In this plan, unless the context otherwise requires,—

This plan—

Section 40 of the Act allows incorporation by reference of material that is too large or otherwise impractical to be printed as part of this plan.

No documents are incorporated by reference under this plan; however other materials are mentioned.

The purpose of this plan is to—

The first objective of this plan is to provide for effective management of states of national emergency or civil defence emergencies of national significance through a planned and co-ordinated whole-of-government response.

The second objective of this plan is to provide for effective recovery from states of national emergency and civil defence emergencies of national significance through a planned and co-ordinated whole-of-government response.

The third objective of this plan is to provide for effective management of national support in states of local emergency through a planned and co-ordinated whole-of-government response.

Section 31 of the Act requires the Minister to complete a national civil defence emergency management strategy.

The strategy was completed in March 2004.

The strategy includes—

The goals of the strategy are—

Goal 1 is addressed in this plan by supporting objective B of the goal (improve community understanding and participation in civil defence emergency management). Goal 2 is addressed in this plan by supporting objective D of the goal (improve the co-ordination of the Government’s policy relevant to civil defence emergency management).

As this plan deals with the management of hazards and risks at the national level, this plan gives practical effect to the following goals and associated objectives of the strategy:

This plan, the Act, the strategy, the CDEM Group plans, the sector plans, the agency plans, and The Guide collectively describe the civil defence emergency management necessary at the national level.

This plan—

Nothing in this plan prevents the national support of local emergency management, and the co-ordination of that support, in local emergencies or other events.

New Zealand has finite capacity and capability for deployment in response to, or recovery from, a state of national emergency or a civil defence emergency of national significance.

Effective response and recovery may necessitate mobilisation of all available resources.

Mobilisation of appropriate capacity is achieved through—

Planning for civil defence emergencies is an ongoing process and significant work programmes are being undertaken to address any issues that are identified.

MCDEM—

This part states and provides for the hazards and risks to be managed at the national level and this plan identifies the civil defence emergency management necessary at the national level to manage them.

An emergency occurs when the safety of the public or property is endangered and a significant and co-ordinated response under the Act is required. The emergencies covered by this plan include those traditionally managed by civil defence arrangements and those indicated through the CDEM Group planning processes.

Examples of emergencies include—

An emergency may be local or national in its effect. National civil defence emergency management may be necessary to manage the consequences of hazards and risks if these result in either a state of national emergency or a civil defence emergency of national significance. The latter includes, without limitation, any case where the Minister considers that—

The consequences of hazards and risks to be managed can include those relevant to human, economic, social, infrastructure, and geographic factors.

A range of agencies other than MCDEM may take the lead in an emergency. Indicative examples include the Ministry of Agriculture and Forestry (biosecurity), the Ministry of Health (pandemic), and the New Zealand Police (counter-terrorism). Aspects of such emergencies can be managed under the Act and using parts of this plan. In these cases, the responsibilities of the lead agency are in no way diminished even though a state of local or national emergency is declared under the Act to support that lead agency.

Civil defence emergency management arrangements may be activated to support lead agencies if these arrangements are included in those agencies’ plans.

Under section 66 of the Act, the Minister has the power to declare that a state of national emergency exists over the whole of New Zealand or any areas or districts.

The Minister can make the declaration only if it appears that the emergency is, or is likely to be, so severe that it is beyond the resources of the CDEM Group or CDEM Groups affected or likely to be affected.

In some circumstances, agencies may manage emergencies using this plan in combination with their own emergency management plans.

The arrangements set out in this plan may be used to support efforts to manage other emergencies (for example, an emergency managed by a lead agency other than MCDEM).

If the impacts on the community cannot be dealt with by emergency services, or otherwise require a significant or co-ordinated response, while other arrangements are in effect, a declaration may be made under the Act to formally invoke the powers of the Act and the provisions of this plan.

DESC is used by central government for the management of significant crises or security events where impacts of national significance warrant the co-ordination of national effort.

DESC operates at a strategic level to co-ordinate whole-of-government planning and prioritising.

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

DESC is collective without affecting the existing responsibilities of Ministers or departments.

