Hastings
District Council: Strategy and Recovery Committee Meeting
Te Rārangi Take
Report to Strategy and Recovery Committee
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Nā:
From:
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Nigel Bickle, Chief
Executive
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Te Take:
Subject:
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Council Strategic
Framework - How We Work to Deliver Community Wellbeing and Achieve our
Community Outcomes
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1.0 Executive
Summary – Te Kaupapa Me Te
Whakarāpopototanga
1.1 Council’s
operating environment is being shaped by our very significant forward capital
works programme and a range of external factors. Our forward capital works
programme has increased 4-fold since the 2018 Long Term Plan (LTP) and is now
sitting around $2.1bn. This is driving Council’s debt profile and debt
servicing costs.
1.2 We
need to be sure we have the right systems, structures, and capabilities in
place to effectively and efficiently deliver this important programme of work
for our communities.
1.3 Beyond the fiscal
and balance sheet constraints being driven by our capital investment
programme, are a range of external and internal drivers and strategic
matters facing Council. These include;
· Our
community’s ability to pay,
· Central
government regulatory reforms pushing toward regional consolidation of
activities,
· Climate
change adaptation and our regulatory role to identify and help mitigate the
impact of natural hazards,
· Capable
general management of Council to ensure a constant focus on excellence in
delivery and achieving outcomes for our communities.
1.4 In
2025 we will have local government elections. The Chief Executive is required
to provide a Pre-Election Report which will highlight the key issues and opportunities
facing Council areas of responsibility. It is important we have a clear
understanding of these matters, so we set the foundation for the strategic work
we need to do to inform the 2027 LTP.
1.5 A key strategic priority
in the short term is a series of reviews of our large capital works contracts
with external suppliers. Many of these contracts are due for renegotiation over
the next couple of years. The capital works contracts represent a large area of
spend and offer a major opportunity for identifying cost savings and more
effective ways of working, including the systems and structures we have in
place in Council to support effective and efficient delivery of infrastructure.
1.6 Beyond
the focus on our large capital works contracts, will be a programme of internal
reviews to generate the insights Council needs to better understand the current
situation in specific areas and the options moving forward. These reviews will
help to inform Council consideration of the 2027 LTP.
1.7 The
reviews could take different forms depending on the matter, from a more formal
review under Section 17A of The Local Government Act 2002 (requires
Council to review the cost-effectiveness of current arrangements for meeting
the needs of communities within its district or region for good-quality local
infrastructure, local public services, and performance of regulatory functions)
through to activity snapshots which seek to highlight for Council the true cost
of business.
1.8 Attachment
1 provides a summary of the work programme priorities that sit under each
of the Strategic Focus Areas that have been identified. The table contains
information on the Council Group that is leading/would lead the work; the role
of the Democracy & Strategy Group in supporting the work; the
managing/lead officer, and the likely timeframe for the work.
1.9 In
line with my stated organisational focus on the capital plan moving forward,
some of the interrelated work captured in the attachment is:
· Ongoing
capital plan review and refinement being undertaken as part of budget processes.
· The development
of a new fit for purpose Infrastructure Strategy to inform the next LTP
(building on the Infrastructure Constraints Report and Essential Services Plan).
· The
value for money review of key contracts in place for the delivery of
infrastructure.
· The
Development Contributions review and wider focus on funding of growth.
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2.0 Recommendations
- Ngā Tūtohunga
A) That
the Strategy and Recovery Committee receive the report titled Council
Strategic Framework - How We Work to Deliver Community Wellbeing and Achieve
our Community Outcomes dated 11 March 2025.
B) That
the Committee note that a key priority is a series of reviews of our large
capital works contracts. The capital works contracts represent a large area
of spend and offer a major opportunity for identifying cost
savings and more effective ways of working, including the systems and
structures in place in Council to support effective and efficient delivery of
infrastructure and capital works.
C) That
the Committee note this report outlines additional strategic matters that the
Chief Executive proposes be the focus of a strategic work programme that will
inform Council consideration of the 2027 Long Term Plan.
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3.0 Background – Te Horopaki
Council Operating Environment
3.1 Council faces a
challenging operating environment. This is shaped by considerable recent growth
and change in our capital works programme and a range of external and internal
drivers.
3.2 Key
external and internal drivers and strategic matters facing Council include:
· A
very significant capital works programme that has grown from around $523m in
the 2028 LTP to around $2.1bn in the 2024 LTP. This is a 4-fold increase.
