WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE. Annual Plan. 1 July June 2018 WELLINGTON REGION EMERGENCY MANAGEMENT

Transcription

1 WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE Annual Plan 1 July June 2018 WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE

2 Wellington Region Emergency Management Office Annual Plan 1 July 2017 Version 1.1 Authority This Annual Plan has been developed by the Wellington Region Emergency Management Office, approved by the CEG, and is effective from 1 July The document should be read in conjunction with the Wellington Region CDEM Group Plan.

3 Contents Foreword 2 Introduction 4 Introduction 5 Vision and Mission 5 Values 5 Concept of operation 6 Responsibilities of the Local Authorities (Response) 8 Specific areas of work 8 High Level Metrics 9 Budget ($000) 12 Community Resilience 14 Future focus 15 Strategic goals 15 Key responsibilities 15 Summary of activities and targets 16 Operational Readiness 20 Future focus 21 Strategic Goals 21 Key responsibilities 21 Summary of activities and targets 22 Business & Development 26 Future focus 27 Strategic goals 27 Key responsibilities 27 Summary of activities and targets 28

4 Foreword

5 13.5% OF NZ S GDP 11% OF NZ S POPULATION SEAT OF CENTRAL GOVERNMENT COMPLEX RISK PROFILE PORTAL BETWEEN NORTH AND SOUTH ISLAND Bruce Pepperell Regional Manager and Group Controller Wellington Region Emergency Management Office (WREMO) The Wellington Region Emergency Management Office (WREMO) has now been in operation for five years and during this time we have taken giant steps forward. Our councils capacity and capability to operate an Emergency Operations Centre is strong and getting stronger. This has been repeatedly demonstrated. Equally, our many diverse communities are more engaged and invested in their own disaster resilience than ever before. Still, there is much more to be done. This is the first year in the cycle of the new Wellington Civil Defence Emergency Management (CDEM) Group Plan which will see a heightened focus on recovery. Understanding desired recovery outcomes is a pre-requisite to effectively determine what level of risk reduction is appropriate; how to collectively build resilience across the five environments built, social, cultural, economic and natural; plus ensuring response actions meet operational imperatives whilst not compromising longer term recovery outcomes. Photo (previous page): Council staff dealing with flooded properties in Porirua. There are many key stakeholders in this endeavour - local government, central government, emergency services, district health boards, lifeline utility organisations, businesses, academic and research institutions, NGOs, the many service organisations operating in our region; plus most importantly the people in our communities. To be successful we need to aggregate and align the respective actions of all these partners, ensuring they complement each other and support the Group Plan (for the long-term interests of everyone in the region). Naku te rourou nau te rourou ka ora ai te iwi With your basket and my basket the people will thrive WREMO s role in this endeavour is as a facilitator, adviser, promoter, integrator, convener, and as the operational arm of the CEG and Joint Committee. The 2017/2018 Annual Plan accordingly records those deliverables expected of WREMO and also provides a checklist of actions and behaviours expected of our staff. Bruce Pepperell Regional Manager / Group Controller ANNUAL PLAN 1 JULY JUNE 2018 \ 3

6 07/2017 Making your water safe in an emergency Do you know how to make your water safe to drink in an emergency? What about safe water for cleaning? WATER TREATMENT OPTIONS INCLUDE: Boiling water Bleach Purification tablets Filtration system HOW TO MAKE YOUR WATER SAFE Your stored water may be unsafe to drink. Boil your water before use, either: Bring the water to a rolling boil for one minute, or boil the kettle or jug until it switches off automatically. If you can t boil your water, you ll need to disinfect it. Drinking DISINFECTING WITH BLEACH Cleaning Introduction For drinking, cooking and brushing teeth: Ensure bleach is plain and unscented For general cleaning (dishes and hard (Don t use Janola as it contains detergents which makes it surfaces) use: unsuitable for treating drinking water). add 10 ½ litres of TO For purification tablets and filtration systems, refer to manufacturers instructions. 1 tsp 1 litre ¼ cup 10 litres Bleach Water The Wellington tsp Region WaterEmergency Management Office Bleach (BUCKET) (WREMO) Annual Plan sets out the key objectives, projects, illness) use: targets and associated budget for the 2017/2018 financial year. ¼ cup 1 litre add This 5 plan is aligned with 1 the Wellington 2 CDEM cups Group Plan, along 10 litres with drops all guidance TO and litre direction of received from the Ministry of Civil Bleach Water Defence Bleach & Emergency Water Management (MCDEM). For heavy cleaning (floodwater, toilets or getprepared.org.nz