At the strategic level ODESC exercises policy oversight and advises the Prime Minister, Cabinet, and, when activated, the Cabinet Committee on Domestic and External Security Co-ordination chaired by the Prime Minister.

At the operational level a lead agency (which is MCDEM in the case of a civil defence emergency) monitors and assesses the situation, co-ordinates national support, reports to ODESC, and provides policy advice. In a national emergency, the lead agency directs and manages operational responses on the ground.

ODESC—

ODESC is supported by government public service departments, non-public service departments, and groups of officials drawn from those departments to provide a whole-of-government overview, to address particular issues, and to co-ordinate strategic level public communications.

MCDEM is the agency in central government that co-ordinates the civil defence emergency management necessary during states of national emergency or civil defence emergencies of national significance.

At the operational level for civil defence emergency management events, MCDEM—

When DESC is activated for civil defence emergency management events, MCDEM, as lead agency, provides advice to, and takes strategic direction from, ODESC.

In fulfilling these functions, MCDEM will—

Other agencies with civil defence emergency management operational roles will co-ordinate with MCDEM or through established clusters to provide integrated and co-ordinated inter-agency responses.

Each agency remains responsible for the management of its own response.

Particular agencies may be requested to be represented at the level of ODESC and report to ODESC on their respective area of responsibility and respond to strategic direction from ODESC.

The responsibilities of the Director are, in part, to—

The Director is a member of ODESC.

A National Controller can be—

If appointed,—

If a National Controller is not appointed the Director retains the powers under sections 8(2)(h) and 9(2)(a) of the Act.

The machinery of government must continue to run, even at a reduced level.

The Act puts responsibilities on specified agencies. These responsibilities include, at times of emergency, being able to—

The Act requires all government agencies, local authorities, emergency services, and lifeline utilities to—

All agencies are expected to develop, review, and improve their emergency plans. Respective emergency-related roles may be detailed in The Guide.

Agencies may have obligations under their own legislation to deal with hazards and consequences. The Act and this plan do not affect these obligations.

Non-governmental organisations do not have specific responsibilities under the Act but this plan acknowledges their importance in a civil defence emergency. The principal mechanism for the national co-ordination of non-governmental organisations with other agencies in response and recovery is via the NWRCG or through other relevant clusters.

CDEM Groups—

Each CDEM Group—

During a civil defence emergency, cross-boundary consultation may occur between group controllers, elected representatives, or group controllers and elected representatives. Another CDEM Group may declare a state of local emergency if it is necessary to do so to support another area where a state of local emergency is in force.

CDEM Groups may be asked by the National Controller to activate their civil defence emergency management arrangements in support of—

This part of this plan identifies the roles of emergency services in civil defence emergencies. Agencies responding to emergencies include the Police, fire service, and DHBs.

The New Zealand Police have developed the Police operations part of this plan.

The New Zealand Fire Service has co-ordinated and led the participation of fire organisations in the development of this plan and is referred to in this plan in that capacity.

The Ministry of Health has co-ordinated and led the participation of DHBs in the development of this plan and is referred to in this plan in that capacity.

The New Zealand Defence Force is not defined as an emergency service under the Act. It is a primary support agency in emergencies.

Requests for support from the New Zealand Defence Force beyond local levels of commitment should be made through the National Controller in accordance with the agreement between MCDEM and the New Zealand Defence Force.

At national level each chief executive or national commander of each emergency service appoints a senior officer to liaise with the National Controller or designated staff within NCMC (these liaison officers must have authority to co-ordinate the activities of their own services).

At regional levels a senior member of each emergency service is assigned to the co-ordinating executive group of each CDEM Group.

Emergency services should use CIMS structures and processes.

The responsibility of each service for its primary functions (law and order, fire suppression, and health services) 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).

When the nature or magnitude of an event is so great that it requires a significant or co-ordinated response, the emergency service or other response organisation liaises with the CDEM Group or National Controller.

When a senior member of an emergency service decides that an event has occurred or may occur that will or might require a significant or co-ordinated response, a declaration of a state of emergency for the affected area may be requested from a person authorised to declare one.

If liaison has been established for a significant or co-ordinated response or a declaration has been requested, the senior local officer of each emergency service is to notify the national manager of that service.