We need to ensure we have the right systems, structures and capabilities in
place to effectively and efficiently deliver this important programme of work
for our communities.
· Fiscal
and balance sheet constraints flowing from the provision of infrastructure to
support growth and Cyclone recovery related expenditure.
· Limits
to the community’s ability to pay.
· Central
government regulatory reforms pushing toward regional consolidation of
activities. This has significant implications for ‘regional
architecture’ (how we identify, advocate for, collaborate on, and deliver
regional priorities), and any Council assets that may be “stranded’
through regional consolidation.
· Climate
change adaptation and our regulatory role to identify and help to mitigate the
impact of natural hazards. This is a challenging space, particularly given
pressure to make room for growth and the preference of existing communities to
protect rather than retreat.
· Government
and community expectations of Council’s role – ranging from
‘stick to knitting’ vs wider wellbeing. This goes to our
‘why’. A key question is - where do we want to be on the spectrum today
(as this is likely to shift over time) from infrastructure and core community
services only through to a more expansive view of Council’s role in
promoting cultural, social ,economic and environmental wellbeing.
3.3 Regardless
of which activities we choose to focus on we should be focusing on excellence
in delivery and achieving outcomes. The two key parts of success are;
1
delivery to specifications and budgets (output),
2
achieving purpose /outcome/s.
3.4 There
are opportunities to be clearer about what success looks like (our key
outcomes) and the important measuring and monitoring that is required to know
if we are achieving these outcomes.
· Council
has also grown significantly (largely due to significant growth in our capital
programme). Work programmes have expanded. We are proud of the delivery record
of this Council.
· Looking
to the future, it is timely to ask ourselves what does fit for purpose look
like now - across structures, processes and capabilities? How do we ensure effective programme and project delivery?
How do we build and maintain an effective learning and adaptive organisation?
4.0 Discussion – Te Matapakitanga
Strategic Work Programme
4.1 The key strategic
focus areas have been grouped under the following headings:
· Effective regional structures,
· A resilient Hastings,
· Future planning & Pre/Post
election preparation,
· Council efficiency and
effectiveness,
· Finance/Information Technology,
· Our people and processes.
4.2 Attachment
1 provides a summary of the work programme priorities that sit under each
of the Strategic Focus Areas, including the Council group that will lead the
work, the role of the Democracy & Strategy team in supporting the work, the
managing/lead officer, and the likely timeframe for the work.
4.3 A
key priority is a series of reviews of our large capital
works contracts. The capital works contracts represent a large area of spend
and offer a major opportunity for identifying cost savings and more effective
ways of working, including the systems and structures we have in place in Council
to support effective and efficient delivery.
4.4 Beyond
the focus on our large capital works contracts, there is an opportunity to
support a programme of internal reviews to generate the insights
Council needs to better understand the current situation in specific areas and
the options moving forward. These reviews will help to inform Council
consideration of the 2027 LTP.
4.5 The
reviews could take different forms depending on the matter, from a more formal
review under Section 17A of The Local Government Act 2002 (requires
Council to review the cost-effectiveness of current arrangements for meeting
the needs of communities within its district or region for good-quality local
infrastructure, local public services, and performance of regulatory
functions) through to activity snapshots which seek to highlight for
Council the true cost of business.
4.6 There
are opportunities to consider how we continue to evolve and mature our
organisational capability and general management capability across our policy
design and delivery of work. This includes being clearer about what success
looks like (our key outcomes); how we embed important measuring and monitoring
in our work programmes so that we know if/when we are achieving these outcomes;
build ‘learning from doing’ more effectively into the organisation;
and exercising effective project management across our projects and programmes.
We can do this via clearer expectations on managers, a mix of different types
of training, tools and templates that support good practice.
4.7 I want to
highlight some of the matters captured in Attachment 1.
4.8 Contract
Reviews. As noted earlier, our capital works contracts, represent a very
significant share of Council spend. It is appropriate we ensure that these
contracts are fit for purpose and that we have the internal structures,
processes and capabilities in place to support effective and efficient
delivery. From cost and delivery risk perspectives we should be prioritising
these reviews.
4.9 Emergency
Management. This is focused on implementing the Hawkes Bay Civil Defence Emergency
Management ‘Transformation Strategy’. This imposes significant
investment, work programmes and accountabilities on Council as an independent
entity and as a partner entity with other Councils, agencies and mana whenua.
