Northland Civil Defence Emergency Management Plan, 2010

PLAN STRUCTURESection1:Introduction•Outlines the Plan purpose, audience and structure and Plan development process.•Provides an introduction to the Northland region and the Northland CDEM Group,including the Group’s membership, stakeholders, vision and goals.•Explains how the Group goals align with the National CDEM Plan and Strategy.Section 2: RiskProfile•The context for the Northland CDEM Group area; a summary of the natural, social,built and economic environments.•The hazards that could impact on the CDEM Group, likelihood and consequences.•A summary of the Group risk profile and risk priorities for further action.Section 3:Reduction•Frameworks, processes and responsibilities to achieve long-term risk reduction.•The principles for risk reduction within the Northland CDEM Group.•Risk reduction challenges and how they will be managed.•Risk reduction objectives and the methods by which these will be achieved.Section 4:Readiness•The capabilities and resources of CDEM agencies and stakeholder organisations.•An overview of community readiness (awareness, preparedness).•Objectives and methods for improving readiness, such as through public educationand CDEM staff development processes.Section 5:Response•The CDEM Group’s response principles, objectives, priorities, information flowsand the organisational framework that will be used in responding to emergencies.•Response roles, functions, responsibilities and relationships.•Processes for emergency escalation and declaring states of emergencies.Section 6:Recovery•The planning arrangements, frameworks, structures, responsibilities and processesfor helping the community to recover from an emergency.•The transition from response to recovery, and the Recovery Managers role.•Financial arrangements and the recovery exit strategy.Section 7:Monitoringand Evaluation•The basis for monitoring and evaluation of the CDEM Group Plan.•The method of measuring achievement of objectives and for Plan reviews.•Legislative compliance monitoring.•A broad 5 year CDEM Work Programme.Section 8:ManagementandGovernance•Management and governance of the provision of CDEM in Northland.•Roles and responsibilities of CDEMG, CEG members and the Group EmergencyManagement Office.•Key appointments and Group funding arrangements.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 2

LIST OF FIGURESFigure 1: Area covered by the Northland CDEM Group Plan................................................................... 10Figure 2: The NZ CDEM Framework ....................................................................................................... 11Figure 4: Alignment of the Groups Goals with those of CDEM Group Members ..................................... 14Figure 5: Northland's Population Density .............................................................................................. 16Figure 6: Population Growth 2001-06 .................................................................................................... 17Figure 7: Population Forecasts (Statistics NZ) ........................................................................................ 17Figure 8: Ethnicity in Northland (MSD Report 2008) .............................................................................. 17Figure 9: Deprivation Statistics .............................................................................................................. 19Figure 10: Economic Output .................................................................................................................... 19Figure 11: Risk Matrix ......................................................................................................................... 21Figure 12: Northland's Hazard Risk Analysis............................................................................................. 21Figure 13: River Network in Northland .................................................................................................... 23Figure 14: Risk Priorities for Action.......................................................................................................... 27Figure 15: Relationship between CDEM Plans .......................................................................................... 40Figure 16: EOC Structure ......................................................................................................................... 46Figure 17: Northland Response Structure ................................................................................................ 47Figure 18: Northland CDEM Group recovery structure ............................................................................. 56Figure 19: Indicative 5-year Work Programme......................................................................................... 60Figure 20: Northland CDEM Structure ..................................................................................................... 63Figure 21: Historical Earthquake Locations .............................................................................................. 78LIST OF TABLESTable 1: Relationship of the National Strategy and Plan to the Northland CDEM Plan ........................... 15Table 2: Household Access to Phones, Internet and Fax Machines in Northland Region, 2006 Census ... 18Table 3: 1-5 Consequence Scoring System ............................................................................................ 26Table 4: Risk Reduction Objectives ....................................................................................................... 29Table 5: Readiness Objectives .............................................................................................................. 33Table 6: Agencies Responsible for Warning CDEM Groups and the Public ............................................. 41Table 7: Response Objectives ............................................................................................................... 44Table 8: Levels of Emergency ............................................................................................................... 45Table 9: Specific Response Issues and Functions................................................................................... 50Table 10: Issues for which the Northland CDEM Group may require support from other areas ............... 53Table 11: Recovery Objectives ............................................................................................................... 54Table 12: Tasks to deliver on Group objectives ....................................................................................... 59Table 13: Infrastructure Failure Scenarios .............................................................................................. 82Northland Civil Defence Emergency Management Plan, 2010-2015 Page 4

GLOSSARY OF TERMSCommonly used terms and abbreviations used throughout the Plan include:4Rs: Four areas of emergency management: Reduction, Readiness, Response and Recovery.The Act: The Civil Defence Emergency Management Act 2002CDEM Group: Civil Defence Emergency Management Group established under section 12 of the Civil DefenceEmergency Management Act 2002. Unless otherwise stated in the Plan, refers to the Northland CDEM Group, ajoint standing committee with membership comprising the Mayors representatives from the Far North, Whangareiand Kaipara District Councils and Chairperson of the Northland Regional Council.CEG: Co-ordinating Executive Group established under Section 20 of the Act whose functions include providingadvice to the CDEM Group and any sub-groups of the CDEM Group; co-ordinating and overseeing as appropriatethe implementation of decisions of the Group by the Group CDEM Office or by individual members; andoverseeing the implementation, development, maintenance, monitoring and evaluation of this Plan.CIMS: Co-ordinated Incident Management System. Establishes a framework to assist in effective, efficient andconsistent response to an incident/emergency management.Emergency: As defined under the Act: 1. Is the result of any happening, whether natural or otherwise, including,without limitation, any explosion, earthquake, eruption, tsunami, land movement, flood, storm, tornado, cyclone,serious fire, leakage or spillage of any dangerous gas or substance, technological failure, infestation, plague,epidemic, failure of or disruption to an emergency service or a lifeline utility, or actual or imminent attack orwarlike act; and 2. Causes or may cause loss of life or injury or illness or distress or in any way endangers thesafety of the public or property in New Zealand or any part of New Zealand and 3. Cannot be dealt with byemergency services, or otherwise requires a significant and co-ordinated response under the Act.Emergency Services: The New Zealand Police, New Zealand Fire Service, National Rural Fire Authority, rural fireauthorities and hospital and health services.EOP: Emergency Operating Procedure refers to a document describing a formally established set of operationalprocedures that are the commonly accepted method for performing certain emergency management tasks.GEOC/EOC: Group Emergency Operations Centre /Emergency Operations Centre. An established facility wherethe response to an event may be managed and supported.ICP: Incident Control Point. A facility where site response to an incident is managed and controlled.Lead Agency: The organisation with the legislative authority; or because of its expertise and resources, agreedauthority; primarily responsible for control of an incidentOther acronyms include:EOC:FNDC:KDC:LTCCP:MCDEM:NRC:WDC:Emergency Operating CentreFar North District CouncilKaipara District CouncilLong Term Council Community PlanMinistry of Civil Defence and Emergency ManagementNorthland Regional CouncilWhangarei District CouncilNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 5

KEY APPOINTMENTSGroup Controller:Alternative Group Controllers:Group Recovery Manager:Alternate Recovery Manager:Group Welfare Manager:Group Public Information Manager:Clive ManleyGraeme MacDonaldAnthony PhippsRobert CathcartSteve McDowellGraeme MacDonaldClaire NybergJason DawsonNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 6

SUMMARYThe Northland Civil Defence Emergency Management (CDEM) Group has prepared this plan to demonstrate howCDEM will be delivered in the region over the next 5 years.GOALS AND OBJECTIVES:In support of its mission “Working together to create resilient communities in Northland”, the Group hasidentified four key goals.Goal 1. Increasing community awareness, understanding, preparedness and participation in CDEM;through public education initiatives and community-led CDEM planning.Goal 2. Reducing the risks from hazards in Northland; by improving the Group’s understanding of hazardsand by developing and monitoring a Group-wide risk reduction programme which demonstrates howindividual agency initiatives contribute to overall regional risk reduction.Goal 3. Enhancing capability to manage civil defence emergencies; through increasing the number andcapability of CDEM staff and by having effective plans, systems and procedures in place to respond toemergencies.Goal 4. Enhancing capability to recover from civil defence emergencies; through a continued focus onRecovery Plans, Professional Development and Exercises.THE NORTHLAND CDEM CONTEXT:Hazard analysis is an important starting pointfor the CDEM plan because understanding theregion’s risk profile assists with theprioritisation of CDEM planning resources.Figure (i) shows the results of the hazardanalysis completed in 2009.The Group also carried out a hazard riskprioritisation assessment which consideredhow difficult each of these hazards is tomanage and the level of planning effortcurrently applied. The results of this analysissuggests that the Group needs to putadditional planning efforts into electricity/fuelfailure, tsunami, pandemic and volcanichazards.In developing the most appropriate methodsof achieving the Group’s Goals, the social,environmental, economic and environmentalcontext of the region has also been analysedand it was found that:1. Self-reliance and preparedness is vital forthe many rural communities that canbecome quickly isolated in an emergency(due to their remoteness, access andgeography). There are some householdsin these areas without telecommunications, making them even more vulnerable.2. The vulnerability of some of the region’s infrastructure may impact on the ability of the region to recoverquickly from an emergency. Increased awareness of the risks of infrastructure failure may help to encouragebusinesses to have their own backups and become more resilient to these failures.LikelihoodConsequenceRatingLocalised Heavy Rain/Flooding A/B 2.9 H/ELocal Tsunami E 3.8 HSevere Widespread Storm B/C 3.4 HElectricity failure B/C 3.1 HHuman Pandemic C 3.3 HFuel supply disruption B/C 2.8 HRegional/Distal Tsunami B 2.7 HLocal Volcano E 3.4 M/HDrought (Agricultural) B/C 1.9 M/HDrought (Water Supply) B/C 1.8 M/HTelecommunications failure C 2.6 M/HRural Fire C 2.2 MDistal Volcano C 2.2 MAnimal Epidemic C 2.0 MPlant & Animal Pests C 2.1 MCriminal Act/Terrorism C 2.3 MEarthquake E 2.1 LMajor transport accident - marine D 2.1 LHazardous substances spill D 1.7 LLikelihood A (likely) to E (rare).Consequence 1 (insignificant) to 5 (catastrophic)Risk Rating: L (Low), M (Moderate), H (High), E (Extreme)Figure i: Northland's Hazard RisksNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 7

3. The dependence on farming and horticultural industries means that the economy is particularly susceptible tohazards that impact those sectors (animal/plant diseases, drought, storms).4. The high percentage of Maori in the community may mean a need to communicate information about hazardsand preparedness measures differently.5. The high number of holiday homes can have an influence as ‘baches’ are less likely to have stocks to enableself-sufficiency for several days. Mass self-evacuation to Northland following an Auckland disaster is also arisk.6. Northland has high levels of socio-economic deprivation, which means that many communities are moresusceptible to adverse effects of hazards and have less resources to support recovery.CDEM PROGRAMME 2010-2015With consideration of the hazard and environmental context for CDEM in Northland as discussed above (anddetailed in Section 2 of this plan), the Group has developed the following broad work programme for the next fiveyears. This will be reviewed and prioritised annually before developing a more detailed Annual Work Programmeeach year.CommunityEducation /ParticipationCDEM CommunityEducationHazard AnalysisGroup RiskReductionPlans andProceduresWarning SystemsImmediate Actions Short Term Priority Medium Term Priority Long Term Priorityto June 2010 July 2010-June 2011 July 2011-June 2013 July 2013 - June 2015Prioritise communityplansPublic Education Strategy /ProgrammeCompletion of High PriorityCommunity PlansImplementation as per programme (media, website, publicforums, LTCCP etc).Undertake actions identified in high priority Plans.Completion of medium priority community plans.Professional Development Implementation as per strategy / programme (CDEM forums,Develop ExerciseStrategyworkshops, training).ProgrammeImpl ementation as per Exerci se Programme.Analysis of tsunamiimpactsResearch into volcanic hazard / impacts.Review WAG planGroup Tsunami Plan.Urban Search and Rescue.Power failure plan.Develop a Group RiskReduction ProgrammeGroup Logistics PlanGroup Financial PlanAnnual reviews to existings plan and update as required.Ongoing monitoring ofprogramme.Animal/Plant Disease PlanVolcano PlanImplementation of tsunami warning systems in at-risk areas, eg: Meerkat, signage/maps.InformationReview recommendationsManagementfrom MCDEM IS project.Figure ii: Indicative 5-Year Work ProgrammeImplementation and testing of emergency managementinformation systesm.PERFORMANCE TARGETSThe following targets will be used to monitor progress towards the Group’s goals and objectives:Goal 1: Community Awareness and Preparedness Targets:% of community prepared for a disaster increases each year (annual survey)% of households (in areas with Community Plans) aware of the Plans (bi-annual survey).Number of staff involved in CDEM response which hold relevant qualifications (specific targets to be setin the Professional Development strategy).Goal 2: Reducing Risks from Hazards:Group Risk Reduction Plan approved by CEG members by December 2011.Goal 3: Enhancing capability to respond to civil defence emergencies.Group Plans developed and adopted by CDEMG and CEG as per CDEM Plan programme.Warning systems agreed in Community Plans implemented within 12 months of completion ofCommunity Plan (eg: Meerkat, signage/maps).Emergency management system implemented and tested within 18 months of completion of MCDEMproject/recommendations.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 8

1 INTRODUCTIONSection 1 outlines the Plan purpose, audience and structure and the process bywhich the Plan was developed. It also provides an introduction to the Northlandregion and the Northland CDEM Group, including the Group’s membership,stakeholders, vision and goals and how those goals align with the National CDEMPlan and Strategy.1.1 SETTING THE SCENEThe Civil Defence Emergency Management Act (CDEM) 2002 required the establishment of CDEM Groups basedon Regional Council boundaries. CDEM Groups are a consortium of local authorities working in partnership withemergency services and other stakeholders to deliver CDEM at a regional and local level.This Plan is the statutory reference for the Northland CDEM Group and details the arrangements for theimplementation of CDEM within the Group’s jurisdiction. It has been developed in accordance with the Director’sGuideline for CDEM Group Plan Review (DGL0909) to assist with achieving national consistency of CDEM GroupPlans.1.1.1 WHO THIS PLAN IS FORTarget audiences are individuals and agencies with roles and responsibilities in addressing hazards and risks in theNorthland region under the CDEM Act, being:Local authorities – to coordinate and integrate all aspects of their hazards and emergency managementfunctions and activities under this Act and other legislationEmergency services and community support agencies – in support of their readiness, response and recoveryplanning and deliveryLifeline utilities (including local authority services) – to link with their strategic risk reduction and operationalplanning for emergency readiness, response and recovery of servicesGovernment departments- to integrate national planning and service delivery in support of local CDEMmanagement.Members of the public will gain an overview of how the above agencies are planning to manage hazards and risksin their region. However specific information on local hazard management and emergency procedures (includingassessing and reducing risks, and under taking self-preparedness and response actions) are covered withinrelevant public information, policies and plans, and service delivery processes of their local councils, relevantcentral government agencies and local community organisations. Appendix A lists the Northland CDEM primary and strategic stakeholders.1.1.2 PLAN STATUS AND CHANGEThis is the second Northland CDEM Group Plan (the first Plan was adopted in 2004).The Draft Plan was publicly notified in December 2009 and submissions were considered before being submittedto the Minister for comment in February. The final revised Plan was approved by the Northland CDEM Group inMarch 2010 and takes effect from that time.This Plan will remain in effect for five years from the date of approval until reviewed by the Group and eitheramended, revoked, replaced or left unchanged. The CDEM Act 2002 (s56, s57) sets out a public process by whichamendments can be made to the Plan and, other than those deemed to be “minor”, any amendments to the Planare required to be publicly notified to allow affected parties to lodge submissions. See Section 7: Plan Monitoring and Evaluation for further details.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 9

1.2 THE NORTHLAND CONTEXT1.2.1 THE REGIONThe area covered by the CDEM Group andthis Plan is shown in Figure 1. It includes theFar North, Whangarei and Kaipara Districtsand the coastal marine area to the seawardboundary of 12 nautical miles.Northland covers around 5% of thecountry’s total land area. It is a 260kilometre long narrow peninsula, 80 kmacross at its widest point and just 10 kmwide at its narrowest point with over3,000km of coastline made up of ruggedcliffs, sandy beaches and shelteredharbours. Nearly 14% of the land area ofNorthland remains in native forests andscrub land.Northland is New Zealand’s least urbanisedregion, with around 50% of the populationliving in urban areas and an average densitymuch lower than the NZ average (totalpopulation was 148,470 in the 2006Census).As a consequence of this dispersed andoften isolated population, the generalapproach to CDEM is one of centralised coordinationwith localised delivery.Figure 1: Area covered by the Northland CDEM Group Plan Refer Section 2.2 for further information on the CDEM Group Environment.1.2.2 THE NORTHLAND CDEM GROUPThe Northland Group is governed by a joint committee of elected representatives from the Whangarei, Kaipara,and Far North District Councils and the Northland Regional Council, supported on the committee byrepresentatives of the Police and Fire Service. The functions of the Group are detailed in s.17 of the CDEM Act(2002); one of these functions is to develop, approve, implement and monitor a CDEM Plan.Supporting the CDEM Group is the Northland CEG, a statutory group comprising Chief Executive Officers (or seniorrepresentatives) of local authorities, senior emergency services managers and the Northland District Health Board.CEG implements the decisions of the CDEM Group and provides them with strategic advice.The Group is funded by members to a level acceptable to each member. The local authorities employ staff tomanage the local CDEM work programmes agreed by the Northland CDEM Group. The Group’s EmergencyManagement Office co-ordinates the implementation of the Group’s programmes.The Group CDEM Office, which is physically located at the Northland Regional Council, provides technical andplanning support to the CEG.The Group’s only bordering neighbour is the Auckland CDEM Group. Refer Section 8 for further details on the Group’s functions and operations.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 10

1.3 THE PLAN CONTEXT1.3.1 CORE PRINCIPLES AND FRAMEWORKThis Plan is a statutoryrequirement of the CDEMAct 2002 (s48). The Actrequires that Group plansmust not be inconsistentwith the National CDEMStrategy (2007) and theNational CDEM Plan.Figure 2 shows CDEMframework and therelationship between theplans.Figure 2: The NZ CDEMFrameworkThe National CDEM Strategy (2003) defines five national civil defence emergency management principles whichguide the activity of the Northland CDEM Group. These principles are as follows:Individual and community responsibility and self-reliance. The CDEM arrangements support and encourage localownership of individual and community safety and livelihood security.A transparent and systematic approach to managing the risks from hazards. A logical and consistent processneeds to be followed when identifying and assessing risks, consulting and communicating with communities andimplementing any agreed mitigation measures.Addressing the consequences of hazards. Focusing on consequences (physical, social, environmental andeconomic) enables more effective planning and action through improved prioritisation and resource allocation.Making best use of information, expertise and structures. Reliable information and the availability of expertadvice is crucial. The CDEM sector (professional and voluntary) needs to ensure the development of appropriateskills and knowledge, along with the use of best practice in risk management and operational activity.Comprehensive and integrated hazard risk management. Integrated activity promotes the coordinatedinvolvement of all agencies with a role in managing risks. Comprehensive risk management means dealing with therisks associated with all hazards through the ‘4 Rs’ of risk reduction, readiness, response and recovery.Reduction: Identifying and analysing long-term risks to human life and property from hazards; taking steps toeliminate these risks if practicable, or reducing the magnitude of their impact and the likelihood of theiroccurring. Refer section 3Readiness: Developing operational systems and capabilities before a civil defence emergency happens;including self-help and response programmes for the general public, and specific programmes for emergencyservices, lifeline utilities and other agencies. Refer section 4Response: Actions taken immediately before, during or after a civil defence emergency to save lives andprotect property, and to help communities recover. Refer section 5Recovery: The coordinated efforts and processes to bring about the immediate, medium-term and long-termholistic regeneration of a community following a civil defence emergency. Refer section 6Northland Civil Defence Emergency Management Plan, 2010-2015 Page 11

1.3.2 PLAN PURPOSEThe purpose of this Plan is to enable the effective and efficient management of hazards and risks within theNorthland region for which coordinated and integrated approaches across the 4Rs and agencies are required. ThePlan sets out a strategic direction, Group objectives and a framework for continuous improvement.This CDEM Group Plan seeks to:Strengthen relationships between agencies involved in CDEMEncourage cooperative planning and action between the various emergency management agencies and thecommunityDemonstrate commitment to deliver more effective CDEM through an agreed work programme.The Plan also provides information on the hazards and risks in Northland and documents the principles ofoperation within which agencies involved in CDEM agree to cooperate.1.4 VISION AND GOALSCDEM Groups are the mechanism by which the Crown can achieve its own vision, goals and objectives, based onthe underlying principles described in section 1.3.1. Careful consideration has been given to ensure that theGroup’s direction, as described in this section, supports these national goals.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 12

1.4.1 NORTHLAND CDEM GROUP VISION AND GOALSThe Vision of the Northland CDEM Group reflects the importance of an integrated effort; one of partnerships andcooperation with agencies working together for the benefit of the community:Working together to create resilient communities in Northland“Kia mahi tahi, kia hangaia he pakaritanga ki roto inga rohe o Te Taitokerau.”The Goals set out the broad criteria against which the CDEM Group Plan will be measured and monitored. Thegoals of the CDEM Group are directly aligned to the national CDEM goals and are:Goal 1: Increased community awareness, understanding, preparedness andparticipation in civil defence emergency management (Readiness).Individuals are ultimately responsible for their own safety and the security of their livelihoods and should beprepared to look after themselves and their immediate neighbours for up to three days after an emergency. Aresilient community is well-informed about hazards and consequences, committed to managing risks, takes stepsto be prepared and learns from emergencies. One of the best ways to achieve this is to provide opportunities forthe public to participate in civil defence activities (decision making, exercises, volunteer rescue, welfare teams)and encourage participation in other types of volunteer groups.Goal 2: Reducing the risks from hazards (Reduction).A reduction in the impacts of hazards is a fundamental step towards realising a resilient Northland community.Many impacts can be reduced through measures such as:effective building controls and/or planning (e.g. floor height above likely flood levels; effective bordercontrols and containment for human and animal diseases)redundancy in critical infrastructurecareful and secure location of critical services and infrastructuresimple mitigation measures such as securing equipment to desks or walls (for earthquakes).Goal 3: Enhancing capability to manage civil defence emergencies (Response)An effective response capability is one in which coordination is timely and efficient such that the community issupported and the basics of life are restored as quickly as possible. This will require:integrated planning by all agencies with a role to play in responding to emergenciesa high level of cooperation and information sharing between responding agenciesa clear understanding of respective roles and responsibilities in an emergency.Goal 4: Enhancing capability to recover from civil defence emergencies(Recovery)After an emergency, affected communities depend on immediate relief and an effective and efficient rebuildingprocess. Recovery focuses on minimising the escalation of the consequences of an emergency and rehabilitatingthe community’s social, emotional and physical well being. This will require:integrated planning by all agencies with a role to play in recovering from emergenciessteps taken to reduce future exposure to hazards and their associated risksreassessing community priorities and adapting to changed environmental, economic and social needs.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 13