Emergency services are to plan for providing, and provide, welfare to their own staff who are affected by the emergency, including those operating during it.

A civil defence emergency can create complex problems for the maintenance of law and order and the performance of standard Police roles.

By virtue of their day-to-day role as co-ordinators of emergency situations and their 24-hour availability, the Police will frequently be required to accept the initial responsibility for co-ordination of an emergency.

Police emergency plans provide for the smooth transfer of this responsibility to the appropriate lead agency once the agency is ready.

The following principles apply to Police involvement:

The powers of the Police, including those in the Act, are summarised in The Guide.

Police roles related to civil defence emergency management are—

To fulfil these roles, Police may do the following:

District commanders in each New Zealand Police district maintain business continuity plans to ensure Police functions can continue to be delivered during an emergency.

District commanders in each district maintain emergency plans that provide for Police action to cope with any emergency where an extensive co-ordinated response is necessary.

These plans—

Police emergency plans also provide for—

To provide for inter-agency co-ordination, Police ensure that—

Additionally, Police liaise with CDEM Groups through arrangements made in group plans.

For the purpose of tracing casualties, evacuees, and missing persons, the Police will record details of the person inquiring and the person inquired about on an emergency reconciliation form and promptly forward a copy of the completed form to the nearest public inquiry centre. In a large-scale civil defence emergency, the New Zealand Red Cross may establish a national inquiry centre to help with the processing of inquiries.

Under the Coroners Act 2006 Police are obliged to notify the coroner of any violent or unnatural death that has occurred. The coroner’s role is to determine the identity of the dead person and the time, place, cause, and circumstances of death. The coroner may also make recommendations or comments that may help to reduce the occurrence of other deaths in similar circumstances. In the course of this role, the coroner may authorise a post mortem. The coroner is also required to authorise the disposal of the body.

As a general rule the Police will accept overall responsibility for the recovery and identification of human remains in a state of emergency. Emergency mortuary facilities will be arranged as required. Police will liaise closely with the agencies and individuals involved because of the legal, moral, cultural, and health implications that can arise in the disposal of human remains. These agencies and individuals include the coroner, iwi authorities, health authorities, funeral directors, and the regional councils and territorial authorities that have power to undertake the emergency disposal of the dead under section 85(1)(g) of the Act.

Police civil defence emergency management operations are summarised in The Guide.

The national commander of the New Zealand Fire Service, or the commander’s designated representative,—

If a civil defence emergency is declared in a rural fire authority’s area in response to a rural fire, the relevant controller will initiate appropriate liaison with the principal rural fire officer.

The command of any brigade or brigades in a particular urban locality is vested in the chief fire officer of the fire district (including any protected area). Chief fire officers in charge of New Zealand Fire Service brigades will request reinforcements through their normal operational channels.

On the declaration of a civil defence emergency, no additional powers or authority are conferred on the fire services. Rather, they continue to operate under the relevant sections of their respective Acts. Section 28 of the Fire Service Act 1975 confers authority on the chief fire officer of the fire district, or, if absent, the deputy chief fire officer, or, in the absence of both, the person for the time being who is in charge of a fire incident or other emergency, to direct those under that officer’s control to do whatever is necessary, within reason, for the protection of life and property. Under section 36 of the Forest and Rural Fires Act 1977, principal fire officers of the rural fire authorities have power to control fires occurring in forest and vegetation within their districts. If a regional fire emergency exists under section 39 of the Forest and Rural Fires Act 1977, the national rural fire officer may in the public interest take charge or appoint a principal rural fire officer or other appropriate fire officer to take charge for the duration of the emergency.

In a state of national emergency, the national commander of the New Zealand Fire Service, or the national commander’s designated representative, is responsible (subject to memorandums of understanding between the fire service parties) to the Director for the mobilisation, co-ordination, and control of fire services. The national commander, or the national commander’s designated representative, must be located, if required, in NCMC. He or she should maintain communications with the national fire control centre, inform the Director of significant events, advise on subsequent actions taken or to be taken, and liaise with the national rural fire officer.

The New Zealand Fire Service maintains business continuity plans to ensure fire service functions can continue to be delivered during an emergency.

