Support agency A support agency is any agency that assists the lead agency by providing services, resources, information, or otherwise contributing to the response or recovery. Welfare services agencies Welfare services agencies are agencies that have responsibilities for coordinating or supporting the delivery of welfare services to communities affected by emergencies. These agencies are listed (and their responsibilities described) in clauses 62-75 of the National CDEM Plan 2015. Terms used in local government Territorial authority A territorial authority (TA) is a city or district council or unitary authority that provides public services and regulates land use, buildings, public nuisances, and environmental health. Regional council A regional council is a region-based council, primarily responsible for natural resource management, including in the coastal marine area. It regulates land use for specific purposes (for example, soil conservation, water quality, and the management of natural hazards). It also regulates for and undertakes pest control and harbour navigation and safety, and provides (in some cases) public transport services. Unitary authority A unitary authority is a territorial authority with regional council functions and powers. Local authority A local authority is any of the above. Business as usual CDEM facilities GEMO The GEMO (Group Emergency Management Office) is the regional office where CDEM functions are carried out on behalf of the CDEM Group before an emergency occurs. It is managed by the GEMO Manager. EMO The EMO (Emergency Management Office) is the office(s) where CDEM functions are carried out at a local level before an emergency occurs. The person who carries out the CDEM functions is the EM Officer. In some CDEM Groups, EM Officers may be called Advisors or Coordinators. The Coordinated Incident Management System (CIMS) The Coordinated Incident Management System (CIMS) is the primary reference for incident management in New Zealand. The purpose of CIMS is to achieve effective coordinated incident management across responding agencies for all incidents regardless of hazard, size, and complexity.
Group’s area, and provides objectives and a framework for activities across the 4Rs. Director’s Guidelines Director’s Guidelines are documents developed by MCDEM to provide guidance to CDEM Groups and other agencies regarding CDEM. They are issued by the Director of CDEM under the CDEM Act 2002. CIMS Manual The Coordinated Incident Management System (CIMS) Manual 2nd Edition describes the arrangements used to coordinate incident management responses between agencies, regardless of the hazard, size and complexity. It is not a CDEM document, but contains important detail on how CDEM responses are structured and coordinated.
The National Welfare Manager is responsible to: the National Controller during response, and the National Recovery Manager during recovery. National Welfare Coordination Group (NWCG) The National Welfare Coordination Group (NWCG) provides strategic oversight of planning and development of integrated welfare services. The NWCG provides coordination at the national level, and support to CDEM Groups at the regional level. Responsibility and reporting line The NWCG is responsible for planning and coordinating the provision of welfare services under the direction of the National Controller or National Recovery Manager. Chair The NWCG is chaired by the National Welfare Manager. Core membership NWCG membership comprises the agencies responsible for each of the welfare services sub-functions. This includes: MCDEM Police Ministry of Social Development Child, Youth and Family Work and Income Ministry of Health Ministry of Business, Innovation and Employment, and Ministry for Primary Industries. Wider membership Wider NWCG membership may include any of the agencies who support the welfare services sub-functions. Member requirements All representatives of member agencies (core or wider) must be able to actively represent and make decisions on behalf of their agency, provide information and expertise, and participate fully in NWCG meetings and activities. Where possible, representatives should be from the senior management level of the agency.
At national, CDEM Group, and local levels All levels (national, CDEM Group, and local) require well developed relationships and a clear understanding of welfare roles and responsibilities. Welfare services agencies should plan, resource, train, and exercise the welfare response for emergencies resulting from hazards of varying types and scales. At the community level At the community level, communities should be encouraged to: understand their hazards and risks, and develop community plans that enable self-sufficiency. Clarifying governance arrangements All welfare agencies and stakeholders must understand their roles, and overall welfare governance arrangements as they apply in CDEM Group or local contexts. Functional and effective WCGs and local welfare committees Clarifying governance arrangements will involve ensuring that WCGs and (if applicable) local welfare committees are functional and effective, meaning: they have appropriate representation and resourcing members regularly attend meetings and play an active role members understand their communities the committee is clear on its roles and responsibilities, strategic direction, and work programmes work programmes are aligned to the CDEM Group Plan there is clear accountability for outcomes and deliverables, and time is made available to participate in training and exercising. Robust links Robust links must exist between welfare roles and committees and other key CDEM entities; for example, between: the WCG and: the CEG local welfare committees the National Welfare Coordination Group/National Welfare Manager CDEM Group Welfare Managers and Local Welfare Managers welfare committees and local authority leadership, and welfare roles and committees and emergency management offices (CDEM Group or local level).