1.4.2 CDEM GROUP MEMBERS’ GOALSIn order for the CDEM Group Mission and Goals to be realised, they need to align with those of the individualCDEM Group Members who will deliver much of the CDEM Group programmes.Figure 4 illustrates how the Group’s Goals align with it’s CDEM Group Members.Whangarei District CouncilVision: To be a vibrant, attractiveand thriving District by developingsustainable lifestyles based aroundour unique environment; the envy ofNew Zealand and recognisedworldwide.Mission: Creating the ultimate livingenvironment.Northland Regional CouncilVision: Creating a region of choice.Mission: Through growth, puttingNorthland first, by providing regionalleadership, environment protection,economic opportunities andintegrated infrastructure.Far North District CouncilVision: Frontier of opportunity.Mission:To provide effective leadership andresponsive, affordable service.To value our diverse lifestyle andunique environment.To build trust within stronger and safercommunities.To promote the economic, social,environmental and culturaladvancement of the Far North.NZ Fire ServiceVision: Working with communities toprotect what they value.Mission: To reduce the incidence andconsequences of fire and to provide aprofessional response to otheremergencies.Northland District Health BoardVision: Creating a healthier NorthlandKai hangahia he hauora mo te tai tokerau.Mission: Working in partnership under theTreaty of Waitangi, creating opportunitiesfor improving health and wellbeing andpromoting independence of all the peoplein Northland / Te Tai Tokerau.Northland CDEM Group PlanMission: Working together tocreate resilient communities inNorthland.Goals:1. Increasing communityawareness, understanding andparticipations in CDEM2. Reducing risks from hazards3. Enhancing capability tomanaged emergencies4. Enhancing capability torecover from disastersNZ PoliceVision: To build safer communitiestogether.Mission: To be a world class Policeservice working in partnership withcitizens and communities to preventcrime and road trauma, enhance publicsafety and maintain law and order.Kaipara District CouncilVision: People first; protect andenhance; service providers; economicgrowth.Mission: We will work with thecommunity to preserve our heritage,enhance our environment and providethe best possible services and facilitiesto make Kaipara and excellent place tolive.St JohnMission: To prevent and relievesickness and injury, and to act toenhance the health and well-being ofpeople of all races and creedsanywhere in New Zealand.Northland Public and PopulationHealth ServiceVision: Creating a healthier NorthlandKai hangahia he hauora mo te taitokerau.Mission: The Public & PopulationHealth Unit is seen as a Public HealthLeader together with the people ofNorthland and is recognised nationallyas a centre of excellence” and our fiveValues are “People First, Respect,Caring, Communication andExcellence.Figure 3: Alignment of the Groups Goals with those of CDEM Group MembersNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 14

1.4.3 HOW THIS PLAN SUPPORTS NATIONAL PLAN GOALSWithin each of the 4Rs areas, the Group has sought to link its objectives with those of the national CDEM strategy,as illustrated in Table 1. The methodology, tools and actions that will be used to deliver these objectives aredetailed in sections 3 to 6 of this Plan.Table 1 Relationship of the National Strategy and Plan to the Northland CDEM PlanCDEM Goal National CDEM objectives Northland CDEM Group objectives1. Increasingcommunityawareness,understanding,preparedness andparticipation inCDEM2. Reducing the risksfrom hazards3. Enhancingcapability tomanage civildefenceemergencies4. Enhancingcapability torecover from civildefenceemergencies1a Increasing the level of communityawareness and understanding of the risksfrom hazards1b Improving individual, community andbusiness preparedness.1c Improving community participation in CDEM1d Encouraging and enabling wider communityparticipation in hazard risk managementdecisions.2a Improving the co-ordination promotion andaccessibility of CDEM research.2b Developing a comprehensive understandingof New Zealand’s hazardscape.2c Encouraging all CDEM stakeholders toreduce the risks from hazards to acceptablelevels.2d Improving the co-ordination of governmentpolicy relevant to CDEM.3a Promoting continuing and co-ordinatedprofessional development in CDEM.3b Enhancing the ability of CDEM Groups toprepare for the manage civil defenceemergencies3c Enhancing the ability of emergency servicesto prepare for manage civil defenceemergencies3d Enhancing the ability of lifeline utilities toprepare for and manage civil defenceemergencies.3e Enhancing the ability of governmentagencies to prepare for and manage civildefence emergencies3f Improving the ability of government tomanage and event national significance.4a Implementing effective recovery planningand activities in communities and acrossthe social, economic, natural and builtenvironments.4b Enhancing the ability of agencies to managethe recovery process.1a: Increase the level of business andcommunity awareness through publiceducation and consultation (refer section 4.2.1)1b: Improve community participation andpreparedness through community-basedplanning (refer section 4.2.2)1c: Improve community preparedness throughstrong leadership and commitment toCDEM at political and executive levels (refer section 4.2.3)2a: Improve the understanding of Northland’shazardscape and associated risks (refer section 3.2)2b: Undertake long term, strategic reduction ofthe risks from hazards throughcollaborative planning with stakeholders (refer section 3.3)3a: Enhance professional development for allemergency management personnelthrough a professional developmentstrategy and programme, exercises andlearning from other CDEM Groups. (refer section 4.3)3b: Strengthen the coordination andcooperation amongst all relevant sectorsin planning for and responding to anemergency. (refer section 4.4)3c: Develop and maintain appropriatedocumentation to describe key activities,functional responses and protocols insupport of the CDEM Group Plan. (refer section 4.5)3d: Provide effective warning systems toenable agencies and the community torespond rapidly to a potential event. (refer section 4.6)3e: Establish and maintain effective andresilient inter-agency communicationnetworks and processes. (refer section 5.3.4)4a: Strengthen recovery capability and capacityacross all agencies and the widercommunity. (refer section 6.4)Northland Civil Defence Emergency Management Plan, 2010-2015 Page 15

2 NORTHLAND’S RISK PROFILESection 2 provides the context for the Northland CDEM Group area; acomprehensive summary of the natural, social, built and economic environments.The section describes the hazards that could impact upon the CDEM Group,potentially requiring CDEM involvement, and characterisation of their likelihoodand consequences. At the end of the section is a summary of the risk profile of theCDEM Group and risk priorities for further action.Knowledge of the region’s vulnerability to hazards is fundamental to guiding the level of activity and effort appliedacross the 4 Rs and developing comprehensive and integrated risk reduction, readiness, response and recoveryprogrammes. The characterisation of the risk environment in this section provides a basis for sound prioritisationof resources and effort in CDEM planning. It also provides a snapshot in time of the risk profile, as a baseline forongoing monitoring and evaluation of risk reduction programmes.2.1 CDEM GROUP ENVIRONMENTThe contextual elements for the CDEM Group are the people, the land, the buildings/infrastructure and theeconomy, commonly referred to as the social, natural, built and economic environments. Analysing theseelements helps the Group understand the unique combination of factors that influence CDEM planning.2.1.1 SOCIAL ENVIRONMENTNorthland has a population of approximately 160,000 people (estimated 2009 population). The population isgenerally concentrated along the east coast, particularly in the Whangarei and Bay of Islands area. In summermonths the population swells with visitors from other regions and tourists from overseas.The people are distributed across atopography offering challenges ofaccess/isolation, and communication.Northland has one city, a number ofrural towns, numerous townships andhamlets and areas of coastalsettlement with minimal services.GENERAL POPULATIONThe 2006 Census indicated that thepopulation increased by 6% between2001 and 2006 (the increase byDistrict is shown in Figure 6). Thisgrowth is driven mostly by birthswithin the region with Maori being akey driver of this growth. Growth isalso due to people moving into theregion.Projected population from StatisticsNZ (illustrated in Figure 7) indicates:Figure 4: Northland's Population DensityNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 16

Whangarei District population rising from76,500 in 2006 to 91,600 in 2031.Far North District population rising from57,500 in 2006 to 63,500 in 2031Kaipara District decreasing from 18,600in 2006 to 17,900 in 2031.ETHNIC GROUPS IN THE NORTHLANDREGIONThe Region’s largest ethnic group is European,as shown in Figure 8. However Maori have ahigher than New Zealand average for theregion with 43,527 residents in the 2006Census. This is a rise of 6.9% since 2001, withthe most rapid growth occurring inWhangarei.50,00045,00040,00035,00030,00025,00020,00015,00010,0005,0000New ZealandFar NorthDistrict2001 2006Figure 5: Population Growth 2001-06WhangareiDistrictNorthland Population Growth 2006-2031Kaipara DistrictIn the 2006 Census, the Far NorthDistrict had the highest number ofMaori (44%); with Whangarei at 25%and Kaipara 22% Maori.VULNERABLE GROUPSGroups that are particularly vulnerablein CDEM emergencies include:those with disabilities or medicalconditionsthe elderlychildren in schools and care centrespeople in prisons or being detainedon home detention (some homedetainees took 2009 tsunamiwarnings as an opportunity to breaktheir home detention conditions)those in isolated communities(especially in coastal areas)low-income households See also Section 2.3.3 fordeprivation statisticsPopulation195,000190,000185,000180,000175,000170,000165,000160,000155,000150,000100%90%80%70%60%50%40%30%20%10%0%2006 2011 2016 2021 2026 2031YearFigure 6: Population Forecasts (Statistics NZ)European Maori Pacific Asian OtherFar North Kaipara WhangareiFigure 7: Ethnicity in Northland (MSD Report 2008)HighMediumLow2.1.2 BUILT ENVIRONMENTLAND USEIn the 2006 Census, New Zealand recorded 1,638,700 dwellings (of which around 10% are unoccupied) and theNorthland region 67,029 dwellings (of which 17% are unoccupied). This reflects the high number of holiday homesin the Region.TELECOMMUNICATIONS:Table 2 illustrates that, compared with national averages, Northland’s residents have less access to the variousforms of telecommunications systems than the rest of NZ. Only half have internet access and 3.5% have no accessto any system. The Far North has the least access in terms of % population.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 17

Table 2: Household Access to Phones, Internet and Fax Machines in Northland Region, 2006 CensusAccessto Access to the No access anycell/mobile phones internetsystemsNZ 74% 61% 2%Northland 36,117 (66%) 26,443 (49%) 1,767 (3%)FNDC 12,249 (62%) 9,003 (45%) 897 (5%)WDC 19,386 (70%) 14,232 (52%) 654 (2%)KDC 4,470 (65%) 3,195 (46%) 216 (3%)Significant parts of rural Northland do not have access to advanced telecommunications systems such asbroadband. Northland Regional Council, in partnership with telco companies, is investigating the possibility ofdeveloping, building and operating a fibre optic-based telecommunications infrastructure in Northland. Thisproject will most likely be dependent on other sources of funding particularly from central government.TRANSPORTThe present transportation network includes 6,530 kilometres of road, a rail link from Auckland via Whangarei toOtiria, a deepwater port at Marsden Point and commercial airports at Whangarei, Kerikeri and Kaitaia. There isalso a project underway for a rail link to Marsden Point Deep Water Port in an attempt to reduce the amount ofheavy freight trucks on Northlands roads. Other than the Whangarei bus service there is minimal public passengertransport services due to a limited rating base, repetitively small dispersed communities, and a high rate of privatevehicle use.ELECTRICITYIn Northland, there is a very small hydro-electric power station on the Wairua River and a geothermal power plantat Ngawha. The Ngawha plant is currently being expanded and there are discussions on a possible expansion ofthe Wairua River plant. However the vast majority of Northland’s power needs are generated from outside theregion and transmitted via the national grid through Auckland. Potential exists for expansion of other electricitygeneration options to meet the region’s foreseeable needs. These alternatives are being investigated further andinclude an application for a Gas Turbine Power Station in Rodney by Genesis Energy and an application by CrestEnergy Kaipara Ltd to install and operate marine turbines in the mouth of the Kaipara Harbour. There are alsoinvestigations into wind power generation in various locations.GASAll gas supplied into the Maui pipeline is from gas producers in the Taranaki and supplied to Northland via theVector 150mm nominal diameter high pressure (>20barg operating pressure) gas transmission pipeline.FUELPetroleum for Northland (and much of NZ) is sourced from the NZ Refining Company at Marsden Point, Ruakaka.In Northland, the petroleum is delivered from a truck fill station at Marsden Point Road via road tanker to anetwork of service stations; truck stops and marine fill stations at various locations across the Northland region.WATER SUPPLYWhangarei District Council (WDC) supplies treated water to around 23,000 customers in Bream Bay, WhangareiCity, Whangarei Heads, Hikurangi and Maungatapere. There are two water schemes in the Kaipara Districtservicing more than 1000 people; Dargaville (which also feeds Baylys Beach), and Maungaturoto. Far NorthDistrict Council manages water supply schemes for the townships of Kaitaia, Kerikeri, Kawakawa, Paihia andKaikohe.WASTEWATERCouncil wastewater systems include Whangarei City, Ruakaka/One Tree Point, Langs Beach/Waipu Cove, Waipu,Ngunguru, Oakura, Hikurangi, Portland, Waiotira, Tutukaka, Dargaville, Maungaturoto, Te Kopuru, Kaitaia, Kerikeri,Russell, Paihia and Kaikohe. Refer Northland Lifeline Group “Infrastructure Resilience Plan” for further informationNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 18

2.1.3 ECONOMIC ENVIRONMENTPROFILEThe Northland economy accounted for 2.5%of total economic activity in New Zealand inthe year to March 2008 (down from 2.8% inMarch 2005). Northland's regional GDP in thesame year was $4.47 billion (up from $3.6billion in 2005). Economic growth inNorthland has been volatile; over the past tenyears annual growth has varied from 5.4% in2001 and 5.2% in 2006 to -1.4% in 2003.As a consequence of the low base, lack ofeconomic stability and low levels ofinvestment in value adding industry in theregion, Northland continues to feature poorlyin the nation’s deprivation statistics asillustrated in Figure 9.KEY SECTORSWhangarei accounts for more than half (54%)of the region’s value added. Far Northcontributes slightly more than a third (35%)while Kaipara contributes about 11%. Themain sector’s contributing to Northland’seconomy are shown in Figure 10.UNEMPLOYMENTWhilst Northland's unemployment rate hasfallen in recent years, the current macroeconomicfactors are severely impactingNorthland which again has the highestregional unemployment rate in New Zealand.This reflects Northland’s growth rate for theyear to June 09 which has fallen to -4.4%.BUSINESS PROFILEOf Northland’s approximately 12,000businesses, the majority are small, part time,or “lifestyle” businesses. The potential forsignificantly impacting Northland’s prosperitycurrently sits with a very limited populationof competent, profitable, growth capablebusinesses. Northland’s prosperity is stronglytied to tourism, pastoral farming, forestry,and, building and property development.Figure 8: Deprivation StatisticsGross Output by sectorTourism15%Health12%Education5%Other11%Real estate9%Figure 9: Economic OutputHorticulture andfruit growing7%Dairy and cattlefarming11%Forestryand logging7%Retail Trade12%Wood productmanufacturing8%Mining, quarrying,mineralmanufacturing3%2.1.4 NATURAL ENVIRONMENTGEOGRAPHYNorthland consists of a long narrow peninsula, less than 100 km across at its widest point, bounded by the TasmanSea to the west and the Pacific Ocean to the east. It has a land area of around 12,500 km 2 with a coastal marinearea (CMA) occupying an area of approximately 12,000 km 2 . There are no significant mountain ranges and thehighest point, Te Raupua in the Waima Range, is only 781 metres above sea level.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 19

GEOLOGYNorthland's geology is a mixture of basement rock (greywacke), volcanic rock, sedimentary rocks, alluvial material,and sands. Uplifted blocks of hard blue-grey sandstone (greywacke) extend along the east coast from north of theBay of Islands as far south as the Brynderwyn range, and inland from Whangarei. To the west of these surfaceoutcrops, greywacke forms a basement deep beneath various sedimentary and volcanic rocks. Old volcanic rockoutcrops are a dramatic feature of the Northland landscape. Land slips are a frequent consequence of rain inNorthland due to the steep topography and the soil structure.Rising sea levels have drowned river valleys to create several harbours which extend well into the interior of theregion. As a result, rivers tend to be short, dropping quickly in bouldery streams from higher country, and thenmeandering sluggishly through mangrove lined channels into harbours and estuaries.CLIMATENorthland has a sub-tropical climate that is characterised by mild, humid and often windy weather. The regionexperiences, on average, 2,000 hours of sunshine per year. Winds are mostly south-westerly but tropical cyclonesin the summer bring strong north-easterly winds and heavy rainfall. Northland’s rainfall distribution pattern isdictated by its narrow shape and its topography. Annual rainfalls range from 900 millimetres in low-lying coastalareas to over 2,900 millimetres in higher altitude areas such as Tutamoe Plateau. Seasonal influences on rainfallare well defined due to the seasonal movement of high pressure belts with up to one third of the annual totaloften falling in the three winter months. Northland also experiences high intensity rainfalls which can result inflash floods.HUMAN MODIFICATIONHuman modification of the natural environment can both worsen and mitigate natural processes that createhazards. Land change has generally led to an increase in hazards, particularly floods, landslides, and coastalhazards. Restoration of catchments, wetlands, dunes and other natural systems is now recognised as an integralpart of hazard management. In Northland this is promoted through the distribution of funds to Northlanders torevegetate land, protect wetlands and riparian margins, and promote restoration and management of duneenvironments. It is also controlled through land use planning.2.1.5 IMPLICATIONS FOR THE CDEM GROUP ENVIRONMENTThe implications of Northland’s regional profile for civil defence emergency management are identified below.These issues have been considered in developing the CDEM work plan and priorities.1. Numerous rural communities have the potential to become quickly isolated in an emergency because of theirremoteness, access (often gravel roads) and geography. Self-reliance and preparedness become even moreimportant for these communities.2. The vulnerability of some of the region’s infrastructure (power, roads) may impact on the ability of the regionto recover quickly from an emergency. Increased awareness of the region’s vulnerability to infrastructurefailure may help to encourage businesses to have their own backup systems and become more resilient tothese failures.3. The dependence on farming and horticultural industries means that the economy is vulnerable to hazards thatimpact those sectors (animal/plant diseases, drought, storms).4. The high percentage of Maori in the community may mean a need to communicate information about hazardsand preparedness measures differently.5. Communication strategies will need to consider internet access, which is below the national average. Forexample, not relying wholly on the NRC website to provide hazard information to communities.6. There are some communities/households without telecommunications, making them particularly vulnerablein an emergency.7. The high number of holiday homes can have an influence as holiday homes are less likely to have stocks toenable self-sufficiency for several days. Also, there is a belief that in a major Auckland disaster manythousands of people may self-evacuate to holiday homes in Northland.8. Northland has high levels of socio-economic deprivation, which means that many communities are moresusceptible to adverse effects of hazards and have less resources to support recovery.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 20

2.2 CDEM GROUP HAZARDSCAPE2.2.1 ANALYSING THE LEVEL OF HAZARD RISKThe combination of all hazards within an area such as the CDEM Group is commonly referred to as thehazardscape. The Northland region is subject to a wide range of significant natural, human-made and biologicalhazards, including:Natural Hazards:Technological Hazards:Storm/Cyclone, Tsunami, Volcano, Earthquake, Rural Fire, Human Pandemic, DroughtLifeline Utility Failure, Hazardous Substances Spill, Major transport accident, CriminalAct/Terrorism, Animal/Plant Diseases and Pests. Each of the hazards is detailed further in Appendix B.The risk posed by each hazard was evaluated using the following risk matrix (a more detailed classification for the1-5 risk consequence scale is described in section 2.4.1). The evaluation was carried out through a combination offacilitated workshops with CEG members (November 2009) and analysis of available scientific hazard and historicalevent data.Consequence of the risk occurring1 2 3 4 5Likelihood (that the risk will occur in next ten years) Insignificant Minor Moderate Major CatastrophicA: Almost Certain (more than 1:10 year probability) H H E E EB: Likely (probability between 10-90 year occurrence) M H H E EC: Possible: (probability between 100-500 year occurrence) L M H E ED: Unlikely: (probability between 500-2000 year occurrence) L L M H EE: Rare (> 2000 year event probability) L L M H HFigure 10: Risk Matrix(E: Extreme, H: High, M: Moderate, L: Low)Figure 12 shows the results of the risk evaluation.Risk AnalysisRiver flooding caused by localised heavyrain/thunderstorms provides the highest risk to theNorthland region (figure 13 provides an overview ofthe river networks and some of the key flooding issuesin each catchment).The other highest risks include:Tsunami: A locally generated tsunami resulting in10-15m inundation above sea level has thepotential to cause significant damage. The risk ofhuman injury/death is high because of the shortwarning times with a local event. However theprobability of such an event is very low (3000-5000 years). A more likely (approx 50 year event)regional/distant tsunami with 4-5m inundationwould cause damage to the immediate coastalfringe.Electricity or fuel failure: Both of these networkshave single points of vulnerability (the mainelectricity transmission line from Auckland andthe Marsden refinery respectively) with thepotential to cause widespread loss of service. IfLikelihoodFigure 11: Northland's Hazard Risk AnalysisConsequenceRatingLocalised Heavy Rain/Flooding A/B 2.9 H/ELocal Tsunami E 3.8 HSevere Widespread Storm B/C 3.4 HElectricity failure B/C 3.1 HHuman Pandemic B 3.3 HFuel supply disruption B/C 2.8 HRegional/Distal Tsunami B 2.7 HLocal Volcano E 3.4 M/HDrought (Agricultural) B/C 1.9 M/HDrought (Water Supply) B/C 1.8 M/HTelecommunications failure C 2.6 M/HRural Fire C 2.2 MDistal Volcano C 2.2 MAnimal Epidemic C 2.0 MPlant & Animal Pests C 2.1 MCriminal Act/Terrorism C 2.3 MEarthquake E 2.1 LMajor transport accident - marine D 2.1 LHazardous substances spill D 1.7 LNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 21

the failure is prolonged, there could be severe economic and social consequences.Human pandemic; the scenario evaluated was based on modeling that predicts a worst-case event with thefirst wave seeing 40% of people becoming ill in the first 8 weeks and 2% of these resulting in death.The next level of risk is posed by:A local volcano in the Bay of Islands which, while a relatively low probability event, could cause permanentdisplacement to people in a localised area and possibly have a significant impact on tourism and theNorthland economy.Telecommunications failure: The telecomms networks have more diversity than electricity or fuel andtherefore a lower probability of widespread failure, however the consequences on the economy are alsopotentially significant.Drought: A drought affecting the agricultural community could have major economic consequences. A worstcasescenario in an urban water supply drought is one which disrupts supply to the refinery (which relies onmains water supply to operate).2007 March and July flood eventsDuring both the March and July 2007 storms a low pressure system developed in the northern Tasman Sea andwas ‘blocked’ by high pressure systems further to the east of the country. This scenario caused a strengthening,very slow moving, northeast flow onto northland which caused heavy sustained rainfall.In the March storm, extremely heavy rainfall occurred over the eastern side of Northland with some rainfall totalsfor the two days exceeding 400 mm and in excess of 1/100 AEP 1 estimates (1 in 100 year return periods). Thisresulted in record high river flows in some east coast rivers and people were stranded by flood waters. One localBay of Islands woman was rescued by fire crew and volunteers from a tree above a swollen river.The July storm rainfall totals were less than those experienced during the March event, with only a few locationsrecording rainfall totals greater than 300 mm. However rainfall was more widespread across Northland with muchof the region receiving more than 100 mm in two days.The July storm was also associated with severe northeasterly gales which caused power outages across the districtwith gusts of up to 125km/hr recorded at Dargaville. The combination of gale force winds and high tides causedsignificant storm surge along the east coast.A state of local emergency was declared in the Far North district with 160 people being displaced at the height ofthe storm. Communities on the coastbecame stranded with roads beingblocked or washed away. Utilitiessuch as phone, power, water andsewage were cut and some areas inNorthland experienced a loss ofelectricity for up to 7 days. Extra staffhad to be brought in from otherregions to restore power toNorthland.There was no loss of life during eitherweather events but there wereseveral lucky escapes in hazardouscircumstances and many people werecaught unprepared.Damage to Old Russell Road, HelenaBay March 20071 An AEP is the annual excedence probability which is the probability of an event of a particular magnitude(characterised by a rainfall depth or peak flood size) being exceeded in any year.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 22