The fire service also works closely with CDEM Groups both in the preparation of group plans and in support of local operations.

The principal roles of the fire service in a civil defence emergency are as follows:

To support these roles, the fire service can—

The fire service will co-ordinate the release of information about its operations with other agencies. Fire service liaison officers will work in conjunction with appointees of local, group, and national controllers to ensure that messages released to the public are timely, complete, and accurate.

Fire service personnel have instructions to co-operate with media inquiries, but also to restrict their comments to the scope of their own roles and responsibilities. To this end fire service liaison officers will closely monitor media coverage of fire service field operations to verify the accuracy and appropriateness of reports.

A civil defence emergency may combine a sharp rise and variations in demand for health services with the disruption of facilities and infrastructure. There may be pressure on hospitals and other health services and facilities. Communities may experience public health problems while those who have suffered loss and disruption may require psychological support. Hospitals, medical equipment, ambulances, and the like may be damaged.

Even where the hazard does not directly affect health or health infrastructure, disruption to other services like roads, power, or water can have serious consequences. If staff cannot get to work or utilities fail, facilities and services may have to be reduced or relocated, or stopped altogether. This can endanger community health and safety.

The health sector has specific functions in civil defence emergencies, among them—

Without limiting their overall responsibilities, health providers must, as appropriate,—

The Director-General of Health, on behalf of the Minister of Health, has overall responsibility for health matters in all phases of emergency management. The health sector (including ambulance services) will plan to meet the purpose of the Act by—

The arrangements may include plans, contracts, or agreements that outline the conditions governing the use of staff or equipment to meet an urgent need.

The responsibilities of the Ministry of Health include policy development and national planning. These include planning for a health-related emergency through the National Health Emergency Plan.

The Ministry of Health—

The Director-General of Health will co-ordinate the preparation or provision of emergency health services that require integration at the national level. Without limiting his or her overall responsibilities, the Director-General will—

For public health services, the Director-General will ensure that—

Every DHB is required to develop and maintain a plan for significant incidents and emergencies.

The DHB plans identify how services will be delivered in a civil defence or related emergency, and acknowledge the role of DHBs as both funders and providers of health services.

DHBs must—

Public health units of DHBs and of the Ministry of Health have a responsibility to—

Ambulance providers are required to—

Lifeline utilities represent significant aspects of the national infrastructure and have obligations under section 60 of the Act.

Co-ordination of lifeline utilities is necessary in both the response and recovery phases of a civil defence emergency.

CDEM Groups are primarily responsible for the co-ordination of local lifeline utilities across affected regions.

Lifeline utilities are expected to co-ordinate at the national level as necessary to provide appropriate capacity during a state of national emergency or a civil defence emergency of national significance using established lifeline utility sector mechanisms.

MCDEM has responsibility for co-ordinating across lifeline utility sectors at the national level.

In view of the likely needs at CDEM Group EOCs and at NCMC, a pool of trained lifeline utility co-ordinators will be established by MCDEM.

This pool of co-ordinators would be capable of—

This pool of co-ordinators may comprise the designated life-line utility co-ordinators from the main centres and others who have undertaken the required training.

Clusters—

An agency’s membership in a cluster does not limit any of the agency’s statutory obligations under the Act or any other enactment.

Clusters reflecting the national level clusters may be established at CDEM Group or local levels.

Local clusters may—

Some clusters—

Examples of formed or proposed clusters include—

Many clusters, including those proposed, already have effective arrangements that will contribute to civil defence emergency management.

All clusters should have member agencies acting as a co-ordinator and a secretariat.

The co-ordinator brings together the civil defence emergency planning for the cluster.

The secretariat gives administrative support, distributes information, and works as a clearing house.

Welfare begins with readiness and extends through response to recovery.

Emergencies affect the physical, emotional, and psychological well-being of large numbers of people who may suffer trauma as a result of bereavement, physical injury, or separation from families.

People may also experience losses of clothing, homes, other property, employment, and income along with social and community isolation.

Welfare includes supporting people in their homes and workplaces.

The emergency may necessitate the care of those who have been evacuated.

Provision of shelter, accommodation, food, clothing, financial assistance, personal support, and advice may be required by people in or threatened by an emergency.