This is the subject of another Report on this Meeting Agenda.
4.10 Review of
Regional Structures. This is a review commissioned by the Matariki
Governance Group (MGG) on that group’s role and function, and the
delivery agents/mechanisms that the region may require to succeed and respond
to Central Government reforms pushing toward regional concentration of
activity. This work will provide important direction on how we progress
regional priorities.
4.11 Management
of bespoke strategic and significant operational projects. This area of
work recognises that from time-to-time Council will take on major initiatives
to improve our organisation and/or respond effectively to operational
environment change and opportunities. A good example of this was the Voluntary
Buy-out Programme for Cyclone affected category 3 homes. A key part of the
success of this programme was the dedicated resourcing, structure and rigour we
put around that programme. The next area of work we may need to consider,
depending on future decisions, is any transition work relating to 3-Waters.
4.12 Review
of Development Contributions (DCs). DCs are a critical revenue source that
we use to support growth initiatives. It is recognised that DCs are no longer
covering the cost of growth infrastructure, meaning that ratepayers are
subsiding the cost of this infrastructure. The Government has recently
signalled significant changes to this system, moving to a Development Levy
system to be in place for the 2027 Financial Year. This project is
focused on understanding the true cost of growth; how this fits into a
Development Levy system; and how we best transition to the new system.
4.13 Activity Snapshots.
Council began receiving activity snapshots as part of the development of
the 2024 Long Term Plan. Their purpose was to highlight the actual cost
of running various facilities or parts of Council business (particularly
discretionary Council activities). This work supports wider reviews
in some areas such as the Building Consents activity or specific Section 17A
reviews. A running programme will be proposed to inform Council consideration
of the 2027 LTP.
Attachments:
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1⇩
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Table for Summary Strategic Framework
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CG-17-32-00148
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Hastings
District Council: Strategy and Recovery Committee Meeting
Te Rārangi Take
Report to Strategy and Recovery Committee
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Nā:
From:
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Regan Smith, Chief Risk
Officer
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Te Take:
Subject:
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Hawkes Bay Civil Defence
Emergency Management Transformation Strategy Implications for Hastings
District Council
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1.0 Purpose and summary - Te Kaupapa Me Te Whakarāpopototanga
1.1 The
Hawkes Bay Civil Defence Emergency Management (HBCDEM) Joint Committee resolved
to adopt the HBCDEM Transformation Strategy at its meeting held on 27 January
2025.
1.2 The
purpose of this Report is to present the recently adopted HBCDEM Transformation
Strategy (the Strategy) and provide the Committee with an understanding of the
implications the Strategy may have for Hastings District Council (HDC). The
Strategy is attached as Attachment 1.
1.3 Section
12 of the Civil Defence Emergency Management Act 2002 requires every regional
council and every territorial authority within that region to unite to
establish a Civil Defence Emergency Management Group for the purposes of the
Act as a joint standing committee under clause 30(1)(b) of Schedule 7
of the Local Government Act 2002.
1.4 The
Hawke’s Bay Civil Defence Emergency Management Group (CDEM Group) Joint
Committee is established to give effect to Sections 16, 17 & 18 of the
Civil Defence Emergency Management Act 2002, which relate to powers, functions
and obligations of CDEM Groups. It is administered by the Hawke’s Bay
Regional Council (HBRC).
1.5 The
Terms of Reference (adopted by HDC) confers delegated authority on HDC’s
representative on the CDEM Group Joint Committee to exercise the functions,
powers and duties of members under the Act within approved Group budgets.
2.0 Background
2.1 Since
2014 CDEM responsibilities within the Hawke’s Bay region have been
delivered through a centralised HBCDEM Group model. Under this approach the
leadership for developing and maintaining emergency management readiness and
response capability rested with the HBCDEM Group Office supported by all
regional Local Authorities within the region. This approach is documented in
the current HBCDEM Group Plan, which is a statutory document the HBCDEM Group
is required to adopt and review.
2.2 The CDEM system in
Hawke’s Bay consists of the following groups which are defined in
statute:
2.2.1 Governance
of the goals and objectives for CDEM is provided by the HBCDEM Joint Committee,
which includes a representative from each local authority that is a member of
the HBCDEM Group. In Hawke’s Bay the membership of the Joint Committee
includes the Mayors of Central Hawke’s Bay District Council, Hastings
District Council, Napier City Council, and Wairoa District Council, and the
Chair of the Hawke’s Bay Regional Council. Decisions made by the HBCDEM
Joint Committee relating to CDEM are binding for all parties that form the
Group, including Hastings District Council.