Figure 12: River Network in NorthlandMore information on particular hazard and risks, and their relevance for specific localities and communities, isavailable from local territorial authority authorities though various information sources, such as:Land Information and Property Information MemorandaHazard mappingPolicies and plans, such as regional and district resource management plansPublic information/educational programmes on hazard management and civil defence.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 23

Hazard and risk analyses and the review of existing control mechanisms are ongoing activities carried out by andshared among CDEM stakeholder agencies. These are further discussed within the Reduction Section of this plan.2.2.2 HAZARDS EXCLUDED FROM DETAILED ANALYSISSome hazards have not been assessed in detail but are summarised below. In general, these hazards wereexcluded from detailed analysis because they are events in which the CDEM Group is unlikely to play an active orprimary role. The hazards include:a) Urban fire can cause significant damage to commercial, industrial and retail buildings and can occur at anytime,anywhere in Northland. Fire to homes is more prevalent in some of the isolated rural areas where lack ofelectricity can mean a reliance on candles and lamps for lighting, and in lower socio-economic areas where smokealarms are either not maintained or installed.b) Large Space debris (asteroid, meteor, bolide etc) entering the earth’s atmosphere and impacting in the sea oron land is a possibility however significant events have an extremely low probability and are most likely to occur inthe ocean, potentially causing devastating tsunami waves. A significant space debris incident is considered beyondthe scope of a CDEM Group response.c) Mine subsidence: Sub-bituminous coal has been mined in several places in Northland including Kamo, Kiripaka,Hikurangi Kawakawa and at the Avoca minefields northeast of Dargaville. At each of these locations there is a riskof subsurface subsidence due to the underground mining of coal seams, however the impact is considered to bevery localised and unlikely to be in a CDEM Group role. Hazard zones and development controls are in place inKamo and Hikurangi, but other mines may need further evaluation.d) Coastal erosion is the retreat of the shoreline caused by water, waves, currents and wind. It is a naturalprocess but it can be exacerbated by human activities such as sand extraction, vegetation removal andconstruction of coastal structures. Coastal erosion occurs predominantly at sandy beaches and along weak coastalcliffs such as those located at One Tree Point. Most erosion occurs in large increments during storms when heavyswells and /or storm surges buffet the coast. During intervening calm periods a beach will generally rebuild itself.However much of Northlands coast has been modified through coastal development and some many areas areexperiencing problems with coastal erosion.e) Tornados: Tornados have been experienced at Kaitaia and Whatatiri in recent times. The tornado at Whatatiricaused mature avocado trees on a horticulture block to be knocked over along with wind damage to native trees.In Kaitaia the tornado caused damage to the hospital and homes. Around 20-30 tornadoes are observed in NZeach year, most lasting less than 15 minutes and typically small and short-lived.f) Land instability: Northland is susceptible to shallow soil slides involving the movement of the upper soil layer,often including vegetation, and deep seated creeping earthflows which occur in the saturated clay-rich areas. Onvery steep slopes the rock and soil may simply fall and accumulate on the bottom of the slope as debris. Howeverthe consequences of landslides are generally localised in scale and only widespread when associated with a storm,therefore landslip risks have been dealt with in that section.2.2.3 CLIMATE CHANGEClimate Change has not been considered as a separate hazard in this Plan, but as a factor that impacts on thefrequency and intensity of many of the other hazards. It may introduce long-term shifts in climate patterns suchas more intense rainfall and associated flooding, more frequent and intense droughts in eastern areas, moredamaging winds and increased wildfire risk especially in eastern areas, sea level rise and a change in wavepatterns.The extent to which hazards may be impacted by climate change are discussed in Appendix B. The impact ofclimate change also gets factored into the hazard prioritisation process through the application of the ‘growth’factor Refer Section 2.3.1.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 24

2.3 HAZARD RISK PRIORITIES2.3.1 THE RISK PRIORITISATION MODELThe National CDEM Plan Review Guide recommends the use of the ‘SMG’ model for prioritising risks for CDEMGroup action. The model takes into account:- The ‘seriousness’ of the hazard consequence.- The ‘manageability’ difficulty in relation to the hazard.- The likelihood that there will be ‘growth’ in either the frequency of the hazard or the communityexposure to the hazard.HAZARD SERIOUSNESSA 1-5 consequence rating is evaluated for impact on each of the social, built, economic and natural environments(as detailed in Table 3). In calculating the overall seriousness score, a higher weighting is given to the social area(50%), with 25% weighting to built environment impact, 15% to economic and 10% to natural environment impact.This reflects the higher priority given by CDEM to human life and safety and community resilience. The weightedscore is multiplied by 2 to give a total score out of 10.The hazards rated most serious in terms of consequence are Local Tsunami, Severe Widespread Storm, LocalVolcano and Human Pandemic.HAZARD MANAGEABILITYThe manageability of the hazard is rated for each of the ‘4Rs’ area, as summarised below. The manageability is acombination of how difficult it is to manage the hazard and the current level of effort applied (each category isscored as Low, Medium or High). The highest score of 5 is given to those hazards that are most difficult to manageand have the least effort applied, and vice versa for the lowest score of 1.Reduction: Hazard risk can be reduced through activities such as construction standards, land-use planning,protection works and national security. Analysing and understanding the hazard is also considered as a key‘reduction’ activity. Volcano and terrorism hazards are rated as the most difficult to manage and with limitedeffort currently being applied to risk reduction. Tsunami also rates as difficult to manage but scores slightly lower(ie considered to be better managed) given that there is more knowledge of the hazard probability andconsequence than the volcano and terrorism hazards. Reduction priorities are further discussed in Section 3.1.3.Readiness: Risk readiness can be enhanced through forecasting/warning systems, CDEM staff capability andcommunity preparedness. The hazards that the community is assessed as being least ready for are volcano andearthquake; it is difficult to forecast and provide warnings for earthquake and there is low community awarenessof earthquake and volcanos as a potential Northland hazard. Readiness priorities are further discussed in Section 4.1.2.Response: Generally the more widespread and serious hazards are considered more difficult to respond to asresources will be stretched across the region. Infectious diseases (human/plant/animal) are rated as the mostdifficult to respond to and slow-evolving hazards (drought) the easiest. Response priorities are further discussed in Section 5.1.3Recovery: A score of ‘Low/Medium’ has been given to ‘level of effort applied’ for all hazards, reflecting therelatively low priority that recovery planning has been given compared to readiness and response planning. Recovery priorities are further discussed in Section 6.1.3Northland Civil Defence Emergency Management Plan, 2010-2015 Page 25

Table 3: 1-5 Consequence Scoring SystemCommunity /Social impact1 No injuries or deaths and/or only little disruption to small number of aspects of society which are overcome almostimmediately.2 Some minor injuries, and/or noticeable disruption to a few aspects of society in the short-term (a few days).3 Medical treatment required to a number of people, possibly 1-2 deaths, and /or several social services are impacted tovarying degrees for an extended period (weeks) but damage and service loss is temporary. Displacement of people froma small area for a long period of time.4 Extensive injuries/illness to hundreds of people, and/or most social services are severely impacted (cessation) for a longtermperiod (several weeks/ months). Large numbers of permanent closures of businesses/services. Large numbers ofdisplaced people for a long period of time.5 Extensive injuries/illness to hundreds of people, and/or normal fabric of society is permanently damaged. Massive loss ofbusiness and social services resulting in demographic and other changes. Psycho-social and similar effects take years torecover from.Infrastructure/Built Impact1 Insignificant.2 Light damage to buildings, structures of a temporary nature (a few days recovery). Services remain on-line or unavailablefor a period of hours only.3 Variable light to medium damage to buildings and structures taking days to weeks to recover. Several services off-line forseveral hours (electricity) to days (water).4 Heavy damage to buildings and structures taking months to recover. Most services off-line temporarily, some takingmonths to restore (e.g. road/rail/ports).5 Extensive damage with complete loss of many buildings and structures. Many remaining structures are unrecoverableand condemned. All services off-line, several can never be recovered (e.g. ports).Economic Impact1 Costs < 0.5% regional GDP (

3 RISK REDUCTIONThis section provides guidance on frameworks, roles, responsibilities andprocesses to achieve long term comprehensive risk reduction. It states theprinciples for risk reduction within the Northland CDEM Group and describes howrisk reduction challenges will be managed. At the end of the section is a summaryof the specific risk reduction objectives and the methods and tools by which thesewill be achieved.3.1 INTRODUCTIONRisk reduction is the process of “Identifying and analysing long-term risks to human life and property fromhazards; taking steps to eliminate these risks if practicable, and, if not, reducing the magnitude of their impact andthe likelihood of their occurring” (National CDEM Strategy 2007).Risk is the effect of uncertainty that objectives can be achieved. For Northland these objectives are the aspirationsand goals of its communities, businesses and individuals. Northlanders take many risks in their everyday lives, forexample living close to a beach or river, precisely because there are benefits in doing so.Only exceptionally can risk be eliminated altogether, and the purpose of CDEM is to manage hazard risks (as far aspracticable) within acceptable levels. This involves balancing the costs of such management proportionately to thelikely benefits from doing so. Risk reduction (avoidance and mitigation measures) is a key means, especially tomanage the potential for further growth. However the costs of doing so (financial costs, social and economicopportunities forgone, accounting for existing use rights and history of development) may constrain what can bedone. Therefore there is a need to establish the communities’ priorities for reducing risk. Emergency readiness,response and recovery offer other important risk management options (especially when reduction is not feasible),as also is risk transfer such as insurance.3.1.1 STATUTORY AND POLICY FRAMEWORKThe CDEM Act (2002) mandates the Northland CDEM Group to identify, assess and manage the region’s hazardsand risks. However the CDEM Group is only one part of the region’s risk management context, which involvesmany other stakeholders, including central government organisations, emergency services and lifeline utilities, aswell as individuals and communities. Also, the CDEM Act is only one of a number of statutes which providelegislative provision for risk reduction. Others include:Resource Management Act (RMA) 1991Local Government Act 2002Building Act 2004Soil Conservation and Rivers Control Act 1941And many othersThe NZ policy framework includes policies and plans such as Regional Policy Statements and District Plans underthe Resource Management Act 1991 and Long Term Council Community Plans under the Local Government Act2004. There are also numerous non-statutory instruments such as regional and local growth strategies, andhazard and risk management guidelines and plans (see section 6.7.2.2.)3.1.2 ISSUES AND PRIORITIESThe CDEM Group Plan has identified a number of issues relating to risk reduction:Northland has a complex hazardscape with a wide range of hazards. Some good material exists on the hazardanalyses for the region, however there are gaps in some areas that require further scientific input and analysisand not all stakeholders have a good awareness of the hazards.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 28

Hazard management, risk assessment and implementation of mitigation measures are fragmented and lackconsistency across a broad range of organisationsThere is a need to develop a common understanding and interpretation of the purpose and status ofreduction activities and practices.Risk reduction is often perceived as being a high cost option compared with the other 4Rs in that theeconomic benefits of preventing losses over time are hard to demonstrate compared to the costs ofimplementing reduction measures. The upfront costs of reduction infrastructure are often difficult for a smallpopulation base to fund, especially where benefits are to accrue over a longer term.Most risk reduction efforts in Northland currently focus on flood mitigation. Risk reduction is also built intonational building codes (earthquake/wind/flooding protection) and regional/local land use planning. In addition,individual agencies such as lifeline utilities design and upgrade their networks to have resilience to hazards (forexample, minimum storage volumes in pump stations to allow time to respond to pump failure andbattery/standby generator backups at telecommunication sites).The risk prioritisation (SMG) model described in section 2.4.1 is used to identify priorities for reductionimprovements in relation to specific hazards in Northland. Volcano and terrorism hazards are rated as the mostdifficult to manage (it is difficult to ‘design’ against volcanic eruptions) and with limited effort currently beingapplied to risk reduction. Tsunami rates as the next highest priority for reduction efforts, followed by Earthquakeand Infrastructure Failure.Event probability also needs to be considered in prioritising reduction efforts, suggesting that tsunami andinfrastructure failure should be a focus in the next few years.3.1.3 PRINCIPLES AND OBJECTIVESThe Northland CDEM Group risk reduction principles are:To identify and co-ordinate reduction activities among key stakeholders and the community, rather thanundertaking significant risk reduction projects as a Group.To prioritise reduction activities taking into account the impact on human life and safety, the economy andthe built and natural environment as well as the manageability of the risk and the likelihood of it occurring.To develop practical, achievable objectives and methodologies to reduce risk in the region.The reduction objectives are those measurable outcomes that the Northland CDEM Group intends to deliver on orachieve through the life of this Plan. The reduction objectives of this Plan are set out in Table 4 and the issues,methods, tools and actions are detailed in the following sections.Table 4: Risk Reduction ObjectivesNational CDEM Strategy (2007)Goal 2: Reducing the risks from hazards to New Zealand.Objective 2a: Improving the co-ordination promotion andaccessibility of CDEM Research.Objective 2b: Developing a comprehensive understandingof New Zealand’s hazardscape.Objective 2c: Encouraging all CDEM stakeholders to reducethe risks from hazards to acceptable levels.Objective 2d: Improving the co-ordination of governmentpolicy relevant to CDEM.Northland CDEM PlanGoal 2: Reducing the risks from hazards toNorthland.Objective 2a: Improve the understanding ofNorthland’s hazardscape and associated risks.Objective 2b: Undertake long term, strategicreduction of the risks from hazards throughcollaborative planning with stakeholders.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 29

In 2009, NRC published a review of its Regional Policy Statement which was critical of the current permissiveapproach to hazards management, which has not provided the guidance and leadership for associatedmanagement through regional and district plans. The review also identified the need to address climate changeand act in a precautionary manner in the face of uncertainty about hazards and risks. The outcomes of the CDEMwork programme need to become mandated policy within the Regional Policy Statement and be supported byother collective initiatives and understandings among the CDEM Group and its partners.3.2 UNDERSTANDING NORTHLAND’S RISKS AND HAZARDSCAPEOngoing improvement to knowledge of the hazardscape is a core objective for the Northland CDEM Group. Whilea comprehensive hazard analysis was undertaken as part of the first Plan (2004), a series of global and localemergency events over the past 5 years has changed the understanding of hazards and impacts.OBJECTIVE 2a:Improve the understanding of Northland’s hazardscape and associated risks.Current Status: As part of the review of this CDEM Plan, the hazard and risk assessment in section 2was updated in consultation with CEG. A number of specific projects have also beencompleted over the last few years or are underway, including:Identifying High Priority Catchments: This NRC-led project has identified 27 highpriority flood risk catchments at risk from potential river/stream flood impacts onlives, buildings, road access, infrastructure and agriculture.Tsunami modelling: This study, commissioned from NIWA, identified crediblesources of local/regional and distant tsunami. Inundation modelling has beencompleted for 20 coastal settlements.Lifelines Group Projects: The Northland Lifelines Group Infrastructure Resilience Planidentifies the region’s critical infrastructure, it’s vulnerabilities arising both fromexternal hazards and from internally caused failures, and priorities for further work.Method, Toolsand Actions:There will be ongoing NRC and Lifelines Group infrastructure resilience projects, andflood management plans for priority catchments will continue to have a key focus forNRC.However these initiatives are not incorporated specifically in the CDEM workprogramme as they are led by other agencies. There are also many other initiativesled by individual agencies and the CDEM Group aims to gain a better understandinghow these collective efforts will support regional risk reduction (refer section 3.3).CDEM-led projects in relation to hazard knowledge are:1. Use the tsunami modeling and inundation mapping to develop improvedunderstanding of the impacts of tsunami on the region, through public educationand by making the information available for stakeholder group use.2. Develop improved understanding of the volcanic hazard in Northland.This will be through contract with the scientific sector.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 30

3.3 COLLABORATIVE RISK REDUCTION ACROSS THE GROUPThe CDEM Group needs a better understanding of reduction practices in the Northland region and be able toassess whether collective efforts are being directed in accordance with the Group priorities.All key stakeholders need to have ownership of the risk reduction objectives to implement them across their fieldof activities and in plans and policies. The CDEM Group can play an important role in facilitating the spread of riskreduction information.OBJECTIVE 2b:Current Status:Methodology,Tools andActions:Undertake long term, strategic reduction of the risks from hazards through collaborativeplanning with stakeholders.Risk reduction is actively practiced across many areas; and many CDEM Group membersand stakeholders have ongoing programmes to reduce the risk of hazards on the region.However this has not been consolidated into a regional picture or programme.The CDEM group will work with relevant stakeholder groups and CDEM Partners to:1. Facilitate information exchange on risk reduction across the Group through activitiessuch as the annual CDEM seminar and workshops on best practice guidelines andstandards (for example, the MfE Guidelines on Climate Change).2. Hold a risk reduction workshop with key stakeholders to:raise awareness of the hazards and level of risk in the regionconfirm reduction roles and responsibilities of key stakeholdersestablish realistic objectives around what the CDEM Group needs to achievepromote discussion on the costs and benefits of reductionestablish common principles and approach to reduction3. Develop a Group Risk Reduction Programme:Carry out a review of risk reduction activities within the Group and keystakeholders and prepare a consolidated programme of risk reduction activities.Identify gaps, opportunities for improved integration of programmes, andprioritise future risk reduction work for the Group and / or its members.Develop a monitoring, evaluation and reporting programme aligned with keystakeholder reporting timeframes and processes.4. Monitor and Report in accordance with the programme developed above.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 31

4 READINESSThis section provides an overview of readiness of CDEM organisations (thecapabilities and resources of CDEM agencies and stakeholder organisations) andcommunity readiness (how aware and prepared the community is to meet theirown needs in an emergency). The Plan objectives and proposed methods forimproving readiness, such as through public education and CDEM staffdevelopment, are stated.4.1 INTRODUCTIONReadiness involves planning to ensure that CDEM organisations and the community have the capacity andcapability to respond to an emergency and includes:Community readiness, which focuses on the ability of communities, families and individuals to be able tomeet their own needs during and after an emergency.Organisational and business readiness, which focuses on the readiness of emergency response organisations,emergency services, lifeline utilities and other CDEM stakeholders. CDEM partners and stakeholders are defined in section 1.1.1 and Appendix A.4.1.1 ISSUESThe current issues in relation to readiness include:The need to maintain and improve community awareness of hazards, particularly those that are not as highprofile, and ensure this awareness turns into actual planning activities (the 2008 regional survey showed thatresidents are mostly aware of storm/cyclone events and less aware and prepared for the other hazards).Ensuring that the community is capable of responding appropriately to warnings (formal, informal andnatural).Ensuring that the method of raising awareness and capability is targeted to the Northland community whichhas factors such as high levels of rural and Maori residents.Community Response Plans are not progressing as expected in the last CDEM Plan.There is competition for educational message delivery.Only a small proportion of Northland businesses have effective business continuity planning.There is little understanding of the professional capabilities of the CDEM community and lack of a strategy toprovide continued and coordinated professional development opportunities is believed to be an issue. Thereis also concern around reliance on one or two key staff to drive CDEM with little depth behind those people.The knowledge and acceptance of legislative responsibilities needs to be improved, particularly at theexecutive and elected levels.Some progress has been made in developing response and recovery capability and capacity, howeveropportunities exist to enhance the ability of councils and partner response organisations, through coordinatedplanning, and developing and implementing a Professional Development Strategy and an ExerciseProgramme.There is a need to continue to further enhance and foster relationships with key partners.Emergency Management systems and technology will need to be reviewed in line with the national review ofemergency management information systemsNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 32

4.1.2 PRIORITIESThe risk prioritisation (SMG) model described in section 2.4.1 is used to identify priorities for readinessimprovements in relation to specific hazards.The most difficult hazards to be ready for are earthquake and local tsunami as they have little or no warning timeand it is difficult to maintain high community preparedness for hazards that are assessed as such low probability.The hazards that have the most effort applied to warning systems and community readiness are storms/floods,human pandemic, rural fire and regional/distal tsunami (the Pacific Warning system). The hazards that have theleast effort applied are earthquake, volcano, local tsunami and drought.Overall, the region is assessed as being:least ready for volcano and earthquake, followed by local tsunami and electricity failure.most ready for is pandemic, rural fire and flooding.4.1.3 OBJECTIVESThe Northland objectives in relation to readiness are:Table 5: Readiness ObjectivesNational CDEM objectives1a Increasing the level of community awareness andunderstanding of the risks from hazards1b Improving individual, community and businesspreparedness.1c Improving community participation in CDEM1d Encouraging and enabling wider communityparticipation in hazard risk management decisions.3a Promoting continuing and co-ordinated professionaldevelopment in CDEM.3b Enhancing the ability of CDEM Groups to prepare forthe manage civil defence emergencies3c Enhancing the ability of emergency services to preparefor manage civil defence emergencies3d Enhancing the ability of lifeline utilities to prepare forand manage civil defence emergencies.3e Enhancing the ability of government agencies toprepare for and manage civil defence emergencies3f Improving the ability of government to manage andevent national significance.Northland CDEM Group objectives1a: Increase the level of business and communityawareness through public education andconsultation.1b: Improve community participation andpreparedness through community-basedplanning.1c: Improve community preparedness throughstrong leadership and commitment to CDEM atpolitical and executive levels.3a: Enhance professional development for allemergency management personnel throughtraining, exercises and learning from other CDEMGroups.3b: Strengthen the coordination and cooperationamongst all relevant sectors in planning for andresponding to an emergency.3c. Develop and maintain appropriatedocumentation to describe key activities,functional responses and protocols in support ofthe CDEM Group Plan.3d: Provide effective warning systems to enableagencies and the community to respond rapidlyto a potential event.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 33

4.2 COMMUNITY READINESS4.2.1 AWARENESS AND PREPAREDNESSAll individuals and communities need to be aware of hazards and risks, and how to prepare for and cope in anemergency. The National Public Education Programme (2006-2016) provides the overall direction for developingand delivering public education while local and regional strategies offer specific advice about local hazards, risksand preparedness steps.OBJECTIVE 1a:Current Status:Method, Toolsand Actions:Increase the level of business and community awareness and preparedness throughpublic education and consultation.The Northland CDEM Group has identified public education as the foundation forimproving levels of community resilience.One of the means of providing opportunity for public input is through Council’s LongTerm Council Community Plans (LTCCPs). The region’s LTCCP sets objectives inrelation to hazard information and resilience of communities. However nosubmissions have been made on these areas and it is not considered a high profileway of getting focussed input on CDEM issues.1. Develop and implement a Public Education Strategy which identifies:a) Priority target groups (Maori, businesses, etc).b) Key public education messages in relation to hazards and business continuityplanning.c) Method of delivering messages to different target groups - through existingnetworks, appropriate media and other means.d) Methods for evaluating / monitoring public awareness and preparedness.e) A detailed action plan to deliver the strategy (resources, materials, etc).2. Monitor and report on progress on the Public Education Strategy.3. Regularly update the NRC website with appropriate hazard and CDEMinformation.4. By engaging with Council LTCCP teams, ensure that the 2012 and 2015 LongTerm Council Community Plans (LTCCP):a) Reflect the objectives of this CDEM Planb) Incorporate appropriate CDEM issuesc) Facilitate discussion on these issues through LTCCP consultation processes.4.2.2 COMMUNITY PARTICIPATIONMany communities in Northland can be isolated during an emergency event making it imperative thatcommunities can survive with little or no outside assistance during this time. Local councils have been working toaddress these issues by working with local communities to formulate Community Response Plans. These plans aimto:ensure that communities identify hazards and risks and collectively understand how they will manage in anyfuture event, particularly by identifying roles, responsibilities and resources before an event occurs.identify local leaders or an individual (volunteers) in the community who is prepared to champion CDEM inthe community. The leader will communicate CDEM information to the community and relay communityconcerns back to the local authority’s CDEM support structure.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 34

outline what resources the community has and how they may be used in an emergency, for examplecommunications, identification of welfare centres, physical equipment and a list of key community contacts.OBJECTIVE 1b:Current Status:Methodology,Tools andActionsImprove community participation and preparedness through community-basedplanning.Over the last five years, around 25 Community Plans have been completed and boththe Plan development process and the outcomes have been considered verysuccessful.There are around 15-20 ‘at risk’ communities that still need to have Community Plansdeveloped, however the list needs to be re-prioritised in light of the latest tsunamimodeling outputs.The CDEM Group will:1. Review and prioritise the list of ‘at-risk’ communities and develop a programmefor completion of Community Plans in these areas over the next three years.2. Facilitate the completion of Community Response Plans for Northland’s ‘at risk’communities.3. Proactively undertake (or support the community to undertake) the activitiesidentified as needing improvement in the plans.4. Provide opportunities for community plan leaders to attend CIMS courses andother professional development activities, such as training and exercises.4.2.3 LEADERSHIPCDEM only tends to become high profile in the immediate wake of an emergency event. Maintaining a higherprofile on an ongoing basis will help to keep the community awareness raised. This needs to be championed atthe highest level.At the moment there is a generally poor of understanding about the CDEM sector, it’s role and what it is trying toachieve.OBJECTIVE 1c:Current Status:Methodology,Tools andActions:Improve community preparedness through strong leadership and commitment toCDEM at political and executive levels.Improving the knowledge of, commitment to, and leadership of, CDEM by politiciansand senior managers was identified by MCDEM in the 2009 review of the NorthlandCDEM Group.1. Provide annual briefing on CDEM work programmes to senior management teamat each Council and other key CDEM partner organisations.2. Encourage political and executive attendance at annual forums.3. Provide professional development opportunities, such as training, appropriate forexecutives/ politicians.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 35