The following are the principles for providing welfare:

In readiness for a civil defence emergency, welfare services aim to—

In the response and recovery phase of an emergency, relevant agencies may combine in a centralised and publicly accessible recovery centre (one-stop shop).

Agencies may combine to provide mobile welfare services to those who cannot access recovery centres.

Representatives from other agencies may be involved in providing welfare services, depending on the emergency and the community’s needs.

National-level assistance with welfare will be required when a CDEM Group cannot meet demand for welfare assistance and requires help from either the responsible national agency, NWRCG, or National Controller.

The level of assistance required will depend on the resources of the affected areas and the consequences that have to be managed.

NWRCG represents—

Several of these support agencies perform lead roles for certain functions.

The Ministry of Social Development is—

In undertaking national welfare co-ordination, the Ministry of Social Development is to—

The Ministry of Social Development—

The role of the NWRCG is to—

Work and Income (a service of the Ministry of Social Development) is the agency primarily responsible for delivering financial support and information to affected individuals.

A range of different support services is provided by the following agencies:

Financial assistance consists of—

As lead agency for accommodation, Housing New Zealand Corporation maintains plans for the national co-ordination of accommodation.

Support agencies for this function are—

Immediate emergency accommodation is the prime responsibility of CDEM Groups with Housing New Zealand Corporation support.

Subsequent temporary accommodation is the prime responsibility of Housing New Zealand Corporation with CDEM Group support.

The aim is to identify and provide temporary and longer-term accommodation for people who have been displaced from their normal dwellings.

Liaison between Housing New Zealand Corporation, other welfare providers, and health services, to ensure the health of those in temporary accommodation, is part of normal arrangements.

For large-scale events of national significance, MCDEM is responsible for inquiry and identification of people affected by the emergency when this function has to be co-ordinated at a national level.

Support agencies are—

MCDEM will—

MCDEM maintains an agreement with the New Zealand Red Cross that provides that the New Zealand Red Cross will operate a national inquiry centre.

While the Ministry of Agriculture and Forestry maintains the Government’s reporting capability on adverse events and natural disasters affecting agriculture, forestry, and horticulture, and for administering any approved government programmes, it is recognised that territorial authorities provide this function locally, and that this may also extend to domesticated animals in urban environments.

Local authorities may be assisted by the Royal New Zealand Society for the Prevention of Cruelty to Animals and from the Ministry of Agriculture and Forestry in both urban and rural environments.

The Ministry of Agriculture and Forestry encourages farmers and vulnerable industries to develop their own contingency response plans for both natural disasters and biosecurity hazards.

The Ministry of Social Development is the lead agency responsible for planning for the delivery of psychosocial support when assistance or support is required to be co-ordinated at a national level.

Psychosocial support following an incident involves social support and psychological support.

Support agencies are—

The following agencies work in a co-ordinated way within the welfare sector to deliver welfare services:

Risk management should form part of normal business operations.

Agencies should incorporate emergency response and recovery planning into their business continuity arrangements.

National agency plans should—

Agencies should plan, train, exercise, and equip themselves in co-ordination with interdependent agencies so as to be able to—

The following are the 5 indicative levels of civil defence emergency management operation and the co-ordination or support (or both) required for each:

Local arrangements continue to operate throughout all levels.

The Director or National Controller can use NCMC facilities at any time to monitor or support a civil defence emergency irrespective of the CDEM Group level of operation.

National agency cluster groups will be activated, to a level required to support the civil defence emergency, at the direction of the National Controller.

Core readiness arrangements are—

CIMS is used by the emergency services and other agencies as a basis for operational response.

The most important aspect of CIMS is co-ordination that brings together agencies to ensure consistent and effective response and recovery efforts.

CIMS is about teamwork in emergency management through sharing common terminology, using a modular organisational structure, integrating communications, using common incident action plans, ensuring manageable spans of control, and sharing resources.

Co-ordination is based on 4 core elements—

Multi-agency incident control (horizontally across agencies) is exercised by the senior first responder but is transferred on the basis of which agency has primacy for the incident type (for example, Police for law and order situations).