2.2.2 Executive
management of the CDEM system is provided by the Coordinating Executive Group
(CEG). This includes oversight of the CDEM Group Office and Group Plan. The
membership of the CEG includes the Chief Executives of all Local Authorities
and representatives from the Police, Fire and Emergency New Zealand, Iwi and
District Health.
2.3 In
addition to this governance and management structure, a HBCDEM Group Office has
been in place to undertake the work required to deliver the CDEM Group Plan.
The CDEM Group Office is a department of CDEM professionals managed by HBRC and
responsible for coordinating CDEM Reduction, Readiness, Response and Recovery
(4Rs) activities across the region.
2.4 Post
Cyclone Gabrielle the HBCDEM Joint
Committee commissioned Bush International Consulting to undertake an Independent
Review into the Hawke's Bay Civil Defence Emergency Management Response into
Cyclone Gabrielle. The review made a series of significant recommendations,
which ranged from empowering communities and integrating mana whenua into
HBCDEM, to changing the structure and function of the HBCDEM Group Office and
the role of local councils.
2.5 To
address the recommendations identified in the Review the HBCDEM Joint Committee subsequently engaged Mr Matt Boggs
to lead a transformation programme for the region. The resulting HBCDEM
Transformation Strategy (Attachment 1) sets out an approach to
significantly improving and transforming the HBCDEM system. To achieve this the
Transformation Strategy advocates that a substantial investment in local and
regional emergency management, along with strong, focused governance and
leadership is important to set Hawke’s Bay on a sustainable path forward.
2.6 The
HBCDEM Strategy Vision is: Together, as a community, we aim to create a
safe, informed and resilient Hawke’s Bay that is prepared for, responds
to, and recovers from emergencies and disasters well. Our community is at the
heart of our civil defence system. We will build stronger connections, trust
and empower local voices, and enhance collaboration across the region.
2.7 After consultation with Local
Authorities across the region the Transformation Strategy was presented and
adopted by the HBCDEM Joint Committee on 27 January 2025. The Strategy is based
on four themes to guide investment and focus:
· A
system that places the community at its heart.
· A
system that is prepared and ready.
· A
system that is highly effective, capable and assured.
· A
system that is balanced and responsive to local needs.
2.8 To deliver on the four
themes the Strategy defines 7 key areas with 8 specific target outcomes (Attachment
2).
2.9
The Strategy will be implemented in three phases over 3 years from February
2025 as indicated in the image below:
2.10 The major
change that the Strategy introduces is a shift away from the centralised CDEM
model that has been in place for the last decade. Instead, the Strategy
represents a return to a locally lead model where Local Authorities are
responsible for delivering the response to emergency events supported by the
HBCDEM Group office. In this model the role of the HBCDEM Group Office is to
set standards, and to provide training and assurance that Local Authorities in
the region can fulfil their responsibilities.
3.0 Legislative Framework
3.1 The
CDEM legislative obligations come from the Civil Defence Emergency Management
Act 2002 (The Act) and the associated National Civil Defence Emergency
Management Plan Order 2015 (The National CDEM Plan).
3.2 Section
12 of the Act requires that every Regional Council and every Territorial
Authority within a region must unite to form a CDEM Group and Joint Committee.
3.3 Under
Section 64 of the Act Local Authorities are allocated the following specific
duties:
· A
Local Authority must plan and provide for civil defence emergency management
within its district. This includes creation of a CDEM Group and associated
Joint Committee.
· A
Local Authority must ensure that it is able to function to the fullest possible
extend, even if this may be at a reduced level, during and after an emergency.
Business continuity planning is the key means for Council to meet this
obligation.
3.4 Section 59 of the Act
places obligations on CDEM Groups and Local Authorities to take all necessary
steps to perform any CDEM functions or duties under the Act or CDEM Plan.
3.5 The
National CDEM Plan Section 29 defines the role of CDEM Groups, and each of its
members (being the Local Authorities and other response agencies) across the
4Rs (Reduction, Readiness, Response, Recovery) as follows:
· 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.
3.6 The
National CDEM Plan then goes on to define specific outcomes that need to be
delivered across Reduction, Readiness (including; Planning, Capability
development, Exercising and testing, Public Education), Response (including;
Public information management, Logistics, Mass evacuation) and Recovery.
