Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698752023421.pdf (New Zealand)
Reprint as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 (LI 2015/140) Jerry Mateparae, Governor-General Order in Council At Wellington this 2nd day of June 2015 Present: His Excellency the Governor-General in Council Pursuant to sections 39(1) and 45 of the Civil Defence Emergency Management Act 2002, His Excellency the Governor-General makes the following order, acting— on the advice and with the consent of the Executive Council; and on the recommendation of the Minister of Civil Defence made following com- pliance with sections 41 and 42 of that Act.
Contents Title Commencement National civil defence emergency management plan Publication in other forms not prohibited Revocation Page 2 2 2 2 2 (a) (b) Note Changes authorised by subpart 2 of Part 2 of the Legislation Act 2012 have been made in this official reprint.

Note 4 at the end of this reprint provides a list of the amendments incorporated.

This order is administered by the National Emergency Management Agency.
1 cl 1 1 2 3 (1) (2) National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 Schedule National civil defence emergency management plan 3 Title Order This order is the National Civil Defence Emergency Management Plan Order 2015.

Commencement This order comes into force on 1 December 2015.

National civil defence emergency management plan The national civil defence emergency management plan (including its appendi- ces) set out in the Schedule is made.
The period for which the national civil defence emergency management plan remains operative begins on 1 December 2015 and ends with the close of 30 November 2020.
4 Publication in other forms not prohibited To avoid doubt, nothing in this order prohibits the publication of the national civil defence emergency management plan, in whole or in part, in a style suit- able for particular users of the plan, including publication— (a) in a different format; or (b) with or without graphics; or (c) with or without additional material.

5 Revocation The National Civil Defence Emergency Management Plan Order 2005 (SR 2005/295) is revoked.
2 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule Schedule National civil defence emergency management plan Contents Part 1 Introduction General Status Interpretation Incorporation by reference Part 2 Purpose and objectives of this plan Purpose of this plan Audience for this plan Scope of this plan Objectives of this plan Goals of National CDEM Strategy Relationship of objectives of this plan to goals of National CDEM Strategy Hazards and risks to be managed at national level Part 3 Hazards and risks Part 4 Management of emergencies States of emergency 18A 18B State of national emergency State of local emergency and other emergencies Crisis management arrangements ODESC system Lead agency role in emergencies at national level Support agency role in emergencies at national level Director National Controller Group Controllers and Local Controllers National Recovery Manager Group Recovery Managers and Local Recovery Managers cl 3(1) Page 8 9 11 12 12 12 13 13 13 14 16 16 16 17 18 19 19 20 21 21 3 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 Part 5 Roles and responsibilities General General responsibilities Roles and responsibilities across 4 Rs National Emergency Management Agency Introduction Objective Principles Role of NEMA during reduction and readiness Role of NEMA during response and recovery CDEM Groups Introduction Objective Principles Role of CDEM Groups across 4 Rs Clusters Introduction Objective Principles Currently formed clusters Cluster chairpersons Emergency services generally Introduction Principles New Zealand Police Introduction Objective Principles Role of New Zealand Police during reduction and readiness Role of New Zealand Police during response and recovery Fire services Introduction Objective Principles Role of fire services during reduction and readiness Role of fire services during response and recovery Health and disability services
 Introduction Objective Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule Principles Role of health and disability services during reduction and readiness Role of health and disability services during response and recovery New Zealand Defence Force Introduction Objective Principles Role of New Zealand Defence Force during readiness Role of New Zealand Defence Force during response Lifeline utilities Introduction Objective Principles Role of lifeline utilities during reduction and readiness Role of lifeline utilities during response and recovery Welfare services Introduction Objective Principles Role of welfare services agencies during reduction and readiness Role of welfare services agencies during response and recovery Registration Needs assessment Inquiry Care and protection services for children and young people Psychosocial support Household goods and services Shelter and accommodation Financial assistance Animal welfare Building management Introduction Objective Principles Management of buildings during reduction and readiness Management of buildings during response and recovery Science and research organisations Introduction Objective Principles Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 Role of science and research organisations during reduction and recovery Role of science and research organisations during readiness and response Part 6 Reduction Introduction Objective Principles Legislation involving aspects of reduction Reduction at national level Reduction under this
 plan Introduction Objective Principles Readiness activities Part 7 Readiness Planning Introduction Business continuity planning Emergency management planning Capability development Introduction CDEM capability development strategy CDEM competency framework Capability development activities Exercising and testing Introduction National CDEM Exercise Programme Exercising and testing activities Monitoring and evaluation Introduction CDEM Monitoring and Evaluation Programme Monitoring and evaluation activities Public education and community engagement Introduction National CDEM public education strategy National CDEM public education programme Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule Part 8 Response Introduction Objectives Principles Coordinated Incident Management System Transition to recovery National warnings and advisories Introduction Objective Principles National warning system National Crisis Management Centre Introduction Objective Principles NEMA use of NCMC when lead agency Use of NCMC by other lead agencies Emergency information management Introduction Objective Principles Reporting information during emergency Public information management Introduction Objectives Principles National roles Logistics Introduction Objective Principles CDEM logistics activities Mass evacuation Introduction Objective Principles Management of evacuation Types of evacuation Phases of evacuation Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 International assistance for New
 Zealand Introduction Objective Principles National roles Approval to accept or request international assistance Requests for international assistance Offers of international assistance United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA) Part 9 Recovery Introduction Objectives Principles Transition from response to recovery National transition period Transition period functions National recovery activities CDEM Group recovery activities Exit strategy Part 10 Government financial support to local authorities Introduction Objectives Principles Government financial support to local authorities during response Government financial support to local authorities during recovery Special policy for recovery 144 145 146 147 148 149 150 151 152 153 154 155 155A 155B Appendix 1 Lead agencies Appendix 2 NCMC modes Part 1 Introduction 1 Status This plan— (a) is made under sections 39(1) and 45 of the Act; and 8 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (b) replaces the National Civil Defence Emergency Management Plan Order 2005; and (c) becomes operational on 1 December 2015; and (d) may be amended in accordance with section 47 of the Act at any time; and (e) must be reviewed (and may, following the review, be amended or revoked and replaced) under section 46 of the Act (unless reviewed earlier) if— (i) (ii) this plan has been operative for 5 years or more; and it is more than 5 years since this plan has been reviewed; and (f) continues in force under section 45(b) of the Act if not replaced.
General 2 (1) Interpretation In this plan, unless the context otherwise requires,— 4 Rs means— (a) (b) (c) (d) reduction (identifying and analysing risks to life and property from haz- ards, taking steps to eliminate those risks if practicable, and, if not, reducing the magnitude of their impact and the likelihood of their occur- rence to an acceptable level); and readiness (developing operational systems and capabilities before an emergency happens, including self-help and response programmes for the general public and specific programmes for emergency services, life- line utilities, and other agencies); and response (actions taken immediately before, during, or directly after an emergency to save lives and property, and to help communities recover); and recovery (the co-ordinated efforts and processes used to bring about the immediate, medium-term, and long-term holistic regeneration and enhancement of a community following an emergency) Act means the Civil Defence Emergency Management Act 2002 agency means a government or non-government organisation or entity (other than a CDEM Group) with responsibilities under this plan building has the same meaning as in sections 8 and 9 of the Building Act 2004 CDEM means civil defence emergency management CDEM Group means a Civil Defence Emergency Management Group estab- lished under section 12 of the Act CIMS means New Zealand Coordinated Incident Management System 9 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 cluster means a group of agencies that interact to achieve common CDEM out- comes DHB means a district health board established under section 19 of the New Zealand Public Health and Disability Act 2000 DPMC means the Department of the Prime Minister and Cabinet ECC means an Emergency Coordination Centre, which is a facility that oper- ates at the CDEM Group level to co-ordinate and support 1 or more EOCs that are activated within a group area in response to an emergency EOC means an Emergency Operations Centre,
 which is a facility that operates at the agency, territorial authority, or unitary authority level and is used to man- age the response to an emergency fire services includes employees, volunteers, and contractors of Fire and Emer- gency New Zealand carrying out operational activities, airport rescue fire ser- vices, the New Zealand Defence Force, industry brigades that have entered into an agreement with Fire and Emergency New Zealand under subpart 2 of Part 2 of the Fire and Emergency New Zealand Act 2017, and other fire service resources owned by private organisations GNS Science means the Institute of Geological and Nuclear Sciences Limited lead agency means the agency with the primary mandate for managing the response to an emergency, as specified in Appendix 1 Local Controller means a Local Controller appointed under section 27 of the Act National CDEM Strategy means the National Civil Defence Emergency Man- agement Strategy completed under section 31 of the Act NCMC means the National Crisis Management Centre NEMA means the National Emergency Management Agency New Zealand Police means the instrument of the Crown continued in exis- tence by section 7(1) of the Policing Act 2008 NSC means the National Security Committee of Cabinet NWCG means the National Welfare Coordination Group ODESC means the Officials Committee for Domestic and External Security Coordination ODESC system means the system of domestic and external security co-ordin- ation PHU means a Public Health Unit of a DHB recovery office means a recovery office established at the local, CDEM, or national level 10 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule SCE means a sector co-ordinating entity that is an organisation, a group of sec- tor representatives, or an individual agreed by a utility sector to provide a single point of contact to the NCMC or an ECC support agency means any agency, other than the lead agency, that has a role or responsibilities
 during the response to an emergency supporting documentation includes detailed explanations, standard operating procedures, the Director’s guidelines, codes, and technical standards supporting plan means a plan issued by the Director under section 9(3) of the Act in support of the arrangements set out in this plan The Guide means The Guide to the National Civil Defence Emergency Man- agement Plan that is issued by the Director under section 9(3) of the Act this plan means the national civil defence emergency management plan UNOCHA means United Nations Office for the Coordination of Humanitarian Affairs.
The following terms have the same meaning as in section 4 of the Act: area, civil defence emergency management, constable, Director, emergency, emergency services, Group Controller, Group Recovery Manager, hazard, health and disability services, lifeline utility, local authority, Local Recov- ery Manager, local transition period, Minister, National Controller, National Recovery Manager, national significance, national transition period, recovery activity, Recovery Manager, risk, state of emergency, state of local emergency, state of national emergency, territorial authority, transition period, unitary authority.
Schedule clause 2(1) fire services: replaced, on 1 July 2017, by section 197 of the Fire and Emer- gency New Zealand Act 2017 (2017 No 17).

Schedule clause 2(1) group area: revoked, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Schedule clause 2(1) health and disability services: revoked, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
Schedule clause 2(1) MCDEM: revoked, on 1 December 2019, by clause 4(1) of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 2(1) NEMA: inserted, on 1 December 2019, by clause 4(2) of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 2(2): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
Incorporation by reference 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.

(2) 3 (1) (2) No documents are incorporated by reference under this plan; however, other materials are mentioned (see The Guide).
11 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 Part 2 Purpose and objectives of this plan 4 Purpose of this plan The purpose of this plan is to state the guiding principles and roles and respon- sibilities for CDEM across the 4 Rs at the national level so that all agencies and CDEM Groups are able to— (a) understand the hazards and risks; and (b) work to reduce those hazards; and (c) (d) build resilience in respect of those hazards; and build capability and capacity to provide co-ordinated, integrated, and effective responses to, and recovery from, emergencies.
5 Audience for this plan This plan is for agencies and CDEM Groups with roles and responsibilities in CDEM across the 4 Rs before, during, or after— (a) a state of national emergency; or (ab) a national transition period; or (b) an emergency requiring co-ordination and support at the national level.

Schedule clause 5(ab): inserted, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
6 Scope of this plan This plan— (a) is a statement of the frameworks, objectives, principles, roles, and responsibilities across the 4 Rs that— (i) (ii) (iii) are in place on the date that this plan is made; and apply across agencies and CDEM Groups; and take account of existing statutory responsibilities of agencies and CDEM Groups across the 4 Rs to manage hazards and risks; and (b) applies to any emergency requiring CDEM at a national level, includ- ing— (i) (ia) (ii) a state of national emergency; and a national transition period; and an emergency requiring co-ordination and support at the national level; and (c) is supported by The Guide, which— (i) (ii) augments this plan; and includes additional material that enables this plan; and 12 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (d) may be amended in accordance with section 47 of the Act.
Schedule clause 6(b)(i): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Schedule clause 6(b)(ia): inserted, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
7 Objectives of this plan This plan has the following objectives: (a) (b) (c) (d) objective A: establishes the context for CDEM at the national level, including the hazards and risks to be managed; and objective B: sets out a concept of operations for CDEM at the national level for any emergency; and objective C: outlines arrangements for the co-ordination of CDEM dur- ing a state of national emergency; and objective D: states the roles and responsibilities of agencies and CDEM Groups across the 4 Rs.
8 Goals of National CDEM Strategy The National CDEM Strategy sets out the following 4 goals: (a) (b) (c) (d) goal 1: increase community awareness, understanding, preparedness, and participation in respect of CDEM; and goal 2: reduce the risks from hazards to New Zealand; and goal 3: enhance New Zealand’s capability to manage emergencies; and goal 4: enhance New Zealand’s capability to recover from emergencies.
9 (1) Relationship of objectives of this plan to goals of National CDEM Strategy The objectives of this plan assist in giving effect to the goals of the National CDEM Strategy as follows: (a) (b) objective A of this plan relates generally to goals 1, 2, 3, and 4 of the National CDEM Strategy; and objectives B, C, and D of this plan relate to the achievement of goals 3 and 4 of the National CDEM Strategy.
(2) This plan is the primary means of improving the ability of government to man- age an event of national significance.

13 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 Part 3 Hazards and risks 10 (1) (2) Hazards and risks to be managed at national level This Part states the hazards and risks to be managed at the national level and this plan identifies the CDEM necessary at the national level to manage those hazards and risks.
The following hazards, either singularly or in combination, have the potential to cause emergencies that may require co-ordination or management at the national level: (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l) earthquakes: volcanic hazards: landslides: tsunamis: coastal hazards (including coastal erosion, storm surges, and large swells): floods: severe winds: snow: droughts: wild fires and urban fires: animal pests and diseases: plant pests and diseases: (m) infectious human disease pandemics (including water-borne illnesses): (n) (o) infrastructure failure: hazardous substance incidents: (p) major transport accidents: (q) food safety incidents (for example, accidental or deliberate contamin- ation of food): (r) terrorism.
(3) This plan may be used to address the consequences of an emergency arising from any hazard.

(4) Understanding of the risks associated with specific hazards and event scenarios is based on assessments undertaken by CDEM Groups, agencies, and the sci- ence and research sector.
(5) Possible consequences include— 14 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (a) (b) (c) (d) (e) displaced, isolated, injured, ill, and deceased persons, psychosocial con- cerns, deterioration of community well-being, and other matters involv- ing the welfare of people and animals: loss of lifeline utility services (for example, telecommunications, trans- port, energy, water, and waste water networks): damage to buildings and structures: direct and indirect economic losses, restrictions on commerce, migration and trade, and the impairment of financial systems: degradation of the ecological, physical, amenity, and heritage values of areas and resources.
(6) (7) (8) The recommended risk management standard to be used as the basis for risk assessment and management in New Zealand is AS/NZS ISO 31000.2009.

This plan adopts a functional approach to the 4 Rs (across agencies and their activities) to cover any combination and scale of consequences arising from an emergency.

The co-ordination and resources necessary at the national level may vary depending on local management of the emergency.
(9) Different lead agencies and emergency management planning arrangements may be mandated under other Acts.

(10) Pre-planning may be undertaken, and supporting plans may be developed, in support of this plan when the consequences are identified and response and recovery arrangements are considered necessary.

(11) The approach adopted in subclauses (7) and (8) acknowledges the existing and developing risk reduction measures and practices at the national, CDEM Group, and local levels.
(12) The identification and assessment of hazards and risks that require manage- ment under this plan are ongoing processes that include consideration of— (a) (b) (c) new knowledge; and risks that vary over time; and the potential influence of climate change on hazards and risks.
(13) Each agency and CDEM Group should, to the extent that it relates to its role and responsibilities under this plan,— (a) monitor the developments and evolving trends in hazards and risks and communities’ vulnerability to them; and (b) factor any changes into its planning and operational activities across the 4 Rs in accordance with— (i) (ii) its duties under the Act; and its roles and responsibilities under this plan; and 15 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (iii) any other mandate under which it operates that supports achieving the goals of the National CDEM Strategy; and (c) identify and implement measures and mechanisms to reduce the risks from hazards.
Part 4 Management of emergencies States of emergency 11 (1) State of national emergency Section 66 of the Act authorises the Minister, under certain conditions specified in that section, to declare that a state of national emergency exists over the whole of New Zealand or any areas or districts.
(2) In the event that a state of national emergency is declared,— (a) (b) any state of local emergency then in force in the area to which the state of national emergency applies ceases to have effect; and the Director, or the National Controller in accordance with a delegation under section 10 of the Act, will co-ordinate, direct, and control the resources made available for CDEM.
12 State of local emergency and other emergencies For any emergency, other than a state of national emergency, the arrangements in this plan may be used to support— (a) CDEM Groups during— (i) (ii) an emergency of national significance; or a state of local emergency declared under section 68 or 69 of the Act; or (iii) any other emergency: (b) a lead agency at the national level during an emergency where the NEMA is not the lead agency (see Appendix 1).
Schedule clause 12(b): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Crisis management arrangements ODESC system The ODESC system is used by central government in the oversight and govern- ance of national security issues, including during significant crises or security events where consequences of national significance warrant the co-ordination of all-of-government planning and prioritisation.
13 (1) 16 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (2) The ODESC system— (a) (b) brings together information for Ministers, co-ordinates analysis and development of options, and assists decision making in Cabinet; and is collective without affecting the existing responsibilities of Ministers or agencies; and (c) operates at 3 levels as follows: (i) (ii) the NSC; and the ODESC; and (iii) watch groups and working groups of senior officials, as required.
(3) The NSC— (a) (b) (c) is the key decision-making body of executive government for co-ordi- nating and directing national responses to major crises or circumstances affecting national security (either domestic or international); and is chaired by the Prime Minister; and has power to act where the need for urgent action or operational or security considerations require it.
(4) The ODESC— (a) (b) (c) (d) (e) is a group of senior officials; and is chaired by the chief executive of the DPMC; and is the strategic mechanism for co-ordinating an all-of-government response to events; and supports Ministers in developing high-level strategic direction, policy, and priorities, and in authorising additional resources to deal with crises; and exercises policy oversight and advises the Prime Minister, Cabinet, and, when activated, the NSC.
14 Lead agency role in emergencies at national level (1) A lead agency is the agency with the primary mandate for managing the response to an emergency, and at the national level the lead agency’s role is to— (a) monitor and assess the situation; and (b) (c) (d) plan for and co-ordinate the national response; and report to the ODESC and provide policy advice; and co-ordinate the dissemination of public information.
(2) A lead agency— (a) should develop and maintain capability and capacity to ensure that it is able to perform its role; and 17 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (b) may draw on the advice and expertise of expert emergency managers in doing so.
(3) (4) The specific hazard, and its primary consequences to be managed in an emer- gency, determines which agency is the lead agency at the national level (lead agencies at the national and regional levels are listed in Appendix 1).