The National Public Education Strategy 2003–2008 (the details of which are set out in The Guide)—

The capability and capacity of the civil defence emergency management sector to perform appropriately in a civil defence emergency relies on an integrated, broad network of understandings, skills, and relationships. In the civil defence emergency management context, professional development is the process of developing people to perform appropriately together under potentially high levels of stress. It encompasses recruitment, selection, learning, support, and performance review functions appropriate for the civil defence emergency management setting.

Co-ordinated civil defence emergency management professional development opportunities should be an integral part of key civil defence emergency management roles, including (but not limited to)—

A national civil defence emergency management exercise programme is a means by which the operational capability of agencies, and CDEM Groups and their partners, such as life-line utilities, may be tested in relation to civil defence emergency management (details of the programme are set out in The Guide).

The national exercise programme—

Agencies should respond to an emergency by activating their own plans and co-ordinating with the lead agency.

Within the constraints that the emergency creates, each agency, operating within its own jurisdiction, must co-ordinate with interdependent agencies to—

In addition, the emergency services are expected to—

Emergency response objectives include—

The objective is to issue warnings so that local authorities, agencies, and people can take action to reduce loss of life, injury, and damage.

Warnings about predictable events (for example, severe weather, volcanic eruption, tsunami) are to be given as quickly as practicable.

For unpredictable events like earthquakes, where warning is not possible, the objective is to inform emergency response by providing assessments of the likely impact on any affected areas.

The responsibility for issuing warnings rests with the agency that through its normal function is involved with the identification and analysis of the particular hazard or threat (see Appendix 1).

Relevant government agencies, CDEM Groups, local authorities, and lifeline utilities must maintain arrangements to respond to warnings.

Warning systems are to provide warnings about significant hazards with the potential to affect human populations, geographical areas, or social or economic activities.

This plan does not cover—

The effectiveness of a warning depends on its delivery and receipt, recipients’ understanding of what they should do under the particular threats, and readiness and response at all levels.

The national warning system establishes a process for the receipt of general warnings and communication of civil-defence-emergency-management related information for warning purposes at all hours by MCDEM.

MCDEM maintains the national warning system to issue civil defence warnings received from responsible agencies.

The standard operating procedure under this system specifies the principles and methods for disseminating national warnings.

National warnings must be provided by MCDEM to CDEM Groups, local authorities, Police, certain government departments, lifeline utilities, and certain broadcasters.

Different hazards require different types of warnings and procedures. The civil defence emergency management hazards for which national warnings may be issued are listed in Appendix 1.

CDEM Groups are responsible for—

If arrangements are made with the duty officer of MCDEM, the national warning system is available to issue warnings with respect to hazards for which warning arrangements are decided and maintained by other responsible agencies.

NCMC facilitates a whole-of-government response in support of government crisis management arrangements by providing a secure, centralised facility for information gathering and information management, strategic-level oversight, decision making, and co-ordination of national responses.

NCMC may include or support the operational management facilities of a lead agency’s response arrangements.

Following notification or warning of a civil defence emergency, national agencies with lead roles are to act in support of government crisis management arrangements at a speed and to a level commensurate with the threat. Emergencies requiring a whole-of-government response may require activation of NCMC by ODESC on the recommendation of the responsible lead agency for this purpose.

Agencies with supporting roles are to examine the nature of the emergency or threat and activate their emergency arrangements in co-ordination with the lead agency. These agencies may be required to provide ad hoc or full-time representation and support at NCMC. This representation can form part of formal procedures for particular types of events or be provided at the request of the lead agency.

Activation of NCMC in support of government crisis management arrangements or for the purpose of operational management may occur with or without the existence or need for any form of emergency declaration.

ODESC is responsible for the general management, development, and maintenance of NCMC. ODESC has delegated day-to-day responsibilities for this to MCDEM. NCMC is kept in a constant state of readiness for activation by a lead agency.

MCDEM uses NCMC to—

NCMC is used to gather, collate, assess and produce information, direct response operations and support, issue public information and conduct media liaison, inform and advise the Government, and, where required, co-ordinate government and non-government resources.

The nature of the civil defence emergency determines the level of activation. NCMC may operate in any of the modes indicated in Appendix 2.

