is made under sections 39(1) and 45 of the Act; and

replaces the National Civil Defence Emergency Management Plan Order 2005; and

becomes operational on 1 December 2015; and

may be amended in accordance with section 47 of the Act at any time; and

must be reviewed (and may, following the review, be amended or revoked and replaced) under section 46 of the Act (unless reviewed earlier) if—

continues in force under section 45(b) of the Act if not replaced.

understand the hazards and risks; and

work to reduce those hazards; and

build resilience in respect of those hazards; and

build capability and capacity to provide co-ordinated, integrated, and effective responses to, and recovery from, emergencies.

a state of national emergency; or

a national transition period; or

an emergency requiring co-ordination and support at the national level.

is a statement of the frameworks, objectives, principles, roles, and responsibilities across the 4 Rs that—

applies to any emergency requiring CDEM at a national level, including—

is supported by The Guide, which—

may be amended in accordance with section 47 of the Act.

objective A: establishes the context for CDEM at the national level, including the hazards and risks to be managed; and

objective B: sets out a concept of operations for CDEM at the national level for any emergency; and

objective C: outlines arrangements for the co-ordination of CDEM during a state of national emergency; and

objective D: states the roles and responsibilities of agencies and CDEM Groups across the 4 Rs.

goal 1: increase community awareness, understanding, preparedness, and participation in respect of CDEM; and

goal 2: reduce the risks from hazards to New Zealand; and

goal 3: enhance New Zealand’s capability to manage emergencies; and

goal 4: enhance New Zealand’s capability to recover from emergencies.

objective A of this plan relates generally to goals 1, 2, 3, and 4 of the National CDEM Strategy; and

objectives B, C, and D of this plan relate to the achievement of goals 3 and 4 of the National CDEM Strategy.

earthquakes:

volcanic hazards:

landslides:

tsunamis:

coastal hazards (including coastal erosion, storm surges, and large swells):

floods:

severe winds:

snow:

droughts:

wild fires and urban fires:

animal pests and diseases:

plant pests and diseases:

infectious human disease pandemics (including water-borne illnesses):

infrastructure failure:

hazardous substance incidents:

major transport accidents:

food safety incidents (for example, accidental or deliberate contamination of food):

terrorism.

displaced, isolated, injured, ill, and deceased persons, psychosocial concerns, deterioration of community well-being, and other matters involving the welfare of people and animals:

loss of lifeline utility services (for example, telecommunications, transport, energy, water, and waste water networks):

damage to buildings and structures:

direct and indirect economic losses, restrictions on commerce, migration and trade, and the impairment of financial systems:

degradation of the ecological, physical, amenity, and heritage values of areas and resources.

new knowledge; and

risks that vary over time; and

the potential influence of climate change on hazards and risks.

monitor the developments and evolving trends in hazards and risks and communities’ vulnerability to them; and

factor any changes into its planning and operational activities across the 4 Rs in accordance with—

identify and implement measures and mechanisms to reduce the risks from hazards.

any state of local emergency then in force in the area to which the state of national emergency applies ceases to have effect; and

the Director, or the National Controller in accordance with a delegation under section 10 of the Act, will co-ordinate, direct, and control the resources made available for CDEM.

CDEM Groups during—

a lead agency at the national level during an emergency where the NEMA is not the lead agency (see Appendix 1).

brings together information for Ministers, co-ordinates analysis and development of options, and assists decision making in Cabinet; and

is collective without affecting the existing responsibilities of Ministers or agencies; and

operates at 3 levels as follows:

is the key decision-making body of executive government for co-ordinating and directing national responses to major crises or circumstances affecting national security (either domestic or international); and

is chaired by the Prime Minister; and

has power to act where the need for urgent action or operational or security considerations require it.

is a group of senior officials; and

is chaired by the chief executive of the DPMC; and

is the strategic mechanism for co-ordinating an all-of-government response to events; and

supports Ministers in developing high-level strategic direction, policy, and priorities, and in authorising additional resources to deal with crises; and

exercises policy oversight and advises the Prime Minister, Cabinet, and, when activated, the NSC.

monitor and assess the situation; and

plan for and co-ordinate the national response; and

report to the ODESC and provide policy advice; and

co-ordinate the dissemination of public information.

should develop and maintain capability and capacity to ensure that it is able to perform its role; and

may draw on the advice and expertise of expert emergency managers in doing so.

is expected to co-ordinate the management of the emergency in accordance with its own emergency management plan and its statutory functions and powers; and

may use the provisions of this plan in support of its management of the consequences of the emergency if required.

co-ordinate, directly or through established clusters, with the NEMA to provide an integrated response; and

provide a liaison officer to the NCMC to represent the relevant agency or cluster; and

report to, and operate in accordance with the direction of, the National Controller; and

manage its own response in support of the NEMA.

provide a liaison officer to the lead agency to facilitate advice and information transfers and to manage requests for operational activities related to CDEM; and

undertake any other functions and activities as agreed with the lead agency; and

provide NCMC facilities support to the lead agency.

co-ordinating, for the purposes of CDEM, the use of resources made available under this plan; and

directing and controlling the resources available for CDEM during a state of national emergency or a national transition period; and

controlling the exercise of powers and the performance of functions and duties of CDEM Groups, Group Controllers or Group Recovery Managers during a state of national emergency or a national transition period; and

ensuring that the Minister and the ODESC are adequately briefed on the situation during an emergency; and

informing the Minister and the ODESC of assistance likely to be required for response and recovery operations; and

establishing processes under this plan that will allow the response to, and recovery from, an emergency to be given effect; and

advising the Minister on any special policies for implementing CDEM support; and

performing any functions under section 8 of the Act and exercising any powers under section 9 of the Act that are necessary to achieve the purpose of this plan.

be delegated the Director’s functions and powers specified in sections 8(2)(h) and 9(2)(a) of the Act for the purposes of dealing with a state of national emergency:

if no delegation has been made under section 10(1) of the Act, be the Director, who has all of the power conferred on the National Controller under the Act.