4.3 GROUP READINESS: STAFF CAPACITY AND CAPABILITY4.3.1 PROFESSIONAL DEVELOPMENT PROGRAMMESProfessional development is a core part of readiness. Effective performance during response to and recovery froman emergency can be enhanced by strong working relationships established and exercised prior to emergencyevents. It is important that senior management demonstrate commitment to professional development throughallocation of resources and staff release time.4.3.2 EXERCISESExercises play an important role in assessing readiness and will be undertaken on a regular basis. Exercises allowplans and staff capabilities to be assessed and gaps for improvements to be identified.OBJECTIVE 3a:Current Status:Methodology,Tools andActions:Enhance professional development for all emergency management personnelthrough training, exercises and learning from other CDEM Groups.CIMS training is regularly available and is recommended for all Northland peopleinvolved in emergency response and recovery (CDEM Plan 2005) though uptake is notconsistent amongst all CDEM stakeholders. There is limited understanding of theregional capabilities and professional development needs across the region. Thisproject will aim to establish a coordinated approach to professional developmentprogrammes, while ensuring appropriate development for individuals remains theresponsibility of the employee agency.The Group has participated in 4 national exercises over the last 5 years and over thenext term of the Plan will seek to develop some Group-led exercises.1. Complete a professional development needs gap analysisa. Identify key response and recovery personnel (CDEM and stakeholderorganisations, both volunteer and employed staff).b. Review/document current levels of staff professional development.c. Identify gaps in relation to CIMS and required key roles, such as Controllers,PIM, Recovery Managers, Rescue, EOC operations (MCDEM competencyframework).d. Identify availability of existing professional development programmes locallyregionally and nationally (including exercises by other CDEM Groups).e. Identify gaps in professional development provision.2. Develop a professional development strategy and professional developmentprogramme to address the gaps identified above.3. Facilitate the provision of professional development in accordance with theprogramme.4. Maintain a calendar of relevant professional development opportunities (eg: byMCDEM and other CDEM Groups) and make available to CDEMagencies/stakeholders.5. Develop an exercise programme which is consistent with the National ExerciseProgramme (NEP) and which ensures that all CDEM Group Members andStrategic Partners are involved regularly. Seek opportunities for joint and multiagencyexercises led by other agencies. Hold exercises and debriefs inaccordance with National CDEM Exercise Guide (DGL 010/09).Northland Civil Defence Emergency Management Plan, 2010-2015 Page 36

4.4 GROUP READINESS: OPERATIONAL PLANNING GROUPSEmergency management operational planning covers a wide field and a number of emergencies that areextremely varied in nature and consequences. Integrated and coordinated planning facilitates consideration of allthe consequences of the threat or impact of an emergency event on a community. In addition to the operationalplanning undertaken by the Northland CDEM Group (sections 4.3 and 4.5) there are a number of other groups andstructures that contribute to operational planning in the Group.4.4.1 CIVIL DEFENCE OFFICERS GROUP (CDO GROUP)This group comprises civil defence and emergency management officers/managers from the local authorities.Chaired by the Northland Regional Council, the officers meet to ensure local authority planning is integrated anddelivering on Group Plan objectives and priorities. The CDO Group is responsible to the CEG.4.4.2 EMERGENCY SERVICES COORDINATING COMMITTEES (ESCCS)ESCCs provide a mechanism for multi-agency planning and the building of relationships between emergencyservices and allied response organisations within each district. Their role is to ensure that readiness, response andrecovery planning at the local level is co-ordinated and consistent with the CDEM Group Plan. ESCCs have nooperational role during an emergency.ESCCs operate in Kaipara and Whangarei districts, led by the NZ Police with membership by the NZ Fire Service,Health and Ambulance. The ESCCs have led a number of exercises over the last few years.4.4.3 HAZARDOUS SUBSTANCES TECHNICAL LIAISON COMMITTEE (HSTLC)The Northland HSTLC is chaired and managed by the NZ Fire Service. The HSTLC provides a mechanism for thehazardous substances industry (enforcement agencies and emergency responders) to share information, plan for,and debrief after incidents or emergencies involving hazardous substances.The HSTLC tends to deal with incidents that don’t require CDEM involvement and there is no formal links orreporting requirements between HSTLC and CEG.4.4.4 RURAL FIRE AUTHORITYRural Fire Authorities are a requirement of the Forest and Rural Fires Act 1977. The Northland Rural Fire Authorityis responsible for prevention, restriction, detection and suppression of vegetation fires in the region. A RegionalFire Emergency can be declared by the National Rural Fire Officer should there be either a significant fire hazardor fire occurring in one or more of the five Rural Fire Authorities (FNDC, WDC, KDC, DOC and Ahopouri/Karikari).As with the HSTLC, the Rural Fire Authority is an autonomous organisation and tends to deal with incidents thatdon’t require CDEM involvement. There is no formal reporting to CEG on the activities or work programme.4.4.5 NORTHLAND LIFELINE UTILITIES GROUPRepresentatives from a number of lifeline utility organisations have established a Lifelines Utility Group forNorthland. The Northland Lifeline Utilities Group is linked to and supported by the Northland CDEM Groupthrough shared membership and is funded by the participating organisations. The Group reports to CEG asrequired to share work activities of interest.The objectives of the Lifelines Utilities Group are:1. To encourage and support the work of all lifeline utility organisations in identifying hazards and mitigatingthe effects of hazards on lifeline utilities.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 37

2. To facilitate communication between all organisations involved in mitigating the effects of hazards onlifelines, in order to increase awareness and understanding of interdependencies between organisations.3. To coordinate lifeline utilities input into CDEM planning activities.4. To represent lifeline utilities on the CEG.5. To create and maintain awareness of the importance of lifelines, and of reducing the vulnerability oflifelines, to the various communities within the Northland Region.Further information on administration, work programme and financial arrangements are in the group’s businessplan. Northland Lifelines Group Business Plan, 2009-11 (updated 2 yearly)The Northland Lifelines Group itself does not have an operational role, however it’s individual member agency’sdo. The response and recovery coordination arrangements between lifeline utilities and CDEM agencies areoutlined in the Lifeline Utility Protocols. EOP 6 Lifeline Utility Coordination Protocols, Responsibility and Recovery4.4.6 WELFARE ADVISORY GROUPThe Welfare Advisory Group (WAG) is comprised of agencies with a welfare focus and is chaired by the Ministry ofSocial Development for the purpose of co-ordination regional level agencies with a role in providing welfaresupport to communities affected by an emergency. The WAG chair is a co-opted member of the CEG.The purpose of the Welfare Advisory Group is to:Develop and provide advice for operational planning (guidelines and standard operating procedures) at astrategic level for the provision of welfare services during and following an emergencyEstablish procedures for the control, organisation and interagency communication to ensure the effectivedelivery of welfare services during and following and ensure the effective delivery of welfare services duringand following an emergencyProvide advice and assistance to the CEG for the development, implementation, maintenance, monitoring andevaluation of the CDEM Group PlanThe Welfare Advisory Group will not be responsible for preparation of agency plans or remove theresponsibility for local welfare preparedness from local agencies other than to assist in stardardisation ofpracticesThe WAG will meet as necessary to address the routine and urgent business of the Group. Meeting dates andfrequency will generally be set prior to the commencement of the calendar year. Activities of the WAG arereported to the CDEM Group on regular basis. The WAG is administered by the WAG chair in co-operation withthe Emergency Management Office. Further information on the Welfare Agency Group is contained in EOP 4 – Welfare.4.4.7 RURAL SUPPORT TRUSTThe Rural Support Trust was created in response to the 2007 flooding events and is part of a national network toensure that rural communities are well prepared, supported and able to recover quickly from a range of adverseweather events.The Rural Support Trust have developed response and recovery plans which identify responsibilities and types ofassistance available. The trust also aims to strengthen the network of rural landowners, managers, professionalsand other industry organisations and identify key professional development requirements.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 38

OBJECTIVE 3b:Current Status:Methodology,Tools andActionsStrengthen and enhance the coordination and cooperation amongst all relevantsectors in planning for and responding to an emergency.A number of cross-sector operational planning groups are in place. Reporting andcommunication with CEG is ad hoc but generally appropriate.The CDEM Group will continue to support and communicate with operationalplanning groups and encourage reporting to CEG on matters of interest.The CDEM group will work with these existing stakeholder groups in the developmentof a Group Risk Reduction Programme, Professional Development Strategy and otherprogrammes that will benefit from involvement of the ‘wider’ CDEM community.4.5 GROUP READINESS: PLANS AND PROCEDURES4.5.1 GROUP PLANSA number of functional plans, contingency plans and emergency operating procedures (EOPs) are required to giveeffect to the operational arrangements outlined in this Plan. The relationship of these documents to the GroupPlan is shown in Figure 15.CEG is responsible for developing and approving the supporting Group plans and EOPs. Where required, otheragencies or specialist groups will take the lead or joint lead in developing a supporting plan. For example theWelfare Plan was created by the Welfare Agency Group and the Lifeline Utility Coordination Plan was developedby the Lifeline Utilities Group.Future plans to be developed include:Group Logistics PlanGroup Financial PlanUrban Search and Rescue PlanAs well as the following hazard-specific plans that emerged as readiness/response priorities in the risk analysis:Volcanic Eruption PlanTsunami PlanAnimal/Plan Disease or Pandemic4.5.2 LOCAL AUTHORITY CDEM PLANSIn addition to joining together to form a CDEM Group and produce a CDEM Group Plan (this Plan), territorial localauthorities must plan and provide for civil defence emergency management within their own districts (s.64(1)CDEM Act 2002).To meet this obligation, the Far North, Whangarei, Kaipara District and Northland Regional Councils haveproduced CDEM Plans for their respective areas of jurisdiction. These plans are important to give effect to theGroup’s operational arrangements, however they are not considered to be a legally incorporated part of theGroup Plan and hence are not subject to the same approval and amendment process. Local CDEM Plans areapproved by the CEG only.In addition to CDEM planning, local authorities must ensure that they are able to function to the fullest possibleextent, even though this may be at a reduced level, during and after an emergency (s.64(2) CDEM Act). Thisrequires the Far North, Whangarei and Kaipara District Councils and the Northland Regional Council to havebusiness continuity management processes in place.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 39

Other OrganisationPlans(refer Appendix C)Northland CDEMGroup PlanSupporting Strategiesand ProgrammesSupportingEmergency OperatingProceduresGroup ContingencyPlans (Event Specific)ProfessionalDevelopment StrategyGroup Risk ReductionProgrammePublic EducationStrategyWhangarei CDEM PlanFNDC CDEM PlanKaipara DC CDEM PlanNorthland RC CDEM PlanLocal CDEM PlansEOP 1: GEOC Structure,Staffing and OperationsEOP 2: Warning Systems.EOP 3: Public Informationand Media ManagementEOP 4: WelfareEOP 5: RecoveryEOP 6: LifelinesCoordinationGroup Logistics PlanGroup Financial PlanEOP 09: Emergencies inthe Coastal Marine AreaEOP 11: Cyclone PlanPandemic Plan (draft)Urban Search andRescue PlanTsunami PlanVolcano PlanAnimal/Plant DiseasePower FailureContingency PlanExisting PlansFigure 14: Relationship between CDEM PlansFuture PlansOBJECTIVE 3c:Develop and maintain appropriate documentation to describe key activities, functionalresponses and protocols in support of the CDEM Group Plan.Current Status: Plans as shown in Figure 15.Methodology,Tools andActions:1. Review existing plans at the review frequency identified in each plan. Ensure relevantstakeholder groups are involved.2. Develop the following Plans over the 2010-2015 period of this CDEM Plan:Group Logistics PlanTsunami PlanPower Failure Contingency Plan 2Urban Search and Rescue PlanGroup Financial PlanVolcano Contingency PlanAnimal/Plant Pests and Diseases3. Review the current Welfare Group Plan for alignment with latest guidelines.The Group will use National Guidelines and Templates.2 An extension of the Northland Lifelines Group Power Failure Contingency Plan. That plan covers the lifelineutility response to power failure. The CDEM Group Plan would include the response of other critical CDEMsectors.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 40

4.6 WARNING SYSTEMS4.6.1 NATIONAL WARNING SYSTEMThe MCDEM is responsible for issuing National warnings to CDEM Groups and other key emergency responseagencies for events of national significance. The Northland CDEM Group is required to be capable of receiving,acknowledging and responding to National warning messages at all times within 30 minutes and have proceduresin place to facilitate an effective response. The National System is tested by MCDEM quarterly. Refer to the National CDEM Plan for details on the National Warning System.4.6.2 NORTHLAND GROUP WARNING SYSTEMThe Group CDEM Office coordinates the issue, dissemination, and confirmation at the regional level in accordancewith the Warnings Procedure (EOP 02). The procedure outlines the agencies responsible for issuing warnings,levels of warnings and explanations of warning criteria. Public warnings will also be issued in accordance with theGroup Public Information and Media Management Plan (EOP 3).The general public can be alerted to an impending emergency using a variety of systems, including radio andtelevision, email, text messages, websites, 0800 telephone numbers, sirens, etc. The method depends on theevent type and particular community affected. Warning systems need to be part of public education activities toensure the community know how to respond appropriately. Refer to Northland CDEMG Plan EOP 2: Warnings for details on Group Warning Processes4.6.3 OTHER AGENCIES INVOLVEDThere are a number of agencies involved in the surveillance, monitoring, assessment of hazards and issuing alertsand warnings to incidents or events that may be a pre-cursor to an emergency (Refer table 6).The Group CDEM Office will ensure the Group warning system is tested at least once per year in conjunction withMCDEM tests. Any issues with the effectiveness of the system will be reported to CEG.Table 6: Agencies Responsible for Warning CDEM Groups and the PublicHazard alerts/warningsMonitoring / Surveillance AgencyVolcanic activity alerts and warningsInstitute of Geological and Nuclear SciencesEarthquake notifications 3Tsunami (distant and regional source)MCDEM forwards from the Pacific Tsunami WarningCentrePublic health warningsMinistry Of Health and District Health BoardsHazard that might lead to or worsen an emergency. MCDEM and Emergency ServicesForecasting and alerts/warnings/watches/outlooks/ NZ MetService and NIWA (forecasting)advisories for heavy rain, gales, snow, thunderstorms,swells, surge, volcanic ash.Flood warnings for major rivers, including Interpretation Northland Regional Councilof meteorological informationWeather conditions likely to increase the possibility of Rural Firewildfire.Animal disease outbreaks and pest invasions.Ministry of Agriculture and Forestry (MAF)TerrorismNZ PoliceHAZNO incidentsHazardous Substances Technical Liaison CommitteeMajor Industrial AccidentsDepartment of Labour3 A tsunami generated with a large local earthquake or undersea landslide may not provide sufficient time to implement awarning. Similarly there is no means of forewarning an earthquake but notification is given once one has occurred.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 41

OBJECTIVE 3d:Current Status:Methodology,Tools andActions:Provide effective warning systems to enable agencies and the community to respond rapidly toa potential event.While there are a number of warning systems and arrangements in place, there are some gapsin processes for what will happen once the Group receives these warnings. In particular,improved processes for responding to tsunami warnings are considered high priority.1. Develop a regional tsunami plan that identifies:a) Warning and notification arrangements procedures, including links with nationalwarning systems.b) At-risk communitiesc) Public alerting processesd) Media arrangementse) Stand down arrangementsThe regional plan will be supported by local Community Plans as per section 4.2.2.2. Facilitate the implementation of the Meerkat alerting system across the region.3. Incorporate pre-scripted messages in the Public Information and media plan.4. Facilitate a workshop with media representatives and public information manager.5. Multi-agency testing and exercising of arrangements (incorporate into overall exerciseprogramme, refer section 4.3).6. Provision of signage, maps and education to support Community based plans.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 42

5 RESPONSEThis section outlines the CDEM Group’s response principles, objectives, priorities,information flows and the organisational framework that will be used inresponding to emergencies. Response roles, functions, responsibilities andrelationships (locally, regionally and nationally) are defined. Processes foremergency escalation and declaring states of emergencies are also described.Refer to the Northland CDEM Group Plans for full details on:EOP 1: for GEOC Structure, Staffing and OperationEOP 2: for warning systems and processesEOP 3: for public information and media management processesEOP 4: for welfare arrangementsEOP 10: for evacuation proceduresEOP 11: for responses specific to cyclone events.5.1 INTRODUCTIONResponse describes the actions taken immediately before, during or directly after a civil defence emergency tosave lives, protect property and support communities to recover. The Group’s response arrangements have beenestablished to ensure that all available resources are effectively applied to plan for and manage the consequencesof emergencies that affect Northland. While the first priority during an emergency is the safety of life, responseplanning aims to minimise all the effects of an emergency and ensure that people are given early support torecover.5.1.1 PRINCIPLESKey principles for the Northland CDEM Group are:Locally delivered and centrally co-ordinated emergency management.Command, control and coordination of incidents, emergencies and disasters will be dealt with using theCoordinated Incident Management System (CIMS) 4 , the nationally agreed and recognised responsemechanism for interagency emergency response.The response will escalate only to the level required to manage the Incident (from individual agency IncidentControl processes to local, group and national CDEM coordination). ICPs and EOCs will be flexible and able tobe established by Controllers to a size and structure appropriate to the incident.The CDEM Group is the mechanism through which resources and support for emergency services agenciesand welfare are co-ordinated (it is not a primary care or emergency service agency).Emergency response will be in accordance with national objectives and priorities (refer box following).5.1.2 ISSUES AND PRIORITIESThe risk prioritisation (SMG) model described in section 2.4.1 is used to identify priorities for responseimprovements in relation to specific hazards.Generally the more widespread and serious hazards are assessed as more difficult to respond to, becauseresources will be stretched across the region. Infectious diseases (human/plant/animal) are rated as the mostdifficult to respond to and slow-evolving hazards (drought) the easiest.4 The New Zealand Coordinated Incident Management System -Teamwork in Emergency ManagementNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 43

In terms of effort applied to response, a slightly higher rating is given to areas where specific contingency plans arein place, such as cyclone and human pandemic. Other hazards were generally rated as ‘moderate’ in terms ofeffort applied as similar response systems are in place for most CDEM emergencies.Overall, Animal Epidemic, Plant & Animal Pests, Human Pandemic and Rural Fire came through as priorities forimproving response. The Rural Fire response is led by the Fire Service and CDEM support requirements such asevacuation and welfare are well covered in existing plans. However, development of plans for CDEM supportresponse to animal/plant disease incident is an area for improvement.The National Civil Defence Emergency Plan Order (2005) sets out the principles of response as:(1) Agencies should respond to an emergency by activating their own plans and co-ordinating with the lead agency.(2) Within the constraints that the emergency creates, each agency, operating within its own jurisdiction, must cooperatewith interdependent agencies to –(a) Assess the impact of the event on its own staff, assets, and services; and(b) Activate its own continuity and emergency arrangement; and(c) Maintain or restore the services it provides; and(d) Communicate with the lead agencies, other responders , and the public; and(e) Align response activities with other agencies to avoid gaps and duplications.(3) In addition, the emergency services are expect to-(a) Assess the effect of an event on the community: and(b) Co-ordinate the local efforts of their agency(c) Communicate assessments and actions with the appropriate lead agency(4) Emergency response objectives include-(a) Preservation of life; and(b) Prevention of escalation of the emergency; and(c) Maintenance of law and order: and(d) Care of sick, injured, and dependent people (first aid, medical, and evacuation facilities, and welfare); and(e) Provision of essential services (lifeline utilities, food, shelter, public information, and media); and(f) Preservation of governance (continuity of the machinery of government); and(g) Asset protection, including buildings and historic heritage assets (including structures, areas, landscapes,archaeological sites, and wahi tapu); and(h) Protection of natural and physical resources (to the extent reasonably possible in the circumstances); and(i) Preservation of economic activity. National Civil Defence Emergency Plan Order (2005), section 59.5.1.3 OBJECTIVESObjectives in relation to the Group EOC are covered in this Response section and are shown in Table 7.Table 7: Response ObjectivesNational CDEM objectives3b Enhancing the ability of CDEM Groups toprepare for the manage civil defenceemergencies.Northland CDEM Group objectives3e Establish and maintain effective and resilient inter-agencycommunication networks and processes.5.2 LEVELS OF EMERGENCYResponse relationships, roles, activities and EOC operation changes as an Incident escalates into an Emergency 5 .The Group recognises five levels of Incident/Emergency, which are consistent with those described in the NationalCDEM Plan:Level 1: Single agency incident with on-site co-ordinationLevel 2: Multi-agency incident with on-site, local coordination at an ICP; these are managed by the IncidentController reporting to the relevant lead agency.5 An emergency is defined in the CDEM Act (2002) and for the purposes of this Plan, means an event for which adeclaration of a state of local emergency is required.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 44