Utilising community networks Opportunities should be taken wherever possible to build links with existing community networks. These networks should be utilised to reach people requiring support in an emergency, with resulting arrangements formalised in local plans. Culturally and linguistically diverse (CALD) communities CALD communities have many strengths, including skills, experience, and language capabilities. CALD community networks are often well developed, with strong connections both within their own community and between communities. Partnering with CALD community leaders can enable appropriate and effective engagement and communication with community members. People with disabilities Working with people with disabilities and their wider networks of family/whānau, friends, and supporters provides an opportunity to gain an understanding of both the requirements and strengths of these members of the community. People with disabilities and disabled people’s organisations provide expertise on the impact of disability. Disability service providers have technical and professional expertise, and may also have resources that can be drawn upon in an emergency. Minimum standards in the Sphere Handbook CDEM Groups/local authorities should take The Sphere Handbook: Humanitarian Charter and Minimum Standards in Humanitarian Response into account when planning for, setting up, and delivering welfare services. The Sphere Handbook is one of the most internationally recognised sets of common principles and universal minimum standards in life-saving areas of humanitarian response. The Minimum Standards include recommendations in water supply, sanitation, hygiene promotion, food security and nutrition, shelter, settlement, and non-food Items. The Sphere Handbook is available at .
Taking reasonable steps to locate parents or guardians All reasonable steps should be taken to locate parents, legal guardians, or usual caregivers before referring children or young people on to Child, Youth and Family, or Police. This includes collecting all relevant information to facilitate family reunification (child or young person’s name and age; their parent’s name, address, place of work; and/or grandparent’s or other relative’s address). This may also include checking relevant locations if possible (homes, or parents’ workplaces). Unification of children and young people with their parents or legal guardians. It is important that any person that a child or young person is released to is: able to satisfactorily identify themselves as the parent, legal guardian, or usual caregiver, and in a fit state to care for the child or young person. If unsure about whether to release a child or young person back to their parent, legal guardian, or usual caregiver because of concerns for their immediate health and safety, Police must be contacted in the first instance. Using relevant databases The following databases/sources may hold emergency contact details and other information relevant to the reunification of children and young people temporarily separated from their parent, legal guardian, or usual caregiver: education database CDEM EMIS Welfare Registration System (parents/guardians may have registered or inquired with local CDEM about their child/young person) Child, Youth and Family database, and Police Inquiry process. Ensuring integrated service delivery Working together to deliver accessible and responsive service requires: agencies to maintain situation awareness to ensure the needs of those affected are identified and met ongoing liaison with Local/CDEM Group/National Welfare Manager deploying people and resources to assist completing status update reports, and ongoing monitoring of activities and maintaining communication links with response teams.
Establish a national reference group to provide oversight of psychosocial framework, as required. District health boards (regional and local levels) Ensure well-developed Coordinated Incident Management System (CIMS) structure, including the provision for psychosocial support. Establish local teams and ensure relationships are in place to provide for psychosocial support in an emergency. Ensure local plans identify vulnerable clients/groups. Ensure plans include strategies to manage changes in demand over recovery period years). Services (including primary health organisations) need to be prepared for fluctuations in demand (not simply for increased service) following an emergency. Establish the psychosocial support sub-function within CIMS structure. Provide immediate response as required. Coordinate the response of other/support agencies. Develop medium to long-term recovery plans with other/support agencies. Adapt services to support recovery as required. Organisation Readiness Response Recovery New Zealand Red Cross (national and regional levels) Provide training and support for response teams (19 volunteer response teams with training in psychological first aid). Psychosocial recovery training available for individuals, agencies and communities working in recovery. Support for people bereaved in an emergency. Participate in outreach assessments and psychological first aid, including referral for individuals needing further support as required. Provide psychosocial recovery public information sessions. Contribute to public messaging. Provide additional psychological first aid training as required. Provide ongoing local support as required including training, particularly for psychological first aid.
(local level) respond to emergencies. Ministry of Social Development (MSD) (national and regional levels) Establish networks and maintain readiness Build capacity and capability through provider and community leadership development at a local level. Ensure networks in place with key stakeholder groups to provide a response as required. Ensure MSD infrastructure, plans and processes are in place which can be implemented as required in an emergency situation. To facilitate access to psychosocial support providers by providing information and resources to help individuals, families, whānau, and communities. Continue response activities throughout the recovery phase as required, including transitioning recovery support processes into business as usual. Community based organisations Community based organisations and networks play a key role in assisting affected people to connect with social support services in their communities during and following an emergency. Further support from key partners Table 14 shows the key partner agencies who may provide further support to the psychosocial support sub-function. Table 14 Further support from key partners Organisation Readiness Response Recovery Save the Children NZ Ensure staff are trained to set up Child Friendly Spaces during and after emergencies. Child Friendly Spaces kits established. Maintain trained staff and other resources. Work with local agencies as required. Develop and maintain links with NZ Red Cross. Provision of programmes in Child Friendly Spaces during and after emergencies. Provide advice and assistance to other organisations and deliver resilience programmes to children and caregivers (e.g. Journey of Hope).