7 Photo (previous page):working with partners on preparing for an emergency Introduction Vision and Mission WREMO is the Wellington Region Emergency Management Office established by the nine councils of the Wellington region. It is responsible for providing an holistic, coordinated, and integrated CDEM service with emphasis on developing resilient communities and providing the systems, development of people, and resources necessary to provide an effective response during an emergency. WREMO has three core teams: Community Resilience, Operational Readiness, and Business and Development. A diagram showing the WREMO operating structure is included on page 10. These teams are responsible for CDEM functions, as follows: Resilience Building. Community resilience is enhanced through building capacity, increasing connectedness, and fostering cooperation. Operational Excellence. Operational capability and capacity is built to provide a timely and appropriate response during an emergency. Organisational Excellence. Systems, policy and procedures are developed which establish the organisational foundation for WREMO. The key activities and targets identified in the Annual Plan will contribute to both the Group s mandate under the CDEM Act (2002) and WREMO s vision and mission. Vision: A resilient community ready and capable Mission: Empowering communities to build the resilience and continuity necessary so that the region is prepared to respond to, and recover from natural and man-made emergencies Values The following set of core values provides the motivation, focus, and standards required for us to achieve our vision for success. The values are summarised as follows: Teamwork We: share our knowledge and skills work together to achieve collective improvement welcome and respect different ideas, and perspectives engage regularly with stakeholders are accountable to each other for our actions display a passion which drives our determination to succeed ANNUAL PLAN 1 JULY JUNE 2017 \ 5 INTRODUCTION COMMUNITY RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT

8 understand that our programmes and pace of work need to be sustainable look for the fun in what we do Professionalism We: set challenging goals, plan, and then strive to achieve them lead through innovation possess the agility to change and adapt produce outcomes that meet the needs of our communities take pride in promoting our role in a positive way demonstrate leadership in our sector Integrity We: have the courage to do the right thing ensure our actions pass the mirror test earn the respect of colleagues and key stakeholders act with honesty and transparency Community We: understand that our primary focus is people have a sense of community which underpins our actions and motivations display pride and a sense of affinity for our region promote a sense of belonging achieve synergy that comes with partnership Concept of operation The following principles describe how WREMO will conduct business. Network Enabled. This recognises the importance of establishing and maintaining key relationships (and in some cases) partnerships with key stakeholders; inter and intra council, emergency and support services and most importantly with our communities. Network enabled also means harnessing modern technology to provide control, coordination, and communication, a common operating picture and associated information, plus allowing centralised planning with decentralised delivery; Agility. Focusing on those tasks which will build resilience as business as usual, while being able to quickly reconfigure resources to respond effectively to emergency situations, noting that these will vary in type, intensity, impact and location, with each requiring a tailored response; 6 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE

9 High Performance. Implementing an organisational philosophy, culture, cohesion, training and systems that will enable participating organisations in a response and recovery to be at the peak of their game; and, Single Team. Our region is networked through social, economic, infrastructural, and environmental links. A unified approach with clear lines of control, communication, and cooperation is essential for an effective response and a rapid recovery. Tasks. Using these principles, WREMO delivers against a set of agreed tasks contained in its planning documents. Some of the more generic tasks include: Community Empowerment. Working in partnership with community based organisations and the community to build resilience by promoting a sense of shared ownership. Examples of initiatives in this space include creating and promoting the series of It s Easy resilience guides, the development of Community Response Plans (CRPs) and building capacity in the region through the volunteer programme; Marketing. The delivery of CDEM preparedness messages to the region through a variety of media including social media; Preparedness enablers. Where there is a gap in the market, facilitating the availability of quality preparedness enablers (e.g. Grab & Go emergency kits, 200 litre water tanks, brackets etc.) at an affordable price; Response planning and systems. Providing the regional framework, systems, plans, Standard Operational Procedures (SOPs), and training necessary to enable an effective response during an emergency; Recovery planning and systems. Providing a framework which drives pre-disaster recovery planning, thus enabling strong and rapid recovery from a disaster; Emergency public information management. Developing and implementing processes, tools, and mechanisms to permit effective two way communications between authorities and the community during an emergency; Lifelines coordination. Working with lifeline utility companies in a coordinated manner to promote the establishment of resilient utility networks thereby facilitating their rapid restoration in an emergency; Response team operational tasking. Coordinating their deployment during an emergency; Welfare planning and coordination. Working with councils and welfare agencies to develop processes and tools for providing welfare support within local communities; Training and Exercises. Developing and implementing training programmes for councils. Planning and conducting regular exercises with council staff and CDEM partners to ensure that as a team, we are ready and capable; Policy, strategy and planning. Development of the Group Plan (statutory requirement) plus those business plans, policies and strategies that define how WREMO, councils, and CDEM partners will collectively plan for, respond to, and recover from, an emergency; Hazard management. Conducting assessments and facilitating analysis of research for the region to ensure there is an up-to-date risk profile, thus enabling disaster consequences to be managed appropriately; and,»» Reporting, monitoring and evaluation. Ensuring that the CDEM Group including WREMO, councils, and CDEM partners, are meeting their goals as outlined in respective planning documents. This task includes providing quality and timely information to support decision-making by the Coordinating Executive Group (CEG) and Joint Committee. INTRODUCTION COMMUNITY RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT ANNUAL PLAN 1 JULY JUNE 2018 \ 7