Level 3: A multi-agency emergency led by the CDEM Group, or a state of local emergency below the CDEM Groupwide(district or ward); at this level, CDEM Group support and co-ordination may be required and theincident may be monitored by the National Controller.Level 4: A multi-agency emergency with more significant consequences than in level 3; co-ordination may berequired between agencies or areas or both; CDEM Group ECC level support and co-ordination is required;CDEM Group-wide declaration made or being considered; national monitoring will occur and nationalsupport is available.Level 5: A state of national emergency exists or the local emergency is of national significance; at this level, coordinationby the National Controller will be required.Table 8: Levels of EmergencyEvent Type Event Status/ Procedures GEOC/EOC Role Controllers’ Roles1 Local Incident: Can be dealtwith by Emergency Servicesand/or Local Authorityresources alone. Specialistsmay be required forspecific circumstances.No Declaration. CIMSstructures and principlesused to manage Incident.Lead agency depends onIncident type.EOCs may be alerted orbe partially operative insupport of the LeadAgency.Local controller notified ifEOC involved.2 Local multi agencyIncident: Can be dealt withby Emergency Servicesand/or Local Authorityresources though remotesupport (ICP) likely to berequired. Specialists maybe required for specificcircumstances.No Declaration. CIMSstructures and principlesused to manage Incident.Group may assume coordinatingrole forfunctions agreed on theday.EOC in Key SupportAgency role.Local Authority EOCpartially or fully activatedand co-ordinating agreedfunctions.Possibility of GEOCpartially activated inmonitoring roleLocal Controller coordinatingthe agreed functions.Group Controller notified.3 Imminent or State of localemergency involving asingle TLA.The event may not orcannot be able to bemanaged without theadoption of emergencypowers.Declaration of state oflocal emergency in asingle TLA is beingconsidered, or has beendeemed necessary.Declaration can be for anentire district or one ormore wards.EOC fully activated and iscoordinating responseand management of theemergency.GEOC and adjacent EOCsalerted or partiallyactivated to monitor thesituation and ready torespond if the situationdeteriorates.Local Controller exercisingdelegated powers.Group Controller supportingthe Local Controller, andgiving consideration tofurther escalation.Adjacent CDEM Groups andNational Controller notified.4 Imminent or State of LocalEmergency that isregionally significant;GEOC activated due to themagnitude or geographicspread of the incident, ORWarning of a significantevent with potentialregional impact, ORCo-ordinated assistance isrequired to support anadjoining CDEM Group.Declaration of state oflocal emergency inNorthland is beingconsidered, or has beendeemed necessary, thatinvolves the entire CDEMGroup area or one ormore districts,OR an adjacent CDEMGroup requires assistanceor a major populationcentre is devastated.GEOC and all EOCs fullyactivated.NCMC and adjacentGEOCs may be alerted orpartially activated tomonitor the situation andbe ready to respond if thesituation deteriorates.Group Controller exercisingstatutory powers.Local Controllers respondingto priorities set by the GroupController.National Controller givingconsideration to furtherescalation.5 Imminent or State ofNational Emergency.Declaration of state ofnational emergency isbeing considered, or hasbeen deemed necessary.NCMC, GEOCs and allEOCs fully activatedNational Controllerexercising statutory powers.Group Controller respondingto priorities set by theNational Controller.Local Controller respondingto priorities set by the GroupController.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 45

5.3 CDEM EMERGENCY OPERATING CENTRES5.3.1 STRUCTURE AND ROLESFigure 16 shows the relationshipbetween the various EOCs.The NCMC co-ordinates events ofnational significance and the MCDEM isresponsible for its operation. Routinecommunication between the GEOC andthe NCMC ensures that Governmentand other departments are informedabout emergency issues. The role of the NCMC is furtherdetailed in the National CDEM Planand Guide.The focus at the GEOC level iscoordination of the event throughtactical and strategic management,whereas at the local EOC level the focusNeighbouring CDEMGroups: Auckland,WaikatoDargaville EOC(Municipal Building,Hokianga Rd, Dargaville)IncidentControllersFigure 15: EOC Structureis on the immediate operational tasks and activities. In order to carry out these functions, the GEOC must collect,collate and assess information, issue public statements and advice, issue warnings, manage and coordinate theresponse, and maintain records. The role of the GEOC is further detailed in the Northland CDEMG EOP 1.National CrisisManagement Centre(Wellington)Northland GEOC(NRC, Water Street,Whangarei)Kaikohe EOC (FNDC,Memorial Ave, Kaikohe)IncidentControllersNote: Alternate GEOC Location at Fire Service, Manse Street, WhangareiEach territorial authority member of the Group maintains a local EOC within its jurisdiction. EOC locations areidentified in figure 16 however temporary EOC can be established in other venues to suit the needs of anemergency. The role of the Local Emergency Operations Centre (EOCs) is to co-ordinate the response of localemergency agencies within the area of the EOC, including logistics, welfare, information management, mediaadvise and recovery preparation. Once activated, the local EOCs report to the GEOC. The role of the Local EOC is further detailed in EOP 1 and local CDEM Plans.Whangarei EOC (WDC,Rust Ave, Whangarei)IncidentControllers5.3.2 ACTIVATION AND NOTIFICATIONDuring small scale events, the emergency can be managed by Incident Controller preferably at the incident controlpoint. The Incident Controller will contact the local Civil Defence Officers or the Local Controller if coordination orsupport is required.During larger scale events the Local EOC will operate to coordinate local agencies. Agency liaison officers oradvisors may be required in the Local EOC to co-ordinate resource allocation and provide critical information. TheLocal EOC and Welfare Centres are activated at the direction of the Local Controller, guided by information fromthe Civil Defence Officer, emergency services and other responders. The Group Controller will be informed of anyactivation. Local EOCs will provide regular reports to the Group EOC.Where an emergency incorporates more than one district, liaison and advice may be provided through the GroupEOC to coordinate resources across the region. The Group EOC will be activated by Group Controller on advicefrom the Civil Defence Officer and others. The Group EOC will be staffed by NRC staff and established inaccordance with EOP 1. The Group Controller will inform the Local Controller and NCMC of activation status andprovide regular reports to the MCDEM/NCMC.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 46

The NCMC is activated when the GEOC is activated. If multiple CDEM Groups are affected and/or the situationescalates beyond the capacity of the CDEM Group to manage the emergency, the Minister of CDEM may declare astate of national emergency.NCMCNationalControllerGroupEOCGroupControllerStakeholderLiaisonPlanning/IntelligenceManagerLogisticsManagerPublicInformation /MediaWelfare ManagerRecoveryManagerLocalEOCLocalControllerStakeholderLiaisonPlanning/IntelligenceManagerLogisticsManagerOperationsPublicInformation /MediaWelfareManagerRecoveryManagerIncidentPointIncidentControllerPlanning/ Intelligence Manager Operations Manager Logistics ManagerFigure 16: Northland Response Structure5.3.3 OTHER EMERGENCY CO-ORDINATION POINTSOther key locations for emergency management functions include:Individual agency EOCs; as a lead or supporting agency (for example during the 2009 Flu Pandemic theNorthland District Health Board set up an EOC coordinate information and resources for the Northlandregion).Welfare Centres: Welfare Centres provide the point of contact for many agencies to interact withimpacted communities. They are temporary facilities usually established at a prearranged venue such asa school, marae, hall or sport complex to provide immediate welfare needs of an impacted community.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 47

Welfare Centres can also be set up in other venues to suit the needs the community depending on thetype of emergency. The Welfare Plan (EOP 4) contains further information on Welfare Centres, their locations andrequirements.5.3.4 EMERGENCY COMMUNICATIONS SYSTEMSThe ability to effectively communicate in the lead up to, during and after an emergency is a critical component ofNorthland’s operational capability. It is the Group’s expectation of all responding agencies that they caneffectively communicate with each other at all times.OBJECTIVE 3e:Current Status:Establish and maintain effective and resilient inter-agency communication networks andprocesses.Telephone, facsimile (i.e. land lines), cell phones and email are the usual means ofcommunication and are utilised first in an emergency situation. As a backup, a VHF/FMradio network operates throughout the area. HF Radio is also available if necessary as ameans of communication between the main centres and outside the Northland area.(Greater detail on communication pathways are contained in EOP 1).In some sectors, processes for reporting and communication have been agreed (forexample the Lifelines/CDEM Coordination Protocols), but there are some gaps. AnInformation Management System (IMS) could help to manage information flows in anemergency.Methodology,Tools andActions:1. Agree and implement region wide protocols for inter-agency reporting during anemergency event.2. Review options for emergency information management systems to provide foreffective response coordination. Consider other communication options such as webbased technology.3. Implement the preferred option, including documented protocols for using the systemand a testing programme.5.4 EOC STAFF ROLES AND RESPONSIBILITIES5.4.1 CONTROLLERSThe CDEM Group has appointed Group and Local Controllers in accordance with Sections 26 and 27 of the CDEMAct (2002).The primary roles of the Controller during response are to assess impacts, prioritise response measures,monitor agencies and coordinate and allocate resources where required.The role of the Local Controller is to respond to, and coordinate, the activities of the variousagencies/organisations during the response. Other functions include acting as an advisor to the Group Controllerand fostering relationships with declaring members. The Local Controller must follow any directions given by theGroup Controller during an emergency.The role of the Group Controller is to make policy decisions for responding to and managing the adverse effects ofemergencies within the Northland region and provide advice, guidance and direction to the Local Controllers.In the event of a vacancy in the office, or an absence from duty of the Group Controller, one of the appointedAlternate Group Controllers will be authorised to act on behalf of the Group Controller. Refer Section 8.3.4 for further details on delegated powers to the ControllerNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 48

5.4.2 OTHER GROUP EOC MANAGERSGroup Planning and Intelligence Manager: Responsible for the collection, collation and evaluation of informationrelevant to the emergency; the development of high level plans to respond to the emergency; and the recordingand storage of all information and records involving the GEOC.Group Logistics Manager: Responsible for management of the movement and welfare of GEOC staff; GEOC IT andcommunications systems; tracking Group expenditure; receipt and coordination of public donations of money,goods and services; coordination of the distribution of regional and national logistical supplies.Group Media and Information Manager: Responsible for providing a media management function for theemergency; the distribution of key emergency information in accordance with the Public Information and MediaManagement Plan (EOP 3); providing venue security; managing all visitors to the GEOC and managing the flow ofinformation in and out of the GEOC.Group Welfare Manager: The Welfare Manager has the overall responsibility for those people who have beendisplaced from their homes by an emergency and the coordination of community welfare in accordance with theGroup Welfare Plan (EOP 4).Group Recovery Manager: While Recovery is not a function of the GEOC during the response phase, the RecoveryManager should be present at the GEOC to participate in briefings and commence recovery activities (refer section6).5.5 OTHER RESPONSE FUNCTIONS AND PROCESSES5.5.1 LEAD AND SUPPORT AGENCIESIn the event that a declaration is made, the Lead Agency may change, either by existing mandate or by directionfrom the Controller. The Key Support Agencies listed in Table 9 are those agencies specifically identified by thelead or mandated agency as requiring specific agreement and commitment from the Lead Agency. It is also notedthat additional supporting agencies are assigned in the event of an emergency.5.5.2 DECLARATIONWhile the Lead Agency for a specific function may not change as the result of a declaration, overall coordinationbecomes the responsibility of the CDEM Group. Declaring a state of emergency gives the Controller and othersaccess to statutory powers under the CDEM Act to protect life and property in extraordinary emergency events.If there is potentially a need to declare a state of local emergency, the Group Controller will contact the firstavailable CDEM Group representative in the following order: 1) Chairperson, Northland CDEM Group, 2) DeputyChairperson, Northland CDEM Group, 3) Any other available member of the CDEM GroupFactors to consider before making a declaration include:1. Can the emergency be managed through the powers of agencies without a declaration being made?2. Can a Controller coordinate without the need for a declaration?3. Is there clear and present danger to the population within the Northland CDEM Group area?4. Is there a need to evacuate significant numbers of people?5. Are lifeline utility services still functioning e.g. power, roads, water supplies?6. Are any problems perceived if any (or all) of lifeline utility services are unavailable for several days?7. Is sufficient and correct information available?8. Have other agencies been consulted in reaching a decision to declare?Before a declaration terminating a state of local emergency is made, all arrangements for recovery managementshould be in place.Director’s Guideline for CDEM Sector (DGL 05/06); Declarations, provides detailed guidance on process.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 49

Table 9: Specific Response Issues and FunctionsResponse Issues/ Functions Lead Agency/ Mandate Key Support Agencies 6Medical treatment Northland District Health Board 7 Local GPs, Primary Health Organisations, PolicePublic HealthNorthland Public and PopulationHealth Service.RescueSea Police Harbourmaster, Maritime Safety Authority,Coastguard, NZFS, Rescue Coordination Centre(RCC), HealthLand Police Volunteer groups, i.e. Search and Rescue (SAR)Structural collapse Fire Service Urban Search and Rescue (USAR) Task Force andlocal responder/ rescue teamsMass fatalitiesDisaster Victim Identification Police DHBPersonal effects reconciliation Police -Mortuary services Coroner DHBNotification of Dead Police -Immediate counselling &supportChild Youth and Family Services(CYFS)Victim Support and other volunteer groupsCommercial agenciesReconciliation (of people) Police Red CrossEvacuationPeoplePolice (non-declared)CDEM Group(declared)CDEM Group (non-declared)Police (declared)Animal WelfareSPCACommunity welfarePolice have welfare co-ordinating responsibility during an incident.CDEM Group has welfare co-ordinating responsibility in an emergency.Registration of people Police TLA, Red Cross, Hospitals, Child Youth & FamilyServices (CYFS) (declared)Temporary shelterPolice (non-declared)CDEM Group(declared)Volunteer organisations, Housing Corporation,TLA(s), Northland Public and Population HealthService.Emergency food Salvation Army TLA(s), Northland Public and Population HealthService, Volunteer organisationsEmergency clothingRed Cross (charter in National CDPlan)Work & IncomeVolunteer organisationsTLA(s)Financial support Work & Income Other financial servicesInformation managementincluding inter-agencycommunications, publicinformation management)Lifelines co-ordinationIncident Lead Agency has Information Management co-ordinating responsibility during anincident.CDEM Group has Information Management co-ordinating responsibility in an emergency.As aboveUtility Services Police Utility operatorsTransportation/ Access Police 8 Road Controlling Authorities (TLAs; Transit)Buildings & structuresRe-occupancyFNDC, WDC, KDC, EnvironmentalHealthNorthland Public and Population Health Service,Relevant Consultants, Department of LabourBuilding Safety Evaluations FNDC, WDC and KDC Relevant Consultants, Department of LabourLifeline Infrastructure provisionTransport NetworksNetwork Authorities (including FNDC, Contractors, consultantsWDC, KDC, and NZTA)Utility Services Utility operators (including TLAs) Contractors, consultants, FNDC, WDC, KDCEnvironment FNDC, WDC, KDC Northland Public and Population Health Service.6 Defence Forces are a potential resource to assist in any of the above functions, with particular reference to their logisticalskills and experience. They are however a national resource due to their varying commitments.7 Have mandate via Health Co-ordination Committee (St John are Lead Agency under contract).8 Mandated by agreement with FNDC, WDC and KDC for short-term co-ordination.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 50

5.5.3 VOLUNTEER MANAGEMENTThere are likely to be two types of volunteers; those from a specific organisation such as the Red Cross and theSalvation Army (organised volunteers) and those members of the general public who offer their services after thedisaster has occurred (spontaneous volunteers). The CDEM Group use the Red Cross and Salvation Armyvolunteers to undertake the welfare response function taking care of the operational arrangements of WelfareCentres. The CDEM Group does not co-ordinate spontaneous volunteers but refers them to other agencies withthe capability to co-ordinate their efforts.5.5.4 EVACUATIONThe evacuation process is:Phase 1: Decision: A choice is made whether to order an evacuation or advise people to ‘shelter-in-place’.Phase 2: Warning: Notifications to the public advising them of the situation and what action to take.Phase 3: Evacuation: This phase describes the actual physical evacuation of occupants from an area.Phase 4: Shelter: The registration process, accommodating evacuees, assessing and provision of welfare andrecovery requirements.Phase 5: Return: an assessment of the evacuated area, issuing an ‘all-clear’, coordinating the physical return ofevacuees and the continuation of recovery provisions.Refer to the Group Evacuation Plan EOP 10 for further details.5.5.5 WELFARE MANAGEMENTDuring the response phase, the following are typical activities that might be coordinated by the WAG:registration of evacuated and affected persons and provision of local inquiry serviceprovision of emergency clothing and beddingprovision of emergency catering or food provision to isolated personsidentification and provision of emergency accommodationimmediate personal support services including the identification of agencies with the capacity to put in placeservices that mitigate the effects of trauma on individuals and communitiesimmediate domestic animal caredonated goods managementidentification of locations for welfare/recovery centres and support for the operationliaise with all welfare service agencies and ensure their supporting needs are metmanage welfare by coordinating agenciesmonitoring welfare provision against arising needsidentifying gaps and supporting responding welfare agenciesRefer to the Group Welfare Plan EOP 4 for further details.5.5.6 PUBLIC INFORMATION MANAGEMENTThe appropriate management of public information and the media are critical elements in the response andrecovery phases of any event. The continuity of information during response and recovery is important.The Controller, via the Public Information Manager, needs to provide timely and accurate information. The mediais the primary means of disseminating such information, by providing up-to-date information quickly to a wideNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 51

audience. The information it provides reduces the time and staff resources that local government would have todivert from response and recovery tasks to deal with what could be an overwhelming number of public inquiries.Refer to the Group Public Information and Media Management Plan EOP 3 for further details.5.5.7 MONITORING AND DEBRIEFDuring a state of emergency, the Group Controller will ensure that the functions and powers of the CDEM Group,Group Controller and Local Controllers are exercised in a responsible and considered manner and that the level ofresponse is appropriate to the situation.There will be an organisational and agency debrief at the conclusion of any event for which there has been anactivation of the GEOC. The debrief allows for those participating in or liaising with the GEOC to evaluate theresponse and provide opportunities for improvement which can be incorporated into future planning. There maybe several stages – a hot debrief immediately after the event, a detailed debrief a few days after (which may bemulti-agency).A copy of the findings will be communicated to all relevant agencies involved in the event.5.5.8 SUPPORT FROM OUTSIDE THE GROUPAn emergency in Northland may require resources from other CDEM Groups. Table 10 outlines the type ofsupport that may be required and the agencies that will potentially provide that support. A major emergency inNew Zealand may generate offers of assistance from overseas or necessitate requests from New Zealand forexternal help. International agencies responding to emergencies in New Zealand will be coordinated by thenational Controller through the NCMC.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 52

Table 10: Issues for which the Northland CDEM Group may require support from other areasResponse Issues/ Areas for Supplementary SupportExisting National / Inter-regionalSupportMass CasualtyMedical treatment: Support from DHBs to treat large numbers of injuriesMinistry of HealthTransfer of normal in-patient load: Accommodation support from DHBs to Ministry of Healthincrease local capacityFatalitiesDisaster Victim IdentificationMCDEM / PoliceMortuary services: Trained personnel, pathologists.MCDEM / Police - personnel may haveto be sourced internationallyReconciliation resourcesMCDEM / PolicePopulation HealthContaminated water supply: need for supplementary potable water resources. MoU with neighbouring GroupsInfectious Disease: extra infection control supplies and prophylaxis/ antidote, if Ministry of Healthavailable.Contaminated Food: support to manage health impactsMinistry of HealthDisrupted water supply/sewage: engineering/equipments support to restore By MoU with neighbouring Groupssupply.EvacuationEvacuation of People: Additional Police resources required.NZ Police (may need Defenceassistance?)RescueStructural collapse: May need Search and rescue resources from other regions toassist. May need help with entry visas or permits for relief teams.Community WelfareAccommodation support for evacuees. Temporary arrangements could probablybe provided within the area.Co-ordination of welfare.Emergency food supplies from other locations.Financial support to enable full recovery of the region.Management and operation of personal effects reconciliation.Additional counselling resources, should mass casualties result.Registration of people and estimating number of missing persons.Emergency clothing supplies from other locations.Information ManagementNational co-ordination of public information, particularly if impacts wide-spread.Management of the media, due to the significant impacts on NZ tourism industry& economy.EnvironmentEngineering & / or equipment support to establish harbour navigation should itbe disrupted.Decontamination and clean-up, monitoring water quality.Engineering & / or equipment support to assess and mitigate eroded anddamaged shoreline and coastal structures.Coastal waters decontamination and clean-up, monitoring water quality.Engineering & / or resources to stabilise land prone to instability that threatensroads and/or property.Land decontamination and clean-up.Lifelines Co-ordinationPort operations to support receipt and discharge of goods if port damaged.Airport operations should airport be damaged.Buildings and StructuresCleaning and re-establishment of properties damaged to re-house impactedpopulation.Engineering support to assist in assessment of structural integrity of damagedbuildings.Assessment of health risks for re-occupancy if evacuation / quarantine required.USAR Taskforce (Fire Service/ MCDEM)Department of LabourMoU with neighbouring GroupsMCDEMMCDEMMCDEMNZ PoliceMinistry of Health/ MCDEMNZ PoliceRed CrossMCDEMMCDEMMaritime Safety Authority (MSA)MCDEM or neighbouring CDEM GroupsMCDEMDefenceMCDEMMCDEMMinistry of HealthNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 53

6 RECOVERYThis section sets out the planning arrangements, frameworks, structures,responsibilities and processes for helping the community to recover from anemergency. The transition from response to recovery, the Recovery Managersrole, financial arrangements during recovery and the recovery exit strategy arealso covered.Refer to the Northland CDEM Group EOP 5: Recovery for full details onRecovery Arrangements.6.1 INTRODUCTIONRecovery is defined as the coordinated efforts and processes to effect the immediate, medium and long-termholistic regeneration of a community following a disaster. It is the process of re-establishing the quality of life ofthe community following an emergency while taking opportunities to meet future community needs and reducefuture exposure to hazards and risks.Recovery operates without discrete legislative powers and relies in large part on the active collaboration ofpartners and stakeholders for its effectiveness.Table 11: Recovery ObjectivesNational CDEM Strategy (2007)4a Implementing effective recovery planning andactivities in communities and across the social,economic, natural and built environments.4b Enhancing the ability of agencies to manage therecovery process.Northland CDEM Plan4a Strengthen recovery capability and capacity acrossall agencies and the wider community.4b Promote coordinated and standardised recoveryactivities amongst partner agencies.6.2 TRANSITION FROM RESPONSE TO RECOVERYThe Recovery Manager commences recovery activities on the first day of the response phase to become familiarwith the situation, liaise with the Controller, and make the necessary preparations to execute a smooth transferfrom the response to the recovery phase of the emergency.During this time, the Controller continues to exercise the statutory power to direct and co-ordinate all resourcesprovided with the Recovery Manager focusing on preparation for the recovery task.The transition from response to recovery incorporates:The preparation of a response transition report by the Controller immediately prior to the termination of theresponse phaseAcknowledgement of the transfer of control and accountability from the Controller to the Recovery ManagerThe establishment and agreed terms of reference for the Recovery Manager including funding, expenditureauthority and reporting requirementsTransfer of responsibilities and outstanding issues from the response phase which continue into recoveryphaseA transition briefingDevelopment of a Recovery Action Plan.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 54

6.3 STRUCTURE AND STAFFING ARRANGEMENTS6.3.1 STRUCTUREThe recovery management structure of the Northland CDEM Group is shown in figure 18 and is based upon thenational recovery framework. The recovery management structure comprises the following:Recovery offices at the local, group and national levels andRecovery task groups as required at the local and national levelsThe recovery role at both the local and Group levels includes:Co-ordinating and supporting the recovery process with communities and recovery staffContinuation of response initiatives that support recoveryRe-provisioning and readiness for subsequent emergenciesEmphasising reduction opportunities for those in a position to influence change.The local, group and national offices operate as follows:Local Recovery Offices are the fundamental delivery points for recovery management. The Local RecoveryManager reports to the Group Recovery Manager and sometimes the National Recovery Officer if there islimited Group involvement.The Group Recovery Manager liaises with the National Recovery Office. The Group must appoint a GroupRecovery Manager (section 18 of the CDEM Act 2002) to give effect to Group co-ordination of recovery duringand following an emergency.The Director of the Ministry of CDEM is responsible for co-ordinating the recovery process at national leveland reporting to Government. The Director fulfils this responsibility by appointment of the National RecoveryManager and where necessary the establishment of the National Recovery Office.The recovery organisational arrangements will need to support administration, information management, publicliaison, aid management, financial management and coordination of government initiatives such as Enhanced TaskForce Green. The arrangements need to be flexible enough to allow the recovery organisation to rapidly adjust tothe specific nature and duration of the event.6.3.2 TASK GROUPSTask Groups provide support for specific sectors and play an important role in ensuring co-ordination of activitiesat local, group and national level. There are four key task groups as shown in Figure 18 that are represented at thelocal and national level depending on the scale of the recovery required (but not at the regional level due to a lackof resources and duplication of roles and responsibilities). This recovery structure was tested during the Marchand July floods of 2007 and proved to be effective and efficient.The key role of each task-group is to represent and support the interests of that sector and contribute to theresolution of issues and development of recovery goals and co-ordinate tasks among participating agencies. Thetask groups are:1. Social Environment: welfare of people and communities (safety, well-being and health)2. Built Environment: establish priorities for and implement reconstruction and recovery for residential,industrial, commercial and lifelines and services3. Economic Environment: support economic recovery for individuals and business4. Natural Environment: minimise impacts on the natural environment which could have consequence forthe other four environments.6.3.3 RECOVERY MANAGERSThe role of the Local Recovery Manager is to co-ordinate the recovery activity within the local authority area.Further information on Local recovery arrangements are outlined in Local CDEM Plans and in the Group RecoveryPlan.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 55