The NEMA, when it is the lead agency, is to use the arrangements in this plan in a manner that is consistent with the functions carried out and powers exer- cised by the Director and the National Controller under the Act.
(5) A lead agency, other than the NEMA,— (a) is expected to co-ordinate the management of the emergency in accord- ance with its own emergency management plan and its statutory func- tions and powers; and (b) may use the provisions of this plan in support of its management of the consequences of the emergency if required.

Schedule clause 14(4): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Schedule clause 14(5): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

15 (1) Support agency role in emergencies at national level Each support agency should develop and maintain capability and capacity to ensure that it is able to perform its role.
(2) During the response to an emergency, when the NEMA is the lead agency at the national level, each support agency is expected to— (a) (b) (c) co-ordinate, directly or through established clusters, with the NEMA to provide an integrated response; and provide a liaison officer to the NCMC to represent the relevant agency or cluster; and report to, and operate in accordance with the direction of, the National Controller; and (d) manage its own response in support of the NEMA.
Particular agencies may be asked to be represented at the ODESC system level, to report to the ODESC on their respective areas of responsibility, and to respond to strategic direction from the ODESC.
In an emergency managed at the national level by a lead agency other than the NEMA, the NEMA may act as a support agency to the lead agency and will— (a) (b) provide a liaison officer to the lead agency to facilitate advice and infor- mation transfers and to manage requests for operational activities related to CDEM; and undertake any other functions and activities as agreed with the lead agency; and (3) (4) 18 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule 16 (1) (c) provide NCMC facilities support to the lead agency.
Schedule clause 15(2): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 15(2)(a): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 15(2)(d): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Schedule clause 15(4): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Director The functions and powers of the Director are set out in sections 8 and 9 of the Act and, in relation to this plan, include responsibility for— (a) (b) (c) (d) (e) (f) (g) (h) co-ordinating, for the purposes of CDEM, the use of resources made available under this plan; and directing and controlling the resources available for CDEM during a state of national emergency or a national transition period; and controlling the exercise of powers and the performance of functions and duties of CDEM Groups, Group Controllers or Group Recovery Manag- ers during a state of national emergency or a national transition period; and ensuring that the Minister and the ODESC are adequately briefed on the situation during an emergency; and informing the Minister and the ODESC of assistance likely to be required for response and recovery operations; and establishing processes under this plan that will allow the response to, and recovery from, an emergency to be given effect; and advising the Minister on any special policies for implementing CDEM support; and performing any functions under section 8 of the Act and exercising any powers under section 9 of the Act that are necessary to achieve the pur- pose of this plan.
(2) The Director is a member of the ODESC.

Schedule clause 16(1)(b): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Schedule clause 16(1)(c): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
17 (1) National Controller The National Controller may— (a) [Revoked] 19 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (b) (c) be delegated the Director’s functions and powers specified in sections 8(2)(h) and 9(2)(a) of the Act for the purposes of dealing with a state of national emergency: if no delegation has been made under section 10(1) of the Act, be the Director, who has all of the power conferred on the National Controller under the Act.
(2) If delegated the powers and functions of the Director, a National Controller,— (a) (b) (c) during a state of national emergency, directs, controls, and co-ordinates, for the purposes of CDEM, the use of resources made available under this plan; and during an emergency of national significance, co-ordinates national resources to support the local response; and during an emergency managed by a lead agency other than the NEMA, co-ordinates the CDEM activities in support of the response to that emergency.
(3) The National Controller ordinarily undertakes and exercises his or her func- tions and powers in an emergency from the NCMC.

(4) During a state of national emergency, the National Controller is able to— (a) deploy forward to the affected area to better control and direct the national response; or (b) deploy representatives forward to the affected areas.
(5) If the National Controller or representatives are deployed forward, there must be clear delineation of functions and responsibilities between the forward elem- ents and those retained in the NCMC.

Schedule clause 17(1)(a): revoked, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Schedule clause 17(2): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
Schedule clause 17(2)(c): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
18 Group Controllers and Local Controllers Each CDEM Group— (a) must, under section 26 of the Act, appoint by name or reference— (i) (ii) a suitably qualified and experienced person as Group Controller for its group area to carry out the functions under section 28 of the Act; and at least 1 suitably qualified and experienced person to perform the functions and duties and exercise the powers of the Group Con- troller on the occurrence of a vacancy in the office of Group Con- troller or in the absence from duty of the Group Controller; and 20 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (b) may, under section 27 of the Act, appoint by name or reference 1 or more suitably qualified and experienced persons as Local Controllers; and (c) must, under section 25 of the Act, appoint at least 1 person as a person authorised to declare a state of local emergency for its area.
Schedule clause 18(b): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Schedule clause 18(c): inserted, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
18A National Recovery Manager (1) The National Recovery Manager may— (a) (b) (c) be delegated functions and powers of the Director under section 11A(1) of the Act: be delegated functions and powers of the Director specified in sections 8(2)(h) and 9(2)(a) of the Act for the purposes of dealing with a national transition period: if no delegation has been made under section 11A(1) of the Act, be the Director, who has all of the powers conferred on the National Recovery Manager under the Act.
(2) If delegated the functions and powers of the Director, a National Recovery Manager performs the functions and exercises the powers of National Recov- ery Manager under Part 9 of this plan.

Schedule clause 18A: inserted, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
18B Group Recovery Managers and Local Recovery Managers Each CDEM Group— (a) must, under section 29 of the Act, appoint by name or reference— (i) (ii) a suitably qualified and experienced person as Group Recovery Manager for its area to carry out the functions of a Group Recov- ery Manager under section 30A of the Act; and at least 1 suitably qualified and experienced person to perform the functions and duties and exercise the powers of the Group Recov- ery Manager on the occurrence of a vacancy in the office of Group Recovery Manager or in the absence from duty of the Group Recovery Manager; and (b) may, under section 30 of the Act, appoint by name or reference 1 or more suitably qualified and experienced persons as Local Recovery Managers; and (c) must, under section 25 of the Act, appoint at least 1 person as a person authorised to give notice of a local transition period for its area.
21 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 Schedule clause 18B: inserted, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Part 5 Roles and responsibilities General 19 (1) (2) (3) General responsibilities The machinery of government must continue to function (even though this may be at a reduced level) during and after an emergency.
The Act puts certain responsibilities on government agencies, emergency ser- vices, lifeline utilities, and local authorities, including the responsibilities of— (a) functioning during an emergency to the fullest possible extent (even though this may be at a reduced level); and (b) responding to emergencies as required.
Section 59 of the Act requires every government department, CDEM Group, local authority, emergency service, lifeline utility, and any other agency required by the Act, any regulations made under the Act, or any CDEM plans to take all necessary steps to— (a) (b) undertake CDEM; or perform its functions and duties under the Act.

(4) Agencies may have obligations under their own legislation to deal with hazards and consequences, and the Act and this plan do not affect those obligations.
(5) Non-governmental organisations do not have specific responsibilities under the Act, but this plan acknowledges their importance in an emergency.

(6) The principal mechanism for the national co-ordination of non-governmental organisations with other agencies in response and recovery is via the relevant clusters.
(7) Volunteers do not have defined roles and responsibilities in this plan, but they are acknowledged as an important resource and are often an integral part of response and recovery activities at the CDEM Group and local levels.

(8) Volunteers are managed and co-ordinated at a CDEM Group or local authority level.
20 Roles and responsibilities across 4 Rs In addition to the specific roles and responsibilities of agencies in this Part of this plan, all agencies are to carry out activities across the 4 Rs in accordance with Parts 6, 7, 8, and 9 of this plan.
22 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule National Emergency Management Agency Heading: replaced, on 1 December 2019, by clause 4(3) of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
21 (1) Introduction The NEMA is the lead agency responsible for co-ordinating the management of emergencies resulting from various hazards (see Appendix 1), using the arrangements in this plan and the functions and powers of the Director and the National Controller under the Act.

(2) The NEMA may act as a support agency by co-ordinating the CDEM response to any emergency managed by another lead agency.
Schedule clause 21(1): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 21(2): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
22 Objective The objective of the NEMA is to provide leadership, strategic guidance, national co-ordination, and the facilitation and promotion of various key activ- ities across the 4 Rs to achieve the purpose of the Act.

Schedule clause 22: amended, on 1 December 2019, by clause 5 of the National Civil Defence Emer- gency Management Plan Amendment Order 2019 (LI 2019/277).
23 Principles The principles underlying the role of the NEMA are to— (a) (b) (c) (d) (e) (f) (g) provide leadership and strategic direction for CDEM; and provide co-ordination across a wide range of agencies and sectors, rec- ognising that emergencies involve a multi-agency response; and promote research initiatives that identify hazards and inform actions to reduce risks to communities; and promote risk reduction strategies; and promote hazard awareness and emergency preparedness in communities and organisations; and provide planning and preparation for response and recovery; and build capacity and capability— (i) to support, co-ordinate, and manage at the national level the response to, and recovery from, an emergency; and (ii) to adapt to changing demands; and (h) promote and support a means to enable a co-ordinated and holistic recovery from an emergency.
Schedule clause 23: amended, on 1 December 2019, by clause 5 of the National Civil Defence Emer- gency Management Plan Amendment Order 2019 (LI 2019/277).

23 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 24 (1) Role of NEMA during reduction and readiness The functions of the Director under section 8 of the Act include carrying out reduction and readiness activities.
(2) The NEMA supports the Director in carrying out those activities and will— (a) (b) (c) (d) (e) (f) contribute to the development of research, policy, regulation, frame- works, and guidance that facilitate understanding risk and the 4 Rs; and promote and advocate reduction; and plan for response and recovery; and provide for public education; and provide for capability development; and carry out national CDEM exercises; and (g) monitor and evaluate preparedness and performance; and (h) manage, develop, and maintain appropriate national response and recov- ery capability; and (i) (j) support agencies and CDEM Groups in undertaking their roles and responsibilities under the Act; and appoint, develop, maintain, and delegate functions and powers to key operational positions, including a National Controller, a National Recov- ery Manager, a National Public Information Manager, a National Wel- fare Manager, a National Lifeline Utility Co-ordinator, and operations, intelligence, planning, and logistics staff.
Schedule clause 24 heading: amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 24(2): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 24(2)(j): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
Role of NEMA during response and recovery The functions under section 8 of the Act include carrying out response and recovery activities.
The NEMA supports the Director, the National Controller, and the National Recovery Manager in carrying out those activities and will— (a) (b) activate and co-ordinate national-level response and recovery activities from the NCMC or its recovery office; and support and co-ordinate CDEM Group response and recovery activities; and (c) report to the ODESC and the Minister; and 25 (1) (2) 24 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (d) issue emergency management information, including national warnings and advisories, national situation reports, and national response and recovery action plans; and (e) issue public information.
Schedule clause 25 heading: amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 25(2): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 25(2): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
CDEM Groups 26 Introduction Each CDEM Group— (a) (b) (c) (d) is, in the case of 2 or more local authorities, a joint standing committee of those local authorities established under section 12 of the Act; and is, in the case of a unitary authority, a committee of the unitary authority established under section 12 of the Act; and is responsible for overseeing the delivery of CDEM in its group area in accordance with section 17 of the Act; and is supported by each member of the CDEM Group, the Co-ordinating Executive Group established under section 20 of the Act, and any part- ner agencies that have CDEM duties, roles, and responsibilities within the group area.
Schedule clause 26(d): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

27 Objective The objective of each CDEM Group is to provide leadership in the delivery of co-ordinated and collaborative arrangements for CDEM among member local authorities, partner agencies, clusters, and communities within its group area.
28 Principles The principles underlying the role of CDEM Groups are to— (a) (b) (c) (d) promote the sustainable management of hazards; and empower communities to achieve acceptable levels of risk; and provide for planning and preparation for response to, and recovery from, emergencies; and co-ordinate programmes and activities, and encourage co-operation and joint action, among agencies across the 4 Rs; and 25 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (e) provide the basis for the integration of local with national CDEM policies, processes, and operations.
29 (1) (2) (3) Role of CDEM Groups across 4 Rs The functions of a CDEM Group, and of each member, are listed in section 17 of the Act.

The functions aim to co-ordinate and support CDEM activities within the group area across the 4 Rs.
For the purposes of this plan, the functions of each CDEM Group, and each member, are to— (a) (b) (c) (d) (e) 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.
(4) A CDEM Group may be requested or directed by the National Controller to activate its CDEM arrangements to the appropriate level, whether or not a state of emergency has been declared, in support of a response that is— (a) within its group area; or (b) within the group area of another CDEM Group; or (c) being managed by a lead agency other than NEMA.
(5) Each CDEM Group is to give effect to the directions of— (a) (b) the National Controller during a state of national emergency; and the National Recovery Manager during a national transition period.

Schedule clause 29(3)(e): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
Schedule clause 29(4)(c): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 29(5): replaced, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
26 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule Clusters 30 Introduction (1) A cluster is a group of agencies, either within or across sectors, that interact to achieve common outcomes, including the performance of a function or related functions.

(2) An agency’s membership in a cluster does not limit any of the agency’s statu- tory obligations under the Act or any other enactment.
31 Objective The objective of a cluster is to provide co-ordination across agencies to carry out a function or related functions across the 4 Rs, including— (a) (b) (c) (d) joint planning; and establishing and maintaining inter-agency communications; and providing access to shared resources; and avoiding duplication.
32 Principles The principles underlying the role of clusters are to— (a) (b) (c) (d) (e) (f) operate in a co-ordinated multi-agency environment; and form clusters at the national level (but also at the CDEM Group and local levels where appropriate); and be flexible (with agencies able to join, exit from, or merge with clusters, for the purpose of enhancing arrangements, while allowing the overlap- ping of functions or membership where appropriate); and determine their own membership; and organise themselves, including establishing their internal management structures, co-ordinators, and emergency management plans; and develop and exercise liaison at the appropriate level of operation with local EOCs, ECCs, or the NCMC.
33 Currently formed clusters Currently formed clusters include— (a) (b) (c) transport providers; and telecommunications providers; and lifeline utilities; and (d) welfare services; and (e) (f) public information providers; and science and research providers; and 27 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (g) (h) (i) international assistance providers; and the visitors sector; and search and rescue.
Cluster chairpersons Each cluster is expected to select one of its members to be the chairperson and secretariat for the cluster.

34 (1) (2) As the chairperson, the selected member is responsible for bringing together the emergency management planning for the cluster.

(3) As the secretariat, the selected member is responsible for giving administrative support, distributing information, and working as a clearing house.
Emergency services generally 35 Introduction Emergency services, which include the New Zealand Police, Fire and Emer- gency New Zealand, and health and disability services, have duties under sec- tion 63 of the Act.

Schedule clause 35: amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).
36 Principles The principles underlying the role of emergency services are to— (a) ensure that planning encompasses the 4 Rs and enables an effective response to all emergencies; and (b) have,— (i) at the national level, a senior officer— (A) who has the authority to co-ordinate the actitivies of the officer’s emergency service; and (B) who is appointed by the relevant chief executive or national commander of each emergency service to liaise with the National Controller or designated staff within the NCMC; and (c) (d) (ii) at the CDEM Group level, a senior officer assigned to the Co- ordinating Executive Group of each CDEM Group; and use the CIMS framework to guide the co-ordination of each emergency service’s operations; and ensure that the responsibility of each service for its primary functions is in no way transferred or modified by the declaration of a state of emer- gency (staff continue to work under their service’s command structures and established procedures); and 28 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (e) (f) (g) (h) liaise with and act within the co-ordination and direction of the National Controller, or the appropriate Local Controllers or Group Controllers, when the consequences of an emergency require the response to be co- ordinated through plans and arrangements under the Act; and request a declaration of a state of emergency for an affected area via the Local Controller, Group Controller, or National Controller when an offi- cer in charge of an emergency service considers that an emergency has occurred or may occur and emergency powers under the Act will or might be required to co-ordinate, direct, or control a response to that emergency; and notify the chief executive or national commander of the emergency ser- vice that a liaison has been established for a significant co-ordinated response or declaration of a state of emergency; and plan for, and provide, welfare support to staff to enable staff to carry out their functions in response to, and in recovery from, an emergency; and (i) participate in readiness planning at the national and CDEM Group level.
New Zealand Police Introduction The functions of the New Zealand Police, as described in section 9 of the Policing Act 2008, include— (a) keeping the peace: (b) maintaining public safety: (c) (d) (e) (f) (g) (h) law enforcement: crime prevention: community support and reassurance: national security: participation in policing activities outside New Zealand: emergency management.
In addition to the functions of the New Zealand Police under the Policing Act 2008, during an emergency the New Zealand Police will support coroners as required under the Coroners Act 2006 (including developing, maintaining, and implementing the Mass Fatalities Plan).

By virtue of their day-to-day role as co-ordinators of incidents or emergencies and their 24-hour availability, the New Zealand Police will frequently be required to accept the initial responsibility for co-ordination of an emergency.
The emergency management plans of the New Zealand Police provide for the smooth transfer of this support role to the appropriate lead agency once that agency is ready.

29 37 (1) (2) (3) (4) Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 38 Objective The objective of the New Zealand Police is to minimise the consequences of an emergency on individuals and the community by carrying out the functions of New Zealand Police under the Policing Act 2008.
Principles The principles underlying the role of the New Zealand Police are to— (a) use, at the discretion of the constable in charge (subject to any direction given by a New Zealand Police operation or tactical commander),— (i) (ii) the ordinary New Zealand Police powers; and the special powers created by the declaration of a state of emer- gency; and (b) (c) (d) co-ordinate inter-district movement of New Zealand Police personnel in consultation with the National Controller; and exercise, when needed, the powers of compulsion under the Act when a state of emergency is in force (including entry onto premises, closing of roads and public places, evacuation, and directing activities); and authorise a person, other than a constable, to exercise, when needed, any of the powers of compulsion under the Act when a state of emergency is in force.
The powers of the New Zealand Police, including those in the Act, are sum- marised in The Guide.

Role of New Zealand Police during reduction and readiness The New Zealand Police maintain business continuity plans to ensure that crit- ical New Zealand Police functions can continue during an emergency.

Those plans identify key risks, prioritise business, plan for the continuance of critical business, and provide for the redeployment of staff in support of other districts.
39 (1) (2) 40 (1) (2) (3) New Zealand Police emergency and command planning forms the basis for New Zealand Police operations, including action in a state of emergency, and refers to and integrates with CDEM plans at national, CDEM Group, and local levels.