3.7 The
obligations of the Act and the National CDEM Plan require HDC, as part of the
Hawkes Bay CDEM Group, to take all necessary steps to undertake the duties
specified across the 4Rs. This obligation exists independently of the
Transformation Strategy. However, the specific nature of the work Council needs
to undertake will be determined by Service Levels to be established as part of
the HBCDEM Transformation Strategy.
4.0 Current Civil Defence Emergency
Management Capability
4.1 Since
the establishment of the HBCDEM Group Office HDC has provided resources to
establish a CDEM capability as required under the HBCEM Group Plan. The primary
purpose of this capability was to support the welfare needs of people affected
by an incident and to manage all aspects of smaller Hastings District events
that did not require HBCDEM Group activation and coordination.
4.2 In
2019 Council made significant investment in a rebuild of the existing emergency
management building to make it fit for purpose as a contemporary Emergency
Operations Centre (EOC). This project involved considerable research to
determine best practice design for an operation centre, including the level of
resilience needed in the building systems (e.g. seismic strength, backup power
and water supply) and the internal layout for optimal team function.
4.3 Since
2021, and partly in response to the impacts of managing when the COVID-19
pandemic hit, Council has further invested in internal staff to increase the
capability of Incident Management Teams (IMT) including additional Coordinated
Incident Management System (CIMS) training and regular exercises.
4.4 Post
Cyclone Gabrielle the focus of Council’s emergency management activities
was proactively shifted to working directly with affected communities to
rebuild community resilience. This involved sourcing external funding and
working with the HBCDEM Group Office to source the Wellington Regional
Emergency Management Office model for Community Emergency Hubs (CEH). The CEH
model now forms the backbone of the community resilience programme for all
Council’s in the region.
4.5 The
following sections summarise the Council’s current CDEM capability across
the emergency management 4R Model (Reduction, Readiness, Response, Recovery).
4.6 Reduction
4.7 Reduction
work relates to activities that focus on reducing the community or Council
asset exposure to, or impact from, hazards. The main tools Council has to
reduce hazard exposure include land use planning (e.g. Spatial Plan and District
Plan), Resource Consenting and Building Consenting (e.g. earthquake design
standards).
4.8 A
specific programme of work that has been undertaken to reduce the community
hazard exposure in response to Cyclone Gabrielle is the Category 3 Voluntary
Buy-out programme. This activity has provided affected property owners with
financial support to enable them to relocate away from areas considered to
present an intolerable threat to life.
4.9 Readiness
4.10 Readiness
describes activities undertaken to put in place the people, buildings,
equipment and systems that might be needed to support the community during an
emergency before the event occurs. To date the Council readiness activities
have established the following capability:
· 44
Community Emergency Hub (CEH) locations, 9 of which have completed all steps to
establish a local hub. Hubs are locations for a community to gather and
organise their own support until official support can arrive. In the Hastings
District CEHs have received a total of $3.83M from Ministry of Primary
Industries, Department of Internal Affairs and Red Cross which has contributed
to: rural hall upgrades for weathertightness, electrical systems and water
supplies; containers of emergency supplies; VHF radios for communication; and
hub kits and signage.
· Collaboration
with Te Taiwhenua o Heretaunga on a common resilience plan founded on Marae
operations and principles of Manaaki.
· Civil
Defence Centres (CDC) have been established at Hastings Sports Centre and
Flaxmere Community Centre. This includes purchasing 1,000 sets of bedding and
personal hygiene equipment to resource these centres as a result of financial
support provided by Red Cross.
· Two
mobile emergency welfare trailers have been purchased with Red Cross funding
and equipped with 30 sets of bedding and personal hygiene equipment, basic
catering supplies and generators. These trailers have been provisioned so that
welfare support can be deployed to any location where it might be needed to
reduce the need to establish multiple sites with welfare equipment.
· A
total of 70 staff are trained to work in an Emergency Operation Centre (EOC)
which are split into 5 Incident Management Teams. These Teams meet regularly to
review systems and procedures, and since Cyclone Gabrielle, these meetings have
also been attended by other agencies including NZ Police and Fire and Emergency
New Zealand (FENZ).
· To
run the IMT operation Council has subscribed to an online crisis management
system called FACT24. This system provides mass alerting capability to rapidly
activate emergency teams, as well as tools for the IMT to manage information
and tasks. This system replaces a MS Teams based collaboration site for the
Council IMT and has enabled a more structured and professional management of
response activities.