during a state of national emergency, directs, controls, and co-ordinates, for the purposes of CDEM, the use of resources made available under this plan; and

during an emergency of national significance, co-ordinates national resources to support the local response; and

during an emergency managed by a lead agency other than the NEMA, co-ordinates the CDEM activities in support of the response to that emergency.

deploy forward to the affected area to better control and direct the national response; or

deploy representatives forward to the affected areas.

must, under section 26 of the Act, appoint by name or reference—

may, under section 27 of the Act, appoint by name or reference 1 or more suitably qualified and experienced persons as Local Controllers; and

must, under section 25 of the Act, appoint at least 1 person as a person authorised to declare a state of local emergency for its area.

be delegated functions and powers of the Director under section 11A(1) of the Act:

be delegated functions and powers of the Director specified in sections 8(2)(h) and 9(2)(a) of the Act for the purposes of dealing with a national transition period:

if no delegation has been made under section 11A(1) of the Act, be the Director, who has all of the powers conferred on the National Recovery Manager under the Act.

must, under section 29 of the Act, appoint by name or reference—

may, under section 30 of the Act, appoint by name or reference 1 or more suitably qualified and experienced persons as Local Recovery Managers; and

must, under section 25 of the Act, appoint at least 1 person as a person authorised to give notice of a local transition period for its area.

functioning during an emergency to the fullest possible extent (even though this may be at a reduced level); and

responding to emergencies as required.

undertake CDEM; or

perform its functions and duties under the Act.

provide leadership and strategic direction for CDEM; and

provide co-ordination across a wide range of agencies and sectors, recognising that emergencies involve a multi-agency response; and

promote research initiatives that identify hazards and inform actions to reduce risks to communities; and

promote risk reduction strategies; and

promote hazard awareness and emergency preparedness in communities and organisations; and

provide planning and preparation for response and recovery; and

build capacity and capability—

promote and support a means to enable a co-ordinated and holistic recovery from an emergency.

contribute to the development of research, policy, regulation, frameworks, and guidance that facilitate understanding risk and the 4 Rs; and

promote and advocate reduction; and

plan for response and recovery; and

provide for public education; and

provide for capability development; and

carry out national CDEM exercises; and

monitor and evaluate preparedness and performance; and

manage, develop, and maintain appropriate national response and recovery capability; and

support agencies and CDEM Groups in undertaking their roles and responsibilities under the Act; and

appoint, develop, maintain, and delegate functions and powers to key operational positions, including a National Controller, a National Recovery Manager, a National Public Information Manager, a National Welfare Manager, a National Lifeline Utility Co-ordinator, and operations, intelligence, planning, and logistics staff.

activate and co-ordinate national-level response and recovery activities from the NCMC or its recovery office; and

support and co-ordinate CDEM Group response and recovery activities; and

report to the ODESC and the Minister; and

issue emergency management information, including national warnings and advisories, national situation reports, and national response and recovery action plans; and

issue public information.

is, in the case of 2 or more local authorities, a joint standing committee of those local authorities established under section 12 of the Act; and

is, in the case of a unitary authority, a committee of the unitary authority established under section 12 of the Act; and

is responsible for overseeing the delivery of CDEM in its group area in accordance with section 17 of the Act; and

is supported by each member of the CDEM Group, the Co-ordinating Executive Group established under section 20 of the Act, and any partner agencies that have CDEM duties, roles, and responsibilities within the group area.

promote the sustainable management of hazards; and

empower communities to achieve acceptable levels of risk; and

provide for planning and preparation for response to, and recovery from, emergencies; and

co-ordinate programmes and activities, and encourage co-operation and joint action, among agencies across the 4 Rs; and

provide the basis for the integration of local with national CDEM policies, processes, and operations.

identify the hazards and risks in its group area that may result in an emergency that requires national-level support and co-ordination; and

undertake, where practicable, any actions to reduce hazards and risks in its group area that may require national-level support and co-ordination in an emergency; and

establish the means within its group area, in line with national guidelines and in collaboration with its supporting agencies, to provide timely warning of hazards, and public information about them; and

develop, maintain, and regularly review its capability for reduction, readiness, response, and recovery within its group area, and take part in relevant exercises under the National CDEM Exercise Programme; and

appoint, develop, maintain, and delegate functions to key operational positions, including Local Controllers and CDEM Group Controllers, Recovery Managers, Public Information Managers, Welfare Managers, Lifeline Utility Co-ordinators, and operations, intelligence, planning, and logistics staff.

within its group area; or

within the group area of another CDEM Group; or

being managed by a lead agency other than NEMA.

the National Controller during a state of national emergency; and

the National Recovery Manager during a national transition period.

joint planning; and

establishing and maintaining inter-agency communications; and

providing access to shared resources; and

avoiding duplication.

operate in a co-ordinated multi-agency environment; and

form clusters at the national level (but also at the CDEM Group and local levels where appropriate); and

be flexible (with agencies able to join, exit from, or merge with clusters, for the purpose of enhancing arrangements, while allowing the overlapping of functions or membership where appropriate); and

determine their own membership; and

organise themselves, including establishing their internal management structures, co-ordinators, and emergency management plans; and

develop and exercise liaison at the appropriate level of operation with local EOCs, ECCs, or the NCMC.

transport providers; and

telecommunications providers; and

lifeline utilities; and

welfare services; and

public information providers; and

science and research providers; and

international assistance providers; and

the visitors sector; and

search and rescue.

ensure that planning encompasses the 4 Rs and enables an effective response to all emergencies; and

have,—

use the CIMS framework to guide the co-ordination of each emergency service’s operations; and

ensure that the responsibility of each service for its primary functions is in no way transferred or modified by the declaration of a state of emergency (staff continue to work under their service’s command structures and established procedures); and

liaise with and act within the co-ordination and direction of the National Controller, or the appropriate Local Controllers or Group Controllers, when the consequences of an emergency require the response to be co-ordinated through plans and arrangements under the Act; and

request a declaration of a state of emergency for an affected area via the Local Controller, Group Controller, or National Controller when an officer in charge of an emergency service considers that an emergency has occurred or may occur and emergency powers under the Act will or might be required to co-ordinate, direct, or control a response to that emergency; and

notify the chief executive or national commander of the emergency service that a liaison has been established for a significant co-ordinated response or declaration of a state of emergency; and

plan for, and provide, welfare support to staff to enable staff to carry out their functions in response to, and in recovery from, an emergency; and

participate in readiness planning at the national and CDEM Group level.