10 Responsibilities of the Local Authorities (Response) The CDEM Group comprises WREMO, Councils, District Health Boards, Lifeline (utility) organisations, Emergency Services, plus Welfare organisations of the region. While WREMO either delivers or facilitates many of the CDEM outcomes, Councils of the region remain responsible for: Working in partnership with WREMO to meet the requirements set out in Section 17 in the CDEM Act (2002). Providing fit for purpose Emergency Operations/Coordination Centres (EOC/ECC); Funding the maintenance of the EOC/ECC and associated equipment to an acceptable operational standard; Providing the local communications network within their territory. This includes VHF radio and where appropriate, satellite communications; Providing staff to operate the ECC/EOCs plus any required Incident Management Teams (IMT). This includes staff being made available for regular training and exercises; funding programmes, specific to a particular area (user pays); Providing a panel of local controllers; and, Coordinating the delivery of welfare within the community. This includes providing staff for operating welfare centres. Specific areas of work Significant improvement initiatives identified for delivery this financial year as major projects include: Pre-Disaster Recovery Planning (PDRP). Pre-Disaster Recovery Planning provides a process which identifies guiding principles, goals, priorities, leadership, organisational structures, roles and responsibilities prior to an event. One of the most important lessons learned from the Canterbury Earthquakes is that a significant amount of planning can be put in place pre-event, to improve recovery outcomes. Further, a shared recovery framework and planning approach by local councils, communities and businesses is critical to better position all stakeholders for a stronger and faster recovery. This is especially important if the region finds itself in a position where it needs to partner with Central Government on a large-scale recovery challenge. Last year, WREMO began the facilitated process Pre-disaster Recovery Planning for the wide variety of stakeholders across the region which include local councils, the private sector, community groups and central government. This programme is tied to the Wellington Resilient Strategy. The initial phase of this programme of ensuring each city/ district and the region have a recovery framework in place is planned to be completed in this financial year.»» Enhancement to alerting and notification systems and processes. The Red Cross Hazard app as a tool for public alerting has already proved a valuable addition to our suite of systems. Programmes completed in 2016/2017 identified further opportunities to improve the timeliness, coverage and accuracy of existing alerting and notifications systems. Drivers include changes to the National Warning System, increased awareness of the expectations of response stakeholders and a better appreciation of multi-agency systems. The implementation of regionally based systems and processes will support the centralised planning, local delivery 8 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE

11 concept, but it will also require further work to bring together an impact / consequence based approach with key response timeframes and the associated actions and responsibilities. Driving innovation as part of Business As Usual (BAU) functions. Opportunities for further improvement have been identified where benefits can be achieved. High Level Metrics This document contains a suite of metrics/deliverables reflecting each individual teams work programmes for the year, too many to incorporate into council plans (where the proportion of CDEM funding relative to other expenditure is small). The following are agreed as a high-level subset, to gauge performance and impact in the community. Measure #1 Measure #2 Measure #3 Measure #4 Level of Service Measure Baseline Households have sufficient provisions stored in case of an emergency People know the first names of five neighbours in their street EOCs are fit for purpose. Response and recovery systems able to be activated within one hour of any incident or notification of a likely threat Community Response Plans developed covering the communities of each TA Annual survey Annual activation test for each EOC Percentage of published Community Response Plans Goal 2015/18 LTP Goal 2019/22 LTP 69% 72% 75% 57% 60% 70% No baseline figure 100% 100% 10% 60% 100% INTRODUCTION COMMUNITY RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT ANNUAL PLAN 1 JULY JUNE 2018 \ 9

