Key risks/mitigation strategy Due to the scope of Exercise Tangaroa, risks to the exercise control function and to the evaluation process and completion of an evaluation report have been registered and mitigation strategies sought. Risks to the exercise control function and the evaluation process have been set out below: Key Risks Mitigation Strategy Likelihood and impact after Mitigation Scenario does not contain enough ‘action’ for all CDEM group areas Attempt to provide a scenario with appropriate injects that will challenge all participants. Likelihood: Unlikely Impact: Minor Low Lack of clarity over roles and responsibilities Provide role definitions to all exercise control and evaluation team members. Likelihood: Unlikely Impact: Minor Low Injects to be inputted electronically not getting through to appropriate person/group Make sure there is a hard copy printout backup of all injects available so they can be inputted manually if there are any technical issues. Likelihood: Possible Impact: Minor Medium Evaluators do not understand the evaluation process Provide full instructions in the Evaluation manual and hold briefings to allow for questions. Ensure a criterion is set to ensure evaluators are well versed in best practice procedures. Likelihood: Unlikely Impact: Moderate Medium Evaluation data is not received by the required deadline Set clear deadlines in initial evaluation documentation and provide reminders to evaluators throughout the process. Proceed and accept some of the risk. Likelihood: Unlikely Impact: Minor Low The evaluation forms submitted are incomplete/incorrect Follow up with evaluator and ask for clarification or resubmission. Provide a hard copy to submit on their behalf Likelihood: Unlikely Impact: Minor Low Evaluators do not attend the Exercise ‘on the day’ Agencies are advised to prepare for this situation and make contingency plans. Likelihood: Possible Impact: Moderate High Real event occurs at the same time that may affect some or all of the country – not able to delay the exercise for part of the exercise. Accept that some people/groups may drop out. Use criteria for judging when to abandon the response (i.e. any kind of response) with the final decision made by MCDEM and Director. Likelihood: Unlikely Impact: Major Medium The design of the evaluation form hinders and/or reduces responses. Make efforts to reduce the complexity of the online form. Have an experienced exercise writer create the evaluation form. Likelihood: Unlikely Impact: Minor Low
2.4 Support a tsunami response in accordance with the lead agency’s emergency plan, the action plan, CIMS, and legal/policy frameworks. 2.4.1 Liaison arrangements are maintained as required throughout the duration of the response. 2.4.2 Response is supported in accordance with plans and within mandated frameworks. 2.4.3 The systems, processes and resources are appropriate for implementing the action plan. 2.4.4 Agencies confirm their ability to carry out the delegated tasks in a timely manner in accordance with standard operating procedures. 2.4.5 As appropriate, implement site, local, regional and national levels of support. 2.5 Support coordination centres in accordance with standard operating procedures. 2.5.1 Support agencies are able to support the inter-agency coordination centre as required by the lead agency. 2.5.2 Support agencies are able to sustain an operational response for the length of time required. 2.5.3 Support agencies can demonstrate there is a process in place to be able to return to business as usual following a response to a major incident. 3.0 Conduct effective high level All of Government decision making. 3.1 National Security System activated and effective within acceptable period of time. 3.1.1 NSC, ODESC and Watch Groups (National Security System) established as appropriate in a timely manner in accordance with standard operating procedures.
5.3 Situation reports effectively fused from various sources and promulgated in a timely manner to relevant stakeholders. 5.3.1 Situation reports accurately disseminated to key stakeholders in accordance with standard operating procedures. 6.0 Deliver effective public information management 6.1 Public communications reinforce confidence in the response and provide appropriate levels of public assurance 6.1.1 Provide timely, accurate, and clear information to those who need it in accordance with standard operating procedures. 6.1.2 Messages align with and support the operational response and government priorities. 6.1.3 Proactive messaging across the full range of platforms meets the demand for accurate information. 6.1.4 Public information/messaging is coordinated and consistent across agencies. 7.0 Implement business continuity arrangements. 7.1 Agency is able to continue to effectively meet essential business as usual outputs. 7.1.1 Essential and non-essential business outputs are identified. 7.1.2 Agency has, or is able to acquire from other agencies, the capacity needed to meet essential business requirements whilst simultaneously meeting response requirements. 7.1.3 Each agency’s business activities are adjusted and communicated in accordance with business continuity plans. 8.0 Integrate lessons identified from previous events and exercises in order to engender a culture of continuous improvement. 8.1 Evaluation and post activity reporting of the inter agency outcomes is undertaken. 8.1.1 Evaluation is coordinated by the lead agency against relevant national objectives. 8.1.2 Supporting agencies provide relevant information to the post activity reporting.