keeping the peace:

maintaining public safety:

law enforcement:

crime prevention:

community support and reassurance:

national security:

participation in policing activities outside New Zealand:

emergency management.

use, at the discretion of the constable in charge (subject to any direction given by a New Zealand Police operation or tactical commander),—

co-ordinate inter-district movement of New Zealand Police personnel in consultation with the National Controller; and

exercise, when needed, the powers of compulsion under the Act when a state of emergency is in force (including entry onto premises, closing of roads and public places, evacuation, and directing activities); and

authorise a person, other than a constable, to exercise, when needed, any of the powers of compulsion under the Act when a state of emergency is in force.

early control of the scene of an emergency, co-ordinating essential services, preserving life, and protecting property; and

the establishment of a New Zealand Police operations headquarters; and

the callout of sufficient personnel to meet New Zealand Police requirements; and

basic procedures for dealing with an emergency, including alerting and liaising with other emergency services; and

liaison at the appropriate level of the response with other elements.

maintain the functions of the New Zealand Police as outlined in section 9 of the Policing Act 2008 and the Act; and

assist with the dissemination of warning messages; and

assist the movement of rescue, medical, fire, and other essential services; and

co-ordinate movement control over land, including communications and traffic control; and

conduct category I search and rescue operations; and

support category II search and rescue operations; and

carry out disaster victims identification; and

control access to and within an affected area so as to assist rescue, medical, fire, and other essential services; and

conduct any initial evacuations to ensure protection of life; and

co-ordinate inquiries to assist family, whānau, and next of kin to make contact with each other; and

trace missing persons and notify their next of kin; and

assist coroners as required by the Coroners Act 2006, in close liaison with the Ministry of Justice and health services; and

support Controllers at the national, CDEM Group, and local levels and, when requested, appoint New Zealand Police liaison officers to the NCMC, ECCs, and local EOCs.

participation in the development of response and recovery action plans; and

the national co-ordination of New Zealand Police resources in support of the emergency operations; and

when requested, the appointment of a New Zealand Police liaison officer to the Controller at the relevant level (national, CDEM Group, local), on an ongoing basis; and

the exchange of situation reports at respective levels (national, CDEM Group, local).

deciding whether to carry out a post-mortem; and

authorising the release of a body; and

deciding whether to open an inquest; and

giving the immediate family and representatives of the immediate family of a person thought to be deceased notice of the processes required by law to be performed or followed in relation to the death.

co-ordinating the fire services; and

providing resources required to undertake requests for assistance.

plan for, and prepare to fully participate in, the response to any emergency, while at the same time maintaining the capability to deliver its existing operational mandate; and

work in concert with the requirements of national, CDEM Group, and local CDEM plans; and

ensure that fire services incident management structures adhere to, or work within, the direction and principles of the current CIMS structure; and

develop and maintain the capacity to provide an operational response (including incident management, liaison, and advisory support) to CDEM at the national, CDEM Group, and local level; and

liaise with fire services to co-ordinate an effective response to an emergency.

firefighting to control, contain, and extinguish fires; and

containing releases and spillages of hazardous substances; and

urban search and rescue (Fire and Emergency New Zealand is formally recognised as having a heavy urban search and rescue capability and the ability to co-ordinate urban search and rescue within New Zealand, and the capability to carry out urban search and rescue includes the national support team and urban search and rescue task forces (consisting of technicians, medical staff, engineers, and search dogs)); and

limiting damage, including the salvage of essential material from endangered locations; and

redistributing water, in consultation with the relevant territorial authorities, for firefighting.

the board of Fire and Emergency New Zealand, or a delegate of the board,—

the board of Fire and Emergency New Zealand, or a delegate of the board,—

the Minister of Health, who has overall responsibility for New Zealand’s health and disability system; and

the Ministry of Health, which acts as principal adviser to the Minister of Health and the Government on health and disability policy, and leads and supports the sector to achieve better health for New Zealanders; and

DHBs, which plan, manage, provide, and purchase services for the population of their district, including primary care, public health services, aged care, and services provided by other non-government health providers; and

primary health organisations, which provide health care in the community, usually from general practitioners or practice nurses; and

public health services, which provide environmental health, communicable disease control, and health promotion programmes; and

ambulance services, which provide pre-hospital care and transport for patients in the community, and inter-hospital transport where patients require referral for specific treatment.

there may be pressure on hospitals and other health and disability services and facilities:

communities may experience public health problems, and those who have suffered loss and disruption may require psychological support:

hospitals, health and disability services, medical equipment, ambulances, and related facilities or equipment may be damaged.

maintain an emergency management structure for the health and disability service providers that enables a consistent and effective response to emergencies at the local, regional, and national levels, and that supports, to the greatest extent possible, the protection of the general population, health and disability services workers, and health and disability services clients; and

provide services that, to the greatest extent possible, meet the needs of patients and clients and their communities during and after an emergency, even when resources are limited, while ensuring that responses do not create or exacerbate inequalities for particularly vulnerable or hard-to-reach populations; and

ensure that health and disability services are as resilient to the consequences of hazards and risks as is reasonably practicable.

policy development; and

maintaining the National International Health Regulations Focal Points in accordance with the International Health Regulations (2005); and

national planning for a health-related emergency; and

developing, maintaining, and exercising the National Health Emergency Plan and its supporting documents; and

preparing a business continuity plan for the Ministry of Health.