(4) The New Zealand Police participate in multi-agency emergency management planning and exercises contributing to a co-ordinated response using the CIMS.
(5) New Zealand Police emergency management plans also provide for— (a) early control of the scene of an emergency, co-ordinating essential ser- vices, preserving life, and protecting property; and (b) the establishment of a New Zealand Police operations headquarters; and 30 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (c) (d) the callout of sufficient personnel to meet New Zealand Police require- ments; and basic procedures for dealing with an emergency, including alerting and liaising with other emergency services; and (e) liaison at the appropriate level of the response with other elements.
The New Zealand Police regularly test and exercise response arrangements and participate in the National CDEM Exercise Programme.
Role of New Zealand Police during response and recovery The role of the New Zealand Police during the response to and recovery from an emergency is to— (a) maintain the functions of the New Zealand Police as outlined in section (6) 41 (1) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l) 9 of the Policing Act 2008 and the Act; and assist with the dissemination of warning messages; and assist the movement of rescue, medical, fire, and other essential services; and co-ordinate movement control over land, including communications and traffic control; and conduct category I search and rescue operations; and support category II search and rescue operations; and carry out disaster victims identification; and control access to and within an affected area so as to assist rescue, med- ical, fire, and other essential services; and conduct any initial evacuations to ensure protection of life; and co-ordinate inquiries to assist family, whānau, and next of kin to make contact with each other; and trace missing persons and notify their next of kin; and assist coroners as required by the Coroners Act 2006, in close liaison with the Ministry of Justice and health services; and (m) support Controllers at the national, CDEM Group, and local levels and, when requested, appoint New Zealand Police liaison officers to the NCMC, ECCs, and local EOCs.
(2) To provide for inter-agency co-ordination, the New Zealand Police ensure— (a) (b) participation in the development of response and recovery action plans; and the national co-ordination of New Zealand Police resources in support of the emergency operations; and 31 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (c) (d) when requested, the appointment of a New Zealand Police liaison officer to the Controller at the relevant level (national, CDEM Group, local), on an ongoing basis; and the exchange of situation reports at respective levels (national, CDEM Group, local).
(3) The New Zealand Police support coroners to enable them to carry out their functions under section 4 of the Coroners Act 2006, which include— (a) (b) (c) (d) deciding whether to carry out a post-mortem; and authorising the release of a body; and deciding whether to open an inquest; and giving the immediate family and representatives of the immediate family of a person thought to be deceased notice of the processes required by law to be performed or followed in relation to the death.
(4) (5) The New Zealand Police has overall responsibility for the recovery and identi- fication of human remains, will recover deceased persons, and may take them to a temporary holding area before transportation to a mortuary facility.

The New Zealand Police will liaise closely with the family of the deceased, coroners, iwi authorities, health authorities, funeral directors, and relevant local authorities to ensure that legal, cultural, spiritual, and health-related matters are addressed.
(6) The New Zealand Police CDEM operations are summarised in The Guide.

42 Introduction Fire services Fire and Emergency New Zealand, working in support of the Director and the National Controller, is responsible for— (a) (b) co-ordinating the fire services; and providing resources required to undertake requests for assistance.

Schedule clause 42: amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).
43 Objective The objective of the fire services under this plan is to provide services to mini- mise the consequences of an emergency for people, property, and the environ- ment.
44 Principles The principles underlying the role of Fire and Emergency New Zealand in this plan are to— 32 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (a) plan for, and prepare to fully participate in, the response to any emer- gency, while at the same time maintaining the capability to deliver its existing operational mandate; and (b) work in concert with the requirements of national, CDEM Group, and local CDEM plans; and (c) (d) (e) ensure that fire services incident management structures adhere to, or work within, the direction and principles of the current CIMS structure; and develop and maintain the capacity to provide an operational response (including incident management, liaison, and advisory support) to CDEM at the national, CDEM Group, and local level; and liaise with fire services to co-ordinate an effective response to an emer- gency.
Schedule clause 44: amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).

Schedule clause 44(e): amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).

45 (1) (2) (3) Role of fire services during reduction and readiness Fire and Emergency New Zealand maintains business continuity plans to ensure that its functions can continue during an emergency.
Those plans identify key risks, prioritise business, plan for the continuance of critical business, and provide for the redeployment of staff.

Fire and Emergency New Zealand emergency and command planning forms the basis for fire services operations, including action in a state of emergency, and refers to and integrates with CDEM plans at national, CDEM Group, and local levels.
(4) Fire and Emergency New Zealand participates in multi-agency emergency planning and exercises contributing to a co-ordinated response using the CIMS.

(5) [Revoked] Schedule clause 45(1): amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).

Schedule clause 45(3): amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).
Schedule clause 45(4): amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).

Schedule clause 45(5): revoked, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).
46 (1) Role of fire services during response and recovery The role of the fire services during the response to and recovery from an emer- gency includes, subject to arrangements agreed between the fire services in relation to a particular emergency,— 33 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (a) (b) (c) (d) (e) firefighting to control, contain, and extinguish fires; and containing releases and spillages of hazardous substances; and urban search and rescue (Fire and Emergency New Zealand is formally recognised as having a heavy urban search and rescue capability and the ability to co-ordinate urban search and rescue within New Zealand, and the capability to carry out urban search and rescue includes the national support team and urban search and rescue task forces (consisting of tech- nicians, medical staff, engineers, and search dogs)); and limiting damage, including the salvage of essential material from endan- gered locations; and redistributing water, in consultation with the relevant territorial author- ities, for firefighting.
(2) On the declaration of a state of emergency, no additional powers or authority are conferred on the fire services (rather, the fire services continue to operate under the relevant sections of their Acts).

(3) Subpart 1 of Part 2 of the Fire and Emergency New Zealand Act 2017 confers authority on an authorised person (as defined in section 6 of that Act) to direct those under that person’s control to do whatever is necessary, within reason, for the protection of life and property.
(4) During an emergency,— (a) the board of Fire and Emergency New Zealand, or a delegate of the board,— (i) (ii) (iii) (iv) (v) (vi) is responsible to the Local Controllers or the CDEM Group Con- trollers for the mobilisation, co-ordination, and control of the fire services; and is located, if required, in the ECC, or the EOC; and should maintain communications with the national fire co-ordin- ation centre, inform the Local Controllers or the CDEM Group Controllers of significant incidents, and advise on subsequent actions taken or to be taken; and supports the Local Controllers or the CDEM Group Controllers and is responsible for co-ordinating fire services operations and providing the resources required to undertake requests for assist- ance; and is the fire services adviser to the Local Controllers or the Group Controller; and advises on fire services operations, urban search and rescue prior- ities, and the resources required to continue operations; and (b) the board of Fire and Emergency New Zealand, or a delegate of the board,— 34 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (i) (ii) (iii) (iv) (v) is responsible to the Director and the National Controller for the mobilisation, co-ordination, and control of fire services; and is located, if required, in the NCMC; and should maintain communications with the national fire co-ordin- ation centre, inform the Director and the National Controller of significant incidents, and advise on subsequent actions taken or to be taken; and supports the Director and the National Controller and is respon- sible for co-ordinating fire services operations and providing the resources required to undertake requests for assistance; and advises on fire services operations, urban search and rescue prior- ities, and the resources required to continue operations.
(5) (6) (7) [Revoked] [Revoked] [Revoked] Schedule clause 46(1)(c): amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).

Schedule clause 46(3): replaced, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).

Schedule clause 46(4)(a): amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).
Schedule clause 46(4)(b): amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).

Schedule clause 46(5): revoked, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).

Schedule clause 46(6): revoked, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).

Schedule clause 46(7): revoked, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).
Health and disability services 47 Introduction (1) Health and disability services in New Zealand are delivered by a network of organisations and people, including— (a) (b) (c) the Minister of Health, who has overall responsibility for New Zealand’s health and disability system; and the Ministry of Health, which acts as principal adviser to the Minister of Health and the Government on health and disability policy, and leads and supports the sector to achieve better health for New Zealanders; and DHBs, which plan, manage, provide, and purchase services for the popu- lation of their district, including primary care, public health services, 35 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 aged care, and services provided by other non-government health pro- viders; and (d) (e) (f) primary health organisations, which provide health care in the commu- nity, usually from general practitioners or practice nurses; and public health services, which provide environmental health, communica- ble disease control, and health promotion programmes; and ambulance services, which provide pre-hospital care and transport for patients in the community, and inter-hospital transport where patients require referral for specific treatment.
(2) An emergency may combine a sharp rise and variations in demand for health and disability services with the disruption of facilities and infrastructure, dur- ing which— (a) (b) (c) there may be pressure on hospitals and other health and disability ser- vices and facilities: communities may experience public health problems, and those who have suffered loss and disruption may require psychological support: hospitals, health and disability services, medical equipment, ambulances, and related facilities or equipment may be damaged.
Even where a hazard does not directly affect health and disability services or their infrastructure, disruption to other services (for example, roads, electricity, or water supplies) can have serious consequences for their services or infra- structure.

If staff cannot get to work or lifeline utilities fail, facilities and services may have to be reduced or relocated, or stopped altogether, which may endanger community health and safety.
(3) (4) 48 Objective The objective of the health and disability service providers during an emer- gency is to provide services to minimise the consequences of the emergency for the health of individuals and the community.
49 Principles The principles underlying the role of health and disability services during emergencies are to— (a) maintain an emergency management structure for the health and disabil- ity service providers that enables a consistent and effective response to emergencies at the local, regional, and national levels, and that supports, to the greatest extent possible, the protection of the general population, health and disability services workers, and health and disability services clients; and 36 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (b) provide services that, to the greatest extent possible, meet the needs of patients and clients and their communities during and after an emer- gency, even when resources are limited, while ensuring that responses do not create or exacerbate inequalities for particularly vulnerable or hard- to-reach populations; and (c) ensure that health and disability services are as resilient to the conse- quences of hazards and risks as is reasonably practicable.
50 (1) Role of health and disability services during reduction and readiness The Director-General of Health, on behalf of the Minister of Health, has over- all responsibility for health and disability services in all phases of emergency management.
(2) The Ministry of Health is responsible for— (a) policy development; and (b) maintaining the National International Health Regulations Focal Points in accordance with the International Health Regulations (2005); and (c) (d) national planning for a health-related emergency; and developing, maintaining, and exercising the National Health Emergency Plan and its supporting documents; and (e) preparing a business continuity plan for the Ministry of Health.
(3) DHBs are responsible for— (a) (b) (c) leading and co-ordinating local reduction and readiness planning across health and disability service providers within their districts; and developing, maintaining, and exercising health emergency plans for sig- nificant incidents and emergencies affecting their districts, and co-oper- ating with neighbouring DHBs in the development of inter-DHB, sub- regional, regional, and national emergency plans and capability as appro- priate to decide how services will be delivered in an emergency (acknowledging DHBs’ role as both funders and providers of health and disability service providers, including the provision of support directly or indirectly to other affected parts of the country); and ensuring that all their plans adequately provide that public, primary, sec- ondary, tertiary, mental, and disability health services require health and disability service providers to have plans and resources in place to ensure that they can respond to an emergency in an integrated and effect- ive manner; and (d) ensuring that health and disability services are ready to function to the fullest possible extent during and after an emergency by ensuring— (i) the continuity of care for existing patients, the management of increased demand for services (including the provision of surge 37 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 capacity), and that assistance is provided to enable the recovery of services (including business continuity); and (ii) the preparation of plans that are integrated across the sector and that are aligned with the plans of the other emergency services and the regional CDEM Group plan and other response agencies; and (iii) that their own planning and responses are integrated with public health planning and responses.
(4) PHUs and the Ministry of Health have a responsibility to— (a) (b) (c) develop plans specific to public health emergencies (for example, pan- demics); and integrate public health planning and responses; and advise local agencies and lifeline utilities about public health aspects of their business continuity planning.
(5) Land and air ambulance providers are responsible for— (a) (b) (c) (d) (e) ensuring the continuity of care for existing patients, the management of increased demand for services (including the provision of surge cap- acity), and that assistance is provided to enable the recovery of services (including business continuity); and preparing incident and emergency management plans that are integrated across the sector and that are aligned with the plans of relevant DHBs, the plans of other emergency services, and CDEM Group plans; and integrating their own planning and response with public health planning and response; and supporting DHB regional groups and CDEM Groups as required; and contributing to emergency management planning led by the Ministry of Health.
(6) Health and disability service providers are responsible for— (a) (b) (c) (d) (e) ensuring the continuity of care for existing patients, the management of increased demand for services (including the provision of surge cap- acity), and that assistance is provided to enable the recovery of services (including business continuity); and preparing incident and emergency management plans that are integrated across the sector and are aligned with the plans of the relevant DHBs, the plans of other emergency services, and CDEM Group plans; and integrating their own planning and response with public health planning and response; and supporting DHB regional groups and CDEM Groups as required; and contributing to emergency management planning led by the Ministry of Health.
38 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule 51 (1) Role of health and disability services during response and recovery In an emergency, DHBs and other health and disability service providers are expected to activate response and recovery plans to minimise the consequences of the emergency on their populations and to maintain services to the fullest practicable extent.
(2) The Ministry of Health has operational roles, including— (a) monitoring any developing emergencies; and (b) (c) (d) activating the National Health Emergency Plan and National Health Co- ordination Centre as appropriate; and co-ordinating and managing the health and disability service providers’ response to emergencies that have significant regional or national conse- quences; and acting as lead agency in an all-of-government response to a health emer- gency, such as an epidemic or a pandemic.
(3) DHBs are responsible for— (a) (b) co-ordinating the local health sector response to emergencies; and ensuring appropriate co-ordination of all health and disability service providers and close liaison with CDEM Groups and local authorities; and (c) continuing their services and managing any increased demand.
(4) PHUs are responsible for— (a) maintaining their services and managing any increased demand; and (b) (c) (d) responding to emergencies involving risk to public health; and co-ordinating via local DHB EOCs; and liaising with the ECC or the local EOC during an emergency.
(5) Land and air ambulance providers are responsible for— (a) (b) continuing their services and managing any increased demand; and co-ordinating via local DHB EOCs, the Ambulance National Crisis Co- ordination Centre, the National Health Co-ordination Centre, and other ambulance providers.

(6) Health and disability service providers are responsible for— (a) (b) continuing their services and managing any increased demand; and co-ordinating via local DHB EOCs.
New Zealand Defence Force 52 Introduction (1) During an emergency, the New Zealand Defence Force is a support agency.

39 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (2) Given the nature of the New Zealand Defence Force operations, forces can be deployed at short notice to assist with the response.
(3) (4) 53 (1) (2) 54 (1) The general legal basis for provision of New Zealand Defence Force support to aid to the civil power is provided for in section 9 of the Defence Act 1990.

Section 9(1)(a) and (b) of the Defence Act 1990 authorises the New Zealand Defence Force to be used in New Zealand or elsewhere to— (a) (b) perform any public service; or provide assistance to the civil power in a time of emergency.
Objective The objective of the New Zealand Defence Force is to provide appropriate sup- port to government authorities during an emergency, while maintaining oper- ational outputs and missions.

This means that all efforts will be made to support the lead agency, taking into account the Government’s priorities; however, the New Zealand Defence Force cannot guarantee that certain resources will always be available, because they may be involved in another Government-directed mission.
Principles The principles underlying the role of the New Zealand Defence Force are to— (a) (b) (c) ensure that New Zealand Defence Force personnel deployed to assist the response to an emergency will remain under military command while the lead agency directs the New Zealand Defence Force units assigned to the response; and ensure that requests for New Zealand Defence Force assistance are in the form of a general task or a desired effect rather than a request for a spe- cific resource or piece of equipment; and provide, after analysis of the general task or desired effect, the most suit- able personnel and equipment to complete the task or achieve the effect.
(2) In performing general public services or providing assistance, New Zealand Defence Force personnel are not empowered to exercise New Zealand Police powers; however, service personnel are to act to save life in any circumstance, and to act on a specific lawful request by the New Zealand Police.
55 Role of New Zealand Defence Force during readiness The New Zealand Defence Force undertakes to do the following to ensure that it is sufficiently prepared to respond to an emergency: (a) manage business continuity plans at levels that are necessary to ensure that defence functions can continue during and after an emergency; and (b) maintain contingency plans for response to an emergency; and 40 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (c) (d) conduct internal training and participate in exercises at the national level to maintain response proficiency; and participate in planning and training sessions with the NEMA and CDEM Groups.
Schedule clause 55(d): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
56 Role of New Zealand Defence Force during response (1) During an emergency, the New Zealand Defence Force— (a) (b) (c) will provide liaison officers to the NCMC, the ECC, and, if necessary, the local EOC (the liaison officers will advise on potential support oper- ations by the New Zealand Defence Force and provide updates on the progress of any tasks that the New Zealand Defence Force is conducting in the respective areas or levels; however, the liaison officers are not authorised to accept tasks); and can utilise certain forces assigned at short notice to support emergencies (forces are held ready for response at the regional and national levels and include land, air, and sea assets as necessary); and will co-ordinate New Zealand Defence Force assets at either the local level (ECC) or national level (the NCMC), depending on the type and scale of the emergency and the mode of operation of the NCMC.
Requests for the support of the New Zealand Defence Force beyond local levels of commitment must be made by the CDEM Groups through the National Controller.

Lifeline utilities Introduction Lifeline utilities, as described in the Act, provide essential and enabling infra- structure and services that support commercial and domestic activity.
Lifeline utilities deliver services (for example, water supply, wastewater and stormwater collection, electricity, gas, and petroleum distribution, telecom- munications, broadcasting, and transportation networks, including roads, rail- ways, airports, and ports).

Lifeline utilities have duties under section 60 of the Act.
Objective The main duty of lifeline utilities during and after an emergency is to be able to deliver the services they normally provide to the fullest possible extent (even though this may be at a reduced level).
(2) 57 (1) (2) (3) 58 59 Principles The principles underlying the role of lifeline utilities are to— 41 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (a) (b) (c) (d) (e) (f) (g) (h) (i) identify and understand the full range of hazards and risks and imple- ment reduction strategies; and prioritise the continuity of operations and supply of services in accord- ance with response priorities set by the Local Controller, Group Control- ler, or National Controller (even though this may be at a reduced level); and plan co-operatively with local authorities, CDEM Groups, emergency services, and other lifeline utilities; and establish emergency procedures for communication with government agencies, CDEM Groups, emergency services, and other lifeline utilities; and identify examples of best practice, and share and apply them where appropriate; and facilitate solutions to issues that are sector specific and do not require government assistance and support; and develop common and effective approaches to the 4 Rs; and co-ordinate with other lifeline utilities to promote service restoration fol- lowing an emergency; and provide information on the status of networks to the EOC, ECC, and NCMC as appropriate.
60 (1) Role of lifeline utilities during reduction and readiness To help fulfil their duties under section 60 of the Act, all lifeline utilities are to— (a) develop business continuity plans to— (i) (ii) identify critical assets and business processes, assess their vulner- abilities, and undertake appropriate actions to reduce the risks they face; and outline response and recovery arrangements, including appropri- ate contracting arrangements with key suppliers; and (b) focus on both reduction and readiness, including planning co-operatively with— (i) other lifeline utilities (whether or not in the same sector), espe- cially those on which they are dependent; and (ii) relevant government agencies; and (iii) CDEM Groups; and (c) regularly test and exercise their response arrangements and participate in the National CDEM Exercise Programme.
(2) National lifeline utilities are to— 42 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (3) (4) 61 (1) (a) work with the NEMA to prearrange a means of national level sector co- ordination that best suits their sector (this usually entails establishing a single entity that takes responsibility for managing sector readiness, response, and recovery information, which in turn promotes co-ordinated activity); and (b) participate in testing of sector co-ordination entity arrangements.
The NEMA is responsible for nominating and training National Lifeline Utility Co-ordinators to perform co-ordination functions during readiness, response, and recovery.