The role of the Group Recovery Manager is to co-ordinate the recovery activity within the Group, and to liaise withboth the National Recovery Manager and the Local Recovery Managers to ensure:Planning, prioritisation, and management functions are undertakenEffective reporting mechanisms are in placeGovernment is informed of local and regional issuesRecovery resources are identified and obtained as requiredInformation is provided on the impact of the event on the affected areaEmerging issues are identified and solutions sought.LocalRecoveryOfficeLocalRecoveryManagerTask GroupsPlanning/IntelligenceManagerLogisticsManagerPublicInformation/ MediaBuiltEnvironmentSocialEnvironmentNaturalEnvironmentEconomicEnvironmentGroup RecoveryOfficeGroup RecoveryManagerPlanning/ IntelligenceManagerLogistics ManagerPublic Information / MediaNationalRecovery OfficeNationalRecoveryManagerBuiltEnvironmentSocialEnvironmentNaturalEnvironmentEconomicEnvironmentOfficials Domestic & External Security Co-ordinationMCDEMFigure 17: Northland CDEM Group recovery structureThe Northland CDEM Group has designated a Recovery Manager and an alternate in the event of a vacancy. TheGroup Recovery Manager may, at the CDEM Group’s sole discretion, commence some recovery activities, whetheror not an emergency has been declared. However the designated Group Recovery Manager is officially appointedNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 56

to manage the recovery of a specific event when a declaration is terminated and specific Terms of Referenceadopted.6.4 RECOVERY PROCESSESThe following methods and actions guide the achievement of recovery objectives and provide a systematic way oforganising tasks and activities both before and after activation.1. Damage and needs assessment: Contribute to the longer-term recovery measures and process effectivelyestablishes the priorities for the whole recovery process.2. Facilitation of Government Assistance: Most central government involvement and assistance during therecovery phase of an emergency is delivered through a variety of normal government agency functions, e.g.Work and Income NZ; Child Youth and Family; Housing NZ. To assist with access, “One Stop Shops” can be setup in accessible locations or alternatively a “Mobile Task Force” can be organised. Work and Income NZnormally organises this facility. Government also may approve and fund schemes such as Enhanced Task ForceGreen to be used for helping clean up and repair damage.3. Public information and communication: Community recovery will occur more quickly if individualsunderstand the process of recovery and actively participate in the process.4. Information management and reporting: Reporting maintains accountability and transparency, keeps thewider community informed, gains support and assistance and records an account of recovery efforts andfinancial commitments.5. Professional development, training and exercising: Recovery training arrangements and requirements willbe incorporated into the Professional Development Strategy and includes a needs analysis relating to staff,training and available management systems. The Group Recovery Plan will also be tested through regularexercising at the National and Group level. See section 4.3 for more detail on training and exercises.6. Financial Arrangements: Government policy on the reimbursement of local government expenditure forrecovery activities is set out in section 26 of the National CDEM Plan. Cash donations are the preferredsource of aid and Mayoral Relief Funds should be set up to collect and distribute this aid.7. Exit Strategy: The exit strategy outlines the handover responsibilities for the Recovery Manager, the recoveryoffice, the task groups and the public information management and any support teams. Withdrawal of formalrecovery structures from the impacted community must be planned and staged and the responsibility ofoutstanding tasks and actions must be assigned and acknowledged.8. Review and improvement: The Group will hold appropriate and timely debriefs and reviews following anemergency, including the recovery process. Debriefs will be done both internally within the Group andexternally with key stakeholders to allow for learning and improvement to occur.9. Support from other regions: Recovery can be a protracted and lengthy process that draws upon local andregional resources. A prolonged recovery phase may require additional resources which can be sourced fromother CDEM Groups; this is coordinated through the National Recovery Manager.6.5 RECOVERY OBJECTIVES, METHODS AND TOOLS.The CDEM Group will undertake the following methods to achieve the three agreed objectives:OBJECTIVE 4a:Current Status:Method, Toolsand ActionsStrengthen recovery capability and capacity across all agencies and the wider community.A Group Recovery Plan has been developed and exercised.Recovery Training is available and well-resourced.1. Incorporate Recovery as a key component of Exercise and Training (refer Objective 3a).2. Hold a Regional Recovery Forum every year.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 57

7 MONITORING AND EVALUATIONThis section provides a basis for monitoring and evaluation of the CDEM GroupPlan. It sets out the criteria and methods for measuring achievement of Planobjectives and a process for Plan reviews. The means of monitoring legislativecompliance is also outlined. A broad 5 year CDEM Work Programme is presented.7.1 INTRODUCTIONMonitoring and evaluation allows comparisons between actual and desired states and ongoing analysis andimprovement of processes and outcomes. Monitoring involves tracking progress against a plan or performanceagainst standards, generally using quantitative data. Evaluation is about measuring effectiveness; it compareswhat is happening against what was intended by the plan (the goals, objectives and targets) and interprets thereasons for any differences.Monitoring and evaluation can be undertaken internally or by external agencies and is generally focused in threedifferent areas:Compliance – monitoring compliance of the CDEM Group against any relevant legislative requirementsPerformance – can be measured as capability and capacity – whether the CDEM Group Plan or workprogrammes (Group and Local) are being carried out according to needs and requirementsOutcomes – monitoring and evaluating progress towards the high-level goals and objectives of the CDEMGroup.The legislative requirements of CDEM Groups for monitoring and evaluation are:Section 17(1) (h) – Monitor and report compliance within its area with this Act and legislative provisionsrelevant to the purpose of this Act.Section 37(1) – A CDEM Group must ensure that its actions in exercising or performing its functions, dutiesand powers under this Act are not inconsistent with any national CDEM strategy that is for the time being inforce.The Group meets these requirements by:Undertaking a review of CDEM Group compliance against the CDEM Act.Routine reporting on compliance to the CDEM Group.Identifying the legislative provisions of the Acts (described in Section (3) (a) – (k)).7.2 CDEM PROGRAMME AND TARGETS7.2.1 5-YEAR PROGRAMMETable 12 presents a consolidation of the key tasks (detailed in sections 3-6) which the CDEM Group propose toundertake in pursuit of its objectives.Figure 19 shows an indicative work programme, which will be reviewed and prioritised annually before developinga more detailed Annual Work Programme each year.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 58

Table 12: Tasks to deliver on Group objectivesNorthland CDEM Group objectives Key CDEM-led Tasks1a: Increase the level of businesscommunity awareness throughpublic education and consultation.1b Improve community participationand preparedness throughcommunity-based planning.1c: Improve community preparednessthrough strong leadership andcommitment to CDEM at politicaland executive levels.2a: Improve the understanding ofNorthland’s hazardscape andassociated risks.2b: Undertake long term, strategicreduction of the risks from hazardsthrough collaborative planning withstakeholders.3a: Enhance professional developmentfor all emergency managementpersonnel through training,exercises and learning from otherCDEM Groups3b: Strengthen the coordination andcooperation amongst all relevantsectors in planning for andresponding to an emergency.3c: Develop and maintain appropriatedocumentation to describe keyactivities, functional responses andprotocols in support of the CDEMGroup Plan.3d Provide effective warning systems toenable agencies and the communityto respond rapidly to a potentialevent.3e Establish and maintain effective andresilient inter-agencycommunication networks andprocesses.4a Strengthen recovery capability andcapacity across all agencies and thewider community.Develop a Public Education Strategy.Implement, monitor and report on progress.Ongoing update NRC website with hazard and CDEM information.Incorporate CDEM issues in LTCCP debate.Develop a prioritised programme for completion of Community Plans.Facilitate the completion of Community Response Plans.Proactively undertake (or support the community to undertake) the activitiesidentified as needing improvement in the plans.Provide training opportunities for community plan leaders.Provide annual briefing on CDEM work programmes to senior managementteam at each Council and other key CDEM partner organisations.Encourage political and executive attendance at annual forums.Provide training opportunities appropriate for executives/politicians.Analyse tsunami hazard using inundation maps.Develop improved understanding of the volcanic hazard in Northland.Facilitate information exchange on risk reduction across the Group throughactivities such as annual CDEM seminar and workshops.Develop a Group Risk Reduction Programme,Implement, monitor and Report on the programme.Complete a training needs gap analysis.Develop a professional development strategy and training programme.Facilitate the provision of the training programme.Maintain a calendar of relevant training opportunities and make available toCDEM agencies/stakeholders.Develop, implement an exercise programme which includes joint and multiagencyexercises, Group-wide exercises, Recovery.No specific task. Will work collaboratively with partners and stakeholder groupsin the delivery of this programme.Develop Group Tsunami PlanDevelop Urban Search and Rescue PlanDevelop Group Financial PlanDevelop Group Logistics PlanDevelop Volcano Contingency PlanDevelop Animal/Plant Pests and Diseases PlanReview the current Welfare Group Plan for alignment with MCDEM guidelines.Facilitate the implementation of the Meerkat alerting system across the region.Incorporate pre-scripted messages in the Public Information and media plan.Facilitate a workshop with media representatives and PIM.Multi-agency testing and exercising of arrangements.Provision of signage, maps and education to support Community based plans.Agree and implement region wide protocols for inter-agency reporting duringan emergency event.Review options for emergency information management systems to provide foreffective response coordination. Consider other communication options suchas web based technology.Implement the preferred option, including documented protocols and testing.Incorporate Recovery as a key component of Exercise and Training (refer 3a).Hold a Regional Recovery Forum every two years.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 59

CommunityEducation /ParticipationCDEM CommunityEducationHazard AnalysisGroup RiskReductionPlans andProceduresWarning SystemsImmediate Actions Short Term Priority Medium Term Priority Long Term Priorityto June 2010 July 2010-June 2011 July 2011-June 2013 July 2013 - June 2015Prioritise communityplansPublic Education Strategy /ProgrammeCompletion of High PriorityCommunity PlansImplementation as per programme (media, website, publicforums, LTCCP etc).Undertake actions identified in high priority Plans.Completion of medium priority community plans.Professional Development Implementation as per strategy / programme (CDEM forums,Develop ExerciseStrategyworkshops, training).ProgrammeImpl ementation as per Exerci se Programme.Analysis of tsunamiimpactsResearch into volcanic hazard / impacts.Review WAG planGroup Tsunami Plan.Urban Search and Rescue.Power failure plan.Develop a Group RiskReduction ProgrammeGroup Logistics PlanGroup Financial PlanAnnual reviews to existings plan and update as required.Ongoing monitoring ofprogramme.Animal/Plant Disease PlanVolcano PlanImplementation of tsunami warning systems in at-risk areas, eg: Meerkat, signage/maps.InformationReview recommendationsManagementfrom MCDEM IS project.Figure 18: Indicative 5-year Work ProgrammeImplementation and testing of emergency managementinformation systesm.7.2.2 PERFORMANCE TARGETSThe success of the programme will be measures by the following performance measures and targets:Goal 1: Community Awareness and Preparedness:Increased % of community are prepared for a disaster (annual survey)% of households in areas with Community Plans are aware of the Plans (bi-annual survey).Number of staff involved in CDEM response which hold relevant qualifications (specific targets to be set inthe Professional Development strategy).Goal 2: Reducing Risks from Hazards:Group Risk Reduction Plan approved by CEG members.Goal 3: Enhancing capability to respond to civil defence emergencies.Group Plans developed and adopted by CDEMG and CEG as per CDEM Plan programme.Warning systems agreed in Community Plans implemented within 12 months of completion of CommunityPlan (eg: Meerkat, signage/maps).Emergency management system implemented and tested within 18 months of completion of MCDEMproject/recommendations.7.3 INTERNAL MONITORING/EVALUATION PROCESSES7.3.1 CDEM PLAN DEVELOPMENTIn the development and review of the CDEM Plan, EMO staff review the Plan for:Accuracy; checking whether supporting documents and other references in the plan are up-to-date and theCDEM Group is structured in the manner described.Practicality; by considering whether the CDEM Group, its local authority members, and partner organisationsare capable of carrying out the functions described in the plan.Coverage; by considering the hazards described in the plan, management mechanisms, appropriate linkagesbetween other agency plans and an integrated monitoring and review process that crosses the CDEM Act andthe RMA frameworks.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 60

Coordination; by considering whether roles, responsibilities and functions are clearly defined, whether thegoals and objectives of the CDEM Group Plan are aligned with the National CDEM Strategy and the CDEM Planand Guide.CDEM Group and CEG members also have the opportunity to review the Plan and ensure that it sets theappropriate direction and platform for CDEM over the next 5 years.7.3.2 CDEM PLAN MONITORINGANNUAL WORK PROGRAMMEQuarterly reports to CEG and CDEMG are provided on progress against the Annual Work Programme. Thisprovides Executive oversight for CEG members and ensures public accountability through the electedrepresentatives.CDEM PLAN TARGETSAn annual report will be provided to CEG and CDEMG on progress of the objectives and targets set out in this plan.Work programmes may need to be adapted where outcomes are not being achieved or improvements have beenidentified.OTHER PROGRAMME AND STRATEGY REVIEWSThis Plan proposes the development of a number of supporting strategies and programmes, including forProfessional Development, Public Education and a Group Risk Reduction Programme.An annual report will be provided to CDEMG and CEG on progress against these detailed programmes. EMO staffwill monitor progress monthly and provide additional reports to CEG if progress issues need to be addressed.7.4 EXTERNAL MONITORING/EVALUATION PROCESSES7.4.1 MCDEM CAPABILITY ASSESSMENT TOOLSUnder section 8 of the CDEM Act, the Director of Civil Defence Emergency Management has a function to“monitor the performance of CDEM Groups and persons who have responsibilities under this legislation”. This willbe undertaken primarily via the MCDEM Capability Assessment Tool. This Tool aims to create a standardassessment of emergency management capability in New Zealand. It consists of a set of key performanceindicators and performance measures against which organisations can assess themselves or be externallyassessed.As well as providing an understanding of the organisational strengths, weaknesses and gaps, it also enablesMCDEM to provide a nationwide picture of implementation of requirements of the CDEM Act and progresstowards CDEM’s high-level goals and objectivesThe Northland CDEM Group have been externally assessed by the Ministry in 2009 as part of the three yearly cycleof external assessment. Outcomes identified through the assessment process have been incorporated into thisplan. The CDEM Group may undertake the assessment before three years have ended to provide a measure ofself improvement.7.4.2 EXTERNAL REVIEWS OF THE PLANAs well as internal Plan reviews, external parties are engaged to ensure that the CDEM Plan meets communityexpectations and is in line with good industry practice, including:Public submissions were sought on the Draft PlanThe plan was sent to the Ministry for review against legislation to ensure consistency.An external consultant was engaged to review the draft Plan.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 61

8 MANAGEMENT AND GOVERNANCEThis section describes the management and governance arrangements for theprovision of CDEM in Northland. This includes how CDEM will be delivered and theroles and responsibilities of CDEMG, CEG members and the Group EmergencyManagement Office. Key appointments and funding arrangements are alsodescribed.8.1 MEMBERS OF THE CDEM GROUP8.1.1 STRUCTURE AND MEMBERSThe structure of the CDEM group is illustrated in figure 20. The Northland CDEM Group was constituted in March2002 under section 12 of the CDEM Act, as a Joint Standing Committee. This Committee comprises the Mayor orChairperson (or their delegated representative) of the Group’s three local authorities and regional council. Eachmember also appoints an alternate representative to act in the absence of the appointed representative. Allrepresentatives have authority to vote and make decisions for their respective organisation without having to seekfurther approval.The NZ Fire Service and NZ Police are represented by the District Commander’s on the Joint Standing Committee inan observer capacity.8.1.2 MEETING ARRANGEMENTSThe CDEM Group meetings are held:No less than quarterly, generally in the months of March, June, September and December.In publicIn accordance with the New Zealand Standard for model standing orders (NZS 9202:2001) or any New ZealandStandard substituted for that standard.With a quorum of no less than four members, with each member having only one vote.The CDEM Group elects its own chairperson and deputy Chairperson to hold office for three years or untilreplaced.8.1.3 POWERS, OBLIGATIONS AND FUNCTIONSThe powers and obligations of members of the CDEM Group are covered in section 16 of the Act (2002). TheGroup has all the powers that are reasonably necessary advantageous to enable it to perform its functions,including the power to delegate any of its functions to members, the Group Controller, or any other person.Section 16 Powers and Obligations of members of the Civil Defence Emergency Management GroupsEach member of a Civil Defence Emergency Manage Groupsa)may acquire, hold, and dispose of real or personal property for the use of the Group; andb) may renumerate its representative for the cost of that person’s participation in the Group; andc) must provide to the Group the information or reports that may be required by the Group; andd) must pay the costs of administrative and related services in accordance with section 24;e) must pay the costs, or a share of the costs, of any CDEM activity that the member has agreed to pay;andf) may carry out any other functions or duties conferred on a member of a Group under this Act.Civil Defence and Emergency Act (2002)Northland Civil Defence Emergency Management Plan, 2010-2015 Page 62

NorthlandRegionalCouncilFar NorthDistrictCouncilWhangareiDistrictCouncilKaiparaDistrictCouncilProvideResources toGROUPPARTICANTSEmergencyServicesLifelineUtilities GroupNorthland CDEM GroupMayoral/Chairs/representativesfrom each councilDistrict Commander of Police*Regional Commander of Fire*MCDEM** Observer role onlySets DirectionforApprovesCDEM PLANStrategicDirectionWelfareAdvisoryGroupCentralGovernmentAgenciesResearchersVolunteerGroupsCoordinating ExecutiveGroup (CEG)Local authorities representativesNZ PoliceNZ FireDistrict Health BoardMedical Officer of HealthSt JohnWelfare Advisory GroupLifelines Utilities GroupDepartment of ConservationRural FireGroup ControllerProgrammemanaged byNorthland CDEM EmergencyManagement OfficeProvidesServices toGuidesAdministersGoals, context,criteriaHazards &consequencesOperationalarrangementsRoles, tasks,resourcesCommunityGroupsGroup Emergency OperatingCentreWorkstoMonitoring &evaluationEmergency readiness, response & recovery activitiesFigure 19: Northland CDEM StructureNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 63

The functions of the Group are detailed in section 17 of the CDEM Act 2002, and are summarised as follows:Risk Management: Identify, assess and manage relevant hazards and risks. Consult and communicate aboutrisks, and identify and implement cost-effective risk reduction.Planning for CDEM:Develop: Implement, monitor and review the CDEM Group Plan. Participate in thedevelopment of the National Strategy and Plan.Delivering CDEM: Maintain and provide resources for effective CDEM including material, services, informationand suitably trained and competent personnel, including volunteers, response and recovery activitiesProvide assistance to other CDEM Groups.Promoting and Monitoring CDEM: Promote and raise public awareness of the Act and monitor and report oncompliance with it.The CDEM Group is responsible for the conduct of the CDEM business in the Group. The CDEM Group will:1. Set the strategic direction of the Group via the CDEM Group Plan.2. Approve annual work programmes.3. Monitor and report on the work progress in implementing the work programme.4. Amend and approve the CDEM Group Plan as required.5. Appoint Controllers and delegate powers as required.6. Appoint the Group Recovery Manager and the Local Recovery Managers as required.8.2 MEMBERS OF THE CEG8.2.1 MEMBERSThe CEG is responsible to the CDEM Group for delivering CDEM as defined in section 8.2.2.statutory appointments of:The Chief Executive Officer, or their representative, from each member local authorityA senior member of the PoliceA senior member of the Fire ServiceThe Chief Executive, or their representative, from the Northland District Health BoardThe Medical Officer of Health.It comprises theIn addition, the CDEM Group has appointed the following non-statutory members as full members and specialistadvisors of the CEG:The Chief Executive, or their representative, of St John (ambulance services)Welfare Advisory Group chairpersonNorthland Lifelines Group representativeThe Conservator of the Department of ConservationRural Fire committee chairpersonThe Group Controller.8.2.2 FUNCTIONSThe CEG has the following prescribed functions (s.20(2) CDEM Act):providing advice to the CDEM Group and any subgroups or subcommitteesimplementing, as appropriate, the decisions of the CDEM Groupoverseeing the implementation, development, maintenance, monitoring, and evaluation of the CDEMGroup Plan.Individual CEG members’ responsibilities include:ensuring effective liaison and communication on CDEM matters with their respective electedrepresentative on the CDEM Group (where applicable)Northland Civil Defence Emergency Management Plan, 2010-2015 Page 64

facilitating the implementation of the CDEM Group Plan within their respective organisations.The CEG will meet as necessary to address the routine and urgent business of the Group. Meeting dates andfrequency will generally be set prior to the commencement of the calendar year.The CEG has no prescribed operational role.8.3 ADMINISTRATIVE ARRANGEMENTS8.3.1 ADMINISTRATING AUTHORITYThe Northland Regional Council is the administering authority for the Northland CDEM Group (CDEM Act (2002)(s23)) and CEG.The administrative and related services the Northland Regional Council provides include:Secretariat for the CDEM Group and CEG (eg: convening meetings, providing venues, organising agendas,providing minutes and catering)Accountant for CDEM Group finances and budgetsPublishing the CDEM Group’s work programme, budget and performance (once adopted)Entering into contracts with service providers on behalf of the Group.The costs of undertaking these services are to be met by the Group.8.3.2 CDEM GROUP EMERGENCY MANAGEMENT OFFICEThe Group CDEM Office is physically located at the Northland Regional Council. The CDEM Office coordinates andfacilitates the ‘day-to-day’ planning and project work on behalf of the CDEM Group and CEG, and is responsible toCEG.The functions of the CDEM Office include:Advice and technical support to the CEG and the CDEM GroupProject coordination and management, including the ongoing development, implementation, monitoring andreview of the CDEM Group Plan and supporting documentationCoordination of regional CDEM policy and its implementationManagement of contracts entered into on behalf of the CDEM Group or CEGManagement of and administering CDEM Group staff on behalf of the CDEM GroupProviding for the training of key personnel for CDEMMonitoring and responding to, the adverse effects of emergencies on behalf of the CDEM Group anddisseminating warningsMaintaining the Group EOCAssisting with recovery operations on behalf of the CDEM GroupExternal liaison with the CDEM sectorPreparation in consultation with CEG, of the annual report of the CDEM Group’s activities, budget andperformance to the Group for adoptionRepresenting the CDEM Group on national bodies and projects.The costs of undertaking these services are to be met by the Northland Regional Council.To manage other members of the CDEM Group Emergency the CDEM Office has adopted the following strategy:Executive members of CEG task and direct the appropriate local authority or agency to carry out a planobjectiveLocal Emergency Management Officers will be supported from within member councils by the CEGrepresentative and co-ordinated by the Group Emergency Management Officer to ensure thatimplementation of the Annual Plan is achieved with best effect.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 65