Maintaining key contacts MCDEM, CDEM Groups/local authorities, and MBIE are required to maintain up-to-date lists of key contacts at the national, CDEM Group, and local levels and provide information about their plans on a regular basis – either through written communications, attending meetings and/or participation in CDEM exercise activities. Collaborative decision making and agreement MCDEM, CDEM Groups/local authorities, and MBIE are expected to assist with: decision-making around which shelter, emergency accommodation, and temporary accommodation options are best in each CDEM Group area identifying available and suitable land and buildings to be used for shelter, emergency accommodation and temporary accommodation adopting or adapting bylaws or rules to facilitate shelter, emergency accommodation and temporary accommodation provision, and ensuring the availability of local services for residents throughout their stays in shelter, emergency accommodation and temporary accommodation. Collaborative planning considerations All CDEM Group and local welfare plans (or documented arrangements) should include planning for emergency shelter and emergency accommodation. Plans must include considerations for: the visitor sector/tourists; at the national level the MBIE-chaired Visitor Sector Emergency Advisory Group may be able to advise understand vulnerabilities and contingencies in place for times when region’s accommodation may be at capacity (e.g. concerts and sporting events), and working with marae; CDEM Groups and local authorities should build relationships and work with local marae.
Capacity review Consider region-wide capacity, especially the agencies responsible for welfare services sub-functions. Review welfare services agency workplans or operational plans to ensure consistency, and an integrated approach to welfare in the region. Welfare function activation schedule Formally update contact list at each WCG meeting. Develop an activation schedule that describes the size and scope of possible emergencies, and the appropriate level of welfare activation. This will include guidelines about how often WCG and local welfare committees should be convened. Training and participation in exercises Develop a training matrix that identifies the type and nature of training required, and indicate which individuals or teams have completed each item. Ensure (as appropriate) that WCG members have completed CDEM EMIS and welfare registration training. Ensure that welfare services planning, activation and delivery is included in annual CDEM Group-wide exercises. Local welfare committees may have more frequent exercises (full or desk top). Roles and responsibilities Develop Terms of Reference for the WCG. Develop Terms of Reference for local welfare committees. Review and update of key documents Review and update the CDEM Group Welfare Plan. Review and update local welfare arrangements. Activity calendar Develop an annual key activity calendar that includes meetings, training, exercises, and reviews.
Separated children and young people in a CDC In a CDC setting, separated children and young people must be cared for and kept safe and the following actions taken: an unaccompanied child/young person must be registered in the CDEM EMIS Welfare Registration System. Record as much useful information about the child/young person and their parents, legal guardian or usual caregiver to support timely and safe reunification care for and keep the child/young person safe. Police vetted personnel with appropriate experience should be identified and available for this activity use the CDEM EMIS Welfare Registration System (using the inquiry and matching processes) to help locate the child/young person’s parent, legal guardian, or usual caregiver other attempts to locate the child/young person’s parent, legal guardian or usual caregiver should be made if resources allow, and liaise with Police and Child, Youth and Family as soon as possible to agree next steps for the care and protection of the child/young person. See Appendix I Care and protection services for children and young people – templates on page 237 for templates related to caring for children and young people. Personnel safety checks CDEM Groups/local authorities must ensure that CDEM personnel (including CDEM-trained volunteers) who work with children and young people are trained and screened as safe to do so. Standard safety checks for working with children and young people are outlined in the Vulnerable Children Act 2014. Safety checking involves: identity verification – proof people are who they say they are, including former identities information requirement: reliable data about history and behaviour, and Police vetting risk assessment – judgement-based assessment periodic re-assessment – information should be updated and reassessed every three years. The Vulnerable Children Act 2014 is available at the New Zealand Legislation website: . For more information, refer to the Children’s Action Plan website: .