leading and co-ordinating local reduction and readiness planning across health and disability service providers within their districts; and

developing, maintaining, and exercising health emergency plans for significant incidents and emergencies affecting their districts, and co-operating with neighbouring DHBs in the development of inter-DHB, sub-regional, regional, and national emergency plans and capability as appropriate to decide how services will be delivered in an emergency (acknowledging DHBs’ role as both funders and providers of health and disability service providers, including the provision of support directly or indirectly to other affected parts of the country); and

ensuring that all their plans adequately provide that public, primary, secondary, tertiary, mental, and disability health services require health and disability service providers to have plans and resources in place to ensure that they can respond to an emergency in an integrated and effective manner; and

ensuring that health and disability services are ready to function to the fullest possible extent during and after an emergency by ensuring—

develop plans specific to public health emergencies (for example, pandemics); and

integrate public health planning and responses; and

advise local agencies and lifeline utilities about public health aspects of their business continuity planning.

ensuring the continuity of care for existing patients, the management of increased demand for services (including the provision of surge capacity), and that assistance is provided to enable the recovery of services (including business continuity); and

preparing incident and emergency management plans that are integrated across the sector and that are aligned with the plans of relevant DHBs, the plans of other emergency services, and CDEM Group plans; and

integrating their own planning and response with public health planning and response; and

supporting DHB regional groups and CDEM Groups as required; and

contributing to emergency management planning led by the Ministry of Health.

ensuring the continuity of care for existing patients, the management of increased demand for services (including the provision of surge capacity), and that assistance is provided to enable the recovery of services (including business continuity); and

preparing incident and emergency management plans that are integrated across the sector and are aligned with the plans of the relevant DHBs, the plans of other emergency services, and CDEM Group plans; and

integrating their own planning and response with public health planning and response; and

supporting DHB regional groups and CDEM Groups as required; and

contributing to emergency management planning led by the Ministry of Health.

monitoring any developing emergencies; and

activating the National Health Emergency Plan and National Health Co-ordination Centre as appropriate; and

co-ordinating and managing the health and disability service providers’ response to emergencies that have significant regional or national consequences; and

acting as lead agency in an all-of-government response to a health emergency, such as an epidemic or a pandemic.

co-ordinating the local health sector response to emergencies; and

ensuring appropriate co-ordination of all health and disability service providers and close liaison with CDEM Groups and local authorities; and

continuing their services and managing any increased demand.

maintaining their services and managing any increased demand; and

responding to emergencies involving risk to public health; and

co-ordinating via local DHB EOCs; and

liaising with the ECC or the local EOC during an emergency.

continuing their services and managing any increased demand; and

co-ordinating via local DHB EOCs, the Ambulance National Crisis Co-ordination Centre, the National Health Co-ordination Centre, and other ambulance providers.

continuing their services and managing any increased demand; and

co-ordinating via local DHB EOCs.

perform any public service; or

provide assistance to the civil power in a time of emergency.

ensure that New Zealand Defence Force personnel deployed to assist the response to an emergency will remain under military command while the lead agency directs the New Zealand Defence Force units assigned to the response; and

ensure that requests for New Zealand Defence Force assistance are in the form of a general task or a desired effect rather than a request for a specific resource or piece of equipment; and

provide, after analysis of the general task or desired effect, the most suitable personnel and equipment to complete the task or achieve the effect.

manage business continuity plans at levels that are necessary to ensure that defence functions can continue during and after an emergency; and

maintain contingency plans for response to an emergency; and

conduct internal training and participate in exercises at the national level to maintain response proficiency; and

participate in planning and training sessions with the NEMA and CDEM Groups.

will provide liaison officers to the NCMC, the ECC, and, if necessary, the local EOC (the liaison officers will advise on potential support operations by the New Zealand Defence Force and provide updates on the progress of any tasks that the New Zealand Defence Force is conducting in the respective areas or levels; however, the liaison officers are not authorised to accept tasks); and

can utilise certain forces assigned at short notice to support emergencies (forces are held ready for response at the regional and national levels and include land, air, and sea assets as necessary); and

will co-ordinate New Zealand Defence Force assets at either the local level (ECC) or national level (the NCMC), depending on the type and scale of the emergency and the mode of operation of the NCMC.

identify and understand the full range of hazards and risks and implement reduction strategies; and

prioritise the continuity of operations and supply of services in accordance with response priorities set by the Local Controller, Group Controller, or National Controller (even though this may be at a reduced level); and

plan co-operatively with local authorities, CDEM Groups, emergency services, and other lifeline utilities; and

establish emergency procedures for communication with government agencies, CDEM Groups, emergency services, and other lifeline utilities; and

identify examples of best practice, and share and apply them where appropriate; and

facilitate solutions to issues that are sector specific and do not require government assistance and support; and

develop common and effective approaches to the 4 Rs; and

co-ordinate with other lifeline utilities to promote service restoration following an emergency; and

provide information on the status of networks to the EOC, ECC, and NCMC as appropriate.

develop business continuity plans to—

focus on both reduction and readiness, including planning co-operatively with—

regularly test and exercise their response arrangements and participate in the National CDEM Exercise Programme.

work with the NEMA to prearrange a means of national level sector co-ordination that best suits their sector (this usually entails establishing a single entity that takes responsibility for managing sector readiness, response, and recovery information, which in turn promotes co-ordinated activity); and

participate in testing of sector co-ordination entity arrangements.

activate business continuity, response, and recovery plans; and

establish contact through the Lifeline Utility Co-ordinator with the relevant EOC or ECC, or the NCMC, and provide information on the status of their networks and estimated repair times; and

operate within established CDEM co-ordination mechanisms.

lead the lifeline utility co-ordination operations in their ECC or recovery office and the NCMC or its recovery office; and

link the lifeline utility co-ordination function at any ECC or its recovery office and the NCMC or its recovery office; and

provide information and advice to the National Controller or the CDEM Group Controller, or the National Recovery Manager or the CDEM Group Recovery Manager, on the consequences of an emergency and response and recovery priorities; and

provide information to lifeline utilities or sector co-ordination entities on CDEM priorities.

registration:

needs assessment:

inquiry:

care and protection services for children and young people:

psychosocial support:

household goods and services:

shelter and accommodation:

financial assistance:

animal welfare.