8.3.3 WORK PROGRAMMESAn annual work programme is developed to support the objectives of this Plan. The work programme isdeveloped in consultation with CEG and is approved by the CDEM Group at the December/February meetings.The Emergency Management Officers employed by the local authority members will cooperate on the delivery ofthe annual work programmes.8.3.4 DELEGATED AUTHORITIES, FUNCTIONS AND POWERSAlthough the CDEM Group retains the responsibility for CDEM in the region there are a number of authorities,functions and powers that need to be delegated (CDEM Act (2002) (s18, 25-27)) to persons and/or positions as keyappointments. Key appointments are listed at the front of this plan.DECLARATIONSIn accordance with section 25(1) of the Act, the CDEM Group appoints a Chairperson of the CDEM Group as theperson authorised to declare a state of local emergency for the CDEM Group’s area. In their absence the DeputyChairperson or any other available member of the Northland CDEM Group can declare.In accordance with section 25(2) the persons authorised to declare a state of local emergency are identified insection 5.8 as being:the Mayor of the territorial authority affectedor an elected member of that territorial authority designated to act on behalf of the MayorAny person authorised to declare a state of local emergency may also make a declaration to extend or terminate astate of emergency in accordance with section 71 and 72 of the Act.CONTROLLERSIn accordance with sections 26(1), 26(2) and 27(1) of the Act (2002), the CDEM Group has appointed personnel tothe positions of Group Controller, Alternative Group Controller and Local Controller. The persons appointed aslocal controllers are identified in respective Local CDEM Plans.The CDEM Group have not delegated any functions or powers to the Group Controller other than those inferred bysection 28(2) of the Act.Section 28Functions of Group Controllers(1) The Group Controller must, during a state of local emergency for the area for which theGroup Controller is appointed, direct and co-ordinate, for the purposes of this Act, theuse of the personnel, material, information, services, and other resources madeavailable by departments, CDEM groups, and other persons.(2) The Group Controller must also perform any functions or duties delegated to the GroupController by the CDEM Group or conferred on Controllers by this Act or any otherenactment, and may exercises any power conferred on the Group Controller bydelegation under this Act.(3) A Group Controller or person directed under section 27 may authorise any suitablequalified and experienced person to exercise any power or function or fulfil any duty ofthat Group Controller or directed person, including the power to authorise the use ofthose powers, functions, and duties(4) No Croup Controller or person directed under section 27 may exercise any powerconferred on Controllers by this Act during any state of national emergency in anymanner contrary to any priorities for the use of resources and services that have beendetermined by the Director or National Controller.Civil Defence and Emergency Act (2002)Northland Civil Defence Emergency Management Plan, 2010-2015 Page 66

The following details the powers of the Group Controller that are delegated to the Group Controller by the CDEMGroup under the CDEM Act (2002).1. General powers: The Group Controller is delegated the authority to co-ordinate the activities (as arerequired to perform his/her duties) detailed in s.18 (2), under the direction of the CEG.2. Power to require information: The Group Controller is delegated the authority to require information tobe provided under s.76.3. Information to obtain a warrant: The Group Controller is delegated the authority to provide thenecessary information under oath for a warrant to be issued under s.78.4. Receipt of information: The Group Controller is delegated the authority to receive information seizedunder s.81.5. Emergency Powers: The Group Controller is delegated the authority to exercise all the emergency powersconferred on the Group by s.85 and shall make reports on the actions undertaken at such intervals as aredirected by the Chairperson of the Group. For the avoidance of doubt, the Group Controller has thespecific emergency powers conferred on Controllers in ss.86-92 and s.94.8.4 FINANCIAL ARRANGEMENTSThe activities of the CDEM Group incur costs as part of:Programmed Activities:work programme.Administrative and related services under s.24 of the CDEM Act, 2002 and the annualEmergency Expenditure: Expenditure incurred by the Group in the lead up to, during and immediately after adeclared state of emergency (e.g. reimbursement for cost of specialist advice).8.4.1 PROGRAMMED ACTIVITIESThe Group is responsible for funding:administrative and related services under s.24 of the CDEM Act, 2002agreed annual work programmeApart from any agreed direct contribution as its share of Group costs, each local authority member of the Groupwill be responsible for:funding the reduction, readiness, response and recovery arrangements required in its districtfunding and resourcing the preparation and implementation of Local CDEM Plansmeeting the costs of its representation on the CDEM Group and CEG.Unless agreed otherwise, the costs of completing any specific agency actions as outlined in the annual work planwill be met by the local authority or agency concerned.8.4.2 EXPENDITURE IN A CIVIL DEFENCE EMERGENCYIn the lead up to a declared emergency (Level 3)The Group is responsible for funding:All costs associated with the resourcing, activation and operation of the GEOCAll reasonable direct expenses incurred by the Group ControllerAll reasonable direct expenses (such as travel, meals and accommodation) incurred by recognisedtechnical advisors when they are requested to attend meetings to provide specialist technical advice.Local authorities are responsible for meeting all costs associated with their own CDEM personnel, facilities andresources.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 67

During a declared emergency (Level 4)The Group is responsible for funding as per Level 3 above.Local authorities take full first line responsibility for dealing with the impact of disaster in their geographic andfunctional areas of responsibility. This includes the prior provision of the necessary physical and financialresources needed for response and recovery.Each local authority is to be responsible for meeting all emergency expenditure incurred in its district or under itsjurisdiction, and arising out of the use of its resources and services under the control of either a local Controller(directed to carry out any of the functions or duties of, or delegated to by, the Group Controller), or the GroupController.A clear record of who authorises any expenditure, its purpose etc is required to be kept.The Group Controller will ensure all costs are properly accounted for.8.4.3 RECOVERING COSTS IN A CIVIL DEFENCE EMERGENCYUpon termination of a declared Level 4 emergency, the Group Controller will recommend to the CDEM Groupwhich costs could reasonably be met by the Group. There may be circumstances where shared Group fundingcould be applied where there are widespread adverse regional impacts, and consequential regional benefits fromlocalised response efforts to reverse these impacts.Claims for government assistance are to be made by the organisation incurring the expenditure. When adeclaration involves more than one district (Level 4), the CDEM Group will co-ordinate and check respective localauthority claims, independently prepare a claim for agreed Group costs, and submit the consolidated application.Any reimbursement of CDEM Group expenditure by central government will be distributed back to constituentcouncils in accord with the method outlined in section 8.4.5, or as otherwise agreed.Volunteers suffering personal injury or damage to or loss of property while carrying out emergency work underthe control or authority of a Controller may also submit claims to the local authority employing the Controller, orin the case of the Group Controller to the CDEM Group (refer to sections 108 and 109 CDEM Act 2002).8.4.4 EMERGENCY RECOVERY FINANCESUpon termination of a declared emergency, the expenditure management regime established for the responsephase must be closed off and re-commenced for the recovery phase under the control of the Recovery Manager.A clear record of who authorises any expenditure, its purpose etc is required to be kept to support claims forGovernment subsidies and repayments.The Recovery Manager will ensure all costs are properly accounted for.The Recovery Manager will recommend to the CDEM Group which recovery costs could reasonably be met by theGroup, and which costs could be recovered from the government. Claims for government assistance are to bemade by the organisation incurring the expenditure, or in the case where there are agreed Group costs, by theCDEM Group. Any central government involvement will be contingent upon the principles and conditions set outin Part 10 of the National Civil Defence Plan (2005).Central government assistance for recovery from damage to private property, productive enterprises etc. is onlyavailable if it can be shown that the risk was uninsurable and hardship can be demonstrated.If it becomes apparent that there will be a significant number of people suffering financial hardship and moreimmediate relief is required, Mayoral Relief Funds may be established (refer Section 6, section 6.6.7).Northland Civil Defence Emergency Management Plan, 2010-2015 Page 68

8.4.5 COST APPORTIONMENTFor those costs agreed to be met by the Group, the cost will be apportioned equally between the four localauthorities (3 District Councils and regional council).In an emergency, in the interim, costs will lie where they fall, or where a territorial authority requests a resource,the cost will lie with the relevant territorial authority or where the Group Controller directs a resource, the costwill be apportioned by agreed negotiation.8.5 COOPERATION WITH OTHER CDEM GROUPS8.5.1 FLEXIBLE SUPPORT AGREEMENTSIn accordance with section 17(1)(f), the CDEM Group will support other CDEM Groups in New Zealand. The basisof this support is outlined below and is built upon memoranda of understanding which were previously in placewith neighbouring Groups.The specific nature of support that the CDEM Group can provide during the response and recovery phases of anemergency will depend on the circumstances at the time and to what extent an emergency has affected eachCDEM Group. The support outlined below will be conditional on a best endeavours basis having regard for all ofthe circumstances, and may include:Personnel (EOC staff, radio operators, rescue personnel, media liaison, other specialists)Equipment (Stock on hand of particular items or supplies or support with purchasing)Logistics management (Management of air, rail and other supply points outside of the other CDEM Grouparea that are being used for logistics transfer operations)Evacuee Management (Management of evacuees arriving from the affected area, including registration andarranging food, clothing and temporary accommodation).The Group agrees to consult on priorities for resources, which includes without limitation, equipment, material,services and personnel. Competing demands for resources are always likely to be evident, particularly where theemergency affects both parties, and active consultation to resolve competing demands and achieve optimumresources allocation will have precedence over all other mutual support.The CDEM Act (2002) (s113) provides for the recovery of actual and reasonable costs associated with provision ofassistance to other CDEM Groups.8.5.2 COLLABORATIVE PLANNINGThe CDEM Group will take all opportunities to share and co-ordinate planning and other activities for mutualbenefit, and the CDEM Group will, wherever possible:maintain regular contact with other Groups and conduct face-to-face consultation when necessary anddesirableshare all plans and procedures to facilitate a common approach to planning and to ensure that coordinationand coherency between plans of CDEM Groups is maximizeshare access to data on hazards and the risk treatment measures that are bring employed. Where CDEMGroups share a common hazard across the Group boundary, mutual agreement on risk treatment will beobtained before new measures are employed.keep others informed of training courses scheduled and access to courses will be available on a sparepermittingbasis.keep others informed of exercises scheduled and will encourage participating on the provision ofobservers from other areas.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 69

APPENDIX A - ORGANISATIONS WITH A KEY CDEM ROLEThis Plan has primarily been developed for the CDEM sector and key stakeholders as defined below.Local authorities – to coordinate and integrate all aspects of their hazards and emergency managementfunctions and activities under this Act and other legislationEmergency services and community support agencies – in support of their readiness, response and recoveryplanning and deliveryLifeline utilities (including local authority services) – to link with their strategic risk reduction and operationalplanning for emergency readiness, response and recovery of servicesGovernment departments- to integrate national planning and service delivery in support of local CDEMmanagement.LOCAL AUTHORITIES• Northland Regional Council• Kaipara District Council• Far North District Council• Whangarei District CouncilIncluding works and services providers which have a local authority emergency management roleEMERGENCY SERVICES AND COMMUNITY SUPPORT AGENCIES• NZ Police• NZ Fire Service• St John• Northland District Health Board• Northland Public and Population Health Unit• Department of Conservation• Ministry of Social Development• Northland Region Rural Fire Committee• Coastguard Northern Region, NorthlandOperational Committee• Surf Life Saving• Emergency Services Coordinating Committees(ESCCs)LIFELINE UTILITIES• Ngati Hine Health• NZ Army• Welfare and Community Services- NZ Red Cross- The Salvation Army• Volunteer Groups- Rural Support Trust- Citizens Advice Bureau- Royal NZ SPCA- Victims Support- Neighbourhood Support- Amateur Radio EmergencyCommunications (AREC)The CDEM Act 2002 places specific duties on lifeline utilities to ensure it is ‘able to function to the fullestpossible extent’ and participate in (and make information available for) CDEM planning. The Act describesthose entities and classes of entities, which for the purposes of the CDEM Act 2002 constitute a LifelineUtility.For the purposes of S.60(c) above, the following provides a list of these entities that apply to the Northlandregion and for whom the term ‘lifeline’ or ‘lifeline utility’ in this Plan applies.The Northland Lifelines Group (NLG) plays a key role in coordinating the risk and emergency managementactivities of lifeline utilities across the region.A Specific Entities (Part A, Schedule 11. Radio New Zealand Ltd2. Television New Zealand Ltd3. Whangarei Airport Ltd4. Northport Ltd5. Far North Holdings LtdB Entities carrying on certain businesses(Part B, Schedule 1)B1. Producer, Supplier, or Distributor ofManufactured or Natural Gas6. Vector GasB2. Generator or Distributor of Electricity7. North PowerNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 70

8. Top Energy (includes Ngawha Generation)9. TranspowerB3. Supplier or Distributor of Water10. Far North District Council11. Kaipara District Council12. Whangarei District CouncilB4. Provider of Wastewater (Sewage and/orStormwater) Network13. Far North District Council14. Kaipara District Council15. Whangarei District CouncilB5. Provider of a Telecommunications Network16. Telecom NZ Ltd17. Vodafone NZ Ltd18. TelstraClear Ltd19. KordiaGOVERNMENT DEPARTMENTS• Ministry of Civil Defence and EmergencyManagement• Dept of Child Youth and Family Services• Housing NZ Corporation• Ministry of Social Development• Ministry of Education• Department of Corrections• Ministry of Agriculture and Forestry (MAF)• Maritime Safety Authority of NZ (MSA)• Civil Aviation Authority (CAA)• Land Transport Safety Authority (LTSA)OTHER STAKEHOLDERS• Media Agencies- TVNZ and Radio NZ (also LifelineUtilities)- NZ Herald- Suburban newspapers• Insurance Sector- EQC- Insurance Council• Neighbouring CDEM Groups- Auckland and Waikato CDEM Groups• Business Sector- Chamber of Commerce• Scientific/Technical Associations andAdvisors- GNS- NIWA- Met Service- NZ Association for EQ Engineering- HSTLC (Hazardous Substances TechnicalLiaison Committee)B6. Provider of a Road Network20. NZ Transport Agency21. Far North District Council22. Kaipara District Council23. Whangarei District CouncilB7. Producer, Processor, or Distributor ofPetroleum Products24. NZ Refining Co Ltd25. BP Oil Ltd26. Mobil Oil NZ Ltd27. Shell NZ Ltd28. Chevron Ltd29. GullB8. Provider of a Rail Network29. KiwiRail• Department of Labour (OSH)• Ministry of Economic Development• Quotable Value New Zealand• Te Puni Kkiri (Ministry of MaoriDevelopment)• Ministry of Health• Office of the Auditor-General• Ministry of Transport• Accident Compensation (ACC)• Land Information NZ (LINZ)• Inland Revenue• Professional Associations- Planning Institute- Institute of NZ Architects- Building Research Assoc of NZ (BRANZ)- NZ Security Association- (AA) Automobile Association- Contractors Federation- Register of Engineers for Disaster Relief(RedR NZ)• Private Hospitals and Healthcare• Enterprise Northland• Education Sector• Residents Groups• Community Boards• Banking Sector• Food Retail Sector- Progressive Enterprises- FoodstuffsNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 71

APPENDIX B – HAZARD SUMMARIESThe region’s hazards are profiled in this Appendix. The consequence and probability of each hazard occurring israted on a 1-5 basis, as described in the matrix below.Consequence of the risk occurring1 2 3 4 5Likelihood (that the risk will occur in next ten years) Insignificant Minor Moderate Major CatastrophicA: Almost Certain (more than 1:10 year probability) H H E E EB: Likely (probability between 10-90 year occurrence) M H H E EC: Possible: (probability between 100-500 year occurrence) L M H E ED: Unlikely: (probability between 500-2000 year occurrence) L L M H EE: Rare (> 2000 year event probability) L L M H HNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 72

RIVER FLOODING ARISING FROM LOCALISED HEAVY RAINFALLOverviewRiver flooding as a result of sustained or short duration, high intensity rainfall (typicallythunderstorms) is the most frequent and widespread hazard throughout the region.Thunderstorms generally have their worst impact in a localised area less than 100sqkm.They are less predictable than larger weather fronts.The high flood risk in Northland arises from exposure to intense weather systems and atopography which sees rapid run-off from a steep terrain leading into flat areas whereflood waters recede slowly, exacerbated by tidal lower reaches. Flooding damage is oftenworsened by large amounts of silt and debris in the floodwaters and land slips are also afrequent consequence of rain in Northland.HazardLikelihood(A/B)HazardConsequence(3)How do wemanage therisk?What moreshould we bedoing?A storm with 12 hourly rainfalls in excess of 150 mm in a local area has an Annual ReturnPeriod of 100 years or more. Shorter duration, higher intensity rainfall can also causemajor flooding, such as Pungaru in 1999. Regionally the likelihood is higher as there is acumulative risk of storms in different areas.Social: Distress due to displacement of people (in a localised area, but possibly for extendedperiods) and loss of possessions. Extreme events may result in injury or loss of life. Psychological problems for victims reliving or recalling events. Public health risk from water/sewage contamination. Loss of irreplaceable, significant Maori land holdings, taonga and waahi tapu sites.Built: Significant loss of infrastructure, particularly roads and bridges due to landslips,flooding and bridge pier scouring. Power, water supplies and communication systemscan also be affected if landslips or flooding impact on critical facilities, but generallyare affected less than the road network unless the rain is accompanied by high winds.Economic: Loss of crops (floodplains are a major contributor to primary production). Cost of restoration (flood insurance increasingly difficult to obtain in some areas).Natural: Alterations to river channels; bank erosion, channel scour/build-up/diversion. Sediment-debris deposition, and dispersal of chemicals, effluents (dairy farm ponds,septic tanks, town sewage networks) and rubbish (from tips) across floodplains.River Management Policy and agreements between the four councils.Land planning/building standards.River flood mitigation schemes and Whangarei and Kaitaia City Flood Control Schemes.Flood forecasting systems for Kemp House, Kerikeri (Historic Places Trust) and Kaitaia.NIWA weather models and rain forecasting.Evacuation / community plans in place for some high-risk areas.Development of flood management plans for high priority catchments.Development of community response plans for at-risk communities.Improvements to rain and flood forecasting/warning systems.Improved linkages with planning departments to prevent building in at-risk areas.What is thefuture risk?Expected to be increasing high intensity rainfall events with climate change.Community exposure may decrease as land planning improves, but also increasingpopulation density may counteract that.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 73

WIDESPREAD HEAVY STORMSOverviewHazardLikelihood(B/C)HazardConsequence(3/4)As tropical cyclones track south from their origin in the tropics they lose some of theirferocity and are down-graded to tropical depressions or mid-latitude storms by the timethey reach New Zealand waters. Northland has been subjected to a number of ex-tropicalsystems which caused extreme weather (damaging wind/persistent rainfall) such as the1936 storm, Giselle (1968), Bola (1988), Fergus and Drena (1996).These weather systems often cause flooding, land slips, wind damage to housing, orchardsand forestry plantations, coastal erosion with elevated tides and storm surge and damageto Northlands infrastructure with widespread power and phone outages, road closures,bridge damage and water and sewage disruptions.Storms can be accompanied by temporary elevation in sea level of up to 1 m above the tidelevel which cause a significant risk to low lying coastal areas. Storm surges are particularlydamaging when they combine with high tides (especially a high spring tide), storm wavesand elevated river levels. Coastal storm surge has the potential to cause damage alongmost of Northlands east and west coasts, especially at coastal settlements, and in upperharbour townships such as Whangarei, Kaeo and Dargaville.Northland has, on average one ex-tropical cyclone pass nearby each year putting it more atrisk from tropical cyclones than the rest of New Zealand. The 1:100 year event is CycloneBola type: 500 mm rain over 6 days, 100 km/h mean winds gusting to 140 km/h.Social: As for ‘flooding’ hazard (distress due to displacement and loss of possessions, publichealth risk from water/sewage contamination and loss of taonga) but morewidespread.Built Slip/flooding damage to roads. High winds cause additional problems, particularly forpower supplies and, if the power outage is prolonged there will also be subsequentdisruption to communication and water supplies. Homes, businesses and agriculture land are also vulnerable to wind damage, such asthe 1936 storm. Coastal structure vulnerable to storm surge.Economic: Loss of crops (floodplains are a major contributor to primary production) andproduction in the dairy, beef and sheep industries can have long term effects overmonths and years. Cost of restoration (flood insurance increasingly difficult to obtain in some areas).Environmental: Damage to native bush and forest and the habitats they provide. Alterations to river channels. Sediment-debris deposition, and dispersal of chemicals, effluents (dairy farm ponds,septic tanks, town sewage networks) and rubbish (from tips) across floodplains.How do wemanage thisrisk?As for flooding hazard, plus building standards for wind resistance.Tree maintenance/clearance around overhead utility lines.What moreshould we bedoing?As for flooding hazardPublic education around awareness of need for tree clearance around utility lines.What is thefuture risk?Intensity of passing ex-tropical cyclones are likely to increase.Storm surges are likely to have higher impact with sea level rise.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 74

TSUNAMIOverviewHazardLikelihoodE (local)B (distant)HazardConsequence3/4 (local)10-15minundation2/3 (distant)4-5m inundationHow do wemanage thisrisk?What moreshould we bedoing?What is thefuture risk?Tsunami are typically generated as a result of displacement of ocean water due tolandslides, earthquakes, volcanic eruptions and bolide impacts. Tsunami can becategorised as:Distant source; > 3 hours travel time to NZ from sources such as South America and,to a lesser extent, Cascadia (North America) and the Aleutian islands.Regional source; 1-3 hours travel time to NZ from sources such as the Solomon Islands,New Hebrides and the Tonga-Kermadec trench.Local Source, < 60 minutes travel time to the nearest NZ coast. Activity on thesouthern end of the Tonga-Kermadec trench can cause tsunami to reach the Northlandcoast within 1 hour. Other sources can include submarine landslides or a slump in thecontinental shelf north of Northland.There have been four events which have produced moderate sized tsunami along theNorthland coast as documented by historical observation (1868 northern Chile earthquakemagnitude 8.5, 1877 northern Chile/ southern Peru earthquake magnitude 8.3, 1883Krakatau eruption and 1960 Chile earthquake magnitude 9.5). The 1960 event causedfluctuations up to 4.5m above sea level with damage confined to immediate coastal area.Local tsunami may be large, but the likelihood is low (~4,000 year return period).Social: Distant tsunamis should give sufficient warning to avoid loss of life or serious injury butthere are likely to be displaced people in immediate coastal fringe. A large locally generated tsunami could cause loss of life and serious injury. Public health issues with water and food supplies are contaminated by salt water andeffluent.Built: Destruction of coastal property, infrastructure and other structures (the refinery andkey electricity substations supplying the region are at risk). Erosion and inundation of coastal areas.Economic Economic loss in affected areas. Cost of restoration. Following a large event there may be a problem repopulating some coastal areas.either through fear or imposed restrictions that could threaten recovery and theviability of an area.Environmental: Loss of coastal land, beaches, sand dunes, coastal lagoons and wetlands. Large-scale alteration of salinity and pH levels in such environments. Deposition of sediment and debris over wide areas of coastal land. Dispersal of effluent, chemicals and rubbish. Potentially long-term or permanent effects on the coastal environment. Warning systems to assist with mitigating effects. Community response plans being developed in high-risk areas. NIWA have undertaken modelling for tsunami hazard for 13 coastal areas and 30coastal settlements based on earthquakes on the South American coast and theTonga-Kermadec trench. This modelling calculates wave arrival times and waveheights at the Northland coast.Community response plans in all coastal areas.Public Information including evacuation signage, community tsunami signage andincreased community awareness of the impacts of the hazards and the risk.Improved planning in respect of tsunami risk evaluation.The risk of tsunami will be increased by the predicted sea-level rise (climate change),increasing the probability of exposure.Increasing coastal development will increase community exposure.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 75