Accessibility The best people to consult with about ensuring CDEM facilities, services, and information are accessible are those who have difficulty accessing places or interpreting information by the usual means, or through the usual channels. They may include: blind or vision impaired Deaf or hearing impaired people with physical, mental, intellectual, neurological, or sensory impairments people who speak English as a second language, or not at all, and people whose social circumstances, culture, or faith restricts their access to media such as radio, television, newspapers, or the internet. Further resources Many organisations, especially those with a focus on culturally and linguistically diverse (CALD) communities or people with disabilities, provide clear guidance on what is required to make information accessible. Obligations and legal requirements All people must be treated without discrimination. This means that that everyone, including disabled people, and people from culturally and linguistically diverse (CALD) communities, must have access to information and services on the same basis as others. The key documents regarding inclusion in communities are: The Treaty of Waitangi New Zealand legislation: Human Rights Act 1993 New Zealand Bill of Rights Act 1990 New Zealand Sign Language Act 2006 New Zealand Public Health and Disability Act 2000 Building Act 2004 New Zealand policies and standards: New Zealand Disability Strategy 2001 NZS 4121:2001 – Design for Access and Mobility – Buildings and Associated Facilities.
making use of existing specialist media such as CALD communities’ publications, and student and community radio. Key accessibility resources This section includes resources that provide information on at least one of the following: information accessibility physical accessibility contacts for CALD communities disabled people’s organisations, and CDEM information related to people with disabilities or CALD communities. Age Concern Age Concern promotes healthy, active ageing to people of all ages, and works in cooperation with other organisations. Age Concern works for the rights and wellbeing of older people and towards an inclusive society, where older people are respected, valued, supported and empowered. More information is available on their website . Association of Blind Citizens of New Zealand The Association of Blind Citizens of New Zealand (Blind Citizens NZ) is a national organisation of, and for, blind citizens of New Zealand. Blind Citizens NZ advocates on blindness-related issues and assists government and health agencies, local authorities, utilities, and other organisations in improving services to blind people. Blind Citizens NZ provides opportunities for blind people to meet, socialise, and support each other by sharing information and experiences. Their website is at . Barrier Free Trust The Barrier Free Trust provides advice, support, and training in ensuring built environments are able to be accessed by everyone. Their website is at . CALD community advisory groups Some local authorities may work with CALD community advisory panels/groups that provide advice on a range of issues related to CALD communities. Community Investment (Ministry of Social Development) The Ministry of Social Development – Community Investment website lists organisations which engage with some refugee and migrant communities. Search for ‘Refugee and migrant networks’ on the home page. Deaf Aotearoa New Zealand Deaf Aotearoa is a nationwide provider of services to Deaf people. Deaf Aotearoa is Deaf-led and works with government agencies, businesses and other organisations to provide information and resources on life for Deaf New Zealanders, Deaf culture, and New Zealand Sign Language. This includes making sign language videos.
Information available at their website includes NZSL, and the Get Ready Get Thru – DVD in NZSL. Deafblind (NZ) Deafblind (NZ) Incorporated represents, raises the needs, and promotes the interests of people who are deafblind i.e. people with the unique dual sensory condition of vision and hearing impairment. It advocates for improved services through government and recognised agencies providing services to people who are deafblind. Disability reference groups Some local authorities work with disability reference groups that provide advice on a range of issues related to disability. Disabled Person’s Assembly (DPA) Disabled Person’s Assembly (New Zealand) Inc. (DPA) is an umbrella organisation representing people with impairments, their families, disability advocacy organisations, and disability service providers. The DPA provides advice and information about matters relevant to New Zealanders who have disabilities, and includes a national network of regional assemblies which advocate on local issues. District health boards District health boards (DHBs) fund and provide health services in their areas. Some DHBs have disability community liaison/advisory committees. DHBs are listed on the Ministry of Health website at . Education New Zealand Education New Zealand markets New Zealand as an education destination to international students, recruits students and collaborates with international education partners, including education agents who are part of the New Zealand Specialist Agent programme. Their website is . Get Ready Get Thru The Get Ready Get Thru website provides information on the natural disasters that can happen in New Zealand and advice on how to be better prepared. Resources include: Blind and vision impaired resources. Access through the ‘Downloads’ tab, and Deaf and hearing impaired resources. Access through the ‘Downloads’ tab. The website is translated into Simplified Chinese, Traditional Chinese, Hindi, Korean, Te Reo Māori, Gagana Sāmoa, Lea Faka-Tonga, and Arabic (access through links at bottom of home page). Hearing Association New Zealand The Hearing Association New Zealand aims to improve the quality of life and ensure the rights of all persons with a hearing loss, their family/whānau and all who support them. It supports 32 separate associations to raise the profile of hearing issues, provide information