· 3
temporary EOC locations have been identified in existing Council offices from
which Council incident teams can operate. These temporary locations are not
resilient sites but are necessary due to the current lease arrangement for the
HBCDEM Group to use the purpose-built emergency management office that was
constructed by HDC.
4.11 This
capability has been put in place by the Risk Team of 4 staff, with support from
the 5 Community Connectors to rollout the CEH.
4.12 Response
4.13 Council runs
a weekly on-call roster to provide 24 hour 7 day a week response capability.
The roster includes a duty Local Controller and 6 other IMT roles that are
likely to be needed in the early stages of an IMT activation in response to an
event. On-call staff receive a small retainer payment in recognition that they need
to be work-ready and available to respond to an event at any time during the
rostered on-call week.
4.14 Recovery
4.15 Prior to
Cyclone Gabrielle Council retained reasonable balance sheet capacity to cover
the financial obligations that arise when responding to, and recovering from,
emergency events. This capacity has been significantly reduced because of the
impact of Cyclone Gabrielle.
4.16 In addition
to the balance sheet capacity Council holds insurance for all major assets
including water supply, waste water, storm water, bridges, buildings and plant.
It should be noted that roads are not insured, but a policy is held for bridges
due to the number of bridges in the Hastings District.
5.0 Impact Assessment
5.1 The
key shift in responsibilities affecting HDC introduced by the Transformation
Strategy is the obligation to manage the emergency response for an event within
the Council district. This means that the Council EOC will be responsible for
coordinating the delivery of all emergency service activities during an
emergency, and not just delivery of welfare support.
5.2 The
local emergency response responsibilities will involve significant interagency
coordination, and as a result the Council IMT will need to operate at a similar
level of professionalism as fulltime front-line emergency service agencies such
as the Police, FENZ and Hato Hone St John. To effectively take on these
additional responsibilities, further investment in a range of capabilities
including access to a suitable operations centre and a further increase in
staff training in addition to the current commitment will be required to lift
readiness and response capability.
5.3 Reduction
5.4 Current
activities that aim to reduce community and Council hazard exposure will need
to be augmented with better local hazard information so planning can be more
targeted. This may be achieved by greater partnership with HBRC to ensure
planned hazard analyses meet HDC needs, and/or may require greater Council
funding to undertake hazard assessments relevant to Hastings District
communities (e.g. the recent Tsunami modelling extended from Tongoio to
Clifton. However, this leaves many HDC communities outside of the analysis zone
and reliant on old information).
5.5 Readiness
5.6 A
further lift in emergency readiness will be required to deliver the level of
capability that will be expected of the Council EOC during an emergency. It is
anticipated that the key changes will include the following (refer Attachment
1 for further detail):
Sufficient capacity within the Risk team and Community Connector team will
be required to complete the CEH rollout and maintain community relationships,
particularly with Māori, and plan in the future.
· The
expanded responsibilities of the Council response teams during an emergency
means that access to a well-equipped operation centre is essential. Under the
centralised CDEM delivery model shared use of the Council built emergency
management building with HBCDEM Group has been a mutually beneficial
arrangement. However, with the move to a local delivery model shared access of
the facility is no longer viable and leaves HDC without a suitable operations
centre. To this end, Council has given notice to CEG and Hawke’s Bay
Regional Council of the intention to take back full use of the current
emergency management building by 1 July 2026. To enable this to occur Council
is committed to contributing to a transition programme for the HBCDEM Group to
relocate to a suitable site.
· A
substantial number of additional sufficiently trained CDEM workers
(approximately 130 to 220 staff/volunteers depending on operating standards and
the quantum of the event) will be needed to staff an emergency response.
· Commitment
to a substantial number of training days (in the order of an additional 600
days in the first year, depending on operating standards set) will be required
to ensure staff/volunteers have the necessary competency.
· Additional
staff capacity will be required to manage the increased CDEM workforce (which
may include volunteers) and to administer the processes, systems and equipment
required to operate an effective EOC.
· Additional
capacity will be required to support hazard planning, including development of
community level emergency response plans and provision of advice on risk
reduction.
5.7 Response
5.8 The
increased workload the EOC is expected to cover is likely to mean an increase
in the number of staff on the weekly on-call roster. This will incur additional
personnel costs and additional costs to support the larger team including
equipment and FACT24 licences.