VOLCANOOverviewHazardLikelihood (E)HazardConsequence(3/4)How do wemanage thisrisk?What moreshould we bedoing?What is thefuture risk?Most of New Zealand’s volcanic activity is associated with the subduction of the PacificPlate under the Australian Plate which produces many small volcanoes (0.1-1.0km3), whicherupt only once, every hundreds to thousands of years apart.Although there are no currently active volcanoes, there has been volcanic activity inNorthlands geological past with the most recent being at the Puhipuhi-Whangarei andKaihohe-Bay of Islands volcanic fields.Northland could be affected by either local or distant volcanic activity:1. Locally with a new volcanic eruption within the region, most likely within the Kaikohe-Bay of Islands volcanic field, causing ejection of basalt scoria, lava flows, acid rain, gasemission, volcanic seismicity and lightning strikes.2. A volcanic eruption outside the region causing ashfall and potentially an indirecteffect on the region if evacuees need to be accommodated.An Auckland volcano may also have other impacts such as disruption to electricity and fueldistribution in Northland.Determining recurrence intervals for renewed volcanic activity from the local fields isdifficult. A local Bay of Islands eruption recurrence interval is expected to be >1000 yearsand Whangarei much less frequent (the most recent Whangarei eruption was estimated atover 250,000 years ago).The more likely event is ash from a central North Island eruption, potentially every 50-300years. Ash volumes will depend on eruption size, duration and wind directions.SocialLocal eruption could cause loss of life/injury and displacement for prolonged periods.Ash cover may damage infrastructure and cause road and airport closures. Transportroute closures in a volcanic event may result in social impacts. Health impactsparticularly for at-risk (elderly, asthmatic, etc).Built and EconomicLocal eruption: Devastation of any buildings or infrastructure within a 1-3 km radius,or within 10km if in the path of lava flow. Volcanic activity in the higher developedtourist areas of the Bay of Islands would have a significant and long term impact ontourism in the area.Distant eruptions can impact Northland with ash cover causing widespread loss ofservices and disruption to most commercial and farming activities. Road and air travelcan be impacted and ash can also cause electrical tripping and water supplycontamination.Environmental:In a local eruption, a permanent alteration of the landscape may result. Ash may alterthe chemistry of soils and water, having a long term effect on habitats.Most events have precursor activity (e.g. seismicity; ground deformation), howeverthere is no warning system in place for local volcanism in Northland.Generally low awareness of how to respond as not perceived as a high threat inNorthland.Determine the frequency of distal ash (e.g. from TVZ; Taranaki) and its impacts.Improve the age/dating of Northland volcanic fields. Uncertainty in this area makesrecurrence intervals difficult to estimate and contentious.Assess the extent/impact of explosive volcanism in Northland.Raise awareness of potential risk and response actions.No known effects that might cause change, other than general increase in communitysize.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 76

EARTHQUAKEOverviewEarthquakes are described by both their magnitude and their intensity:Earthquake magnitude is a measure of the energy released during an earthquake, orits ‘size’ and is measured using the Richter scale.Earthquake intensity describes how much ground shaking occurred at a particularlocation; in NZ measured by the Modified Mercalli (MM) intensity scale which is adescriptive scale from 1 to 12 based on the effects of the earthquake on the ground,humans, objects of nature and man-made structures.As well as ground-shaking, earthquakes can result in fault rupture, liquefaction, landslidesand tsunamis. Northland (along with South Otago) has the lowest earthquake risk in NZ –earthquakes are generally small in magnitude and are seldom felt. There have been 8earthquakes felt in Northland with a magnitude greater than 3.5 since 1960 (the largest at4.9), illustrated in Figure 21 on the following page.The most recent earthquake activity in Northland was measured near Tokau Bay inSeptember 2006 with the largest of the small swarm of earthquakes measuring 3.4 inmagnitude and felt by residents in Kerikeri and Russell. No damage was reported.HazardLikelihood (E)HazardConsequence(2)Mean return period of 7000 years for MM VII.For a MM VII earthquake (difficulty standing).Social: Loose items in homes, work places and shops will cause most casualties. Earthquakeinduced landslides could isolate some communities.Built-Economic: An MM VII event will cause furniture to move and some damage to tiles, water tanks,walls and some older buildings. Older buildings and infrastructure and those on poorlyconsolidated materials could experience a greater degree of damage. Likely to besome disruption to utility services.Natural Environment: Large earthquakes have the potential to permanently alter the landscape: surfaceruptures, landslides, etc) but unlikely in Northland.How do wemanage thisrisk?What moreshould we bedoing?What is thefuture risk?A national reporting system helps identify likely impact areas and response is coveredby Civil Defence plans and procedures.Land use planning to manage building in areas of liquefaction.Building codes are enforced for all modern buildings.National planning and public education has caused earthquakes in Northland to betreated has high risk and high consequence in some instances.Seismic microzoning would characterise the probable shaking response of materialssuch as those found in the Whangarei area. However given the return periods forsignificant shaking, this work would be a low priority.No known effects that might cause change, other than general increase in communitysize.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 77

Figure 20: Historical Earthquake LocationsNorthland Civil Defence Emergency Management Plan, 2010-2015 Page 78

RURAL FIRE (WILDFIRES)OverviewHazardLikelihood (C)HazardConsequence(2)Rural fires are typically started by people either deliberately or unintentionally, such as byland clearing burn-off which gets out of control or open-fire cooking at camp sites. Fire isof higher risk in dry-condition summer months when there are also more people visitingthe region and using traditional cooking methods such as hangi or open-fire barbeques.Some areas of Northland are more susceptible to rural fires because of low rainfall and anabundance of combustible vegetation. These areas include but are not limited to areasaround Aupouri, Rangiputa, Ahipara and Poutu Peninsulas and coastal areas fromDoubtless Bay to Mangawhai.The Department of Conservation had a large fire in its west coast native block at Waipaouaforest which started on the 1 st Feb 2007, possibly from an open fire BBQ on the beach. Itburnt approximately 223 hectares of mainly Crown and conservation forest land until itwas officially declared over on 15 March 2007. Its cost DOC $760,000 to put out and used2609 man hours.Very difficult to make an assessment. Even analysis of historical data is problematic as thefactors affecting fire probability (such as land use) have changed over time.Social: Distress due to displacement and loss of possessions may be encountered in both ruraland urban events. Toxic fumes and smoke plumes have the potential to causerespiratory problems. There should be sufficient warning to evacuate to avoid loss oflife and injury. The impact is likely to be worse in a scenario where the bush fire is in an area neardeveloped townships (for example, bush behind coastal towns).Built-Economic: Destruction of large commercial forestry blocks and rural residential developments.Farmland and horticultural activities could also be affected. Tourism impacts if tourist areas affected.Environmental: Large areas can be affected in rural fires, with bush and pastures destroyed. Habitatsare affected and the incidence of air pollution increases. However, these effects arelargely short to medium term.How do wemanage thisrisk?What moreshould we bedoing?What is thefuture risk?Fire risk signs and fire restrictions are used around Northland.Fire breaks.The Fire Service, Accident Compensation Corporation and the Ministry of Educationare working in partnership and have introduced a number of fire safety initiativestargeting at risk communities (Maori and the elderly) in Northland.Wild Fire Risk Analysis.Improve ‘defensible space’ areas around houses, through public education/awarenessand improved planning/consenting consideration to wildfire threat.The effect of climate change with more frequent and more intense droughts is likely toincrease the possibility and severity of fire in rural areas.Increased human risk from rural fires due to residential development recentlyextending into fire prone areas.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 79

DROUGHTSOverviewA drought can be defined as an:‘agricultural drought’ where there is soil moisture deficit which impacts on agriculturaland horticultural industries, and/or‘water supply’ drought which results in a water supply shortage.Dry periods in Northland normally occur for 3-4 months from November/December toMarch/April and are influenced by El Nino cycles and the Interdecadal Pacific Oscillation(IPO).Northland experiences two types of drought, regional and localised drought, with droughtstending to be more severe at east coast locations and in sheltered inland areas. Northlandhas experienced a number of droughts in the last 100 years each with very different spatialand temporal characteristics with the worst drought being recorded in 1914-15 and thesecond most severe drought in 1982-1983. The drought in 1982 was assessed as 1:40 yearsand resulted in water restrictions in Whangarei, severe pasture damage and loss of dairyproductivity.HazardLikelihood(B/C)HazardConsequence(2)Northland experiences a minor regional drought on average once every three years at eastcoastal and inland locations and once every four years at west coastal and high altitudelocations. Droughts can be forecast against the IPO and the El Nino-Southern Oscillation(ENSO) cycles.Social:Inadequate water supply is unlikely to result in loss of life directly, although healthproblems could result. Families in rural communities may need to buy in water to topup tanks. Communities on town supplies may have to ration water.Built-Economic:Drought has the potential for large farming and crop losses in the district. Financialhardship for farmers required to reduce stock numbers, move stock to non-droughtaffected areas, buy in stock feed and water, or who face large crop losses. Back-tobackdrought events may result in the abandonment of traditional agriculturalactivities that may no longer be sustainable in the region.The worst case scenario would be failure of water supply to the Refinery (which cannotoperate without mains water supply) but this is very unlikely.Natural:How do wemanage thisrisk?What moreshould we bedoing?Lower river levels can pose a hazard to river biota, increase chances of algal blooms,and increase the chance of toxic contamination due to the lack of dilution ofpollutants. Low soil moisture can slow growth of crops and fruit.Planning of water storage (both rural and town supply).Development of a Rural Support Trust to specifically provide for the response andrecovery activities in the rural sector.Farm management practices.Study of climate change affects would be useful for long-term water supply planning.What is thefuture risk?Climate change may exacerbate periods of drought.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 80

INFRASTRUCTURE FAILUREOverviewHazardLikelihoodFuel/Electricty(B/C).Telecomms (C)HazardConsequence(3)How do wemanage thisrisk?What moreshould we bedoing?What is thefuture risk?The Northland Lifelines Group has carried a significant amount of work to improve theunderstanding of the likelihood of various types of infrastructure failure. Many of thepotential causes of failure are natural hazards and in these cases the consequences ofinfrastructure failure are incorporated into those respective hazard assessments. Howeverthere is also the risk of some type of internal system failure, such as technology failure, fireat a critical facility, human operational error, etc. It is this type of internally-generatedfailure that is being assessed in this section.As illustrated in Table 13, the electricity and fuel sectors are most vulnerable to singlepoints of failure that could potentially affect the whole region. By contrast, the watersupply networks are more dispersed and internal system failures are likely to have onlylocalised impacts on individual town water supply systems.Failures are likely to occur to significant parts of the infrastructure quite frequently,perhaps as often as once a year. However most can be restored quite quickly or there isredundancy in supply networks that enables services to continue. The type of catastrophicfailure that are being assessed in this section – ie a prolonged, regional outage, is unlikely,but there is little hard data available to make an accurate assessment.The most significant consequence arises from electricity, fuel and telecommunicationsfailure as these will have a knock-on effect on most other lifeline utility services.Electricity: Built: A prolonged outage would see severe disruption to water supply, fuel andtelecommunications services. Social: Worst-case scenario is a winter outage which may see a public health impactboth in terms of lack of heating and lack of water supplies. Economic: Severe disruption to all types of businesses that do not have standbygeneration.IT/Telecommunications Failure: Built: Disruption to electricity, gas, air/sea transport, fuel, water supplies which rely oncontrol systems. Social: Inconvenience. Potential public health impact, particularly those in moreremote areas who rely on telecommunications to seek help in emergencies. Economic: Severe disruption to business, particularly commercial/retail.Fuel failure: Built: Will impact on all other utility’s ability to respond to network outages. Social: Inconvenience. Disruption to emergency services response capability. Economic: Severe disruption to business, particularly transportation sectors and thosewith perishable goods that require transport.Generally there are procedures in place to ensure that lifeline utility and emergency serviceagencies have priority if one utility network fails (for example, the draft national fuel planrequires the fuel sector to give priority to ‘CDEM-critical’ customers and electricitycompanies have load shedding arrangements that minimise impacts on key agencies).Ongoing Northland Lifelines Group work to improve the understanding of risks posed byhazards to the region’s infrastructure, and what can be done to mitigate that risk. Society is likely to becoming increasing dependant on technology and utilities. Some sectors are increasing resilience in the networks – for example a majorelectricity transmission upgrade through Auckland will reduce the risk of region-wideoutages in Northland (though it will not eliminate the risk).Northland Civil Defence Emergency Management Plan, 2010-2015 Page 81

Table 13: Infrastructure Failure ScenariosFailure Extent Telecomms Electricity Fuel Gas Transport Water/WastewaterAll or nearlytotal loss ofsupply toregionWould need physicaldamage to 3 Auckland toWhangarei fibres which areon different routes (thoughall go through Warkworth) –would probably need to be alarge volcano or earthquake.Small traffic could be carriedthrough Microwave links.Damage to 220kV linefrom Auckland (orsubstations en route)would cause substantialregional loss of supply.Could occur through anumber of scenarios –flooding/slips, volcanicash, earthquake, etc.Refinery shut-down couldcause major supply losswithin days and would taketime to bring in importedfuel. Could be caused bypower outage, fire, tsunamior prolonged road accessdisruption (nitrogen andstaff get brought in by road).Power outage would alsostop delivery – tankerloading.Damage to pipelinefrom Taranaki ormajor productionsources.Could occur througha number ofscenarios –flooding/slips,volcanic ash,earthquake, etc.Major failure of Te HanaOverbridge caused byearthquake or accident.Slips on Brynderwyn Hill(though there arealternate routes via SH12 and Mangawhai).Tsunami at port.Region-wide power outagegreater than a day could causedisruptions to supply across thewhole region. Most watersupplies have treated reservoirstorage with around 1-2 dayssupply and gravity supply tomost of the town. Mostwastewater pump stationshave a few hours storagebefore overflow.Loss of supplyto large areaLoss of major exchanges inKerikeri, Kensington orWhangarei.Restoration time woulddepend on event – flooddamage could be repaired indays, fire damage could takemonths.Sub-station failure –technological, flooding,earthquake, ash, etc.Power outage causing fuelstations in large area to shutdown.Loss of delivery pointat Whangarei.Puhi Puhi Road(Hikurangi North)flooding.Any bridge north ofWaitaki landing failure –caused by storms,earthquake or accident.Flooding at KawaKawaand SH11 stops accessfurther north withlimited alternate access.With the exception ofWhangarei, most town suppliesrely on a single source, somajor damage to the trunkmain, reservoir, TP, etc couldknock out the whole supply. Anumber of scenarios couldcause this – land slips,contaminated spill into sourcewater, fire, dam collapse, etc.Widespreadlocalisedfailures.High winds / rain / slipscausing multiple damage tocell sites, cables, etc.High winds / rain / slipscausing multiple damageto overhead cables (treesfalling, etc).Unlikely.Length of outage couldaffect other areas due tostorage shortage.Unlikely.Storm causing multipleslips/trees across road.Localised floodingCould be caused by widespreadbut localised power outages(eg: storm events)Region-widerestrictions.Overloading, probably inresponse to some form ofemergency. Companies canrestrict various types of use,eg: txt.Generation shortages (eg:due to drought) or majortransmission failures inNorth Island could lead toneed for planned rollingoutages.Fuel restrictions imposedbecause of a major supplychain failure such asdisruption to crude supply,contamination of product.Damage to pipelinefrom Taranaki ormajor productionsources.Extreme highwinds/driving rain thatmake driving conditionshazardous. Restrictionsplaced on motorcycles/high trucks, etc.Region-wide drought couldrestrict multiple supplies,though some are lessvulnerable than others.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 82

HAZARDOUS SUBSTANCE SPILLOverviewHazardLikelihood (D)HazardConsequence(2)Many hazardous substances are stored, transported and to a lesser extentmanufactured in Northland. This creates the potential for an unplanned oruncontrolled release of a hazardous substance resulting in large explosions or toxicgas plumes.In Northland there are three to four minor hazardous substance incidents a monthusually related to fuel spills from vehicles and vessels. In recent years there havebeen more incidents related to the manufacture of methamphetamine in homesacross Northland.Most incidents are dealt with by the Fire Service and Regional Council staff. Ofpotential relevance to CDEM would be a major hazardous substance release. TheMarsden Refinery stores, refines and transports New Zealand’s largest volumes ofhazardous chemicals. A major marine oil spill is another potential incident.Very little data to make an assessment.Social:Depends on the individual substance and incident but could involve loss of lifeand injuries as a result of explosions, inhalation of toxic fumes, consumption of,or contact with poisons. Rapid evacuation of potentially affected areas may benecessary, potentially causing panic and distress.Built-Economic:Short-term interruption to social, economic, emergency service activities due tocompromised access to, and use of areas and facilities.Natural Environment:How do wemanage thisrisk?What moreshould we bedoing?What is thefuture risk?Contamination of structures, soils, water (surface and ground), air (local or morewidespread).Management of hazardous substances includes environmental and hazard audits.Department of labour is responsible for the enforcement of the HSNO Act.A Hazardous Substances Coordinating Committee exists.There is information about the location of hazardous substance in Northland butthe lists are incomplete and not consolidated for the region or mapped.The Environmental Risk Management Authority has plans to develop an onlinedatabase of hazardous substance locations across New Zealand.With the increase in the transportation of bulk fuel, the likelihood of a largeincident will increase. The increased use of roads to transport substances willlikely increase the exposure of communities along those roads to risks of anemergency event.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 83

MAJOR TRANSPORT ACCIDENTOverviewHazard Likelihood (D)Hazard Consequence(2)Most transport accidents can be routinely dealt with by emergency services.The types of event requiring CDEM involvement could possibly be a majormarine incident involving a cruise ship. There are a large number of tourist shipsthrough the Bay of Islands area as well as car ferries, oil tankers, etc.Northlands rocky coastline, windy and changeable weather and narrow,hazardous harbour entrances make it a marine navigation challenge.Very little data to make an assessment.Social: Potential fatalities/injuries. Displaced tourists requiring welfare support.Distress.Economic: Possible impact on tourism if high profile event, however the cruisecompany is more likely to be seen as the source of risk rather than the region.Natural Environment: Possible hazardous substance release (fuel spill fromship).How do we managethis risk?Generally dealt with by emergency services and coastguard/marine rules.What more should webe doing?No action recommended.What is the futurerisk?Likely to be increasing risks as tourist numbers and visiting cruise shipsincrease.CRIMINAL ACT/TERRORISMOverviewHazard Likelihood (C)Hazard Consequence(2)There has been increased focus on terrorism since the September 11th attackson the United States and bombings in locations such as Bali and London. Themost significant act of terrorism in New Zealand was the bombing of theRainbow Warrior in 1985.In Northland, the most significant act of terrorism would be an attack on a keyinfrastructure asset such as the Marsden Refinery. However a more probableevent is a mass shooting at a key community facility (school/techinstitute/hospital).Very little data to make an assessment.Fatalities/injuries. Community distress.Also refer Infrastructure Failure - potential widespread loss of electricity or fuel ifthese were the targets.How do we managethis risk?What more should webe doing?Not a current CDEM focus. Individual key sites such as the Refinery and keyagencies such as the police have plans in place.No further action recommended.What is the futurerisk?Will depend on political climate nationally and internationally.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 84

HUMAN DISEASEOverviewHazardLikelihood (B)HazardConsequence (3)How do wemanage this risk?Infectious disease pandemics are characterised by the global spread of a new type ofvirus that can cause unusually high rates of illness and mortality for an extendedperiod of time. The 2009 influenza A (H1N1) demonstrated how quickly moderntransportation can facilitate the spread of a disease.Pandemics have the potential to manifest as a loss of human capability. They affectthe ability of society and the economy to function normally, and can indirectly lead toa subsequent deterioration of infrastructure services. The impacts would occur at alocal, regional, national and international level with assistance unlikely to be availableoutside affected areas.An epidemic has the ability to severely affect one or more region but would possiblynot require a whole of government response but could require the assistance of theCDEM Group. Some diseases, other than influenza which would require a whole ofgovernment response include zoonotic diseases (those that are transmissible fromanimals to humans) such as BSE (mad cow disease) and rabies.Not known, but a pandemic of the scale described below is rated as ‘likely’.Social: Large scale illness and fatalities. Pandemic model used as basis for this riskassessment is 40% ill over 8 weeks with 2% of those illnesses fatal. A second wavewill have further impacts.Economic: Major economic disruption to all sectors due to loss of staff.Built: Some diisruption may occur to infrastructure services – limited staff to respondto outages and operate critical facilities such as the Refinery.Risk of human epidemic is primarily managed by the Ministry of Health. In responseto the 2009 influenza A (H1N1) influenza the Group revised its Pandemic Plan toensure it captured the research, planning and preparation undertaken in the Healthsector which is based on the World Health Organisation (WHO) guidelines andprevious pandemic experiences in New Zealand.What moreshould we bedoing?Continued public education programmesWhat is thefuture risk?Increasing globalisation and travel likely to increase risks of global pandemicspread.Northland Civil Defence Emergency Management Plan, 2010-2015 Page 85

ANIMAL / PLANT DISEASE AND PESTSOverviewHazardLikelihood (C)HazardConsequence (2)How do wemanage this risk?What moreshould we bedoing?What is thefuture risk?Animal and plant diseases and pests pose a number of threats to New Zealand as theycan lead to a reduction in primary economic productivity, an increase in pest controlcost and exposure for animal handlers. Northland is particularly vulnerable becauseof its dependence on agriculture.Animal diseases include foot-and-mouth disease (FMD), bovine encephalitis andother encephalopathies such as scarpie in sheep. An outbreak of any of thesediseases would require a whole of government response supported by CDEM Groups.Examples of introduced plant and insect diseases and pests affecting Northland are: Tropical grass webworm, found in the Far North, which can devastate pastoralland Guava moth which infests a wide variety of fruit all year round Argentine ants, found in most locations around Northland, can form supercoloniesof immense size and threaten the region’s environment, economy andlifestyle. Kauri dieback threatens a major Kiwi icon. The tomato psyllid is a major threat to tomato and potato growers.Aquatic pests are a threat to Northlands aquaculture industry and to Northlandslakes, rivers, estuaries and coastal waters. Aquatic pests and diseases are verydifficult to treat or eradicate as they are usually widespread before they are detected.Ballast water and boat hauls are a common method of spread. Some aquatic pestsaffecting Northland are: The Asian Paddle Crab has the potential to compete with native crabs for spaceand food, including the commercially fished native paddle crab, and transmitdisease. The marine sea squirt Styela Clava detected in three harbours could impactaquaculture through fouling behaviour and can also cause asthmatic conditionsin oyster workers exposed to Styela when shucking oysters.Very little data to make an assessment.Social: Social disruption (“panic”/media role). Risk communication issues also overthe method of eradication (e.g. aerial spray of insecticides).Economic: Export markets closed. Increase in unemployment. If total eradication ofthe pest can’t be achieved then some sectors may never recover. Loss of ruralcommunity fabric due to devastation of rural economy.Built: Demands on water for decontamination and cleaning; demands on municipallandfill or for mass burial sites for disposal of carcasses.Natural Environment: Environmental and cultural damage - particularly ifindigenous species/ecologies affected.Risk is managed by the Ministry of Agriculture and Forestry through import healthstandards and stringent border control. Risk assessments are reviewed with othercentral government biosecurity agencies including the Ministry of Health,Department of Conservation and Ministry for the Environment.There is limited integration with other agencies. One improvement could be forNorthland to join the national biosecurity strategy.If temperature rises another 5 degrees then the salt marsh mosquito in the far northwill be able to infect the population with malaria (huge implications for tourism).Northland Civil Defence Emergency Management Plan, 2010-2015 Page 86