Activating NCMC for a civil defence emergency necessarily involves links with—

The primary support agencies in NCMC for civil defence emergencies include—

The objective is to promote the effective management and exchange of information to aid decision making, support, and communication.

Information needs to be timely, relevant, consistent, and reliable. It is understood that information may not, owing to the circumstances, be absolutely accurate, but it will be based on the best data available at the time.

Emergency information management supports decision making before, during, and after a civil defence emergency. The delivery of an appropriate and timely response requires effective and efficient information management.

Information may be presented as—

The following principles for the management of information in civil defence emergencies are recommended:

To ensure that consistent information is available to support decision making at the national level, the following must occur:

Relevant government security standards and policies should be followed.

When forwarding information to the National Controller, CDEM Groups complete the national-level information template (further detail is in The Guide).

Public information management assists effective leadership and decision making and supports a sense of confidence during an emergency by—

The target audiences of public information are the agencies that disseminate public warnings and information, or contribute to response and recovery.

The ultimate audience includes all people directly or indirectly affected by the emergency.

The detail of public information management is provided in The Guide.

Public information management is necessary before, during, and after a civil defence emergency.

Public information management deals with—

The principles underpinning management of public information at a national level are:

In the response and recovery phases, MCDEM will manage public information in a national civil defence emergency and support CDEM Groups in local emergencies.

During a state of national emergency or a civil defence emergency of national significance, MCDEM will activate a public information cell in NCMC. This cell works with CDEM Groups, emergency services, and other national agencies to co-ordinate public information.

The National Controller will, as required, issue news releases and ensure MCDEM’s website is kept up to date.

MCDEM will develop arrangements with national news media agencies to ensure effective and consistent broadcast of warnings and information.

The New Zealand Red Cross will provide, on request by the Police, a national inquiry centre to answer inquiries about people in the impact area.

If evacuation is required, the objective is to evacuate people in a timely, safe, and effective way.

In emergencies people are usually better off sheltering where they are, but evacuation must be considered when risks are too high and cannot be reduced.

Evacuation should take place only when the risk of staying in place is greater than the risk of shifting.

The type of evacuation is determined by the nature of the emergency and the circumstances of the people affected.

This plan does not include the evacuation of agricultural or stock animals.

Evacuation can be pre- or post-event, voluntary or mandatory.

A pre-event evacuation occurs when the level of risk is uncertain and evacuation is recommended until the situation is contained.

Voluntary evacuation occurs when people choose to move, either without instructions or with instructions.

A mandatory evacuation takes place when the lead agency for the emergency directs that people must leave an area.

As far as possible, evacuation and relocations should take place within a region. When one CDEM Group cannot accommodate its own evacuees, it should ask for and receive help from neighbouring areas. National agencies may give support, and the National Controller will co-ordinate the operation as appropriate.

For evacuations in civil defence emergencies of national significance, the decision to evacuate should be taken in consultation with the National Controller.

Sheltering in place should be considered as the first option, and specifically when—

Evacuation may need to be considered when 1 or more of the following conditions apply:

Any communication of a decision to shelter or evacuate must clearly state to whom it applies.

The area to evacuate must be clearly identified, which will enable CDEM Groups and NCMC to estimate numbers to be evacuated and the resources needed to carry out the evacuation.

If possible, the identity and circumstances of evacuees should be recorded.

The process for evacuation (including command, control, and co-ordination, public instructions, special categories of evacuees, security, and evacuee return) is contained in The Guide.

An emergency in New Zealand may generate offers of assistance from overseas governments and non-governmental organisations, or necessitate requests from New Zealand for external help.

The Government will address requests for, and offers of, overseas assistance through the government crisis management arrangements of DESC.

The Government may request international assistance in a civil defence emergency.

The National Controller or the Director will seek approval for the deployment of international assistance.

MCDEM may require international support to co-ordinate the entry and deployment of international assistance.

Offers to New Zealand of emergency assistance from international sources will be considered in the DESC system and managed by—

Upon arrival in New Zealand, the assistance will be co-ordinated through the National Controller or other agencies as appropriate.