CDEM Groups are responsible for nominating and training CDEM Group Life- line Utility Co-ordinators to perform co-ordination functions during readiness, response, and recovery, including establishing relationships and sector planning arrangements during reduction and readiness.
Schedule clause 60(2)(a): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 60(3): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Role of lifeline utilities during response and recovery To help fulfil their duties under section 60 of the Act, all lifeline utilities are to— (a) (b) activate business continuity, response, and recovery plans; and establish contact through the Lifeline Utility Co-ordinator with the rele- vant EOC or ECC, or the NCMC, and provide information on the status of their networks and estimated repair times; and (c) operate within established CDEM co-ordination mechanisms.
(2) National lifeline utilities are to co-ordinate at the national level using estab- lished sector co-ordination entities.

(3) (4) (5) (6) Lifeline utilities are to co-ordinate at a regional level using established sector co-ordination entities.

The NEMA has responsibility for co-ordinating across sectors at the national level, utilising the National Lifeline Utilities Co-ordinator to perform this func- tion.
CDEM Groups are to utilise their CDEM Group Lifeline Utilities Co-ordin- ators to co-ordinate lifeline utilities at the local and regional level.
Each Lifeline Utilities Co-ordinator, at the CDEM Group and national levels, is to— (a) (b) lead the lifeline utility co-ordination operations in their ECC or recovery office and the NCMC or its recovery office; and link the lifeline utility co-ordination function at any ECC or its recovery office and the NCMC or its recovery office; and 43 Schedule (c) National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 provide information and advice to the National Controller or the CDEM Group Controller, or the National Recovery Manager or the CDEM Group Recovery Manager, on the consequences of an emergency and response and recovery priorities; and (d) provide information to lifeline utilities or sector co-ordination entities on CDEM priorities.
Schedule clause 61(4): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Welfare services 62 Introduction (1) Welfare services support individuals, families and whānau, and communities in being ready for, responding to, and recovering from emergencies, which includes the following welfare services sub-functions: (a) (b) (c) (d) (e) (f) (g) (h) (i) registration: needs assessment: inquiry: care and protection services for children and young people: psychosocial support: household goods and services: shelter and accommodation: financial assistance: animal welfare.
(2) Effective welfare planning is based on a good understanding of affected com- munities, including their cultural and demographic makeup, strengths, and vul- nerabilities.

(3) Agencies responsible for the co-ordination of welfare services sub-functions and relevant support agencies are covered in clauses 67 to 75 of this plan.
(4) (5) The NEMA is the agency responsible at the national level for the co-ordination across welfare services sub-functions, and it appoints a National Welfare Man- ager to fulfil this function.

The NEMA is responsible for the appointment of suitable and experienced per- sonnel to be alternative National Welfare Managers and for ensuring that train- ing is provided to enable them to co-ordinate the welfare services function dur- ing response and recovery.
(6) Each CDEM Group is responsible for— (a) the co-ordination of and arrangements for local delivery of welfare ser- vices; and 44 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (b) (c) the appointment of a suitably senior and experienced CDEM Group Wel- fare Manager to fulfil that function; and the appointment of suitable and experienced personnel to be alternative CDEM Group Welfare Managers and to ensure that training is provided to enable them to co-ordinate the welfare services function during response and recovery.
(7) Welfare services are delivered at the local level and co-ordinated and supported at the CDEM Group and national levels.

Schedule clause 62(4): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 62(5): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
63 Objective The objective of the welfare services function is to carry out activities across the 4 Rs to provide for the needs of people affected by an emergency and to minimise the consequences of the emergency for individuals, families and whā- nau, and communities.
64 Principles The principles applying to the delivery of welfare services are to— (a) (b) (c) (d) (e) recognise the diverse and dynamic nature of communities; and strengthen self-reliance as the foundation for individual and family and whānau and community resilience; and ensure that emergency welfare services address the specific welfare needs of individuals, families and whānau, and communities; and ensure flexibility in the services provided and how they are best deliv- ered; and integrate and align with local arrangements and existing welfare net- works.
65 (1) Role of welfare services agencies during reduction and readiness Each agency involved with welfare services responsibilities is to— (a) (b) (c) (d) develop and review plans to ensure continuity of its essential services and contribution to wider welfare provision; and plan collaboratively with agencies responsible for co-ordinating relevant welfare services sub-functions to ensure that arrangements are aligned; and develop capacity and capability relevant to its role in an emergency; and establish regular communication and reporting lines within its local, regional, and national offices; and 45 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (e) establish and maintain inter-agency communications.
(2) Each agency responsible for co-ordinating welfare services sub-functions is to— (a) (b) (c) (d) provide leadership to support agencies to develop arrangements; and develop, maintain, and exercise arrangements for the co-ordination or delivery of relevant welfare services sub-functions; and plan co-operatively with all support agencies with a role in delivering the relevant welfare services sub-function to ensure that arrangements are aligned; and regularly test and exercise its response and recovery arrangements and participate in the National CDEM Exercise Programme; and (e) participate as an active member on— (i) (ii) the NWCG at the national level; and all Welfare Coordination Groups at the CDEM Group level.
(3) The National Welfare Manager is to— (a) (b) (c) (d) co-ordinate the welfare services function during reduction and readiness; and chair the NWCG, whose members are the agencies responsible for each of the welfare services sub-functions (the NWCG provides strategic oversight of planning and development of integrated welfare services); and in consultation with the NWCG, plan and co-ordinate at the national level the delivery of welfare services across welfare services sub-func- tions during response and recovery; and communicate and report on the progress of readiness activities for the welfare services function to NWCG members, CDEM Groups, and the Director.
(4) The CDEM Group welfare manager is to— (a) (b) (c) co-ordinate the CDEM Group welfare services function during reduction and readiness; and chair the CDEM Group’s Welfare Co-ordination Group, whose members are the agencies responsible for each of the welfare services sub-func- tions in the CDEM Group area; and oversee the establishment and maintenance of arrangements and plans for— (i) (ii) delivery of welfare services at the local level during response and recovery; and co-ordination across welfare services sub-functions during response and recovery; and 46 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (d) communicate and report on the progress of the readiness activities for the welfare services function to the Co-ordinating Executive Group, Welfare Co-ordination Group members, and the National Welfare Man- ager.
66 (1) Role of welfare services agencies during response and recovery Each agency with welfare services responsibilities is to— (a) (b) (c) (d) provide timely services and information on those services to affected communities; and identify strategies and actions to support effective co-ordination of ser- vices, and monitor and report to the agency that is responsible for the relevant welfare services sub-functions on welfare issues and activities; and establish regular communication and reporting lines within its local, regional, and national offices; and support the welfare services function with additional personnel at national, CDEM Group, and local levels where a need is identified and it is practicable to do so.
(2) Each agency responsible for co-ordinating welfare services sub-functions is to,— (a) at the national level,— (i) (ii) (iii) work with the relevant support agencies to ensure community needs are being met and that services and information (for oper- ational and public information purposes) are integrated; and collaborate with other agencies with responsibility for the co- ordination of other welfare services sub-functions; and report on the relevant welfare services sub-function for which it is responsible to the National Welfare Manager in the NCMC during response or the National Recovery Office during recovery; and (b) at the CDEM Group level,— (i) (ii) (iii) work with relevant support agencies to ensure that community needs are being met and that services and information (for both operational and public information purposes) are integrated; and collaborate with other agencies that are responsible for other wel- fare services sub-functions to ensure that services and information are co-ordinated, integrated, and aligned to meet community needs; and report on the co-ordination and performance of the welfare ser- vices sub-function for which it is responsible to the CDEM Group welfare manager in the ECC during response or the CDEM Group recovery office during recovery.
47 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (3) National welfare co-ordination is provided when a CDEM Group considers that national support would be beneficial, when multiple CDEM Groups are affected, or when the National Controller determines that national co-ordin- ation is required.

(4) At the national level, during response and recovery, the National Welfare Man- ager is responsible for co-ordination of the welfare services function.
(5) The National Welfare Manager is to— (a) (b) (c) (d) (e) be responsible to the National Controller during response or to the National Recovery Manager during recovery for co-ordination of the delivery of welfare services; and co-ordinate the agencies responsible for welfare services sub-functions during response and recovery to ensure that the delivery of services and information is integrated and aligned to meet community needs; and co-ordinate with CDEM Group Welfare Managers at ECCs during response or the CDEM Group recovery office during recovery; and co-ordinate and integrate national welfare activities with other functions and activities in support of the National Controller during response and the National Recovery Manager during recovery; and communicate and report on the provision of welfare services and provide advice to the National Controller.
(6) At the CDEM Group level, during response and recovery, the CDEM Group Welfare Manager is responsible for co-ordination of the welfare services func- tion.
(7) The CDEM Group Welfare Manager is to— (a) (b) (c) (d) (e) be responsible to the Group Controller in response or the CDEM Group Recovery Manager during recovery for co-ordination of the delivery of services; and co-ordinate the agencies responsible for welfare services sub-functions during response and recovery to ensure that the delivery of services and information are integrated and aligned to meet community needs; and co-ordinate with local welfare managers (where these arrangements exist) at local EOCs during response or the local recovery office during recovery; and co-ordinate and integrate their CDEM Group welfare activities with other ECC functions and activities in support of the Group Controller; and communicate and report on the provision of welfare services and provide advice to the Group Controller; and 48 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (f) (g) co-ordinate with the National Welfare Manager and other CDEM Group Welfare Managers to ensure consistent and co-ordinated delivery of wel- fare services and information to affected communities; and be capable of assisting in welfare services co-ordination at any ECC or, if requested, the NCMC.
67 (1) (2) Registration Registration involves collecting information from people to identify who has been directly affected by an emergency and may require emergency welfare services.

Registration information informs the needs assessment sub-function and can be used to support the inquiry sub-function.
(3) At the national level, the NEMA is the agency responsible for the provision of the CDEM welfare registration system for registering people who are affected by an emergency and who may require emergency welfare services.

(4) At the CDEM Group level, CDEM Groups are responsible for registering people who have been affected by an emergency and who may require emer- gency welfare services.
Schedule clause 67(3): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

68 Needs assessment (1) At the national level, the NEMA is the agency responsible for providing advice and co-ordinating the needs assessment sub-function.
(2) Needs assessment includes the provision of a system to assist with meeting immediate and ongoing welfare needs, and co-ordinating the actions required to meet those needs, in an integrated and flexible way.

(3) At the national level, the NEMA provides a system to facilitate the collection of data to inform the assessment of immediate and ongoing welfare needs.
(4) At the national level, support from the following agencies may be required to plan for and co-ordinate an integrated approach to needs assessment: (a) (b) the Ministry of Foreign Affairs and Trade, in co-ordination with foreign diplomatic missions accredited to New Zealand, to provide information and advice on foreign nationals; and the Ministry of Health, to co-ordinate a national health service response, including health personnel, and to provide advice on specific human health and disability issues; and (c) the Ministry for Primary Industries, to co-ordinate information— (i) provided by rural support trusts and other stakeholder networks about identified needs on farms and in rural communities; and (ii) about animal welfare; and 49 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (d) the Ministry of Social Development, to determine eligibility for— (i) (ii) financial assistance; and temporary accommodation for displaced persons; and (e) (f) (g) (h) (i) (j) the New Zealand Police, to co-ordinate inquiries and provide informa- tion; and the Office for Disability Issues, to provide information and advice in support of the co-ordination of assistance to people with disabilities; and Te Puni Kōkiri (national and regional offices), to work with other gov- ernment agencies and CDEM Groups to facilitate and co-ordinate sup- port to Māori who require assistance, and to engage with iwi, hapū, whā- nau, and Māori communities to ensure that their needs are met; and the New Zealand Red Cross, to co-ordinate the provision of trained New Zealand Red Cross personnel to support community-based needs assess- ment and outreach; and the Salvation Army, to co-ordinate the provision of its trained personnel to support community-based needs assessment and outreach; and St John, to co-ordinate the provision of ambulance personnel to support the Ministry of Health response to welfare services; and (k) Victim Support, to co-ordinate the provision of trained support workers and personnel to support community-based needs assessment and out- reach.
(5) At the CDEM Group level, CDEM Groups are responsible for co-ordinating the needs assessment sub-function, including— (a) collating and analysing identified welfare needs; and (b) working with support agencies, including community-based organisa- tions and networks, to identify and deliver appropriately integrated ser- vices and information to address welfare needs.
(6) At the CDEM Group level, support from the following agencies may be required to provide the following services: (a) DHBs, to co-ordinate a regional health service response, including health personnel and the assessment of health and disability require- ments; and (b) the Ministry for Primary Industries,— (i) to identify needs on farms and in rural communities through rural support trusts and other stakeholder networks; and (ii) to identify animal welfare needs; and (c) the Ministry of Social Development, to determine eligibility for— (i) (ii) financial assistance; and temporary accommodation for displaced persons; and 50 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (d) (e) (f) (g) (h) (i) the New Zealand Police, to co-ordinate inquiries and provide informa- tion; and Te Puni Kōkiri (national and regional offices), to work with other gov- ernment agencies and CDEM Groups to facilitate and co-ordinate sup- port to Māori who require assistance, and to engage with iwi, hapū, whā- nau, and Māori communities to ensure that their needs are met; and the New Zealand Red Cross, to provide trained New Zealand Red Cross personnel to support community-based needs assessment and outreach; and the Salvation Army, to provide its trained personnel to support commu- nity-based needs assessment and outreach; and St John, to co-ordinate the provision of ambulance personnel to support the regional health response to welfare needs, in consultation with the Ministry of Health and DHBs; and Victim Support, to provide trained personnel to support community- based needs assessment and outreach.
Schedule clause 68(1): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 68(3): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

69 (1) (2) Inquiry Inquiry involves identifying people who have been affected by an emergency and assisting family, whānau, and significant others to make contact.
The New Zealand Police is the agency responsible for a process to co-ordinate inquiries.
(3) At the national level, the following agencies are required to plan for and sup- port the New Zealand Police to facilitate the inquiry process: (a) (b) (c) (d) the NEMA, as the agency responsible for the provision of the CDEM welfare registration system; and the Ministry of Education, as the agency responsible for providing enrol- ment information (when legally able to do so) to the New Zealand Police about the current location of children and their families who have been affected by an emergency; and the Ministry of Foreign Affairs and Trade, as the agency responsible for the provision of information about foreign nationals; and the Ministry of Health, via contracts with DHBs and primary care and ambulance services, as the agency responsible for patient registration; and 51 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (e) the New Zealand Red Cross, for the provision of an international tracing facility through International Federation of Red Cross and Red Crescent Societies partners.
(4) At the CDEM Group level, the following agencies are required to plan for, and support the New Zealand Police to facilitate, the inquiry process: (a) CDEM Groups, using the CDEM welfare registration system; and (b) DHBs and primary care and ambulance services, to ensure that patient management systems are maintained and available for inquiry purposes using the National Health Index system (which allows interrogation and enables restricted information to be shared with agencies, such as the New Zealand Police, when requested); and (c) the Ministry of Education, to provide (when legally able to do so) infor- mation to the New Zealand Police that will assist in identifying children and their families who have been affected by an emergency.
Schedule clause 69(3)(a): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
70 Care and protection services for children and young people (1) At the national and CDEM Group levels, the Ministry of Social Development, through the Ministry for Vulnerable Children, Oranga Tamariki, is the agency responsible for planning the delivery and co-ordination of statutory care and protection services to those children and young people who have been identi- fied (after registration) as being separated from their parents, legal guardians, or usual caregivers during an emergency.
(2) To provide these services, support from the following agencies at both the national and CDEM Group levels may be required: (a) (b) the Ministry of Education, to work with education providers to ensure continuity of care to children and young people at educational facilities during an emergency (a handover of care to the New Zealand Police, or another appropriate agency, will occur for those children and young people who cannot be reunited with their parent, guardian, or other approved person within a reasonable time frame); and the New Zealand Police, as the agency responsible for a process to co- ordinate inquiries (where inquiries have been made by responding agen- cies in relation to establishing contact between a child or young person and their family, whānau, or usual caregiver and have not been success- ful, and the child’s or young person’s physical or mental well-being is, or is likely to be, impaired, the New Zealand Police will exercise their powers under section 48 (unaccompanied children and young persons) of the Oranga Tamariki Act 1989); and 52 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (c) (d) the New Zealand Red Cross, to support and supervise unaccompanied children during emergencies, as required, and to notify the New Zealand Police as soon as practicable; and Te Puni Kōkiri (national and regional offices), to provide independent advice and support to iwi, hapū, whānau, and other Māori communities and to work with central and local government authorities to reconnect tamariki and rangatahi who have become separated from their usual carers during an emergency.
Schedule clause 70(2)(b): amended, on 14 July 2017, by section 149 of the Children, Young Persons, and Their Families (Oranga Tamariki) Legislation Act 2017 (2017 No 31).

