# Jonathan Jull -- New Zealand 

## Page 1

Ministry of Civil Defence & Emergency Management

A Risk Management Approach to Emergency Management In New Zealand

Higher Education Project Conference, Emmitsburg, June 2001

## Page 2

Context for hazards in New Zealand

-   Relatively small and isolated island nation

-   Geologically active -- widespread volcanic, earthquake and tsunami
    hazards

-   Temperate climate, rapid weather changes, orographic wind & rainfall
    patterns

-   Population 3.8 million

-   GDP approx. US \$43 billion

## Page 3

Vulnerability to natural hazards

Hazard type -- Floods; Location -- Most inhabited areas; Exposed pop. --
2.6 million

Hazard type -- Volcanoes; Location -- Auckland and central North Island;
Exposed pop. -- 2.2 million

Hazard type -- Earthquake; Location -- Central areas of New Zealand;
Exposed pop. -- 2.0 million

Hazard type -- Tsunami; Location -- Much of the coastline on which
settlement occurs; Exposed pop.- ? (but high)

## Page 4

Other major hazards

-   Lifeline utility failure

Eg; Auckland electricity outage:

-   Affected 6500 residents & 60,000 workers

-   Business losses of US\$250 million

    -   Biosecurity -- agricultural pests & public health

Eg: current concerns

-   Foot & mouth

-   Disease carrying mosquitoes

## Page 5

Why EM reform based on risk mgt:

-   Limited response capability means:

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-   Focusing on other solutions

-   Prioritizing resource use

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-   Building on wider government reforms:

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-   Integration with other legislation

-   Structural reform of key agencies

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-   Applying international EM concepts

**Page 6**

New Legislation: General Purpose Statement

-   Improve and promote sustainable management of hazards in a way that
    contributes to the social, economic, cultural and environmental
    well-being and safety of the public, and the protection of property

-   Encourage and enable communities to achieve acceptable levels of
    risks, including:

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-   Identifying, assessing and managing risks

-   Consulting and communicating about risks

-   Identifying and implementing cost-effective risk reduction

-   Monitoring and review

    -   Provide for planning and preparation for emergencies, and for
        response and recovery in the event of an emergency.

## Page 7

The Risk Standard -- AS/NZS 4360:1999

Visual aid chart to support slide 6

## Page 8 

Other key requirements in the Bill:

-   Regional groupings of local councils & emergency services providing:

    -   Political accountability and executive support

    -   A strategic focus

    -   Links to other planning processes

-   Nationally integrated planning framework:

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-   National strategy & guidelines

-   Regional group plans (covering 4 Rs)

-   National response plan

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-   Business continuity planning for lifeline utilities & government
    agencies

-   Cautionary approach to managing risks permissible where uncertain
    about them

## Page 9

In summary:

Why a risk based approach?

-   Hazards risks are of national significance

-   Practical means to apply EM concepts

-   Fits other recent reforms

-   Enables better use of limited resources and capability

How to go about it?

-   A risk standard emphasizing 'full' management

-   Clear purpose and planning requirements in law

-   Structural arrangements that support integrated approaches across
    agencies and the 4Rs

## Page 10 

EM Professional Development Strategy:

-   Established inter-agency strategy and committee process

-   Response training focuses on inter-agency operational procedures:

    -   Coordinated Incident Management System (CIMS)

    -   Urban Search & Rescue

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-   Encouraging at-distance learning to national standards through
    'train the trainers' programs and packaging training resources

## Page 11

Higher Education:

Who is an emergency manager?

One profession or multi-disciplinary team?

-   Want EM concepts built into specialist programs

-   Risk management & inter-agency co-ordination requires general
    business skills:

    -   Project & risk management

    -   Communication/stakeholder relationship mgt

    -   Policy development & planning

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-   Existing personnel needs differ to future needs

-   Creating teaching & research opportunities -- issues of scale &
    competition between universities