12 Figure 1: WREMO operating structure WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE (WREMO) Governance and Leadership Operational Readiness Community Resilience Business and Development Councils Emergency Services 10 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE EOC and ECC Systems and processes Response Asset Management Welfare Planning and Coordination Emergency Public Information Lifelines Coordination Response and Restoration Planning and Systems Training and Exercises Response Communication and Information Management Systems Operational Coordination of Response Teams Planning and Intelligence Logistics Planning Response Operations Community empowerment CDEM Marketing Preparedness Enablers Community networks Public Education Vulnerable Communities Business Continuity Planning Volunteer Management Community based Response Recovery coordination Social Media Strategy, Planning and Policy Reporting, Monitoring and Evaluation Organisational Philosophy Professional Development Hazard Research Risk and Consequence Management Technology (communications, computers and networking) Project Support Finance Administration Library Health Partners Lifeline Orgs Welfare Orgs Communities including Volunteers Other Stakeholders GWRC support HR, Administration, Communications, Finance, Data Management, IT, Fleet Management, etc. Photo overleaf: Wellington Emergency Management Office (WREMO) staff visiting the Te Marua Water Treatment Plant.

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14 Budget ($000) TOTAL BUDGET $ * *Baseline Budget + 2% $ Anticipated Loan servicing costs (VHF network upgrade) $76.50 Recovery Role - Fixed Term $75.00 BUDGET CONTRIBUTIONS COUNCIL CONTRIBUTION $ RESERVE FUNDING $75.00 The budget for the 2017/2018 year is as follows: WREMO Budget 2017/2018 $000) Total Budget Sources of operational funding Rates & Levies 3, Total operating funding 3, Operating Expenditure Personnel costs Materials and supplies Travel and transport Contractor and consultants Corporate charges Total operating expenditure Capital Expenditure Vehicle purchases 60 Total capital expenditure 60 Reserve funding 75 Net funding surplus/(deficit) - 12 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE

15 Council contributions ($000) Greater Wellington Wellington City Council Hutt City Council Porirua City Council Kapiti Coast District Council Upper Hutt City Council Masterton District Council South Wairarapa District Council Carterton District Council Total Figure 2: Allocation of budget 63% 13% TOTAL BUDGET 9% 16% Personnel Community Resilience Operational Readiness Business and Development (including items common across all teams) INTRODUCTION COMMUNITY RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT ANNUAL PLAN 1 JULY JUNE 2018 \ 13

16 Community Resilience An increase in community resilience by building capacity, increasing connectedness and fostering cooperation

17 Photo (previous page): Blue line painted on local road. Future focus As the Community Resilience team moves into its sixth year, the team feels a sense of accomplishment having measurably improved preparedness among communities throughout the region. Further, the outcomes and approaches developed by the team have played an important role in cementing WREMO s positive brand recognition with residents and the professional emergency management community, both nationally and internationally. This year, the team is consolidating some of its big programmes into a holistic system where the Community Emergency Hub is at the centre of Community Response and Resilience Planning, Emergency Preparedness training, public education programmes and the wellreceived workshops for schools, residential care facilities and business continuity planning. This year, The team will focus on bringing all of the Community Emergency Hubs to a defined activation standard, widening the engagement of our communities through the Hub activations and Emergency Preparedness courses, expanding our preparedness activities and resources with harder to connect with groups such as Culturally and Linguistically Diverse (CALD) communities, people with disabilities and inner-city residents as well as deliberately focusing on suburbs we have not yet launched Community Response Plans. Based on the important role Community Service Organisations play in response and recovery, a particular emphasis has been put on reaching out to more than 700 organisations to attend WREMO s Business Continuity Planning workshops. Finally, on the one year anniversary of the Kaikoura Earthquake, the team is using this event to improve tsunami preparedness through the Tsunami WalkOut activity and a regional promotion of WREMO s new Earthquake Preparedness Guide. The Recovery programme is also progressing. With the first stage of infrastructure assessments completed, councils now have a better appreciation of the time required to restore levels of service for lifelines. This year will focus on supporting each council to develop a local recovery management framework that can be activated if required. Additional work will focus on improving recovery tools and processes for councils as well as initiating a framework for shared governance and management between local and central government. Strategic goals The Community Resilience team will primarily contribute to the following goal: An increase in community resilience by building capacity, increasing connectedness and fostering cooperation. Key responsibilities The following key responsibilities are carried out by the Community Resilience team are: engaging and empowering communities educating the public supporting local authority specific projects finalising the Pre-Disaster Recovery Framework (PDRP) as a means to ensure our resilience activities are holistic, integrated and linked to recovery outcomes. contributing to EOC related training, activations and operations. ANNUAL PLAN 1 JULY JUNE 2018 \ 15 INTRODUCTION COMMUNITY RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT

18 Summary of activities and targets Figure 3: Community Resilience Matrix Resilience Building engagement, empowerment, connectedness Operational Excellence capability and capacity Organisational Excellence systems, policies and procedures A flexible and principle based approach is applied to recovery Risk Management is conducted collaboratively across the region Activities are integrated and coordinated across each of the 4Rs Our communities are prepared, empowered, connected and able to respond and recover from an emergency Group Plan Annual Plan Tasks Responsibilities GROUP PLAN GOALS Engaging and empowering communities Educating the public Supporting local authority specific projects Finalising the Pre-Disaster Recovery Framework (PDRP) as a means to ensure our resilience activities are holistic, integrated and linked to recovery outcomes. Contributing to EOC related training, activations and operations. Standardisation of Community Emergency Hubs throughout the region Provide Community Disaster Preparedness Training across the region Utilise a variety of methods to communicate CDEM preparedness messages to the public Increasing household resilience Facilitate the development of Community Response Plans (CRPS) across the region Wellington Resilience Strategy Preparedness Workshops Pre-Disaster Recovery Planning Tsunami Blue Lines WREMO Website Emergency Operations Centre training and operational activity 16 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE Direct Correlation Supporting Correlation

19 Table 1: Summary of tasks and targets Tasks KPIs by 30th June 2018 Standardisation of Community Emergency Hubs (CEHs) throughout the region Provide Community Disaster Preparedness Training across the region Utilise a variety of methods to communicate CDEM preparedness messages to the public Facilitate the development of Community Response Plans (CRPS) across the region 100% of Community Emergency Hubs are capable of activating for a response. This includes: - Approved support from facility owner or manager - Complete Hub Kit on site - Facility signposted with Hub identification - Access arrangements are in place through the facility owner - Hub radios tested and standardised - Promotion of the hub concept through a wide range of media and partners. 19 Hub inductions/activations completed across the region. Community Disaster Preparedness Training consolidated into three sessions 11 training programmes are delivered across the region. Review and upgrade the Volunteer Database. - Contribute to the development of a user manual. Promote connectedness and preparedness messages through revolving seasonal campaign - One Facebook post every other week on your scheduled day - Present at relevant community events - Support and work with community leaders on relevant projects and campaigns. Promote the new Earthquake Preparedness Guide - Maintain a local distribution list and follow up quarterly to ensure stock is up to date. Promote WalkOut through networks and local advertising - Attend an on-site activity on 14th November - Contact local news outlets to promote the event. Organise and attend 12 public fairs or related big community events. - Promote wristbands and other themed preparedness activities. 16 CRPs are developed or reviewed across the region. - Prioritising on closing gaps where CRPs have not occurred before doing review. Begin incorporating long-term resilience and recovery planning is into the CRP process. Support Community-Driven projects related to the CRP process. INTRODUCTION COMMUNITY RESILISENCE RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT ANNUAL PLAN 1 JULY JUNE 2018 \ 17

20 Tasks KPIs by 30th June 2018 Preparedness Workshops Increasing community resilience Two Aged Residential Care Facilities workshops are held across the region. Eight Schools workshops are held across the region. 14 Prepared Businesses workshops are held across the region. Support the development of the Prepared Apartment workshop Two Prepared Apartments workshops are held across the region. Promote and link schools and NGOs, FBOs with the Tank Guy to sell 200L emergency water tanks as a fundraiser to increase distribution. - Demonstrated campaigns and awareness activities in each area. Support the logistics to sell discounted Home Foundation Kits and Emergency Toilets. Support and develop the logistics of an ongoing sales promotion through a large homeware stores and supermarkets. A Community Resilience Guide is completed per area. Contribute to the development of an updated Community Resilience Strategy that reflects up-to-date thinking. Spend at least two hours a week engaging with community leaders in non-related emergency management activities. Tsunami Blue Lines Assist local councils, as appropriate, in planning and implementation of Tsunami Blue Lines across the region. WREMO Website Provide content to new Get Prepared and WREMO websites as required. Completed and up-to-date Hub Guides are loaded onto the WREMO Website. Emergency Operations Centre training and operational activity Contribute to the scoping and development of appropriate EOC Volunteer training programme with Operational Readiness and local councils. Support the development of an Emergency Assistance Centre Volunteer Training Programme with Operational Readiness and local councils. Actively contribute and participate in monthly EOC training and WREMO Days Assist as necessary during an activation or operational activity. 18 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE

21 Tasks KPIs by 30th June 2018 Pre-Disaster Recovery Planning Infrastructure Resilience Indicator Set (IRIS) - Engage with all local Councils on the results of IRIS report (draft one), what it means for them, and where they can benefit by contributing to draft two. - Close gaps in Kapiti and Wairarapa. - Integrate new set of geographic islands into strategy for draft two. - Assess all remaining infrastructure sectors identified but not included in draft one. - Provide a clearer picture of how buildings will perform, alongside infrastructure networks - Expand understanding of social and economic factors in recovery, and provide clearer targets for where infrastructure performance must be to meet community and business needs in recovery. - Identify priorities for recovery planning for each city. Recovery Framework and Workshops - Revise draft recovery framework to be well organised as a document that can be readily understood by designated recovery practitioners as well being clear for Council staff designated with recovery roles in a post-disaster setting. - Develop a set of out-of-the-box tools for immediate recovery action planning and scoping what resources organisation will be required in the transition from response to recovery. - Lead local councils through a series of workshops that provide clear roles and responsibilities from recovery transition through to long-term recovery management. - Engage with key partners in community and private sector to connect them to council recovery planning and provide guidance. - Foster a clear understanding of leadership at the local level alongside the necessity of regional cooperation - Identify an initial set of linkages between disaster risk reduction activities and desired recovery outcomes that could be coordinated and supported by WREMO. Recovery Governance - Develop a framework for co-management of a large-scale recovery effort between local and central government. Post-earthquake Housing Study - Undertake and oversee a temporary housing study to understand options for emergency response and recovery planning. INTRODUCTION COMMUNITY RESILISENCE RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT ANNUAL PLAN 1 JULY JUNE 2018 \ 19

22 Operational Readiness Operational capacity is built to provide appropriate response during an emergency

23 Photo (previous page): WREMO operational staff reviewing tsunami plans for the east coast of the Wairarapa. Future focus The Operational Readiness team works with all Wellington Region CDEM Group partners to maintain and enhance a regionally supportive inter-agency operational readiness and response structure across all hazards, risks and impacts. The key success factors for emergency management operational capacity are: strong stakeholder engagement, skilled personnel, capable systems and operative equipment/ infrastructure to enable a timely and appropriate response to an emergency. The next 12 months will maintain current improvements to the systems, processes and programmes that support a coordinated response. The Operational Readiness team will also focus on enabling Council emergency management capability at both the regional and local levels. In addition, the team will work to implement the many learnings from the 2016/2017 work programme, including those from Exercise Tangaroa, the welfare pathway and reviews of the flood warning, duty officer and existing alerting and notification systems. Strategic Goals The Operational Readiness team will primarily contribute to the following goal: Operational capacity is built to provide a timely and appropriate response during an emergency. Key responsibilities The following key areas of responsibility for the Operational Readiness team are: enhancing emergency management stakeholder relationships enabling effective situational awareness to provide a common operating picture enabling preparedness training activities to develop skilled personnel strengthening readiness and response planning and systems improving multi-agency interoperability and coordination enabling development of local Council emergency management capability facilitating emergency public information management assisting lifelines coordination enabling welfare planning and coordination maintaining operative systems and infrastructure ANNUAL PLAN 1 JULY JUNE 2017 \ 21 INTRODUCTION COMMUNITY RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT

24 Summary of activities and targets Figure 4: Operational Readiness Matrix Resilience Building engagement, empowerment, connectedness Operational Excellence capability and capacity Organisational Excellence systems, policies and procedures A flexible and principle based approach is applied to recovery Risk Management is conducted collaboratively across the region Activities are integrated and coordinated across each of the 4Rs Our communities are prepared, empowered, connected and able to respond and recover from an emergency Group Plan Annual Plan Tasks Responsibilities Enhancing emergency management stakeholder relationships Enabling effective situational awareness to provide a common Enabling preparedness training activities to develop skilled personnel Strengthening readiness and response planning and systems Improving multi-agency interoperability and coordination Enabling development of local Council emergency management Facilitating emergency public information management Assisting lifelines coordination Enabling welfare planning and coordination Maintaining operative systems and infrastructure Establish Group wide training, exercises, and key competencies Ensure ECC and EOCs are functional and have the capability to respond to an emergency Develop, contribute and enhance systems and plans to address existing gaps in capability Enhance regional welfare planning, capability and planning Ensure multi-agency participation in Wellington Region CDEM Direct Correlation Supporting Correlation 22 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE

25 Table 2: Summary of tasks and targets Tasks KPIs by 30th June 2018 Establish Group wide training and exercises Ensure the ECC and EOCs are functional and have the capability to respond to an emergency Conduct a series of Tier 1 Table Top Exercises to practice ECC and EOCs staff in consideration of a major earthquake response in November 2017 in order to inform the development of the Wellington Region Earthquake Plan (WREP) and provide a platform to build local earthquake response plans. Develop and deliver ECC and EOC staff training in accordance with the Operational Readiness Training Programme. Support the regional ECC and local EOCs after action review process following any activation of the ECC or EOCs. Manage the duty officer systems and processes. In collaboration with Councils, ECC and EOC activation notification process is tested every three months. Complete a six monthly ECC/EOC systems readiness check and report on system deficiencies, inoperative equipment and other capability faults. WREMO duty officer activation procedure is tested every three months. In collaboration with Councils, ECC and EOC equipment audit is completed every six months. ECC and EOC operational equipment checks are completed monthly. Support councils with the continued development and refinement of Emergency Management Information System (EMIS). Develop a robust notification process for alerting WREMO staff for response actions, as a model to assess viability of a region wide notification system. Manage the duty officer systems and processes. Deliver ECC/EOC staff induction training. INTRODUCTION COMMUNITY RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT ANNUAL PLAN 1 JULY JUNE 2018 \ 23

26 Table 2: Summary of tasks and targets Tasks KPIs by 30th June 2018 Develop, contribute and enhance systems and plans to address existing gaps in capability Complete the WREP Version 1.1 by 30 Oct 17 for endorsement by the Wellington CDEM Co-ordinating Executive Group (CEG) on 3 Nov 17. Provide regional CDEM contributions to the Wellington Earthquake National Initial Response Plan (WENIRP) Version 2.0 until its scheduled completion in April Develop WREP Version 2.0 for endorsement by the Wellington CDEM Group Joint Committee by June Support and facilitate the development of local EOC earthquake response plans in Work with the Wellington Lifelines Group (WeLG), the Wairarapa Engineering Lifelines Association (WELA) and individual members to enhance individual and collective capability. Review regional and local plans for other CDEM responses as required. Enhance regional welfare planning, capability and planning Ensure multi-agency participation in Wellington Region CDEM 24 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE Manage the Regional Welfare work programme. Support local welfare planning and activities. Continue to advocate for Welfare as part of the WENIRP and WREP Planning activities Chair and drive the Wellington Regional Coordination Group to enhance individual and collective capability and planning. Engage with welfare services agencies to enable regional readiness and response coordination. Participate in the local Emergency Services Coordination Committees and Regional Inter-agency Liaison Committee. Engage with Lifeline Utilities organisations to enable regional resilience, readiness and response coordination. Ensure the primary Lifelines Utility Coordinator (LUC) role is contracted and managed. Conduct information sharing sessions/workshops with emergency management stakeholders. Photo (previous page): WREMO staff being interviewed during a flooding event.

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28 INSERT PHOTO Business & Development Systems, policy and procedures are developed which establishes the organisational foundation for WREMO

29 Photo (previous page): Some of the websites used by WREMO Duty Officers. Future focus The Business and Development Team functions as WREMO s strategy and support arm, and over the next three years will continue to seek and implement innovative ways to build on current levels of service established thus far. Over the next 12 months the Business and Development Team will begin the process of implementing components of the new Group Plan and reporting on the wider teams progress. This includes continuing to challenge and enhance our business practices, and provide support for the Community Resilience and Operational Readiness teams. Strategic goals The Business and Development team will primarily contribute to the following goal: Systems, policy and procedures are developed which establishes the organisational foundation for WREMO. Key responsibilities The following key responsibilities are carried out by the Business and Development team are: policy, strategy, and planning deployment and maintenance of technology solutions staff professional development reporting, monitoring, and evaluation to meet the needs of diverse stakeholders risk and hazard management administration, library, financial management project management and support ANNUAL PLAN 1 JULY JUNE 2017 \ 27 INTRODUCTION COMMUNITY RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT

30 Summary of activities and targets Figure 5: Business and Development Matrix Resilience Building engagement, empowerment, connectedness Operational Excellence capability and capacity Organisational Excellence systems, policies and procedures Annual Plan A flexible and principle based approach is applied to recovery Risk Management is conducted collaboratively across the region Activities are integrated and coordinated across each of the 4Rs Our communities are prepared, empowered, connected and able to respond and recover from an emergency Group Plan Tasks Responsibilities Organisational Philosophy Administration, Library and Finance Risk Management Reporting, Monitoring and Evaluation Professional Development Technology Policy, Strategy, and Planning Develop and maintain WREMO s Strategic Documents Develop and maintain WREMO policies Maintain the WREMO website Provide IT support to WREMO business functions and staff Support the development of WREMO staff Provide administrative support for CDEM Committees Attend and participate in the Wellington Regional Planning Managers Group Maintain the WREMO library Implement a culture of worker safety and wellbeing Provide administrative support to WREMO staff Manage WREMO finances Promote WREMO mission, vision and values Facilitate team building and information sharing Project support is provided to WREMO teams as required Ensure the regional has a effective understanding of its hazardscape Direct Correlation Supporting Correlation 28 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE

31 Table 3: Summary of activities and targets Details KPIs by 30th June 2018 Develop and maintain WREMO s Strategic documents Develop and maintain WREMO procedures Maintain the WREMO website Provide ICT support to WREMO business functions and staff Support the development of WREMO staff Provide administrative support for CDEM committees Attend and participate in the Wellington Regional Planning Managers Group Maintain the WREMO library The Annual Plan ( ) activities are implemented, monitored, and reported. The Annual Plan ( ) is developed and approved by the CEG. The Group Plan is developed and approved by the Joint Committee by 30 June Existing procedures are reviewed in accordance with the schedule. Amendments are approved by the WREMO Leadership Team. New policies are developed as required and approved by the Leadership Team. Revised or new policies are distributed to all WREMO staff. The content on the WREMO website is up-to-date. ICT Support is provided that meets the business needs of WREMO staff. The business needs of EOC staff are met, working in collaboration with Council ICT staff. ICT (external to WREMO) support is performing as per service agreement. WREMO staff phone replacements are completed by 31st December Technical support is provided for the implementation of the Emergency Management Information System (EMIS). All staff have the opportunity to attend at least one appropriate professional development opportunity. All administrative requirements of the CDEM Group Joint Committee are facilitated. All administrative requirements of all remaining CDEM committees are met. CDEM Group interests as part of the Natural Hazards Strategy are promoted. A centralised library at the Thorndon branch is maintained. All book movements are tracked and accounted for. INTRODUCTION COMMUNITY RESILIENCE OPERATIONAL READINESS BUSINESS & DEVELOPMENT ANNUAL PLAN 1 JULY JUNE 2018 \ 29

32 Details KPIs by 30th June 2018 Implement a culture and environment that promotes worker safety and wellbeing All activities comply with all Council policies and legislative requirements. Workers practice, including incidents and near misses, are managed as per Greater Wellingtons Health and Safety Management System. H&S included as part of EOC six monthly audit programme. Provide administrative support to WREMO staff Manage WREMO finances Promote WREMO mission, vision and values The following registers are regularly updated as per the schedule: Interagency contact list and procurement registers. WREMO budgets are set, monitored and reported in a timely and effective manner. Processing of expenditure is managed in accordance with the WREMO procurement procedure. Agreed portions of Councils CDEM budgets are administrated by WREMO on behalf of the Councils. Support is provided to Community Resilience and Operational Readiness on budgetary matters. Promote the Group mission and vision and inculcate WREMO values in staff. Facilitate team building and information sharing Project support is provided to WREMO teams as required Ensure the region has an effective understanding of its hazardscape 30 \ WELLINGTON REGION EMERGENCY MANAGEMENT OFFICE Arrange one team building event for all WREMO staff. All WREMO staff are invited to attend an information sharing meeting every quarter. Project support is provided to Community Resilience and Operational Readiness teams to complement staff competencies. Risk Register review workshops are held for Wellington, Upper Hutt and Kapiti. Contribute to the development of a national Common Alerting Platform (CAP). Photo (overleaf): Displaying the progress of the WREMO team.

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34 WREMO PO Box Wellington, 6142 Wellington Office 2 Turnbull Street, Thorndon, Wellington Hutt Valley Office 25 Laings Road, Lower Hutt Satellite Offices: Porirua Office , Kapiti Office , Wairarapa Office