71 (1) Psychosocial support The Ministry of Health is the agency responsible for co-ordinating the provi- sion of psychosocial support at the national level, and is to provide the required health services by funding, planning, and providing services, including by con- tracting organisations.
(2) Psychosocial support following an emergency involves focusing on the psycho- logical and social interventions that will support community recovery.
(3) At the national level, support from the following agencies may be required to co-ordinate the following services: (a) (b) (c) the Ministry of Education, to support schools and early childhood pro- viders during the emergency or traumatic incident by working alongside the traumatic incident teams or management teams of those schools and providers to assist them in responding to an emergency or incident and implementing an emergency response plan; and the Ministry for Primary Industries, to fund rural support trusts and other organisations to provide psychosocial support to rural communities after an emergency that affects the primary industry sector and that meets the Ministry’s funding criteria; and the Ministry of Social Development, to provide information and resources to help individuals, families and whānau, and communities to connect to psychosocial support providers; and (d) Te Puni Kōkiri (national and regional offices), to provide— (i) links to iwi and Māori providers (which can give psychosocial support and work with government agencies, local authorities, and CDEM Groups to ensure that Māori and others are supported); and (ii) advice on the most appropriate cultural responses to support Māori affected by an emergency; and (e) the New Zealand Red Cross, to provide psychological first aid during emergencies and ongoing psychosocial and bereavement support ser- vices as required throughout recovery; and 53 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (f) the Salvation Army, to provide psychosocial support, including pastoral support, from trained teams; and (g) Victim Support, to facilitate access to approved counsellors (who will provide direct support to affected persons during and after an emer- gency).
(4) At the CDEM Group level, DHBs are responsible for co-ordinating the provi- sion of psychosocial support services (DHBs advise non-government organisa- tions and primary health organisations on the type and nature of services nee- ded for ongoing psychosocial support).
(5) At the CDEM Group level, support from the following agencies may be required to provide the following services: (a) (b) (c) (d) (e) DHBs, to provide specialist public health, mental health, and addiction services; and primary health organisations, to provide general practice and primary care services; and the Ministry of Education, to support schools and early childhood pro- viders during an emergency or a traumatic incident by working along- side the traumatic incident teams or management teams of those schools and providers to assist them in responding to the emergency or incident and implementing an emergency response plan; and the Ministry for Primary Industries, to fund rural support trusts and other organisations to provide psychosocial support to rural communities fol- lowing an emergency that affects the primary industry sector and that meets the Ministry’s funding criteria; and the Ministry of Social Development, to provide information and resources to help individuals, families and whānau, and communities to connect to psychosocial support providers; and (f) Te Puni Kōkiri (national and regional offices), to provide— (i) links to iwi and Māori providers (which can give psychosocial support and work with government agencies, local authorities, and CDEM Groups to ensure that Māori and others are supported); and (ii) advice on the most appropriate cultural responses to support Māori affected by an emergency; and (g) (h) the New Zealand Red Cross, to provide psychological first aid during emergencies and ongoing psychosocial and bereavement support ser- vices as required throughout recovery; and the Salvation Army, to provide psychosocial support, including pastoral support, from trained teams; and 54 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (i) (j) (k) Victim Support, to provide access in an emergency to trained support workers who deliver direct emotional and practical support, information, and personal advocacy to affected persons during and after emergencies, crime, and trauma, and to facilitate access to approved counsellors as required; and community-based organisations and networks to assist affected persons to connect with social support and services; and agencies and organisations that provide employee assistance pro- grammes, to consider what support those agencies and organisations require in an emergency.
72 Household goods and services (1) At the national level, the NEMA is the agency responsible for providing advice and co-ordinating the provision of household goods and services and other essential items (including food, water, groceries, medication, cooking fuel, clothing, bedding, sanitation, and pet food) to people who have been displaced or who are sheltering in place.
(2) At the national level, the following is a selection of agencies that may be required to co-ordinate advice and assistance on the provision of specific ser- vices: (a) (b) (c) (d) (e) (f) the Ministry of Health, to provide advice on health considerations; and the Ministry for Primary Industries, to provide advice on food safety; and the New Zealand Defence Force, to provide advice on the co-ordination of the provision and distribution of water, food, and other essential items (including sanitation facilities); and the New Zealand Food & Grocery Council Incorporated, to provide advice on the provision and distribution of food and grocery items; and the New Zealand Red Cross, to provide advice on the distribution of water, food, and other essential items; and the Salvation Army, to support the distribution of household goods and services, especially food, clothing, and furnishings.
(3) At the CDEM Group level, CDEM Groups are responsible for planning and co- ordinating the provision of household goods and services and other essential items to people who have been displaced or who are sheltering in place.
(4) At the CDEM Group level, support from the following agencies may be required to provide the following services: (a) DHBs, to provide medication and other items to support primary care and pharmacies and PHUs (supported by territorial authority environ- mental health officers), and to provide advice on public health issues; and 55 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (b) (c) (d) (e) (f) (g) local authorities, to procure, and co-ordinate the distribution of, house- hold goods and services; and the Ministry for Primary Industries, to provide advice on food safety; and the New Zealand Defence Force, to support the provision and distribu- tion of water, food, and other essential items (including sanitation facil- ities); and the New Zealand Food & Grocery Council Incorporated, to provide advice on the provision and distribution of food and grocery items; and the New Zealand Red Cross, to support the distribution of household goods and services; and the Salvation Army, to support the distribution of household goods and services, especially food, clothing, and furnishings.
Schedule clause 72(1): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

73 (1) Shelter and accommodation The provision of shelter and accommodation is for people who have to leave their homes as a result of an emergency (displaced people).
(2) This sub-function is divided into the following categories: (a) (b) (c) shelter, provided, usually in a communal facility (possibly, but not nec- essarily, a pre-designated civil defence centre), for only a few days to protect displaced people from the elements and danger (some basic wel- fare services may be provided at the facility); and emergency accommodation, provided to displaced people who cannot return to their homes for short periods, generally only a few days and not more than about 2 weeks; and temporary accommodation, provided to displaced people who cannot return to their homes for a prolonged period (generally several weeks, months, or, possibly, years).
(3) At the national level, the NEMA is the agency responsible for providing advice and co-ordinating the provision of shelter and emergency accommodation.
(4) The Ministry of Business, Innovation, and Employment is the agency respon- sible for the co-ordination of the provision of temporary accommodation, in particular,— (a) (b) planning in advance for service delivery and technical support systems; and prompting information gathering and analysis to ascertain the likely tem- porary accommodation demand and the most appropriate supply options for the affected populations; and 56 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (c) encouraging operational partnerships at both national and CDEM Group level for successful implementation of temporary accommodation plans.
(5) Support from the following agencies is required to plan for and co-ordinate the provision of shelter and accommodation services: (a) CDEM Groups,— (i) (ii) (iii) to assess, within their CDEM Group area, the need for shelter and emergency accommodation for displaced people, including dis- placed people from another region; and to co-ordinate the provision of shelter and emergency accommo- dation within their CDEM Group area for displaced people, including displaced people from another region; and to provide the Ministry of Business, Innovation, and Employment with advice, information, and access to council-controlled tempor- ary accommodation facility options; and (b) Housing New Zealand Corporation, to provide the Ministry of Business, Innovation, and Employment with advice, information, and access to Housing New Zealand Corporation temporary accommodation options (buildings and landholdings); and (c) (d) (e) (f) the Ministry of Education, to link CDEM Groups with appropriate school boards for advice, information, and access to shelter or emer- gency accommodation options (buildings and landholdings); and the Ministry of Health, to link CDEM Groups or the Ministry of Busi- ness, Innovation, and Employment, or both, with DHBs for advice and information about managing any environmental health or communicable disease risks to public health associated with shelter, emergency accom- modation, and temporary accommodation facilities; and the Ministry of Social Development, to determine eligibility for tempor- ary accommodation for displaced persons; and the New Zealand Defence Force, to provide the NEMA, CDEM Groups, and the Ministry of Business, Innovation, and Employment with advice, information, and access to shelter, emergency accommodation, and tem- porary accommodation options (buildings and landholdings) in accord- ance with section 9 of the Defence Act 1990; and (g) Te Puni Kōkiri national and regional offices, to provide— (i) (ii) advice and assistance to CDEM Groups to link with marae that can assist with
 shelter and emergency accommodation and manaa- kitanga (care and support); and advice to the Ministry of Social Development so that appropriate assessments of needs are undertaken for temporary accommoda- tion for displaced Māori; and 57 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (iii) (iv) advice and assistance to the Ministry of Business, Innovation, and Employment so that appropriate matching and placement case management for temporary accommodation for displaced Māori are undertaken; and advice and assist the Ministry of Business, Innovation, and Employment to link with marae and appropriate marae trustees for advice, information, and access to marae temporary accommoda- tion options (buildings and landholdings); and (h) the Salvation Army, to provide CDEM Groups with advice, information, and access to Salvation Army shelter and emergency accommodation, and to support displaced people living in shelter or emergency accom- modation.
Schedule clause 73(3): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 73(5)(c): amended, on 1 August 2020, by section 668 of the Education and Training Act 2020 (2020 No 38).

Schedule clause 73(5)(f): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
74 (1) (2) Financial assistance The Ministry of Social Development is the agency responsible at the national and CDEM Group levels for the co-ordination of the financial assistance sub- function.

The Ministry of Social Development co-ordinates the provision of information about, and access to, the range of financial assistance available to people affected by an emergency.
(3) At the national level, support from the following agencies may be required to plan for and co-ordinate the following services: (a) the Accident Compensation Corporation, to ensure— (i) (ii) claimants who are unable to work because of a covered injury receive, or continue to receive, weekly compensation payments (in lieu of their salary); and the continuation of payments to treatment providers or the deferral of levy payments in certain circumstances; and (b) the Earthquake Commission, to provide information about— (i) (ii) claim lodgement and the settlement processes for natural disaster damage as defined in the Earthquake Commission Act 1993; and settlement of valid claims under the Earthquake Commission Act 1993 by way of payment, reinstatement, or replacement at the Earthquake Commission’s discretion; and (c) the Inland Revenue Department, to provide tax relief and income assist- ance through a range of measures; and 58 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (d) (e) (f) (g) (h) the Insurance Council of New Zealand, to provide specific disaster recovery information to assist with minimising loss, information on how to lodge insurance claims, and insurance company contacts; and the Ministry of Business, Innovation, and Employment, to help busi- nesses to recover by providing information and support; and the Ministry for Primary Industries, to provide, after an emergency affecting primary industry sector producers, on-farm relief that meets the Ministry’s funding criteria; and the New Zealand Red Cross, to manage a national relief appeal and financial support services in the form of an independent relief or recov- ery cash grant process; and the Salvation Army, to manage a relief appeal to assist affected persons in the most appropriate way.
(4) At the CDEM Group level, support may be required by the following organisa- tions: (a) local authorities,— (i) to participate in a disaster relief fund trust (if such a trust has been established in the region); and (ii) to manage and administer mayoral relief funds; and (b) the Accident Compensation Corporation,— (i) (ii) to provide compensation to claimants with a covered injury as a result of the emergency; and to ensure the continuation of payments to treatment providers or the deferral of levy payments in certain circumstances; and (c) the Earthquake Commission, to provide information about— (i) (ii) claim lodgement and the settlement processes for natural disaster damage as defined in the Earthquake Commission Act 1993; and settlement of valid claims under the Earthquake Commission Act 1993 by way of payment, reinstatement, or replacement at the Earthquake Commission’s discretion; and the Inland Revenue Department, to deliver tax relief and income assist- ance; and the Ministry of Business, Innovation, and Employment, to help busi- nesses to recover by providing information and support; and the Ministry for Primary Industries, to provide, after an emergency affecting primary industry sector producers, on-farm relief that meets the Ministry’s funding criteria; and the Salvation Army, to manage a relief financial appeal to assist affected persons in the most appropriate way; and (d) (e) (f) (g) 59 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (h) community-based organisations and networks, to assist affected persons to connect with financial assistance and services.
(5) Depending on the consequences of an emergency, the Government may author- ise extra measures of assistance.

75 Animal welfare (1) All animal owners, or persons in charge of animals, should develop their own plans to care for their animals during emergencies.
(2) At the national and CDEM Group levels, the Ministry for Primary Industries is the agency responsible for— (a) co-ordinating the provision of the animal welfare services sub-function (including animal rescue, animal shelter, food, water, husbandry, and veterinary care and other essentials) for all animals, including compan- ion animals, production animals, animals in research, testing, and teach- ing facilities, zoo and circus animals, and wildlife; and (b) co-ordinating the planning for animal welfare in emergencies; and (c) maintaining the Government’s reporting and advisory capability on ani- mal welfare in an emergency.
(3) To provide those services, support from the following agencies at both the national and CDEM Group levels may be required: (a) (b) Federated Farmers of New Zealand, to provide direct support and co- ordination services to commercial livestock owners to assist in mitigat- ing animal suffering as a result of an emergency; and the New Zealand Companion Animal Council, to provide support ser- vices to companion animal owners to assist in mitigating animal suffer- ing as a result of an emergency and returning animals to their owners; and (c) the New Zealand Veterinary Association,— (i) (ii) (iii) (iv) to provide advice on where veterinary treatment can be obtained; and to provide assistance in alleviating animal suffering through the co-ordination of the provision of advice, feeding, relocation, or sheltering of animals during and after an emergency; and to co-ordinate the provision of trained veterinary personnel to assist in affected areas; and to ensure rapid communication of relevant information to veterin- ary members and branches, especially to and from affected areas; and (d) the Royal New Zealand Society for the Prevention of Cruelty to Ani- mals, to provide direct support and co-ordination services to companion 60 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule animal owners to assist in mitigating animal suffering as a result of an emergency; and (e) territorial authorities, through animal control or animal services, to pro- vide direct support and co-ordination services to companion animal owners to assist with the care, relocation, and housing of companion ani- mals, and other animals, in response to an emergency; and (f) World Animal Protection, which may provide support in the event of a national emergency, if formally requested, in the form of an animal emergency management response (which could take the form of veterin- ary support, help with setting up and running temporary animal shelters, and provision of animal food).
(4) Additional agencies listed in The Guide may be required at the national and CDEM Group level to provide animal welfare services.

(5) The Ministry for Primary Industries will advise local authorities on the disposal of dead animals.

(6) Medical officers of health and health protection officers will advise local authorities on the public health issues that may result from the death and dis- posal of animals.
Building management 76 (1) (2) (3) Introduction Buildings provide for safety, economic and social well-being, and lifeline utilit- ies services.

The Building Act 2004 and subordinate instruments aim to ensure the effective structural and functional performance of buildings and structures, and the safety of people in and around them (which includes ensuring that buildings are not constructed on land known to pose a hazard).
Building management requires having co-ordinated readiness, response, and recovery arrangements in place that involve building owners, territorial author- ities, CDEM Groups, agencies, and building professionals.
77 Objective The objective of building management in an emergency is to— (a) protect life and promote safety within and in the vicinity of each build- ing; and (b) minimise damage to and loss of property; and (c) restore building functions as soon as possible to minimise social and economic consequences of the emergency; and (d) minimise losses or disruption of lifeline utility services that are in or near any building.
61 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 78 Principles The principles underlying building management are to— (a) (b) (c) (d) (e) (f) (g) adhere to the relevant statutory requirements (including the provisions of the Building Act 2004, because it provides the primary means of reduc- ing the risk to people in and near buildings that may arise during an emergency, enabling people to use buildings without unduly endangering their well-being); and understand that managing buildings in an emergency is best achieved through efficient and effective management of each building and stocks of buildings on an ongoing basis; and encourage all agencies and individuals involved in building management to plan for readiness and to maintain arrangements that enable collabora- tive responses in an emergency; and ensure that building professionals have demonstrable levels of compe- tence, capability, and understanding of their responsibilities in under- taking readiness and response roles to manage buildings in an emer- gency; and use common methods and standards for collecting and communicating information on the safety and functional status of buildings to assist building management in an emergency at national, CDEM Group, and local levels; and ensure that agencies, CDEM Groups, and territorial authorities that lead aspects of building management in an emergency provide timely infor- mation to affected communities, building owners, and occupiers; and encourage, as part of readiness, each territorial authority to collect infor- mation for each building, including information on— (i) (ii) (iii) (iv) its precise location, form and materials of construction, age, use, occupancy, heritage value, and earthquake-proneness; and any known critical structural weaknesses; and any critical lifeline utility services located in or near it; and its ownership and management arrangements.
79 Management of buildings during reduction and readiness Building developers and owners are responsible for ensuring that buildings are designed, constructed, managed, and maintained in accordance with applicable statutory requirements to reduce risks.
Each employer has a general duty under the Health and Safety in Employment Act 1992 to take all practicable steps to ensure the safety of employees while at work, including developing procedures for dealing with emergencies that may affect the workplace (persons controlling a workplace have duties to manage (1) (2) 62 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule hazards that extend to non-employees while those non-employees are legiti- mately at or in the vicinity of the workplace).
(3) Under the Building Act 2004, a territorial authority, within its district, is to— (a) maintain the means to ensure compliance with building regulations for reducing risk; and (b) (c) develop and implement a policy on earthquake-prone buildings in accordance with section 131 of the Building Act 2004; and develop and maintain arrangements, in accordance with national guide- lines and procedures, for assessments, evaluations, and steps to be under- taken for managing risks to and uncertainties as to the safety of buildings in response to and recovery from an emergency.
(4) The Ministry of Business, Innovation, and Employment is to— (a) manage the setting of national building standards, codes, and assurance processes that address the risks of hazards; and (b) plan for the national co-ordination of building management in an emer- gency in consultation with the agencies, professional bodies, and mem- bers of the private sector that have roles, responsibilities, and interests in this regard; and (c) co-ordinate the following building management functions: (i) (ii) (iii) (iv) (v) the training and qualification of building professionals who are able to assess buildings during and after an emergency; and the maintenance of rapid building-assessment processes; and the maintenance of arrangements for mobilising and demobilising trained rapid building assessors and detailed-engineering evalua- tors; and the maintenance of arrangements for mobilising and demobilising volunteer rapid building assessors; and the maintenance of sufficient capability of assessors nationally to enable timely support to 1 or more CDEM Groups when local capabilities are exceeded.
(5) The Ministry for Culture and Heritage, in consultation with the Ministry of Business, Innovation, and Employment, is to provide cultural and heritage pol- icy advice to the Government as requested.

(6) The Earthquake Commission may facilitate research and education about— (a) (b) natural hazards and risks, and methods to avoid and reduce them; and the insurance arrangements that it provides for residential buildings.
(7) Heritage New Zealand Pouhere Taonga may advise territorial authorities and owners of buildings about risks to, and the conservation of, heritage features and values.
63 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 80 Management of buildings during response and recovery (1) As the building consenting authority for the affected area in its district, each territorial authority is, as necessary,— (a) (b) to lead rapid building assessments (further information is contained in The Guide); and to take steps to manage the safety of people in and near a building, either in accordance with directions of the National Controller, Group Control- ler, or Local Controller during a state of emergency or a Recovery Man- ager during a transition period or in line with its functions under the Building Act 2004 in any other emergency, including, as applicable,— (i) (ii) (iii) (iv) cordoning; and carrying out stabilisation work and barricading; and carrying out demolitions and setting up partial demolition cordon- ing; and requiring the mandatory evacuation of a building or the area around a building when necessary under section 86 of the Act; and (c) (d) to fulfil its responsibilities under the Act and the Building Act 2004, including facilitating the efficient and effective recovery of building functions; and to have, in carrying out the actions specified in paragraphs (a) to (c), regard to priorities for the preservation and restoration of lifeline utility services in the affected area.
(2) A CDEM Group, during an emergency affecting its area,— (a) is to co-ordinate building management activities within the area; and (b) may request national-level support from the National Controller when local capability is exceeded.
(3) The Ministry of Business, Innovation, and Employment is to— (a) (b) (c) (d) (e) provide national co-ordination of building management support to a CDEM Group when requested by the Director or the National Control- ler; and lead rapid building assessment functions in a state of national emer- gency; and advise and report on operational building management needs and options to the Director or the National Controller; and provide building management policy advice to the Government as requested; and lead the securing and management of compromised building sites for forensic investigations; and 64 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (f) advise the Government, during recovery after an emergency, on the requirements for facilitating the efficient and effective recovery of build- ing stock and functions.
(4) Heritage New Zealand Pouhere Taonga may— (a) (b) assist CDEM Groups and territorial authorities in identifying and man- aging risks to heritage buildings and sites from hazards that may arise during an emergency; and provide advice and support to the National Controller, the Group Con- troller, or the Local Controller (as the case may be) and the appropriate territorial authority on matters relating to heritage during response and recovery operations.
(5) The Ministry for Culture and Heritage, in consultation with the Ministry of Business, Innovation, and Employment, is to provide cultural and heritage pol- icy advice to the Government as requested.
(6) The Earthquake Commission— (a) is to assist, as first loss insurer, with the repair or replacement of residen- tial buildings; and (b) may provide information and support to assist other agencies and CDEM Groups in assessing damage to residential buildings, and the consequen- tial welfare and temporary accommodation needs of the resident popula- tions; and (c) is to provide advice to Government on matters relevant to its functions.
Schedule clause 80(1)(b): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Science and research organisations 81 Introduction (1) Knowledge, information, and advice services are provided to agencies and CDEM Groups by universities, Crown research institutes, private organisa- tions, and international networks.

