Appendix 2: Actions from Auckland Emergency Management's Prioritised Plan and Group Plan

Improving Auckland Council’s emergency preparedness: A follow-up report.

These tables set out our detailed assessment of Auckland Council's progress in implementing the Prioritised Plan and Group Plan, by individual plan action. Note that our assessment of progress against each action does not necessarily mean that the corresponding recommendations are complete. Recommendations from the three reviews are identified by review name and sequence and correspond to the numbering in Appendix 1. For example, "Bush1" refers to the first recommendation of the Bush review. The Prioritised and Group Plan actions are identified by plan name and sequence (for example, PP1, GP2).

For our assessment of Auckland Council's progress in addressing the recommendations of the three reviews, see Appendix 1.

Prioritised Plan of actions for the Auckland Emergency Management function

Action		Associated review recommendations	Action is complete	Work has started	Expected completion	Related Group Plan action (if any)
1	Propose option to accelerate timeline for finalising Group Plan to CDEM committee.	Bush2, OAG1	✔
2	Review Reduction and Readiness focus as part of the Group Plan (routine practice), informed by risk assessments, commissioned reviews.	Bush1	✔
3	Contingency planning, focussed on high priority hazards, including flood hazard alerting options, and volcanic and tsunami contingency plans. There is a continuous cycle of risk assessments on all hazards, to inform planning.	Bush3		✔	June 2025	GP7
4	Document the organisational structure and operational and governance relationships, including: How these relationships differ between "peacetime" and during an emergency response. Map the roles outlined in the Bush report to our unitary structure for clarity, and to policies and delegations, strengthening the role of local boards and community.	Bush6, Toa1, Toa3	✔
5	Review Controller structure to establish whether it should change during an emergency response to provide clarity of leadership through a designated Primary Lead Controller.	Bush6	✔
6	Explore a realignment of reporting lines to the GM EM position, including strengthening emergency readiness, response and public information capacity and capability under the direct control of the GM EM (including 3 new roles approved for the new financial year).	Bush11	✔
7	Finalise Elected Member Induction Guide, extending it to include guidance for Mayors (from NEMA), localised for Auckland Region including induction for Councillors and Local board members. Deliver inductions as soon as possible, including to Mayor and Mayoral Office staff.	Bush14, Toa4	✔			GP31
8	Update CIMS structure to include key standalone functions, such as Safety, to be included in Group Plan.	Bush4, Toa8	✔
9	Revise and update the Response SOP framework to: set out the initiation of the IMT and function desks, starting with severe weather, flooding, and with a focus on SOPs for when an IMT is activated. develop SOPs for high priority hazards, starting with severe weather, flooding, and with a focus on SOPs for when an IMT is activated. reflect clear decision-making process regarding the use of physical, virtual or hybrid Emergency Coordination Centre, and test during scheduled exercises. This includes ensuring that the SOPs have sufficient information on core processes, decisions and decision criteria, escalation trigger points, and handoffs.	Bush5, Bush13, Toa8, Toa14, Toa16	✔			GP20
10	Review welfare function SOPs to incorporate findings of response reviews and debriefing programme regarding CDCs and community resilience.	Bush5, Toa13, Toa20, Toa21, Toa22	✔			GP13
11	Implement an enhanced schedule of operational training exercises, overseen by independent observers, including bi-monthly Tier 1 exercising with Duty team and IMT, Tier 2 exercising at Regional/Inter-group level, twice-yearly interagency exercises.	Bush9, OAG4, Toa4, Toa11	✔			GP9
12	Provide compulsory, annual foundation emergency management training to all Council staff, and annual refreshers, alongside CIMS training (to the appropriate level) for key functions and staff with [Emergency Management] accountabilities.	Bush10, Toa11	✔			GP10
13	Complete CIMS training for all AEM staff, including all 5 deep function lists to level 4.	Bush10, Toa11	✔			GP10
14	Controllers complete new, dedicated controller and CIMS function training.	Bush10, Toa11	✔			GP10
15	Continued use of the RRANZ pathway for crisis leadership training, and exploration of other potential programmes.	Bush10, Toa11	✔			GP10
16	Progress an in-house Council self-service GIS online environment to help build the geospatial operational picture during an emergency response, that draws on multiple intelligence inputs.	Bush16, Toa12, Toa15, Toa21	✔			GP12
17	Discuss with NEMA the potential for developing a common platform/s for incident management.	Bush16, Toa12, Toa15	✔			GP12
18	Develop a framework that clearly outlines how AEM will work with a range of stakeholders, including Local Boards, during an emergency response, to be outlined in the Group Plan and reflected in SOPs.	Bush15, Bush17, Toa27, Toa28.	✔			GP11
19	Work with Local Boards on response planning and resilience, including understanding of roles and responsibilities, improved communications, and to identify and ready optimal locations for CDCs. This includes hazard planning and mitigation, energy resilience, deployment and maintenance of emergency equipment containers, training of Local Board staff to provide additional capacity.	Bush15, Bush17, OAG2, Toa4, Toa20, Toa22, Toa28		✔	December 2024	GP16
20	Coordinate with our partners to expand work to support marae with resilience strategies under the Whakaoranga Marae, Whakaoranga Whānau programmes, with a focus on those at higher risk.	Bush17	✔			GP1
21	Develop a new work programme with the Auckland Welfare Co-ordination Group to incorporate lessons identified.	Bush15, Bush17, Toa20	✔			GP13
22	Develop and implement a relationship management system for key stakeholders and groups.	Bush15, Bush17, Toa27, Toa28	✔			GP11
23	Design and implement CIMS function map for the Iwi/Māori liaison role.	Bush17, Toa25	✔			GP2
24	Recruit for and onboard the new Lifeline Utilities Advisor role which will report to the Infrastructure and Environmental Services (I & ES) with a dotted line into AEM.	Bush17	✔			GP14
25	Review and confirm the model, process, roles and SOPs for response communications, and enlist and train a broader group of communications staff across the broader Council group, including CCOs with expertise in media management and social media.	Bush7	✔			GP27
26	[Establish] a dedicated [communications] role within the EM team. This role will require public emergency information and communications expertise and will serve as a dedicated sub-PIM function to communicate with elected members in liaison with and support to PIM.	Bush7	✔			GP27
27	Refresh website to improve functionality as a response communications channel.	Bush7		✔	October 2024	GP26
28	Controller group and Public Information Manager to undertake media training for emergency situations.	Bush7	✔			GP27
29	Media training for Council leaders who may have a role in communicating with the public during an emergency.	Bush7	✔			GP27

Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024 – 2029

Group Plan action		Associated review recommendations	Related Prioritised Plan action (if any)
1	Coordinate with our partners to expand delivery of Whakaoranga Marae, Whakaoranga Whānau and Kia Rite Kia Mau to support mana whenua and mataawaka disaster resilience, and support investigation into funding arrangements for iwi and marae to enable them to deliver response activities aligned with legislation.	Bush17, Toa25, Toa26	PP20
2	Secure representation of mana whenua and mataawaka in the Incident Management Team and Coordinating Executive Group.	Bush17, Toa25	PP23
3	Identify information gaps that affect our ability to manage natural hazard risks, and conduct a cross-council programme of hazard research to address the gaps and embed hazard considerations across council activity.	N/A	N/A
4	Work with partners to promote region-wide hazard information across multiple platforms to improve knowledge and understanding of hazards, warning and alerting tools. Platforms include social media, Geographic Information Systems (GIS), Land Information Memorandums (LIMs), and through Local Board Readiness and Response plans and community resilience plans.	N/A	N/A
5	Undertake a review of the current regulatory and non-regulatory frameworks in relation to their effectiveness in risk reduction and implement required changes.	N/A	N/A
6	Collaborate with central government to design a clearer process for: implementing adaptation options including managed retreat as a method to reduce risk, and avoiding the establishment of developments in areas where the extent of hazard risk warrants such an approach.	N/A	N/A
7	Undertake risk reduction activities such as contingency plans, focused on high priority hazards and complex event/impacts. Ensure plans are readily accessible, clearly communicated, exercised and well understood by staff and operational partners.	Bush3	PP3
8	Contribute to national level plans and exercises on catastrophic nationwide and cross-regional event planning and support regional partners with emergency management planning.	Toa19	N/A
9	Deliver a multi-agency exercising calendar on an ongoing basis. Ensure exercises are overseen by independent observers and appropriate agencies participate.	Bush9, OAG4, OAG5, Toa11	PP11
10	Provide emergency management training appropriate to roles and levels, including: foundation emergency management training to all permanent new council staff, alongside CIMS training (to the appropriate level) for key functions and staff with emergency management accountabilities complete CIMS training for all AEM staff controllers complete new, specific controller and CIMS leadership training. continued use of the RRANZ pathway for crisis leadership training of AEM staff, and exploration of other potential programmes. full accreditation of New Zealand response teams recovery specific training as it becomes available domestic and international deployments as appropriate disability appropriateness.	Bush10, Toa11	PP12, PP13, PP14, PP15
11	Develop and maintain a relationship management framework that outlines the purpose, method and frequency of engagement with key stakeholders. Develop and maintain relationships in line with the framework.	Bush15, Bush17, Toa27, Toa28	PP18, PP22
12	Develop and implement a technology strategy to enhance response GIS and operational capabilities and strengthen situational awareness. The strategy should focus on: gaining information and Communications Technology (ICT) autonomy capacity building collaboration and communication data sharing and stakeholder connectivity real-time data integration in a digital twin for the Auckland region national advocacy for common incident management platforms to support multi-agency collaboration supporting effective transition from response to recovery.	Bush12, Bush16, Toa12, Toa15	PP16, PP17
13	Enhance welfare function capability by developing and implementing: a needs assessment tool in partnership with NEMA an ongoing work programme for the Auckland Welfare Coordination Group addressing recommendations from previous reviews.	Toa13, Toa20, Toa21	PP10, PP21
14	Identify and mitigate gaps in Lifelines planning and systems, ensuring alignment with national policy.	Bush17, Toa17	PP24
15	Monitor and maintain operational plant and equipment, including communication tools, alerting and warning systems, fleet and buildings and related facilities. Incorporate new technologies as appropriate.	Toa23	N/A
16	Work with local boards to prepare, communicate and test Local Board Readiness and Response plans that identify: local hazards how to prepare for emergencies how to evacuate and where to go useful contacts in an emergency.	Toa28	PP19
17	Encourage and support communities to develop their own community resilience plans, in particular those communities who have the capacity and capability to establish and run community emergency hubs.	Bush15, Bush17, Toa28	N/A
18	Develop an evidence-based communications plan to support community awareness, engagement and preparedness that is tailored to Auckland's diverse communities.	Toa27	N/A