the co-ordination of and arrangements for local delivery of welfare services; and

the appointment of a suitably senior and experienced CDEM Group Welfare Manager to fulfil that function; and

the appointment of suitable and experienced personnel to be alternative CDEM Group Welfare Managers and to ensure that training is provided to enable them to co-ordinate the welfare services function during response and recovery.

recognise the diverse and dynamic nature of communities; and

strengthen self-reliance as the foundation for individual and family and whānau and community resilience; and

ensure that emergency welfare services address the specific welfare needs of individuals, families and whānau, and communities; and

ensure flexibility in the services provided and how they are best delivered; and

integrate and align with local arrangements and existing welfare networks.

develop and review plans to ensure continuity of its essential services and contribution to wider welfare provision; and

plan collaboratively with agencies responsible for co-ordinating relevant welfare services sub-functions to ensure that arrangements are aligned; and

develop capacity and capability relevant to its role in an emergency; and

establish regular communication and reporting lines within its local, regional, and national offices; and

establish and maintain inter-agency communications.

provide leadership to support agencies to develop arrangements; and

develop, maintain, and exercise arrangements for the co-ordination or delivery of relevant welfare services sub-functions; and

plan co-operatively with all support agencies with a role in delivering the relevant welfare services sub-function to ensure that arrangements are aligned; and

regularly test and exercise its response and recovery arrangements and participate in the National CDEM Exercise Programme; and

participate as an active member on—

co-ordinate the welfare services function during reduction and readiness; and

chair the NWCG, whose members are the agencies responsible for each of the welfare services sub-functions (the NWCG provides strategic oversight of planning and development of integrated welfare services); and

in consultation with the NWCG, plan and co-ordinate at the national level the delivery of welfare services across welfare services sub-functions during response and recovery; and

communicate and report on the progress of readiness activities for the welfare services function to NWCG members, CDEM Groups, and the Director.

co-ordinate the CDEM Group welfare services function during reduction and readiness; and

chair the CDEM Group’s Welfare Co-ordination Group, whose members are the agencies responsible for each of the welfare services sub-functions in the CDEM Group area; and

oversee the establishment and maintenance of arrangements and plans for—

communicate and report on the progress of the readiness activities for the welfare services function to the Co-ordinating Executive Group, Welfare Co-ordination Group members, and the National Welfare Manager.

provide timely services and information on those services to affected communities; and

identify strategies and actions to support effective co-ordination of services, and monitor and report to the agency that is responsible for the relevant welfare services sub-functions on welfare issues and activities; and

establish regular communication and reporting lines within its local, regional, and national offices; and

support the welfare services function with additional personnel at national, CDEM Group, and local levels where a need is identified and it is practicable to do so.

at the national level,—

at the CDEM Group level,—

be responsible to the National Controller during response or to the National Recovery Manager during recovery for co-ordination of the delivery of welfare services; and

co-ordinate the agencies responsible for welfare services sub-functions during response and recovery to ensure that the delivery of services and information is integrated and aligned to meet community needs; and

co-ordinate with CDEM Group Welfare Managers at ECCs during response or the CDEM Group recovery office during recovery; and

co-ordinate and integrate national welfare activities with other functions and activities in support of the National Controller during response and the National Recovery Manager during recovery; and

communicate and report on the provision of welfare services and provide advice to the National Controller.

be responsible to the Group Controller in response or the CDEM Group Recovery Manager during recovery for co-ordination of the delivery of services; and

co-ordinate the agencies responsible for welfare services sub-functions during response and recovery to ensure that the delivery of services and information are integrated and aligned to meet community needs; and

co-ordinate with local welfare managers (where these arrangements exist) at local EOCs during response or the local recovery office during recovery; and

co-ordinate and integrate their CDEM Group welfare activities with other ECC functions and activities in support of the Group Controller; and

communicate and report on the provision of welfare services and provide advice to the Group Controller; and

co-ordinate with the National Welfare Manager and other CDEM Group Welfare Managers to ensure consistent and co-ordinated delivery of welfare services and information to affected communities; and

be capable of assisting in welfare services co-ordination at any ECC or, if requested, the NCMC.

the Ministry of Foreign Affairs and Trade, in co-ordination with foreign diplomatic missions accredited to New Zealand, to provide information and advice on foreign nationals; and

the Ministry of Health, to co-ordinate a national health service response, including health personnel, and to provide advice on specific human health and disability issues; and

the Ministry for Primary Industries, to co-ordinate information—

the Ministry of Social Development, to determine eligibility for—

the New Zealand Police, to co-ordinate inquiries and provide information; and

the Office for Disability Issues, to provide information and advice in support of the co-ordination of assistance to people with disabilities; and

Te Puni Kōkiri (national and regional offices), to work with other government agencies and CDEM Groups to facilitate and co-ordinate support to Māori who require assistance, and to engage with iwi, hapū, whānau, and Māori communities to ensure that their needs are met; and

the New Zealand Red Cross, to co-ordinate the provision of trained New Zealand Red Cross personnel to support community-based needs assessment and outreach; and

the Salvation Army, to co-ordinate the provision of its trained personnel to support community-based needs assessment and outreach; and

St John, to co-ordinate the provision of ambulance personnel to support the Ministry of Health response to welfare services; and

Victim Support, to co-ordinate the provision of trained support workers and personnel to support community-based needs assessment and outreach.

collating and analysing identified welfare needs; and

working with support agencies, including community-based organisations and networks, to identify and deliver appropriately integrated services and information to address welfare needs.