5.9 Recovery
5.10 Recovery
provisions are not expected to increase substantially because of the
Transformation Strategy. However, Council will need to continue to follow a
prudent financial strategy to rebuild financial capacity to provide a buffer
for a future event.
6.0 Summary
6.1 Officers
agree that the strategic direction of locally delivered and regionally
coordinated emergency response is a sound strategy. This is more consistent
with other CDEM Groups around the country and leverages the existing community
knowledge and relationships that Territorial Authorities have through normal
business activities.
6.2 The
shift in strategic direction means that an increase in local funding for
emergency management will be required to deliver the outcomes targeted in the
Transformation Strategy. However, until the service level agreements specified
in the Transformation Strategy have been agreed, there is a lack of clarity
over the specific service levels and therefore investment Council will need to
make. As a result, the Chief Executive will submit to the appropriate Annual
Plan and Long Term Plan processes for any additional resources required to meet
the 2026 & 2027 Goals of the Strategy.
6.3 The
Chief Executive seeks to establish the new model as quickly as possible.
However, the speed of the transition over the next three years creates risks
for Council. While HBCDEM is in a state of transition between the two operating
models, there will remain an element of uncertainty over the roles and
responsibilities and there will be a resourcing gap at HDC while we build the
capability and capacity required under the Strategy. These capability and
capacity expectations will come at a cost that current budgets are not
sufficient to fully meet so will require budgetary decisions by Council in the
future.
6.4 Officers
observe that the Transformation Strategy makes the HBCDEM Group office
responsible for setting standards and for ensuring those standards are
appropriately implemented but does not include a mechanism for approval of the
required standards. It is recommended that the Coordinating Executive Group
(CEG) is required to approve any operating standard before it becomes an
obligation for Local Authorities to meet. By requiring the CEG to approve
operating standards, the Chief Executives can confirm that the appropriate
resources will be available to implement the required standard.
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7.0 Recommendations -
Ngā Tūtohunga
A) That
the Strategy and Recovery Committee receive the report titled Hawkes Bay
Civil Defence Emergency Management Transformation Strategy Implications for
Hastings District Council dated 11 March 2025.
B) That
the Strategy and Recovery Committee notes the Hawkes
Bay Civil Defence Emergency Management (HBCDEM) Joint Committee resolved to adopt
the HBCDEM Transformation Strategy at its meeting held on 27 January 2025.
C) That
the Strategy and Recovery Committee notes the Chief Executives’ actions
to ensure Council’s ongoing ‘State of Readiness’ to meet Council’s
responsibilities under the Civil Defence Emergency Management Act 2002 and
National Civil Defence Emergency Management Plan 2015.
D) That
the Strategy and Recovery Committee notes that Council will need to make
additional investment in emergency management staff and infrastructure to
meet the HBCDEM Transformation Strategy goals for 2026 and 2027.
E) That
the Strategy and Recovery Committee notes the Chief Executive is already
implementing actions to achieve the 2025 Goals of the HBCDEM Transformation
Strategy, and the Chief Executive will submit to the appropriate Annual Plan
and Long Term Plan processes for any additional resources required to meet
the 2026 & 2027 Goals of the Strategy.
F) That
the Strategy and Recovery Committee recommend to the HBCDEM Joint Committee
that the Service Level Agreements that form part of the Transformation
Strategy and any subsequent performance standards for emergency management and
their timeframe for implementation are approved by the HBCDEM Coordinating
Executive Group before any Territorial Authority is expected to comply with
the standard/s.
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Attachments:
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1⇩
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Hawke's Bay Civil Defence Emergency Management
Transformation Strategy 2025
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EMG-01-4-2-25-39
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2⇩
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HDC CDEM Transformation Strategy Capability Comparison
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EMG-01-4-2-25-37
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Hastings
District Council: Strategy and Recovery Committee Meeting
Te Rārangi Take
Report to Strategy and Recovery Committee
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Nā:
From:
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Gus Charteris, Manager -
Recovery & Special Projects
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Te Take:
Subject:
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Remaining Recovery
Priorities: Work programmes for 2025
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1.0 Purpose and summary - Te Kaupapa Me Te Whakarāpopototanga
1.1 The
Strategy and Recovery Committee at its meetings on 3 December 2024 endorsed
key changes to recovery reporting from the start of 2025. That report also
noted that, with the substantive conclusion of the Voluntary Buy-out and Silt
Recovery Taskforce work programmes, the remaining recovery priorities would be:
· Transport
recovery.