(2) (3) Improving the co-ordination, promotion, and accessibility of science and research is fundamental to CDEM.
The Ministry of Business, Innovation, and Employment co-ordinates Crown- funded research in support of the National CDEM Strategy’s goals and object- ives.
(4) Those arrangements aim to build research capacity that— (a) enables avoidance or mitigation of risks that have potential for signifi- cant consequences for New Zealand’s economy, environment, or social well-being; and 65 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (b) (c) develops community, organisational, and infrastructural resilience to those consequences; and supports the dissemination of knowledge and advice, and their applica- tion by CDEM practitioners.
The Earthquake Commission, under the Earthquake Commission Act 1993, may facilitate research and education regarding natural hazards, the means of reducing the impact of natural hazards, and improving emergency management practices.

Science and research providers also undertake public and privately contracted research services involving other funding sources in support of CDEM.
In readiness for, and response to, an emergency, the science and research organisations may assist with— (5) (6) (7) (a) (b) (c) (d) hazard monitoring; and the provision of hazard and risk information; and scientific advice to agencies managing an emergency; and public information on hazards and risks and safety measures.
82 Objective The objective of science and research organisations is to provide evidence- based advice to support agencies and CDEM Groups carrying out CDEM at the national, CDEM Group, and local levels across the 4 Rs.
83 Principles The principles underlying the role of science and research organisations are to— (a) (b) (c) (d) (e) consider all hazards and risks to New Zealand and societal resilience and vulnerability factors, including variability in those factors over time; and provide for long-term basic targeted research and short-term applied research that meet identified end-user needs; and actively develop and maintain appropriate research capabilities to a high standard; and acknowledge the need for, and work towards, collaborative efforts to maximise the societal benefits from publicly funded research; and endeavour to make research outputs widely known and to assist with their transfer and application as relevant for CDEM throughout New Zealand.
84 Role of science and research organisations during reduction and recovery Research is carried out at the national, CDEM Group, and local levels, and through international collaboration, to help communities and decision makers to— 66 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (a) (b) (c) (d) (e) identify, understand, and communicate information on hazards; and determine acceptable levels of risk; and develop and implement effective means to avoid or mitigate risks; and understand hazards and the management of their consequences; and carry out recovery activities, including, as appropriate, reducing ongoing risks; and (f) monitor and review CDEM processes and outcomes.
85 (1) Role of science and research organisations during readiness and response Lead and support agencies may access a range of science and research organ- isations during an emergency to provide definitive scientific advice or to com- municate risk (those organisations include universities, Crown research insti- tutes, and private organisations).
(2) GNS Science— (a) manages the GeoNet system for the detection of earthquakes, land movement, volcanic activity, and the potential for local-source tsunamis; and (b) (c) (d) (e) assesses the threat of tsunamis with the support of a multi-agency tsu- nami experts panel; and provides advice to the NEMA on the issuing of national advisories and warnings about geological hazards; and provides scientific advice to the NCMC, agencies, and CDEM Groups as needed; and contributes to the management of public information on geological haz- ards and associated emergencies.
(3) The Meteorological Service of New Zealand Limited— (a) maintains a weather forecasting service and issues weather warnings to the public; and (b) (c) (d) contributes to the management of public information about weather haz- ards and associated emergencies; and issues, as necessary, volcanic ash advisories for the civil aviation indus- try; and provides scientific advice to the NCMC, agencies, and CDEM Groups as needed.
(4) Regional councils and some territorial authorities monitor rainfall, lake and river levels, and volumetric flows for flood prediction and management.
(5) National Institute of Water and Atmospheric Research Limited— (a) provides public information on— (i) climatic and seasonal risks (including drought); and 67 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (ii) marine geological, seafloor, and coastal hazards and processes; and (b) provides scientific advice to the NCMC, agencies, and CDEM Groups as needed; and (c) provides representatives on the tsunami experts panel.
(6) The Ministry of Business, Innovation, and Employment, during and after an emergency, may take additional steps to— (a) (b) integrate consistent and coherent scientific advice to agencies and CDEM Groups; and divert existing funding or allocate new funding to ensure that the appro- priate technical resources in core physical and social science, engineer- ing, and risk management are available nationally to support the needs of agencies and CDEM Groups.
Schedule clause 85(2)(c): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Part 6 Reduction 86 Introduction Reduction involves identifying and analysing risks to life and property from hazards, taking steps to eliminate those risks if practicable, and, if not, reducing the magnitude of their impact and the likelihood of their occurrence to an acceptable level.
87 Objective The objective of reduction is to take preventive steps to avoid or mitigate adverse consequences.
88 Principles The principles underlying reduction are to— (a) (b) achieve acceptable levels of risk through sustainable and practicable reduction measures to provide the best long-term solutions; and reduce the risks to communities from hazards, including a combination of the following measures: (i) modifying factors that affect the likelihood of an emergency where practicable to do so; and (ii) modifying factors that affect exposure and vulnerability to conse- quences before, during, and after an emergency; and (iii) minimising consequences through rapid and effective interven- tions during and after an emergency; and 68 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (c) (d) (e) (f) recognise that every person, community, organisation, and agency has a role to play in reduction; and facilitate a shared understanding of who benefits from, and pays for, risk exposure for the purpose of improving decision making throughout soci- ety in determining acceptable levels of risk; and review reduction policies and programmes regularly to reflect changes in community goals and the relevant risks and vulnerability factors; and take a precautionary approach to managing hazards and risks where there is— (i) (ii) scientific or technical uncertainty about a hazard or risk; or potential for cumulative or cascading risks to arise.
89 Legislation involving aspects of reduction In addition to being addressed through the Act, risk reduction is addressed through other legislation, including— (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l) the Biosecurity Act 1993: the Building Act 2004: the Earthquake Commission Act 1993: the Epidemic Preparedness Act 2006: the Fire and Emergency New Zealand Act 2017: the Food Act 2014: the Forest and Rural Fires Act 1977: the Hazardous Substances and New Organisms Act 1996: the Health Act 1956: the Health and Safety in Employment Act 1992: the International Terrorism (Emergency Powers) Act 1987: the Local Government Act 2002: (m) the Maritime Transport Act 1994: (n) (o) the Resource Management Act 1991: the Soil Conservation and Rivers Control Act 1941.
Schedule clause 89(e): replaced, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).

90 (1) Reduction at national level Each hazard type presents different circumstances and challenges for the ways in which risk reduction is carried out.
(2) Reduction is generally undertaken through— 69 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (a) (b) the mainstream functions and activities of central and local government under their governing legislative and policy mandates; and the risk management practices of agencies, private organisations, and individuals.
(3) At the national level, reduction activities for all hazards include— (a) (b) (c) (d) the development, administration, and review of policy and regulation that facilitate reduction across society (for example, land use planning, regulations for the storage, use, transport, and disposal of hazardous sub- stances, and performance standards and codes for the design and con- struction of buildings and other structures); and the delivery of risk management services (for example, biosecurity bor- der controls, public health programmes, and establishing national prior- ities and funding for hazards research); and communication about risks and the roles and expectations of the State sector, private organisations, and individuals in managing those risks; and the establishment, monitoring, and evaluation of policies and pro- grammes across the social, economic, built, and natural environments that improve and promote the sustainable management of hazards and support increases in individual and community resilience to the risks that those hazards pose.
91 Reduction under this plan (1) A guiding principle of the National CDEM Strategy for risk management is that it is— (a) (b) comprehensive (meaning that it takes a measured approach to dealing with all risks through reduction, readiness, response, and recovery activ- ities); and integrated (meaning that it promotes co-ordinated involvement of all agencies that have a role in managing those risks).
(2) (3) Part 5 of this plan outlines the roles and responsibilities of agencies under this plan, which may include reduction.

This plan may further contribute to reduction through providing for efficient and effective management during the readiness, response, and recovery phases of emergencies, thereby avoiding an escalation of immediate adverse conse- quences and adverse consequences from future emergencies.
(4) Each agency with specific roles and responsibilities under this plan should— (a) (b) carry out its roles and responsibilities in a comprehensive and integrated manner; and undertake to further reduce risk when carrying out readiness, response, and recovery activities.
70 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule Part 7 Readiness 92 (1) (2) (3) Introduction Readiness involves developing operational systems and capabilities before an emergency happens, including making arrangements with emergency services, lifeline utilities, and other agencies, and developing self-help and response pro- grammes for the general public.
For agencies, readiness is achieved through planning, developing capability, exercising and testing arrangements, and monitoring and evaluating capability and capacity.

For individuals, communities, organisations, and businesses, readiness is ach- ieved through the use of public education and community engagement pro- grammes that build resilient communities.

93 Objective The objective of readiness is to build capacity and capability, and to enable an effective response to, and recovery from, emergencies.
94 Principles The principles underlying readiness are to— (a) (b) understand that New Zealand has finite capacity and capability for deployment in response to, or recovery from, emergencies; and establish and maintain ongoing processes to identify significant gaps and shortfalls in capacity and capability; and (c) build and maintain capacity and capability for response and recovery.
95 (1) (2) Readiness activities Readiness activities include— (a) (b) (c) planning; and developing capability; and exercising and testing arrangements; and (d) monitoring and evaluation; and (e) public education and community engagement.
To function to the fullest possible extent (even though this may be at a reduced level) during and after an emergency and to contribute to response and recov- ery, each agency with responsibilities under this plan is expected to undertake readiness activities to— (a) develop capability, and exercise and test their arrangements; and 71 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (b) establish and maintain necessary equipment and operational systems, and address any need for specific interoperability and co-ordination with interdependent agencies; and (c) monitor and evaluate their capacity and capability to perform in different emergency situations.
Planning 96 Introduction Effective management of emergencies is dependent upon all agencies having undertaken sufficient planning and readiness activities for both business con- tinuity and their operational roles in response and recovery.
97 Business continuity planning (1) Under sections 58, 60, and 64 of the Act, each government department, lifeline utility, and local authority is required to— (a) undertake planning activities to ensure that it is able to function to the fullest possible extent (even though this may be at a reduced level) dur- ing and after an emergency, having particular regard to its roles and responsibilities under this plan; and (b) make available to the Director in writing, on request, its plan for func- tioning during and after an emergency.
(2) All other agencies with roles and responsibilities under this plan should also undertake business continuity planning to ensure their ability to carry out their roles and responsibilities during response and recovery.

(3) Avoiding, mitigating, or remedying the risks of business interruption in emer- gencies (including loss of interdependent services and operations) should be undertaken as part of continuing risk management within normal business pro- cesses.
(4) Each agency should have plans and strategies for continuing its critical busi- ness processes and providing capacity for undertaking its response and recov- ery responsibilities in this plan.
98 Emergency management planning Each agency with roles and responsibilities under this plan should— (a) (b) (c) undertake activities to identify hazards and understand risks; and take a risk-based approach to planning; and develop and maintain current emergency management plans that describe how the agency is to carry out its roles and responsibilities, including— (i) each aspect of its activities across the 4 Rs; and 72 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (ii) co-ordination with other agencies.
Capability development 99 (1) (2) (3) Introduction The capability and capacity of agencies and CDEM Groups to perform opti- mally in emergency management roles rely on an integrated, broad network of understandings, skills, and relationships.

In the CDEM context, capability development includes the process of develop- ing people to perform confidently and competently under potentially high levels of stress.
Capability development encompasses recruitment, selection, teaching, support, and performance management (those functions are supported by a common framework for competencies and a national, multi-agency capability develop- ment strategy).

100 CDEM capability development strategy (1) The CDEM capability development strategy provides for a co-ordinated and collaborative approach to the development and delivery of training and educa- tion to CDEM personnel.
(2) The key results of the CDEM capability development strategy are— (a) (b) (c) (d) emergency management is recognised as a profession in New Zealand with clear professional development pathways for key roles and func- tions; and emergency management leaders are knowledgeable, competent, and well supported; and CDEM volunteers are recruited and trained for activities that both fit with their motivations and meet community needs; and the sustainability of the strategy is ensured through mandated multi- agency collaboration and ongoing commitment; and (e) CDEM Groups and agencies have— (i) (ii) a culture of evidence-based practice; and systems in place to support the sharing of research and sound emergency management practice.
101 CDEM competency framework (1) (2) Effective delivery of CDEM across all agencies depends on building and main- taining effective human resource capabilities.

The CDEM competency framework provides a foundation for recruitment, selection, performance management, and needs-based capability development for roles in CDEM.
73 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (3) The CDEM competency framework also provides a foundation for the provi- sion of international professional accreditation.

102 Capability development activities (1) Agencies and CDEM Groups should determine their capability development activities through a development needs analysis process that is aligned with the CDEM competency framework.
(2) Mechanisms for the provision of capability development to persons in CDEM roles include— (a) (b) (c) (d) (e) CDEM-focused or CDEM-related training and courses delivered by the NEMA, CDEM Groups, local authorities, and education providers (for example, the New Zealand Institute of Skills and Technology and its Crown entity subsidiaries, universities, or private training establish- ments); and on-the-job learning and assessment (for example, supervision, mentor- ing, and employer-sponsored visits or study nationally and internation- ally); and opportunities that support CDEM knowledge and performance (for example, standards-based delivery, planning sessions, internal communi- cations, organisational training, exercises, and staff development pro- grammes); and CDEM theme-based exchanges (for example, workshops, seminars, and conferences); and performance evaluations that are focused on assessing and improving development programmes (for example, debriefings, reviews, assess- ments, internal or external audits, and monitoring); and (f) remote delivery and assessment through distance learning; and (g) multi-agency collaboration (for example, joint planning for readiness, response, or recovery capability, cluster meetings, and national, CDEM Group, or local projects).
Schedule clause 102(2)(a): amended, on 1 April 2020, by section 78(2) of the Education (Vocational Education and Training Reform) Amendment Act 2020 (2020 No 1).

Schedule clause 102(2)(a): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Exercising and testing 103 Introduction (1) Exercising and testing arrangements help to— (a) (b) evaluate capability; and identify gaps and issues; and 74 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (c) provide opportunities for practising established roles and responsibil- ities.
(2) Lessons identified in exercises should be integrated into work programmes and used to update plans and procedures to further improve the ability of agencies to carry out response and recovery activities.

104 National CDEM Exercise Programme (1) The National CDEM Exercise Programme provides the means to co-ordinate exercising of the CDEM operational capability of agencies and CDEM Groups and their local partners (for example, lifeline utilities).
(2) The National CDEM Exercise Programme— (a) seeks to exercise the operational arrangements within this plan, CDEM Group plans, and agency plans to— (i) improve response and recovery at local, CDEM Group, and national levels; and (b) (c) (d) (ii) assess readiness; and is supplemented by regular agency and local exercises; and is co-ordinated by the NEMA; and is an element of the all-of-government National Exercise Programme (interagency) managed by the DPMC.
Schedule clause 104(2)(c): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

105 Exercising and testing activities (1) Each agency with roles and responsibilities under this plan should regularly exercise and test its arrangements.
(2) Exercising arrangements may be carried out via the following means: (a) (b) (c) exercises run by an agency; and exercises within the National CDEM Exercise Programme; and exercises within the National Exercise Programme.

(3) Each agency should share with other relevant agencies and CDEM Groups any lessons and improvements resulting from exercises and tests.
Monitoring and evaluation 106 Introduction (1) Each agency with responsibilities under this plan should continually monitor and measure progress against its goals and objectives and ensure that it has the capacity and capability necessary to perform its CDEM roles and responsibil- ities.
75 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (2) The Act sets out requirements in section 8(2)(c), (d), and (f) for the Director to monitor and evaluate— (a) (b) (c) the National CDEM Strategy; and this plan; and the performance of CDEM Groups and persons with responsibilities under the Act.

(3) CDEM Groups are also responsible for monitoring and reporting on their com- pliance with the Act under section 17(1)(h).
107 CDEM Monitoring and Evaluation Programme The CDEM Monitoring and Evaluation Programme aims to— (a) provide performance criteria and a self-assessment process that any agency or CDEM Group can use to evaluate its capacity and capability at any time; and (b) monitor the capacity and capability of all agencies with responsibilities under the Act by undertaking a programme of national capability assess- ments (all agencies will periodically complete a capability assessment to document New Zealand’s collective CDEM capability).
108 Monitoring and evaluation activities (1) Each agency with responsibilities under the Act and this plan should— (a) monitor and evaluate its capacity and capability to carry out activities across the 4 Rs by— (i) (ii) (iii) (iv) measuring performance against standards, benchmarks, or per- formance indicators; and exercising and testing capacity and capability; and analysing effectiveness; and tracking progress towards goals and objectives; and (b) monitor its compliance with the Act.
(2) The NEMA is responsible for the monitoring and evaluation of— (a) (b) (c) the National CDEM Strategy; and this plan; and CDEM Groups and other persons with responsibilities under the Act.
(3) The monitoring and evaluation is to be carried out— (a) (b) (c) by reviewing and reporting progress on the National CDEM Strategy; and by reviewing, exercising, and testing arrangements of this plan; and by evaluating the response to, and recovery from, emergencies; and 76 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (d) through the CDEM Monitoring and Evaluation Programme.
Schedule clause 108(2): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Public education and community engagement 109 Introduction (1) CDEM public education and community engagement aims to— (a) (b) (c) build public awareness of New Zealand’s hazards and their possible con- sequences; and enable individuals and communities to take the necessary steps to reduce risks and prepare for emergencies; and work with other agencies to support and align with each other’s strat- egies and programmes.
(2) Each lead agency is responsible for the development and delivery of public education and community engagement strategies and programmes relating to the hazards and risks it manages.
110 National CDEM public education strategy The national CDEM public education strategy provides overall direction for developing and delivering public education programmes to— (a) (b) (c) (d) (e) increase individual and community awareness of all hazards; and improve readiness for an emergency; and increase community awareness, understanding, and participation in CDEM; and define those programmes that are best co-ordinated and delivered at a national level by the NEMA; and identify supporting strategies for programmes delivered by CDEM Groups and local authorities at the CDEM Group and local level.
Schedule clause 110(d): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
111 National CDEM public education programme (1) The national CDEM public education programme comprises activities that pro- mote the national CDEM public education strategy, including— (a) (b) (c) a long-term public education strategy; and a national mass-media campaign and supporting resources; and a national schools programme; and (d) monitoring and evaluation.
77 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (2) Each agency developing public messages about hazards and risks is encour- aged to ensure consistency with nationally agreed and supported messages for CDEM.