DHBs, to co-ordinate a regional health service response, including health personnel and the assessment of health and disability requirements; and

the Ministry for Primary Industries,—

the Ministry of Social Development, to determine eligibility for—

the New Zealand Police, to co-ordinate inquiries and provide information; and

Te Puni Kōkiri (national and regional offices), to work with other government agencies and CDEM Groups to facilitate and co-ordinate support to Māori who require assistance, and to engage with iwi, hapū, whānau, and Māori communities to ensure that their needs are met; and

the New Zealand Red Cross, to provide trained New Zealand Red Cross personnel to support community-based needs assessment and outreach; and

the Salvation Army, to provide its trained personnel to support community-based needs assessment and outreach; and

St John, to co-ordinate the provision of ambulance personnel to support the regional health response to welfare needs, in consultation with the Ministry of Health and DHBs; and

Victim Support, to provide trained personnel to support community-based needs assessment and outreach.

the NEMA, as the agency responsible for the provision of the CDEM welfare registration system; and

the Ministry of Education, as the agency responsible for providing enrolment information (when legally able to do so) to the New Zealand Police about the current location of children and their families who have been affected by an emergency; and

the Ministry of Foreign Affairs and Trade, as the agency responsible for the provision of information about foreign nationals; and

the Ministry of Health, via contracts with DHBs and primary care and ambulance services, as the agency responsible for patient registration; and

the New Zealand Red Cross, for the provision of an international tracing facility through International Federation of Red Cross and Red Crescent Societies partners.

CDEM Groups, using the CDEM welfare registration system; and

DHBs and primary care and ambulance services, to ensure that patient management systems are maintained and available for inquiry purposes using the National Health Index system (which allows interrogation and enables restricted information to be shared with agencies, such as the New Zealand Police, when requested); and

the Ministry of Education, to provide (when legally able to do so) information to the New Zealand Police that will assist in identifying children and their families who have been affected by an emergency.

the Ministry of Education, to work with education providers to ensure continuity of care to children and young people at educational facilities during an emergency (a handover of care to the New Zealand Police, or another appropriate agency, will occur for those children and young people who cannot be reunited with their parent, guardian, or other approved person within a reasonable time frame); and

the New Zealand Police, as the agency responsible for a process to co-ordinate inquiries (where inquiries have been made by responding agencies in relation to establishing contact between a child or young person and their family, whānau, or usual caregiver and have not been successful, and the child’s or young person’s physical or mental well-being is, or is likely to be, impaired, the New Zealand Police will exercise their powers under section 48 (unaccompanied children and young persons) of the Oranga Tamariki Act 1989); and

the New Zealand Red Cross, to support and supervise unaccompanied children during emergencies, as required, and to notify the New Zealand Police as soon as practicable; and

Te Puni Kōkiri (national and regional offices), to provide independent advice and support to iwi, hapū, whānau, and other Māori communities and to work with central and local government authorities to reconnect tamariki and rangatahi who have become separated from their usual carers during an emergency.

the Ministry of Education, to support schools and early childhood providers during the emergency or traumatic incident by working alongside the traumatic incident teams or management teams of those schools and providers to assist them in responding to an emergency or incident and implementing an emergency response plan; and

the Ministry for Primary Industries, to fund rural support trusts and other organisations to provide psychosocial support to rural communities after an emergency that affects the primary industry sector and that meets the Ministry’s funding criteria; and

the Ministry of Social Development, to provide information and resources to help individuals, families and whānau, and communities to connect to psychosocial support providers; and

Te Puni Kōkiri (national and regional offices), to provide—

the New Zealand Red Cross, to provide psychological first aid during emergencies and ongoing psychosocial and bereavement support services as required throughout recovery; and

the Salvation Army, to provide psychosocial support, including pastoral support, from trained teams; and

Victim Support, to facilitate access to approved counsellors (who will provide direct support to affected persons during and after an emergency).

DHBs, to provide specialist public health, mental health, and addiction services; and

primary health organisations, to provide general practice and primary care services; and

the Ministry of Education, to support schools and early childhood providers during an emergency or a traumatic incident by working alongside the traumatic incident teams or management teams of those schools and providers to assist them in responding to the emergency or incident and implementing an emergency response plan; and

the Ministry for Primary Industries, to fund rural support trusts and other organisations to provide psychosocial support to rural communities following an emergency that affects the primary industry sector and that meets the Ministry’s funding criteria; and

the Ministry of Social Development, to provide information and resources to help individuals, families and whānau, and communities to connect to psychosocial support providers; and

Te Puni Kōkiri (national and regional offices), to provide—

the New Zealand Red Cross, to provide psychological first aid during emergencies and ongoing psychosocial and bereavement support services as required throughout recovery; and

the Salvation Army, to provide psychosocial support, including pastoral support, from trained teams; and

Victim Support, to provide access in an emergency to trained support workers who deliver direct emotional and practical support, information, and personal advocacy to affected persons during and after emergencies, crime, and trauma, and to facilitate access to approved counsellors as required; and

community-based organisations and networks to assist affected persons to connect with social support and services; and

agencies and organisations that provide employee assistance programmes, to consider what support those agencies and organisations require in an emergency.

the Ministry of Health, to provide advice on health considerations; and

the Ministry for Primary Industries, to provide advice on food safety; and

the New Zealand Defence Force, to provide advice on the co-ordination of the provision and distribution of water, food, and other essential items (including sanitation facilities); and

the New Zealand Food & Grocery Council Incorporated, to provide advice on the provision and distribution of food and grocery items; and

the New Zealand Red Cross, to provide advice on the distribution of water, food, and other essential items; and

the Salvation Army, to support the distribution of household goods and services, especially food, clothing, and furnishings.

DHBs, to provide medication and other items to support primary care and pharmacies and PHUs (supported by territorial authority environmental health officers), and to provide advice on public health issues; and

local authorities, to procure, and co-ordinate the distribution of, household goods and services; and

the Ministry for Primary Industries, to provide advice on food safety; and

the New Zealand Defence Force, to support the provision and distribution of water, food, and other essential items (including sanitation facilities); and

the New Zealand Food & Grocery Council Incorporated, to provide advice on the provision and distribution of food and grocery items; and

the New Zealand Red Cross, to support the distribution of household goods and services; and

the Salvation Army, to support the distribution of household goods and services, especially food, clothing, and furnishings.

shelter, provided, usually in a communal facility (possibly, but not necessarily, a pre-designated civil defence centre), for only a few days to protect displaced people from the elements and danger (some basic welfare services may be provided at the facility); and

emergency accommodation, provided to displaced people who cannot return to their homes for short periods, generally only a few days and not more than about 2 weeks; and

temporary accommodation, provided to displaced people who cannot return to their homes for a prolonged period (generally several weeks, months, or, possibly, years).

planning in advance for service delivery and technical support systems; and

prompting information gathering and analysis to ascertain the likely temporary accommodation demand and the most appropriate supply options for the affected populations; and

encouraging operational partnerships at both national and CDEM Group level for successful implementation of temporary accommodation plans.