· Havelock
North Mangarau Stream Upgrade (and wider Havelock North Streams and Dams work
programme).
· Council
Community Resilience Planning work programme.
· Esk
Water Supply.
· Flood
mitigation projects across the district (led by Hawkes Bay Regional Council).
1.2 The
first change to recovery reporting was that project and programme activity and
financial reporting, that previously sat in the Cyclone Gabrielle Recovery
Update Reports, would go to the Performance and Monitoring Committee.
1.3 Council
already has an existing and consistent process for the financial and activity
progress reporting that goes to Performance and Monitoring. The Recovery
Team has been working with key teams to ensure appropriate information and
detail on recovery work is incorporated into the Performance and Monitoring
Quarterly Report template.
1.4 The
second change was that reporting to Strategy and Recovery Committee on the
remaining recovery priorities would shift to a focus on strategic
and tactical management matters (rather than reporting on progress).
1.5 Examples
of this are seeking key decisions (e.g. awarding contracts etc where
delegations require); testing approaches with Council; flagging matters of
significance to forward work programmes; and ensuring our Governors have high
quality information to help them make decisions when required.
1.6 To
support the shift in reporting to Strategy and Recovery Committee to strategic
and tactical management matters, the leads of the remaining recovery priorities
will present to this meeting on two key matters:
· What
the recovery work looks like this year (in the context of what will be
multi-year work programmes), and
· The
nature of discussions and/or decisions that will likely come to the Strategy
and Recovery Committee this year. These could be updates around key milestones;
procurement decisions (if this is the right committee); and conversations which
create the operating space for officers and help bring our governors along in
the relevant processes.
1.7 The key points in the
presentations are provided below:
1.8 Transport recovery.
· Rissington
Bridge, Dartmoor Bridge decision to be presented around the procurement plan.
· Potentially
Whanawhana Bridge decision to be presented around the procurement plan.
· Kererū
Gorge budget.
· What
was achieved with NZTA funding up until June 2025, how much will be carried
forward
· Forward works for 2025/2026.
1.9 Havelock
North Mangarau Stream Upgrade (and wider Havelock North Streams and Dams work
programme).
· Dam
Safety – assurance programme.
· Emergency
Planning – how we plan and protect our communities.
· Asset
Management Plan Development – outline required investment.
· Catchment
Management Plan Development – how we manage our waterways.
· Construction
Procurement Outcomes – how we deliver what we need to do?
1.10 Council Community Resilience Planning
work programme.
· The community
resilience building programme has been split into phases. Phases 1 & 2 are
actively underway. Phase 3 & 4 will be progressed as soon as capacity
allows.
· Further work is
being done through the Network of Networks to build resilience of Marae,
cultural and disability groups.
· Consideration is
being given to establishing an HDC Pasifika Leadership Group unifying the three
major Pasifika groups in Hawke’s Bay.
1.11 Esk Water Supply.
· Beca
engagement in procurement for detailed investigation of options for relocation
and connection to Napier City Council with anticipated completion date August
2025
· 24/25
Budget sufficient for further investigation and ongoing improvements to interim
supply
· All
permanent options likely to exceed current Long Term Plan budget.
· Council workshop
to be held in the coming months to provide further detail and budgetary
indication of options being assessed.
1.12 Flood
mitigation projects across the district (led by Chris Dolley (Asset
Management Group Manager) and Andrew Caseley (Programme Director HBRC NIWE
Projects Hawke’s Bay Regional Council).
· HBRC NIWE
Programme Overview
· HBRC NIWE Projects
in Hastings District Council Area
· Pākōwhai
· Ōhiti/Omāhu
· Waiohiki
· Whirinaki.
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2.0 Recommendations -
Ngā Tūtohunga
A) That
the Strategy and Recovery Committee receive the report titled Remaining
Recovery Priorities: Work programmes for 2025 dated 11 March 2025.
B) That
the Committee note the following changes that have been made to Cyclone
Gabrielle Reporting:
i. Ongoing
project and programme activity and financial reporting now goes to the
Performance and Monitoring Committee.
ii. Tactical
and strategic responses for delivery on the remaining Council Recovery
Programme will remain areas of focus for the Strategy and Recovery Committee.
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Attachments:
There are no attachments for this report.