Part 8 Response 112 (1) (2) Introduction Response involves actions taken immediately before, during, or directly after an emergency to save lives and property and to help communities begin to recover.
Response ends when the response objectives have been met or a transition to recovery has occurred.
113 Objectives Response objectives include— (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) the preservation of life; and the prevention of escalation of the emergency; and the maintenance of law and order; and the provision of safety and security measures for people and property; and the care of sick, injured, and dependent people; and the provision of essential services; and the preservation of governance; and the protection of assets (including buildings and their contents and cul- tural and historic heritage assets); and the protection of natural and physical resources and the provision of ani- mal welfare (to the extent reasonably possible in the circumstances); and the continuation or restoration of economic activity; and the putting into place of effective arrangements for the transition to recovery.
114 Principles (1) Agencies respond to an emergency by co-ordinating with the lead agency and activating their own plans.
(2) Within the constraints that the emergency creates, each agency, operating within its particular mandate, is expected to— (a) assess the consequences of an emergency on its own staff, assets, and services; and 78 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (b) activate its own business continuity and emergency operational arrange- ments; and (c) maintain or restore the services it provides; and (d) (e) communicate relevant information to the lead agency, other responders, and the public; and align response activities with those of other agencies to avoid gaps and duplications.
(3) In addition, CDEM Groups, emergency services, and lifeline utilities are expected to— (a) (b) (c) undertake initial assessments of the form, and extent of the consequen- ces, of the emergency and potential further risks to people, property, and services within the affected area; and co-ordinate the local efforts of their agency; and communicate assessments and actions to the appropriate lead agency.
(4) Recovery measures should be planned for and implemented (with necessary modifications) from the first day of the response (or as soon as practicable) and should be co-ordinated and integrated with response actions.

115 Coordinated Incident Management System (1) (2) Responses to emergencies are based on the CIMS framework.
The purpose of the CIMS is to achieve effective co-ordinated incident manage- ment across responding agencies by— (a) establishing common structures, functions, and terminology to be used by agencies in incident management, yet within a framework that is flex- ible, modular, and scalable so that it can be tailored to circumstances specific to any level or type of incident; and (b) enabling agencies to develop their own processes, procedures, and train- ing for the execution of the CIMS.
(3) To give effect to the CIMS, those fulfilling key roles at the national, CDEM Group, and local levels during the response are expected to be trained and prac- tised in its use.

(4) The CDEM response under this plan recognises the CIMS response levels.

116 Transition to recovery (1) Planning for the transition from response to recovery needs to occur during response.

(2) Transitional arrangements are set out in clause 155 of this plan.
79 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 National warnings and advisories 117 Introduction (1) National warnings and advisories provide information about the potential or actual threat to people, property, areas, or social or economic activities.
(2) National warnings and advisories do not cover— (a) (b) long-term or slowly evolving threats about which information is disse- minated through the usual communications of relevant agencies; or the actions to be taken by agencies and the procedures for responding to national warnings and advisories.
(3) The effectiveness of a warning or an advisory depends on— (a) (b) (c) (d) the timeliness of the warning or advisory; and the delivery and receipt of the warning or advisory; and the recipients’ understanding of the necessary action to be taken in respect of the particular threat or threats; and the readiness and response at the national, CDEM Group, and local levels.
118 Objective (1) The objective in respect of potential or actual threats is to issue national warn- ings and advisories in a timely manner so that agencies, CDEM Groups, local authorities, and people can take action to reduce loss of life, injury, and dam- age.

(2) Warnings and advisories are to be given as quickly as practicable.

(3) Where a warning is not possible, the objective is to inform the response by indicating the likely magnitude of an emergency and the extent of the affected areas.
119 Principles (1) Monitoring, identification, and analysis of geological and meteorological haz- ards and threats and subsequent issuing of hazard information is to be under- taken at all times by the following agencies: (a) the Meteorological Service of New Zealand Limited (severe weather); and (b) GNS Science (earthquake, volcanic activity, and landslides); and (c) the NEMA (tsunamis).
Relevant government agencies, CDEM Groups, local authorities, and lifeline utilities are to maintain arrangements to receive and respond to hazard informa- tion.

(2) 80 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule Schedule clause 119(1)(c): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
120 National warning system (1) (2) (3) The national warning system is a 24/7 process for communicating hazard infor- mation to alert recipients to the need for readiness and possible response to a potential or an imminent threat that may result in an emergency.

The NEMA is responsible for overseeing the maintenance and function of the national warning system.

The standard operating procedure under this system specifies the principles underlying and methods of disseminating national warnings.
(4) National warnings and advisories are provided by the NEMA to CDEM Groups, local authorities, emergency services, agencies, lifeline utilities, and broadcasters.

(5) CDEM Groups are responsible for— (a) disseminating national warnings to local communities; and (b) maintaining local warning systems.

(6) If arrangements are made with the NEMA, the national warning system can be used to issue national warnings about hazards for which warning arrangements are decided and maintained by other agencies.
Schedule clause 120(2): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 120(4): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 120(6): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
National Crisis Management Centre 121 Introduction (1) (2) The NCMC is a facility established by the Government to enable the national co-ordination and management of the response to and recovery from emergen- cies.

The NEMA is responsible for the management, development, and maintenance of the generic NCMC facilities and reports to the ODESC in this regard.
Schedule clause 121(2): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
122 Objective The objective of the NCMC is to facilitate an all-of-government response in support of government crisis management arrangements by providing a secure, centralised facility for information gathering and information management, 81 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 strategic-level oversight, decision making, and co-ordination of national responses.
123 Principles The principles underlying the maintenance, development, and use of the NCMC are to— (a) (b) (c) (d) (e) (f) keep the NCMC in a constant state of readiness for activation, with the understanding that emergencies requiring an all-of-government response may require activation of the NCMC by the lead agency or the ODESC; and ensure that the relevant lead agency, when responding to an imminent threat or emergency, initiates the appropriate government crisis manage- ment arrangements at a speed and to a level commensurate with the threat or emergency; and ensure that agencies with supporting roles examine the nature of the emergency or threat and activate their emergency arrangements in co- ordination with the lead agency (those agencies may be required to pro- vide representation and support at the NCMC); and understand that the NCMC may be activated without a declaration of a state of local or national emergency; and ensure that all lead agencies are responsible for the maintenance of their own unique infrastructure, processes, and staffing arrangements (includ- ing provision for support agencies); and understand that responding to any emergency has precedence over exer- cising and testing in the NCMC.
124 NEMA use of NCMC when lead agency (1) The NEMA, when the lead agency, uses the NCMC to support the National Controller and to co-ordinate an all-of-government response.
(2) The NCMC is used to— (a) (b) (c) (d) (e) gather, collate, assess, and produce information; and co-ordinate and direct response operations and support; and issue public information and conduct media liaison; and inform and advise Ministers, Cabinet, and agencies; and co-ordinate national resources and international assistance (if required).

(3) The nature of the emergency determines the model of activation (the NCMC may operate in any of the modes indicated in Appendix 2).
(4) Activating the NCMC for an emergency when the NEMA is the lead agency involves links with— (a) ECCs; and 82 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (b) (c) (d) support agencies; and national lifeline utilities; and news media.
(5) When the NEMA is the lead agency, other agencies may perform the role of support agency and provide liaison officers to the NCMC to assist with co- ordination at the national level in accordance with agency roles and responsi- bilities as set out in this plan.
(6) When the NEMA is the lead agency, support agencies for the NCMC may include— (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l) (m) (n) GNS Science: the DPMC: the Meteorological Service of New Zealand Limited: the Ministry of Business, Innovation, and Employment: the Ministry of Foreign Affairs and Trade: the Ministry of Health: the Ministry for Primary Industries: the Ministry of Social Development: the Ministry of Transport: the New Zealand Customs Service: the New Zealand Defence Force: Fire and Emergency New Zealand: the New Zealand Police: Transpower.
Schedule clause 124 heading: amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 124(1): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 124(4): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Schedule clause 124(5): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 124(6): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 124(6)(l): replaced, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).
125 Use of NCMC by other lead agencies When a lead agency other than the NEMA is using the NCMC to co-ordinate the response to an emergency, the NEMA will— (a) co-ordinate the CDEM response from an alternative location; and 83 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (b) (c) provide a liaison officer to the NCMC; and provide NCMC facilities to support the lead agency.
Schedule clause 125: amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Emergency information management 126 Introduction (1) Emergency information management supports decision making before, during, and after an emergency.

(2) An appropriate and timely response requires efficient and effective information management.

(3) The NEMA maintains a national CDEM emergency management information system for that purpose.
Schedule clause 126(3): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

127 Objective The objective of emergency information management is to manage and exchange timely, relevant, consistent, and reliable information to aid and sup- port decision making and enable an effective and integrated response and recovery.
128 Principles The principles regarding information management during an emergency are to— (a) (b) (c) (d) (e) (f) (g) (h) use, where practicable, systems that enable multi-agency use and visibil- ity; and use business-as-usual information supplied from and maintained by the responsible agencies; and augment the business-as-usual information with information for the emergency, exchanged between the responding agencies; and use normal communication methods and additional emergency commu- nication methods in the order of their availability and effectiveness at the time; and conform, where practicable, to equivalent business-as-usual practice and national standard specifications; and use inter-operable data standards; and apply business continuity principles (for example, emergency recovery, off-site backup, and multiple telecommunication paths); and ensure that information is appropriately secured in accordance with gov- ernment protocols and policy; and 84 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (i) (j) apply standard requirements for official government information (in terms of security, disclosure, and record keeping) in the management and reporting of emergency information; and ensure that personnel who are able to access official information of a sensitive or classified nature are appropriately vetted.
129 Reporting information during emergency The following lines of reporting information during an emergency should be used on a regular basis and as far as practicable: (a) Local Controllers inform the Group Controller; and (b) Group Controllers inform the National Controller; and (c) the National Controller provides consolidated reports, when appropriate, to— (i) (ii) the Minister; and the ODESC; and (iii) CDEM Groups; and (iv) support agencies at the national level; and (d) (e) Controllers at the national, CDEM Group, and local levels inform rele- vant support agencies; and support agencies at the national, CDEM Group, and local levels inform the relevant Controllers.
Public information management 130 Introduction (1) Public information management during an emergency involves— (a) (b) identifying the need for information, advice, or assistance required; and gathering information and disseminating it to the public; and (c) media liaison and monitoring.

(2) (3) Public information management is necessary before, during, and after an emer- gency.
The target audiences for public information are all people who are, or may be, directly or indirectly affected by the emergency, including culturally and lin- guistically diverse communities and people with disabilities.
131 Objectives The objectives of public information management during an emergency are to— (a) provide timely, accurate, and appropriate information, advice, or instruc- tion to the public; and 85 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (b) (c) build public confidence in a responsible, competent operation that makes all reasonable efforts to inform and protect the community; and promote the effective management and co-ordination of public informa- tion between agencies, CDEM Groups, news media, and the public.
132 Principles The principles underlying emergency public information management at the national level are to— (a) establish, before an emergency,— (i) (ii) a working relationship between news media representatives and Public Information Managers of lead agencies; and an understanding of each other’s expectations during an emer- gency; and provide, during an emergency, dependable, accurate, and timely infor- mation to news media to help the gathering and dissemination of news and information; and use a wide range of channels and media to reach as many people as pos- sible, including culturally and linguistically diverse communities and people with disabilities; and ensure that each agency that manages public information during an emergency acts according to an integrated public information manage- ment plan established by the lead agency; and provide public information that is consistent across all agencies involved in, or supporting, the response during an emergency and that is consis- tent within each agency at the national, CDEM Group, and local levels (key messages must be compatible or in agreement with each other); and understand that national agencies and CDEM Groups may pool person- nel and resources to provide a professional and timely public informa- tion service.
(b) (c) (d) (e) (f) 133 National roles (1) During an emergency where the NEMA is the lead agency,— (a) the Director or the National Controller will, as required, issue public information statements; and (b) the NEMA will— (i) (ii) activate a public information management function to monitor and co-ordinate public information; and activate, as required, the memorandum of understanding with cer- tain television and radio broadcasters for the broadcast of emer- gency announcements; and 86 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (c) (d) the Ministry of Social Development, in consultation with, or at the request of, the National Controller, may activate the government helpline to provide information on the services and assistance available to people affected by the emergency; and the DPMC, on the instructions of the ODESC, may convene an all-of- government communications group to develop and co-ordinate consis- tent national and international key messages.
(2) The all-of-government communications group may include representatives from the following agencies: (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) the NEMA: the Ministry of Business, Innovation, and Employment: the Ministry of Foreign Affairs and Trade: the Ministry of Health: the Ministry for Primary Industries: the Ministry of Social Development: the Ministry of Transport: the New Zealand Customs Service: Fire and Emergency New Zealand: the New Zealand Police.
Schedule clause 133(1): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 133(1)(b): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 133(2)(a): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Schedule clause 133(2)(i): replaced, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).

Logistics 134 Introduction (1) CDEM logistics support response and recovery by providing resources to— (a) maintain response capacity and capability; and (b) address the needs of affected communities.

(2) This requires the procurement, transportation, accommodation, and deployment of personnel, facilities, supplies, equipment, and services.
135 Objective The objective of CDEM logistics is to provide sufficient resources in a timely manner to support response and recovery operations.
87 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 136 Principles The principles regarding logistics are to— (a) (b) (c) (d) (e) use business-as-usual processes and systems; and understand that pre-planned systems and processes for the identification, procurement, and deployment of resources and the reconciliation of accounts and accountability reporting are essential to an effective logis- tics system; and adopt a collaborative approach to logistics planning (involving all stake- holders) based on shared-risk and needs analysis before an emergency to enable a co-ordinated response; and actively manage only those resources that are in short supply; and understand that agencies are responsible for the procurement and man- agement of their own resources in a co-ordinated manner, as envisaged by the CIMS (and may request assistance from the next level of Control- ler); and (f) use local resources, where practicable, before using those from other areas.
137 CDEM logistics activities (1) Each agency involved in CDEM logistics is to— (a) maintain systems and processes to ensure adequate logistics capability to support their own operations; and (b) co-operate with national level agencies for co-ordinated logistics plan- ning.
(2) During an emergency where the NEMA is the lead agency,— (a) the NEMA— (i) (ii) (iii) (iv) co-ordinates all-of-government logistics activities; and co-ordinates the use of resources that the National Controller con- siders critical; and facilitates international procurement; and procures resources to support the CDEM response where appro- priate; and (b) CDEM Groups— (i) (ii) (iii) co-ordinate the use of resources that the CDEM Group Controller or the Local Controller considers critical; and inform the NEMA of these critical resources as soon as practic- able; and procure resources to support the CDEM response where appropri- ate; and 88 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (iv) may request the NEMA to procure resources, when local capacity has been used; and (c) support agencies— (i) (ii) (iii) procure resources to support their response where appropriate; and inform the appropriate EOC or ECC or the NCMC of any critical or significant logistics-related activities; and inform the lead agency and other support agencies of logistics capability and available stock holdings; and (iv) participate in planning and co-ordination activities.
Schedule clause 137(2): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 137(2)(a): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 137(2)(b)(ii): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Schedule clause 137(2)(b)(iv): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

138 Introduction Mass evacuation Mass evacuation of a defined area is necessary when— (a) a potential or an imminent threat poses unacceptable risks for the safety of people remaining in the area; or (b) the consequences of an emergency have rendered the area uninhabitable.
139 Objective If mass evacuation is required, the objective is to move people out of the area of risk in a timely, safe, and effective manner.
140 Principles The principles underlying mass evacuation are to— (a) (b) (c) understand that in emergencies people are often better off sheltering in place, but that evacuation will be considered when the risks of staying in place outweigh the risks of relocating people; and ensure that, when evacuation is necessary, people are accommodated as near to their homes as possible; and ensure that planning for evacuation is collaborative (involving all stake- holders) and includes, where possible, consultation with affected com- munities; and (d) ensure that— 89 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (i) (ii) (iii) the primary responsibility for the welfare of animals lies with the owner or person in charge of the animals; and the evacuation of companion animals, including disability assist dogs, occurs alongside people; and the evacuation of production and other non-companion animals is the responsibility of the owner or person in charge of the animals.
141 Management of evacuation (1) (2) (3) Evacuations are managed at the local level in the affected area and are suppor- ted, and may be co-ordinated, by the ECC.

Co-ordination and support at the national level for evacuations will be provided when CDEM Group capability is overwhelmed.

Further information on the management of evacuation is provided in The Guide.

142 Types of evacuation (1) Evacuation can, as a voluntary step or mandatory requirement, occur before, during, or after an emergency.
(2) Evacuation before an emergency may occur as a necessary precaution until— (a) (b) the risk is understood or contained; or the risk has been sufficiently managed.

(3) Voluntary evacuation occurs when people choose to move without being direc- ted to do so.

(4) Mandatory evacuation occurs when people are directed that they must leave an area because the risks of remaining there are considered too great.
(5) Mandatory evacuation can be ordered,— (a) (b) before a state of emergency is declared, by the New Zealand Police (under section 14 of the Search and Surveillance Act 2012) or the fire services, if life or property is in danger; or after a state of emergency is declared, by the New Zealand Police, the National Controller, a CDEM Group Controller, or a person authorised as specified under section 86 of the Act.
143 Phases of evacuation The 5 phases of an evacuation are— (a) (b) (c) (d) (e) the decision to evacuate: the warning of evacuation: the process of evacuation: the shelter of evacuees: the return of evacuees.
90 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule International assistance for New Zealand 144 Introduction (1) An emergency in New Zealand may— (a) generate offers of assistance from overseas governments and non-gov- ernmental organisations; or (b) necessitate requests from New Zealand for external assistance.
(2) (3) The National Controller, or the Director, as a member of the ODESC, may rec- ommend that international assistance be requested to support the response or recovery.

The Government will approve the use of international assistance through the government crisis management arrangements of the ODESC system.