CDEM Groups,—

Housing New Zealand Corporation, to provide the Ministry of Business, Innovation, and Employment with advice, information, and access to Housing New Zealand Corporation temporary accommodation options (buildings and landholdings); and

the Ministry of Education, to link CDEM Groups with appropriate school boards for advice, information, and access to shelter or emergency accommodation options (buildings and landholdings); and

the Ministry of Health, to link CDEM Groups or the Ministry of Business, Innovation, and Employment, or both, with DHBs for advice and information about managing any environmental health or communicable disease risks to public health associated with shelter, emergency accommodation, and temporary accommodation facilities; and

the Ministry of Social Development, to determine eligibility for temporary accommodation for displaced persons; and

the New Zealand Defence Force, to provide the NEMA, CDEM Groups, and the Ministry of Business, Innovation, and Employment with advice, information, and access to shelter, emergency accommodation, and temporary accommodation options (buildings and landholdings) in accordance with section 9 of the Defence Act 1990; and

Te Puni Kōkiri national and regional offices, to provide—

the Salvation Army, to provide CDEM Groups with advice, information, and access to Salvation Army shelter and emergency accommodation, and to support displaced people living in shelter or emergency accommodation.

the Accident Compensation Corporation, to ensure—

the Earthquake Commission, to provide information about—

the Inland Revenue Department, to provide tax relief and income assistance through a range of measures; and

the Insurance Council of New Zealand, to provide specific disaster recovery information to assist with minimising loss, information on how to lodge insurance claims, and insurance company contacts; and

the Ministry of Business, Innovation, and Employment, to help businesses to recover by providing information and support; and

the Ministry for Primary Industries, to provide, after an emergency affecting primary industry sector producers, on-farm relief that meets the Ministry’s funding criteria; and

the New Zealand Red Cross, to manage a national relief appeal and financial support services in the form of an independent relief or recovery cash grant process; and

the Salvation Army, to manage a relief appeal to assist affected persons in the most appropriate way.

local authorities,—

the Accident Compensation Corporation,—

the Earthquake Commission, to provide information about—

the Inland Revenue Department, to deliver tax relief and income assistance; and

the Ministry of Business, Innovation, and Employment, to help businesses to recover by providing information and support; and

the Ministry for Primary Industries, to provide, after an emergency affecting primary industry sector producers, on-farm relief that meets the Ministry’s funding criteria; and

the Salvation Army, to manage a relief financial appeal to assist affected persons in the most appropriate way; and

community-based organisations and networks, to assist affected persons to connect with financial assistance and services.

co-ordinating the provision of the animal welfare services sub-function (including animal rescue, animal shelter, food, water, husbandry, and veterinary care and other essentials) for all animals, including companion animals, production animals, animals in research, testing, and teaching facilities, zoo and circus animals, and wildlife; and

co-ordinating the planning for animal welfare in emergencies; and

maintaining the Government’s reporting and advisory capability on animal welfare in an emergency.

Federated Farmers of New Zealand, to provide direct support and co-ordination services to commercial livestock owners to assist in mitigating animal suffering as a result of an emergency; and

the New Zealand Companion Animal Council, to provide support services to companion animal owners to assist in mitigating animal suffering as a result of an emergency and returning animals to their owners; and

the New Zealand Veterinary Association,—

the Royal New Zealand Society for the Prevention of Cruelty to Animals, to provide direct support and co-ordination services to companion animal owners to assist in mitigating animal suffering as a result of an emergency; and

territorial authorities, through animal control or animal services, to provide direct support and co-ordination services to companion animal owners to assist with the care, relocation, and housing of companion animals, and other animals, in response to an emergency; and

World Animal Protection, which may provide support in the event of a national emergency, if formally requested, in the form of an animal emergency management response (which could take the form of veterinary support, help with setting up and running temporary animal shelters, and provision of animal food).

protect life and promote safety within and in the vicinity of each building; and

minimise damage to and loss of property; and

restore building functions as soon as possible to minimise social and economic consequences of the emergency; and

minimise losses or disruption of lifeline utility services that are in or near any building.

adhere to the relevant statutory requirements (including the provisions of the Building Act 2004, because it provides the primary means of reducing the risk to people in and near buildings that may arise during an emergency, enabling people to use buildings without unduly endangering their well-being); and

understand that managing buildings in an emergency is best achieved through efficient and effective management of each building and stocks of buildings on an ongoing basis; and

encourage all agencies and individuals involved in building management to plan for readiness and to maintain arrangements that enable collaborative responses in an emergency; and

ensure that building professionals have demonstrable levels of competence, capability, and understanding of their responsibilities in undertaking readiness and response roles to manage buildings in an emergency; and

use common methods and standards for collecting and communicating information on the safety and functional status of buildings to assist building management in an emergency at national, CDEM Group, and local levels; and

ensure that agencies, CDEM Groups, and territorial authorities that lead aspects of building management in an emergency provide timely information to affected communities, building owners, and occupiers; and

encourage, as part of readiness, each territorial authority to collect information for each building, including information on—

maintain the means to ensure compliance with building regulations for reducing risk; and

develop and implement a policy on earthquake-prone buildings in accordance with section 131 of the Building Act 2004; and

develop and maintain arrangements, in accordance with national guidelines and procedures, for assessments, evaluations, and steps to be undertaken for managing risks to and uncertainties as to the safety of buildings in response to and recovery from an emergency.

manage the setting of national building standards, codes, and assurance processes that address the risks of hazards; and

plan for the national co-ordination of building management in an emergency in consultation with the agencies, professional bodies, and members of the private sector that have roles, responsibilities, and interests in this regard; and

co-ordinate the following building management functions:

natural hazards and risks, and methods to avoid and reduce them; and

the insurance arrangements that it provides for residential buildings.