The United Nations General Assembly Resolution 46/182 strengthened the United Nation’s international response to both complex emergencies and natural disasters. The resolution also created the high-level position of Emergency Relief Coordinator as the single United Nations focal point for complex emergencies, as well as for natural disasters.

OCHA, under the direction of the Emergency Relief Coordinator, co-ordinates humanitarian response, policy development, and humanitarian advocacy. OCHA has a wide range of tools, which are developed, mobilised, and co-ordinated by the Field Coordination Support Section, based in Geneva. These are—

New Zealand joined consensus on United Nations General Assembly Resolutions 46/182 and 57/150, which were adopted without vote. OCHA is able to deploy resources at short notice if requested by New Zealand in a state of national emergency or a civil defence emergency of national significance (further detail is contained in The Guide).

The United Nations maintains an international register of all types of assets available, which can be accessed, if necessary, through OCHA.

The Ministry of Foreign Affairs and Trade will maintain effective lines of communication to foreign governments and international organisations on all aspects of a disaster both through New Zealand’s overseas posts and through foreign diplomatic missions accredited in New Zealand.

The civil defence emergencies addressed by this plan will threaten the physical and emotional well-being of large numbers of people.

The response to and efforts to recover from an emergency are interrelated.

Action to achieve a response or recovery, or both, should be concurrent and co-ordinated.

Welfare activity will have started in the response phase at the beginning of the emergency and will continue through recovery.

The aim of immediate recovery activity is to restore as quickly as possible the quality of life of those affected so that they are able to continue functioning as part of the wider community.

In the medium to long term the aim is to seek the regeneration of a community by addressing the economic, social, natural, and built environmental effects of an emergency. This may take a short time or many years, possibly decades.

Measures to help recovery should be implemented as soon as possible, although early consideration will need to be given to the long-term implications of re-establishing affected communities in the same location as before the event.

Generally, government assistance in recovery will only be considered in circumstances involving emergencies of an unusual type or magnitude, and will be made available only when recovery is beyond the capacity of the local community.

Recovery consists of co-ordinated efforts and processes to effect the short-, medium-, and long-term holistic regeneration of a community following an emergency.

Recovery encompasses the community and 4 environments—

These environments are the focus of recovery activity in the short, medium, and long term.

Recovery begins on day one of an emergency.

This means the recovery arrangements are established and information received about the response is used as a basis for planning recovery.

As the response concludes, a careful transition to recovery must be managed.

The transition from response to recovery in national emergencies or civil defence emergencies of national significance may be staged and variable across regions and areas.

It is expected that the transition from a state of national emergency or a civil defence emergency of national significance will be discussed and agreed between local, group, and national controllers.

The principal aspects of this transition are—

The process of civil defence emergency management recovery, including decision-making, reporting, and media management, is provided in The Guide.

It is important to establish an exit strategy which should include—

Arrangements for government financial support for emergencies are determined by Cabinet. The Guide is to be updated as necessary to record the current arrangements. Ongoing work is being undertaken to further develop arrangements.

The provisions for government financial support apply whether or not there is a state of national emergency or a civil defence emergency of national significance.

Financial support towards response activities focuses on costs incurred in—

The purpose of emergency recovery is to restore the affected community to a position in which normal social and economic activity may be resumed as quickly as possible. To achieve this, it is essential to have proper planning for risk management. The Government considers local risks to be a local responsibility. Local authorities are primarily responsible for dealing with the impact of an emergency in their geographical and functional areas of responsibility. Government assistance is contingent upon that expectation.

The aim of any government assistance is to provide the minimum level of assistance required to restore to the community the capacity for self-help and to provide solutions that are the most appropriate long-term solutions. This does not imply an obligation to restore a community to a better state than existed before the emergency, and nor is there an obligation to restore to previous levels if those are not sustainable in the longer term. Upgrading of facilities to a level greater than existed previously may be considered as special policy in cases where such upgrading would decrease the likelihood of a recurrence of the civil defence emergency. Wherever possible, government assistance will be provided in accordance with existing departmental policies. Specific principles for recovery assistance are that—

Government recovery assistance will normally only be provided if—

In addition to immediate response measures co-ordinated by MCDEM or other departments, Government can normally be expected to provide the following: