha Goldring has been appointed to the position of Project Leader for the Hikurangi Response Plan Project, and will start in the role on 3 September 2018 after returning back to New Zealand from the United Kingdom where she has been working for the Environment Agency based in the London Borough.

8. Hazard Scenario – In partnership with QuakeCoRE the NZ Centre for Earthquake Resilience, an initial workshop was held with science practitioners working in this space, on 11 May 2018 in Wellington. The workshop sought to develop a credible hazard scenario to inform consideration of the impacts and consequences to produce an initial response to an event, and a scenario was agreed. Based on the workshop findings and agreement, GNS Science have been asked to prepare a Hikurangi Response Plan scenario report by the end of September 2018. This will show the multiple scenarios considered in the development which can be used to communicate complexity with planning participants, but only detail the selected scenario to develop the response plan. It will include an initial assessment of impacts and details.

9. Models - The report will be supported by appropriate earthquake and tsunami models and images which can be used for education and planning purposes. The Project Team together with Project Leader will determine how and when they are publicly released later in the year.

10. Project Extension – Project partners intend to make a further application to the MCDEM Resilience Fund to extend the Hikurangi Response Plan Project another year, with a focus on testing/exercising the response plan developed over 2018/19, followed by review, engagement and preparation. This follows a similar process developed by a like Project AF8.

Recommendation

That the CDEM Coordinating Executive Group receives the “Hikurangi Response Plan Update” report.

Authored by:

Lisa Pearse

Team Leader Hazard Reduction

Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

There are no attachments for this report.

CDEM Coordinating Executive Group

Monday 06 August 2018

Subject: MCDEM Update to Coordinating Executive Group Chairs

Reason for Report

1. The purpose of this report is to provide an update to the Coordinating Executives Group of current work being undertaken at a national level by MCDEM.

Background

2. Attached is the MCDEM update to CEG Chairs for July 2018.

3. The Hawke’s Bay MCDEM Regional Emergency Management Advisor, Andrew Hickey will give a verbal MCDEM update at the meeting and be available for questions.

Recommendation

That the Civil Defence Emergency Management Coordinating Executive Group receives and notes the “MCDEM Update to Coordinating Executives Group Chairs” staff report.

Authored by:

Andrew Hickey

Regional Emergency Management Advisor

Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

⇩1

MCDEM update to CEG Chairs for July 2018

CDEM Coordinating Executive Group

Monday 06 August 2018

Subject: Group Manager’s General Update

Reason for Report

1. The purpose of this report is to inform or update the CEG 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.

Background

2. The last few months for the Group office has been busy with the pack up and move of personal workspaces and the GECC and this has taken considerable time and ongoing effort. The other focus for the Group leadership has been the recruitment and appointment process for new positions as a result of the Group office restructure.

3. The matters covered in this report include:

3.1. New method of operations implementation

3.2. Hastings emergency management facility alterations

3.3. Group Office restructure and implementation

3.4. Group funding review.

Discussion

New Method of Operations Implementation

4. The Hawke’s Bay CDEM Group adopted a new method of operations over 12 months ago that moved a number of emergency management functions to a more centralised model. The intention is that the HB CDEM Group would lead responses where there was a requirement for specialised elements, such as welfare coordination. At the time it was acknowledged that a review should be conducted once the new structure had been implemented and used.

5. The application and understanding of this method of operations has been tested since it was adopted as a result of a number of small real events that have taken place over the past year. There has been some confusion at the council level as how the model is applied to a real event – particularly a small event. One of the issues identified is clarity around when an incident escalates from a small to larger and how the Group office staff support a small council lead incident.

6. With the Group Office recently completing a restructure and a number of key staff changes across all our territorial authorities and the Regional Council, it is now an ideal opportunity to undertake the review and ensure that there is clear understanding of how the method of operations is applied in an emergency.

7. Two meetings will be held in August to discuss the model going forward and how it is put into practise by the Group Office staff, the territorial authorities and the Regional council. All local and group controllers have been invited to these meetings.

8. In particular, these meetings will focus on when the CDEM Group leads a response and how a response is escalated by an agency or one of the councils. The meetings will also look at the new Group Office structure and how this can best facilitate the territorial authorities to be prepared for smaller responses that do not need the specialist centralised functions at the Group level.

9. As a result of these discussions a reviewed Concept of Operations will be created for the HB CDEM Group to provide a consistent framework and understanding for the implementation of the model in future responses.

Community Resilience Planning and Education

10. A well-attended ‘Resilient Wairoa’ meeting was held in July with key stakeholders, including the Mayor of Wairoa, HBCDEM, MPI, DOC, TPK, Police, Fire, Ambulance, Federated Farmers, Local IMT Controllers and function Managers, local Hapu and Marae, NGO’s and businesses. A follow up meeting is planned for September to continue discussions on a co-ordinated Wairoa response.

11. The following community resilience work has occurred since the last CEG meeting:

11.1 Work is being done in Wairoa with early childhood education (ECEs) and schools, as well as with local adults with disabilities, to support them with emergency planning.

11.2 The annual Emergency Planning Workshop for tourism providers has been held in Napier with good feedback.

11.3 Over 50 Ministry of Education staff attended a Group run workshop around understanding our risks, with a focus on tsunami.

11.4 On our behalf, the Red Cross has now delivered the Lets Get Ready programme to over 1000 children in Hastings and Napier schools.

11.5 Health Hawkes Bay has distributed over 800 Te Hīkoi a Rūaumoko books and household emergency plan templates to B4 School Check providers, who are giving them out to families when they attend a B4 School Check with their child. 2500 four year olds attend a B4 School Check each year in Hawke’s Bay.

12. Shakeout is being held on the 18th of October. It will now be an annual event, coordinated at a national level by MCDEM and the Ministry of Education, with a focus on schools and ECEs. As well as holding an earthquake drill, schools and ECEs located in tsunami zones are being encouraged to do a tsunami evacuation drill.

13. The Safer Tsunami Schools and ECEs project has concluded and the finished toolkit will be available shortly. This is a national guide for CDEM staff to provide consistent messages and information to education providers in tsunami zones.

Hastings Emergency Management Facility Alterations

14. As discussed at the last CEG meeting, the Hastings Emergency Coordination Centre (ECC) will undergo an upgrade to its building resilience to Importance Level (IL) Four. This will involve the complete retrofit and strengthening of the building’s foundations, structural, and internal components. The project is being funded and managed by the Hastings District Council.

15. In early July the Group Office relocated and established a temporary GECC in Heretaunga House across the road from the main HDC building. This temporary GECC is now operational albeit at a reduced capacity and capability.

16. At the last meeting it was reported that the refurbishment work on the main Emergency Management Facility and GECC was to commence in early July. The HDC project manager has advised that due to delays in the building consent process and engaging a suitable contractor physical works will not commence until September. It is hoped that we will be able to re-occupy the renovated facility in the new year.

17. The point has been made to HDC that this work needs to be given some priority due to the risk of only having access to a temporary coordination centre which would not be suitable for responding to a large emergency.

Group Office Restructure and Implementation

18. The implementation of the new Group office structure has been ongoing since the last CEG meeting. Of the three vacancies, the positions of Team Leader Community Engagement and Emergency Management Advisor (Processes and Technology) have been filled.

19. The position of Emergency Management Advisor (Public Information and Education) was not able to be filled in the first round of interviews and will be re-advertised shortly.

Group Funding Review

20. As part of the local authorities LTP processes, the Councils have approved changes to CDEM funding coming from individual councils, into one rate targeted to individual properties and administered by the HBRC.

21. The proposed new target rate has been set at $33.04 per property across about 70,000 properties.

22. Work can now commence in reviewing the Group budgets to allocate resources to new project areas such as community engagement. An update on the Group’s budget and financial performance for the 2017/18 financial year will be given at the next meeting.

Recommendation

That the Civil Defence Emergency Management Coordinating Executives Group receives and notes the “Group Manager’s General Update” staff report.

Authored and Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

There are no attachments for this report.

CDEM Coordinating Executive Group

Monday 06 August 2018

Subject: Group Recovery Manager's Report

Reason for report

1. This report provides an update on the activities of the Group Recovery Manger to the Coordinating Executive Group.

2. It also provides an opportunity for the Coordinating Executive Group to raise and discuss any other matters regarding the role at the meeting.

Who is responsible for recovery planning?

3. CDEM Groups have the responsibility to plan for recovery. The purpose of this CDEM Act requirement is to ensure planning for recovery happens at a high strategic level across a CDEM Group area.

4. There is a duty on local authorities to plan and provide for Civil Defence Emergency Management within their districts or regions.

5. Over the past three months a recovery group has been formed including representatives from each of the local authorities. The group last met on 26 June 2018, and will meet again on 30 October 2018.

Activities

6. A recovery manager group made up of the Group Recovery Manager and alternates, and Local Recovery Managers from each of the 4 TLAs has been formed.

7. The group will progress recovery planning involving a wide range of people across local authorities and other agencies. Key territorial local authority sectors which will be required to assist group and local recovery managers from time to time include:

7.1 Community Development

7.2 Planning

7.3 Infrastructure

Supported by

7.4 Finance

7.5 Communications

8. In addition, the group will work with representatives of the following task groups:

8.1 Welfare

8.2 Economic

8.3 Environmental

8.4 Built

9. Note, these task group responsibilities are set out in Figure 1 below. More detail on the task groups is set out in the HB Group Recovery Strategy.

Figure 1: Recovery Task Groups

10. A programme of recovery planning activities is being developed by the group, and will be implemented leading to the review of the HB CDEM Group Recovery Strategy.

11. MCDEM is currently developing a training programme for recovery managers. It is expected that their programme will be completed in 2019. The HB recovery group will be encouraged to participate in this training programme once it is available.

Objectives

12. The HB recovery group is focusing on the following objectives over the next 12 to 18 months

Objective 1

Structures, roles and responsibilities for recovery are pre-determined and documented

12.1 The HB Group Recovery Strategy 2014-19 sets out a recovery office structure

12.2 Each TLA has identified a local recovery manager (with HDC also identifying 2 alternates).

12.3 The group has agreed that it would be beneficial to understand the potential resource required to manage a recovery process following a range of different size events.

Objective 2

Recovery Managers are identified, trained, supported and ready to perform the role

Work programmed includes:

12.4 Reviewing Group Recovery Manager job description following release of Director’s guidelines for Strategic Recovery Planning (recently released) and Recovery Management (currently being reviewed).

12.5 Working with TLAs to determine local recovery arrangements.

12.6 Documenting a training programme for all involved in recovery.

12.7 Determining a recovery exercise programme.

12.8 Holding regular workshops/coordination sessions that are valued by all recovery managers and others likely to be involved in recovery.

Objective 3

Recovery Plan outlines arrangements for holistic recovery management

Work programmed includes:

12.9 Review of Group Recovery Strategy late in the 2018/19 financial year

Recommendation

That the Civil Defence Emergency Management Coordinating Executives Group receives the “Group Recovery Manager’s Report”.

Authored by:

Mike Adye

Group Recovery Manager

Approved by:

Ian Macdonald

Group Manager/Controller

Attachment/s

There are no attachments for this report.