to lead rapid building assessments (further information is contained in The Guide); and

to take steps to manage the safety of people in and near a building, either in accordance with directions of the National Controller, Group Controller, or Local Controller during a state of emergency or a Recovery Manager during a transition period or in line with its functions under the Building Act 2004 in any other emergency, including, as applicable,—

to fulfil its responsibilities under the Act and the Building Act 2004, including facilitating the efficient and effective recovery of building functions; and

to have, in carrying out the actions specified in paragraphs (a) to (c), regard to priorities for the preservation and restoration of lifeline utility services in the affected area.

is to co-ordinate building management activities within the area; and

may request national-level support from the National Controller when local capability is exceeded.

provide national co-ordination of building management support to a CDEM Group when requested by the Director or the National Controller; and

lead rapid building assessment functions in a state of national emergency; and

advise and report on operational building management needs and options to the Director or the National Controller; and

provide building management policy advice to the Government as requested; and

lead the securing and management of compromised building sites for forensic investigations; and

advise the Government, during recovery after an emergency, on the requirements for facilitating the efficient and effective recovery of building stock and functions.

assist CDEM Groups and territorial authorities in identifying and managing risks to heritage buildings and sites from hazards that may arise during an emergency; and

provide advice and support to the National Controller, the Group Controller, or the Local Controller (as the case may be) and the appropriate territorial authority on matters relating to heritage during response and recovery operations.

is to assist, as first loss insurer, with the repair or replacement of residential buildings; and

may provide information and support to assist other agencies and CDEM Groups in assessing damage to residential buildings, and the consequential welfare and temporary accommodation needs of the resident populations; and

is to provide advice to Government on matters relevant to its functions.

enables avoidance or mitigation of risks that have potential for significant consequences for New Zealand’s economy, environment, or social well-being; and

develops community, organisational, and infrastructural resilience to those consequences; and

supports the dissemination of knowledge and advice, and their application by CDEM practitioners.

hazard monitoring; and

the provision of hazard and risk information; and

scientific advice to agencies managing an emergency; and

public information on hazards and risks and safety measures.

consider all hazards and risks to New Zealand and societal resilience and vulnerability factors, including variability in those factors over time; and

provide for long-term basic targeted research and short-term applied research that meet identified end-user needs; and

actively develop and maintain appropriate research capabilities to a high standard; and

acknowledge the need for, and work towards, collaborative efforts to maximise the societal benefits from publicly funded research; and

endeavour to make research outputs widely known and to assist with their transfer and application as relevant for CDEM throughout New Zealand.

identify, understand, and communicate information on hazards; and

determine acceptable levels of risk; and

develop and implement effective means to avoid or mitigate risks; and

understand hazards and the management of their consequences; and

carry out recovery activities, including, as appropriate, reducing ongoing risks; and

monitor and review CDEM processes and outcomes.

manages the GeoNet system for the detection of earthquakes, land movement, volcanic activity, and the potential for local-source tsunamis; and

assesses the threat of tsunamis with the support of a multi-agency tsunami experts panel; and

provides advice to the NEMA on the issuing of national advisories and warnings about geological hazards; and

provides scientific advice to the NCMC, agencies, and CDEM Groups as needed; and

contributes to the management of public information on geological hazards and associated emergencies.

maintains a weather forecasting service and issues weather warnings to the public; and

contributes to the management of public information about weather hazards and associated emergencies; and

issues, as necessary, volcanic ash advisories for the civil aviation industry; and

provides scientific advice to the NCMC, agencies, and CDEM Groups as needed.

provides public information on—

provides scientific advice to the NCMC, agencies, and CDEM Groups as needed; and

provides representatives on the tsunami experts panel.

integrate consistent and coherent scientific advice to agencies and CDEM Groups; and

divert existing funding or allocate new funding to ensure that the appropriate technical resources in core physical and social science, engineering, and risk management are available nationally to support the needs of agencies and CDEM Groups.

achieve acceptable levels of risk through sustainable and practicable reduction measures to provide the best long-term solutions; and

reduce the risks to communities from hazards, including a combination of the following measures:

recognise that every person, community, organisation, and agency has a role to play in reduction; and

facilitate a shared understanding of who benefits from, and pays for, risk exposure for the purpose of improving decision making throughout society in determining acceptable levels of risk; and

review reduction policies and programmes regularly to reflect changes in community goals and the relevant risks and vulnerability factors; and

take a precautionary approach to managing hazards and risks where there is—

the Biosecurity Act 1993:

the Building Act 2004:

the Earthquake Commission Act 1993:

the Epidemic Preparedness Act 2006:

the Fire and Emergency New Zealand Act 2017:

the Food Act 2014:

the Forest and Rural Fires Act 1977:

the Hazardous Substances and New Organisms Act 1996:

the Health Act 1956:

the Health and Safety in Employment Act 1992:

the International Terrorism (Emergency Powers) Act 1987:

the Local Government Act 2002:

the Maritime Transport Act 1994:

the Resource Management Act 1991:

the Soil Conservation and Rivers Control Act 1941.

the mainstream functions and activities of central and local government under their governing legislative and policy mandates; and

the risk management practices of agencies, private organisations, and individuals.

the development, administration, and review of policy and regulation that facilitate reduction across society (for example, land use planning, regulations for the storage, use, transport, and disposal of hazardous substances, and performance standards and codes for the design and construction of buildings and other structures); and

the delivery of risk management services (for example, biosecurity border controls, public health programmes, and establishing national priorities and funding for hazards research); and

communication about risks and the roles and expectations of the State sector, private organisations, and individuals in managing those risks; and

the establishment, monitoring, and evaluation of policies and programmes across the social, economic, built, and natural environments that improve and promote the sustainable management of hazards and support increases in individual and community resilience to the risks that those hazards pose.

comprehensive (meaning that it takes a measured approach to dealing with all risks through reduction, readiness, response, and recovery activities); and

integrated (meaning that it promotes co-ordinated involvement of all agencies that have a role in managing those risks).

carry out its roles and responsibilities in a comprehensive and integrated manner; and

undertake to further reduce risk when carrying out readiness, response, and recovery activities.