19	Partner with community organisations supporting those communities that may be disproportionately impacted by disasters, to support their preparedness for emergencies.	Bush15, Bush17, Toa23, Toa24	N/A
20	Develop and maintain a robust set of training resources and operational documents ensuring that the functions, roles, and responsibilities set out in this plan are embedded and understood by key parties. Resources and documents to include: Duty team SOPs and Manual Response SOPS for ECC operation, function manager and function desks SOPs Training videos.	Bush3, Bush5, Bush10, Toa7, Toa8, Toa16	PP9
21	Work with partners to determine a response structure that more effectively supports regional and local responses.	Toa6	N/A
22	Maintain a schedule of accessible Civil Defence Centres and shelters for local and regional emergency events that can be activated in response as required to support Auckland's diverse communities. Reflect CDCs in the Parks and Community Facilities Network Plan to support acquisition, maintenance and renewal of appropriate facilities. Include information on Community Emergency Hubs (where this is known). Provision identified CDCs with necessary supplies.	Bush15, Toa22	PP19
23	Grow the capacity of response personnel by leveraging the skills and resources of the council and CCOs to provide additional resourcing across all CIMS functions.	Toa10	N/A
24	Develop a volunteer framework addressing recruitment and retention, training, health and safety and use of volunteers in response.	Toa18	N/A
25	Create and implement a wellbeing response plan that captures staff deployment, staff capacity, working hours and support services. Ensure the plan covers all response staff, including those within the ECC and those deployed elsewhere.	Toa9	N/A
26	Maintain a broad range of communication channels and languages that are accessible to Auckland's diverse population and ensure channels such as the website and social media are up-to-date and functional. Utilise third parties to share response communications through their existing channels, including Māori, CALD, rural and disability community networks. Support geographically isolated communities to acquire secondary communication devices.	Bush7, Toa27	PP27
27	Enhance communications capability and capability by: enlisting and training a broad group of communications staff across the council group, including CCOs with expertise in media management and social media. implementing media training for Controller Group, PIM, council leaders who may have a role in communicating with the public during an emergency, and media awareness training for all AEM staff working with partners to develop and deliver messaging in the most effective and consistent way.	Bush7	PP25, PP26, PP28, PP29.
28	Continue to develop and refine preparations for recovery, applying lessons learned from previous recoveries and striving for best practice, including: adopting a Recovery Operations Guide participation in opportunities to share experiences and learnings with recovery practitioners across New Zealand strengthening the mandate for recovery through political engagement building general understanding of recovery through accessible public communication.	Toa3	N/A
29	Recruit and maintain a pool of skilled recovery personnel across the council group.	Toa3	N/A
30	Proactively collaborate with other CDEM groups to develop or contribute to the development of NEMA recovery specific training.	Toa3	N/A
31	Ensure the roles and responsibilities contained within this Group Plan are reviewed and updated as appropriate, communicated and understood by the parties involved, and reflected in appropriate documentation.	Bush6, OAG3, Toa4	PP7
32	Reporting to CEG and Committee on: the annual AEM work programme, which demonstrates alignment with the Group Plan and is approved by CEG and the CDEM Committee each year an annual Group plan monitoring and evaluation report; guided by the key deliverables, success measures and results set out in this plan bi-annual reporting by CEG working groups to demonstrate progress recovery plan implementation, including learnings on changes to a community following recovery compliance with emergency management powers in the CDEM Act.	Bush8, OAG3	N/A
33	Post emergency response debriefs are carried out, with key findings and recommendations reported to CEG and the CDEM Committee and actions built into forward work plans.	OAG3, OAG5	N/A

Note: Recommendations Toa2 and Toa5 are not directly addressed in the Prioritised Plan and/or Group Plan but we have assessed them as complete based on evidence provided to us by Auckland Council (see Appendix 1).
OAG6 is expected to be completed as part of Auckland Emergency Management's 2024/25 work programme.
Not all actions map to review recommendations. Although the three reviews primarily focused on readiness and response, the Group Plan also covers Auckland Council's emergency management responsibilities across risk reduction and recovery.