145 Objective The objective of international assistance is to enhance New Zealand’s response capacity and capability where required following a large-scale emergency.
146 Principles The principles underlying international assistance are to— (a) (b) ensure that any international assistance is consistent with New Zealand laws and regulations; and ensure that international assistance is based on requests made by the New Zealand Government or the acceptance of offers of assistance by the New Zealand Government; and (c) maintain, through the Ministry of Foreign Affairs and Trade, effective lines of communication with foreign governments and international organisations on all aspects of an emergency via New Zealand’s overseas posts and foreign diplomatic missions accredited to New Zealand; and (d) (e) understand that the ODESC may authorise the National Controller to provide daily situation reports to the international community; and ensure that requests for and offers of international assistance are co-ordi- nated by the National Controller through the international assistance function managed by the NEMA; and (f) use the following links to the international community: (i) existing lines of communication between the Ministry of Foreign Affairs and Trade and foreign governments and international organisations; and (ii) New Zealand’s overseas diplomatic posts; and (iii) foreign diplomatic missions resident in and accredited to New Zealand; and 91 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (iv) (v) the UNOCHA; and the Non-Governmental Organisations Disaster Relief Forum; and (g) (h) (i) ensure that all international assistance is, upon arrival in New Zealand, co-ordinated by the National Controller (who may request other agencies or officials to co-ordinate particular aspects of this assistance); and ensure that once an international resource has been requested, and the resource has been mobilised (even if a domestic resource becomes avail- able), the international resource arrives in New Zealand; and ensure that the Ministry of Foreign Affairs and Trade (with the assist- ance of the New Zealand Red Cross, the New Zealand Police, the Minis- try of Health, and the New Zealand Customs Service) keeps the inter- national community informed of the safety and whereabouts of foreign nationals.
Schedule clause 146(e): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

147 National roles (1) During an emergency where the NEMA is the lead agency, the Director or the National Controller may activate an international assistance function to work with relevant agencies to co-ordinate international assistance.
(2) The international assistance function— (a) (b) (c) facilitates the communication and co-ordination of actions across agen- cies in respect of international assistance during an emergency in New Zealand; and receives and collates offers of international assistance; and receives and collates requests for international assistance; and (d) when required, matches requests for international assistance with offers of assistance; and (e) communicates through the appropriate channels requests for, and accept- ance of, international assistance.
(3) The international assistance function is co-ordinated by the NEMA and includes representatives from the following agencies: (a) (b) (c) (d) (e) (f) (g) the DPMC: the Ministry of Foreign Affairs and Trade: the Ministry of Health: the Ministry for Primary Industries: the New Zealand Customs Service: the New Zealand Defence Force: Fire and Emergency New Zealand: 92 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (h) (i) the New Zealand Red Cross: the Non-Governmental Organisations Disaster Relief Forum.
Schedule clause 147(1): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 147(3): amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).

Schedule clause 147(3)(g): replaced, on 1 July 2017, by section 197 of the Fire and Emergency New Zealand Act 2017 (2017 No 17).
148 Approval to accept or request international assistance International assistance may be initiated by a request— (a) (b) for immediate support for lifesaving activities (specifically medical and urban search and rescue resources, which can be approved immediately by the National Controller); or from the National Controller, or the Director, via the ODESC to the NSC, seeking approval to activate international assistance arrangements to support the New Zealand response for the duration of the emergency (if the NSC is unable to meet, approval will be sought from a senior Minister, or the chair of the ODESC).
149 Requests for international assistance (1) All requests for international assistance are to be provided to the National Con- troller for consideration.

(2) The process for making requests for international assistance is detailed in The Guide.

150 Offers of international assistance (1) All offers of international assistance are to be provided to the National Control- ler for consideration and agreement before acceptance of that assistance.
(2) The process for accepting offers of international assistance is detailed in The Guide.

(3) Any international assistance must be able to operate within the New Zealand regulatory and legal framework.

151 United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA) (1) New Zealand joined the consensus on United Nations General Assembly Reso- lutions 46/182 and 57/150, which were adopted without vote.
(2) General Assembly Resolution 46/182 strengthened the United Nations’ cap- acity to respond to both complex emergencies and natural disasters worldwide.
(3) General Assembly Resolution 46/182 also created the position of Emergency Relief Coordinator (USG/ERC), who is the head of UNOCHA and is respon- sible for co-ordinating the international response to disasters, natural and 93 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 human-made, as well as acting as principal adviser to the Secretary-General of the United Nations on humanitarian issues and concerns.
(4) UNOCHA’s mandate, under the direction of the USG/ERC, includes the co- ordination of humanitarian aid response, policy development, resource mobili- sation, and humanitarian advocacy.

(5) UNOCHA is able to deploy resources to New Zealand at short notice during an emergency if requested by the New Zealand Government.
Part 9 Recovery 152 Introduction Recovery involves the co-ordinated efforts and processes used to bring about the immediate, medium-term, and long-term holistic regeneration and enhance- ment of a community following an emergency.

Schedule clause 152: amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
153 Objectives Recovery objectives include— (a) minimising the escalation of the consequences of the emergency; and (b) regeneration and enhancement of— (i) (ii) the social, psychological, economic, cultural, and physical well- being of individuals and communities; and the economic, built, and natural environments that support that well-being; and taking practicable opportunities to adapt to meet the future needs of the community; and reducing future exposure to hazards and their associated risks; and supporting the resumption of essential community functions.
(c) (d) (e) 154 Principles (1) Recovery consists of co-ordinated efforts and processes to effect the immedi- ate, medium-term, and long-term holistic regeneration and enhancement of a community following an emergency and requires that agencies and CDEM Groups work together in establishing shared goals, priorities, strategies, and information needs.
(2) Recovery involves the community and activities across the following 4 envir- onments: (a) social: 94 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (b) (c) (d) economic: natural: built.

(3) (4) (5) Recovery should be flexible and scalable in accordance with meeting the needs of the community.
Recovery measures should be pre-planned and implemented (with necessary modifications) from the first day of the response (or as soon as practicable) and should be co-ordinated and integrated with response actions.

The aim of immediate recovery activity is to enable individuals to continue functioning as part of the wider community.
(6) A return to past normality may be impossible (for example, continued exposure to unacceptable levels of risk from hazards may necessitate the relocation of people and property at risk).

(7) Depending on the nature, scale, and complexity of the emergency, recovery may take a short time or many years, possibly decades.

Schedule clause 154(1): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
155 Transition from response to recovery (1) Information received in response to an emergency should be used as a basis for developing a recovery action plan, and recovery strategy (if required), for establishing and planning effective recovery arrangements.

(2) As the response concludes, a planned transition to recovery must be managed.

(3) (4) (5) The transition from response to recovery in emergencies may be staged and variable across regions and areas.
Effective transition from response to recovery depends on understanding and agreement between Controllers and Recovery Managers.

The principal aspects of this transition are to be outlined in the recovery action plan and, if needed, the recovery strategy.

155A National transition period (1) Section 94A of the Act authorises the Minister, under certain conditions speci- fied in that section, to give notice of a national transition period over the whole of New Zealand or any areas or districts.
(2) In the event that notice is given of a national transition period,— (a) (b) any other transition period then in force in any area or district to which the national transition period applies ceases to have effect; and the Director, or the National Recovery Manager in accordance with a delegation under section 11A(1) of the Act, will co-ordinate, direct, and control the resources made available for CDEM.
95 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 Schedule clause 155A: inserted, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

155B Transition period functions (1) The functions of a Group Recovery Manager and a Local Recovery Manager are set out in section 30A of the Act and the specific powers of all Recovery Managers during a transition period are set out in Part 5B of the Act.
(2) Without limiting subclause (1), a Recovery Manager has responsibility under this plan for the following: (a) (b) (c) co-ordinating the use of resources made available under this plan; and directing and controlling the use of resources made available under this plan; and ensuring that any relevant CDEM Group and the Director (and, in turn, the Minister and ODESC) are adequately briefed on the situation during the transition period.
Schedule clause 155B: inserted, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
156 National recovery activities (1) (2) (3) (4) In smaller-scale recoveries, where the scale of co-ordination is beyond the resources of the CDEM Group or the consequences of the emergency are nationally significant, the Director may co-ordinate national recovery activities through a National Recovery Manager and, where necessary, the establishment of a National Recovery Office.
In large-scale recovery, the Government may establish an agency to manage and co-ordinate the Government’s interest in the recovery.

The agency will act in partnership with the affected local authorities and CDEM Groups and may be given specific roles, responsibilities, and powers.
The National Recovery Manager, in addition to performing functions and exer- cising powers conferred by the Act,— (a) (b) (c) (d) (e) (f) (g) co-ordinates the establishment of, and planning for, recovery activity in the immediate, medium, and long term; and implements appropriate reporting and tracking mechanisms; and activates and co-ordinates the agencies involved in recovery; and chairs and co-ordinates meetings of representatives from recovery task groups; and assists with the provision of advice to the Minister and to Cabinet on recovery activity, as required; and [Revoked] co-ordinates the recovery activity of the relevant CDEM Groups, lifeline utilities, agencies, and international assistance following the transition 96 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule from response to recovery and during the immediate, medium, and long term; and if necessary, establishes a National Recovery Office to ensure that recov- ery activity is co-ordinated and the recovery function is implemented; and liaises with CDEM Group Recovery Managers; and determines and prioritises major areas of recovery; and develops recovery policies; and develops a national recovery action plan, and a national recovery strat- egy (if needed), to establish time frames for the implementation of recovery activities; and co-ordinates advice on government assistance; and provides national-level co-ordination of public information related to recovery.
(h) (i) (j) (k) (l) (m) (n) (5) [Revoked] Schedule clause 156(1): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Schedule clause 156(4): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Schedule clause 156(4)(a): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
Schedule clause 156(4)(f): revoked, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Schedule clause 156(4)(g): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).

Schedule clause 156(5): revoked, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
157 CDEM Group recovery activities (1) Smaller-scale recoveries that require co-ordination at the CDEM Group level will be co-ordinated through the person responsible for recovery management for the CDEM Group (the CDEM Group Recovery Manager) and, where necessary, the establishment of a CDEM Group Recovery Office.
(2) The CDEM Group Recovery Manager, in addition to performing functions and exercising powers conferred by the Act,— (a) (b) liaises with the National Recovery Manager and, at the local level, a local recovery manager or managers where these are appointed by the relevant territorial authority or authorities; and undertakes planning and manages, directs, and co-ordinates activities for the recovery throughout its duration and, if necessary, establishes a CDEM Group Recovery Office to manage the recovery function; and (c) implements appropriate reporting and tracking mechanisms; and 97 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (d) works with the Group Controller and the relevant Public Information Manager to ensure a smooth transition between response and recovery; and (e) (f) (g) (h) (i) co-ordinates the recovery activity of the relevant territorial authorities, lifeline utilities and agencies; and determines and prioritises major areas of recovery; and develops the group recovery action plan, to establish time-frames for the implementation of recovery activities; and co-ordinates advice on regional assistance; and provides regional-level co-ordination of public information related to recovery.
Schedule clause 157(2): amended, at 9.59 pm on 29 November 2016, by section 43 of the Civil Defence Emergency Management Amendment Act 2016 (2016 No 88).
158 Exit strategy An exit strategy must be established that includes— (a) (b) (c) (d) (e) (f) assistance required in the long term; and a transition to business as usual so as to manage long-term recovery; and planning and reporting in the long term; and the management of public information and communications; and opportunities for communities to discuss unresolved issues and to con- tinue to participate in their recovery; and changes to organisational arrangements, including the need for recovery task groups; and (g) debriefing and reviewing.
Part 10 Government financial support to local authorities 159 Introduction (1) Arrangements for government financial support provided to local authorities for emergencies are determined by Cabinet.

(2) The current arrangements are set out in The Guide.

(3) Wherever possible, government assistance will be provided in accordance with existing policies.

(4) The provisions for government financial support to local authorities apply whether or not a state of emergency is, or has been, in force.
160 Objectives The objectives of any government financial support to local authorities are to— 98 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule (a) (b) (c) provide support by meeting some of the costs incurred in managing the response to and recovery from an emergency; and provide the minimum level of assistance required to restore to an affected community the capacity for self-help; and return an affected community to a state in which normal social and eco- nomic activity can be resumed as quickly as possible.
161 Principles (1) The Government considers local risks to be a local responsibility.

(2) Government financial support is based on the expectation that local authorities will be primarily responsible for bearing the financial costs of the impact of an emergency in their geographical and functional areas of responsibility.

(3) Government assistance is to provide solutions that are the most appropriate in the long term.
(4) Government financial support to local authorities does not imply an obligation to restore a community— (a) (b) to a better state than existed before the emergency; or to previous levels if those levels are not sustainable in the long term.
(5) Government policies should encourage agencies, local authorities, communi- ties, businesses, and individuals to create resilience through proper manage- ment practices, for example, by— (a) (b) (c) (d) (e) analysing local hazards and understanding risk exposure: preventing emergencies or reducing their likelihood or impact: adjusting infrastructure and practices to reduce vulnerability, to mitigate the consequences of emergencies, and to limit potential damage: providing for an efficient and effective response to emergencies: providing resources for recovery (that is, physical and financial provi- sions, including adequate emergency reserve funds and insurance).
(6) (7) Risk management and its associated costs should be borne by the individuals, businesses, and local authorities that benefit from it and are best able to man- age or mitigate the risk.

Individuals, businesses, and local authorities have a responsibility to the extent possible to insure against, and to attempt to minimise or mitigate, risk.
162 Government financial support to local authorities during response Government financial support for response activities focuses on costs incurred by local authorities to— (a) care for directly affected people, including the costs of accommodating, transporting, feeding, and clothing people as a result of an emergency; and 99 Schedule National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 (b) (c) take the necessary precautions or preventive actions (whether by con- struction, demolition, or any other means) to reduce the immediate danger to human life, where those precautions or actions were begun during the response period; and take precautions or preventive actions aimed at reducing the potential consequences of an emergency, where those precautions or actions were begun in the period immediately before the emergency.
163 Government financial support to local authorities during recovery (1) Government recovery assistance will normally be provided to local authorities only if— (a) (b) (c) recovery procedures cannot be carried out without government assist- ance; or a statutory requirement for action exists or a need to invoke a statute to achieve the ends desired from the recovery process exists; or government assistance will aid the co-ordination of the recovery process to a significant extent; or (d) the advantages of economies of scale are apparent.
(2) Specific principles for recovery assistance are that— (a) (b) (c) the Government has a role in the recovery process after an emergency with significant consequences; and initial and primary responsibility for the co-ordination of recovery efforts rests with local authorities; and any government recovery programme should be designed to restore community capacity for self-help and be consistent with any government policies regarding mitigation and alleviation measures.
164 Special policy for recovery Special policy financial support may be available to local authorities in cases where, to decrease the likelihood of the occurrence of a similar emergency, funding in addition to existing resources is required for— (a) (b) new programmes of work to meet specific needs in an affected region; or the upgrading of facilities to a level that is higher than existed previ- ously.
Appendix 1 Lead agencies The following agencies are mandated through legislation or expertise to manage an emergency arising from the following listed hazards.
Note: The role of the lead cls 12(b), 14(3), 21(1) 100 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Schedule agency at the national level does not limit, is not in substitution for, and does not affect the functions, duties, or powers that other agencies and CDEM Groups may have in support of national-, CDEM Group-, and local-level management of an emer- gency.
Lead agency at national level NEMA Lead agency at local/ regional level Authority to manage response CDEM Group Hazard Geological (earthquakes, volcanic hazards, landslides, tsunamis) Meteorological (coastal hazards, coastal erosion, storm surges, large swells, floods, severe winds, snow) Drought (affecting rural sector) Animal and plant pests and diseases (biosecurity) Food safety Infectious human disease (pandemic) Wild fire NEMA CDEM Group Infrastructure failure NEMA CDEM Group Ministry for Primary Industries Ministry for Primary Industries Ministry for Primary Industries Ministry for Primary Industries Ministry for Primary Industries Ministry for Primary Industries Food Act 1981 Food Act 2014 Ministry of Health District health board Fire and Emergency New Zealand Fire and Emergency New Zealand Department of Conservation (conservation estate) New Zealand Defence Force Fire and Emergency New Zealand Fire and Emergency New Zealand Urban fire Hazardous substance incidents Fire and Emergency New Zealand Fire and Emergency New Zealand Terrorism New Zealand Police New Zealand Police Civil Defence Emergency Management Act 2002 Civil Defence Emergency Management Act 2002 Civil Defence Emergency Management Act 2002 Government policy Biosecurity Act 1993 Hazardous Substances and New Organisms Act 1996 Epidemic Preparedness Act 2006 Health Act 1956 Fire and Emergency New Zealand Act 2017 Conservation Act 1987 Defence Act 1990 Fire and Emergency New Zealand Act 2017 Fire and Emergency New Zealand Act 2017 Hazardous Substances and New Organisms Act 1996 Crimes Act 1961 International Terrorism (Emergency Powers) Act 1987 Terrorism Suppression Act 2002 Major transport accident New Zealand Police New Zealand Police Various 101 Schedule Hazard National Civil Defence Emergency Management Plan Order 2015 Reprinted as at 1 August 2020 Lead agency at national level Lead agency at local/ regional level Authority to manage response Marine oil spill Maritime New Zealand Regional council Radiation incident Ministry of Health Fire and Emergency New Zealand Maritime Transport Act 1994 Radiation Protection Act 1965 Fire and Emergency New Zealand Act 2017 Schedule Appendix 1: amended, on 1 December 2019, by clause 5 of the National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277).
Schedule Appendix 1: amended, on 1 July 2017, by section 197 of the Fire and Emergency New Zea- land Act 2017 (2017 No 17).

Appendix 2 NCMC modes The NCMC operates under the following modes in response cl 124(3) Mode 1 Monitor 2 Engage 3 Assist 4 Direct Roles Monitor and assess threats and incidents that may lead to a local emergency.

In addition to monitoring activities: collect, analyse, and disseminate information on emergencies; report to or advise Government; provide public information service.
In addition to engagement activities: process or co-ordinate requests for support from regional and local organisations, including assistance from overseas, and international liaison; report to or advise Government.

In addition to assisting activities: control and direct the overall response.
Scale Lead agency: on standby Minimal staffing to monitor impending or actual emergency Support agencies: on standby Lead agency: increased staffing Support agencies: kept informed, some activated Lead agency: partial to full staffing Support agencies: most activated NCMC: fully operational Lead agency: full staffing Support agencies: all activated NCMC: fully operational Michael Webster, Clerk of the Executive Council.

Issued under the authority of the Legislation Act 2012.
Date of notification in Gazette: 4 June 2015.

102 Reprinted as at 1 August 2020 National Civil Defence Emergency Management Plan Order 2015 Notes Reprints notes 1 General This is a reprint of the National Civil Defence Emergency Management Plan Order 2015 that incorporates all the amendments to that order as at the date of the last amendment to it.
2 Legal status Reprints are presumed to correctly state, as at the date of the reprint, the law enacted by the principal enactment and by any amendments to that enactment.

Section 18 of the Legislation Act 2012 provides that this reprint, published in electronic form, has the status of an official version under section 17 of that Act.

A printed version of the reprint produced directly from this official elec- tronic version also has official status.
3 Editorial and format changes Editorial and format changes to reprints are made using the powers under sec- tions 24 to 26 of the Legislation Act 2012.

See also http://www.pco.parlia- ment.govt.nz/editorial-conventions/.
4 Amendments incorporated in this reprint Education and Training Act 2020 (2020 No 38): section 668 Education (Vocational Education and Training Reform) Amendment Act 2020 (2020 No 1): section 78(2) National Civil Defence Emergency Management Plan Amendment Order 2019 (LI 2019/277) Children, Young Persons, and Their Families (Oranga Tamariki) Legislation Act 2017 (2017 No 31): section 149 Fire and Emergency New Zealand Act 2017 (2017 No 17): section 197 Civil Defence Emergency Management Amendment Act 2016 (2016 No 88): section 43 Wellington, New Zealand: Published under the authority of the New Zealand Government—2020 103