Loc
Vision of a Resilient Nation
component
OD
Maori principles and values are integrally woven into the National approach to DRR /DRM
Cultural
OD
Culture of resilience is embedded ‐ well connected robust systems, shared and agreed views, trust
Cultural
OD
preparedness through networks ‐ government to individual
Cultural
OD
sense of belonging and need for people to participate
Cultural
OD
behaviourally ‐ its about us not me
Cultural
OD
Understanding and supporting different approachs to express views / opinions
Cultural
OD
resilience is an embedded social value
Cultural
OD
culture of shared values
Cultural
OD
trust supportive shared views ‐ less me and more us
Cultural
OD
know your neighbours / joined up communities
Cultural
OD
better understanding of cost benefit
Economic
OD
businesses are incentivised to institute a range of resilience measures that benefit themselves and communities
Economic
OD
flood plains are used for recreation and not building or intensive agriculture
Environmental
1982
OD
better connections to the environment ‐ urban geog & design taking better care of the environment
Environmental
OD
increased environmental conciousness
Environmental
OD
clustering by functions rather than organisations ‐ i.e. central and local government
Governance
OD
Risk awareness across all levels to inform decision making
Governance
Act
OD
effective and responsible leadership
Governance
OD
transparency / good governance
Governance
OD
Institutions are strong, inclusive, adaptive, collaborative with clear understanding of role
Governance
OD
low social and economic inequality ‐ unequal societies are not resilient
Governance
OD
role of government in resilience investment is understood
Governance
OD
Good information for decision making
Governance
OD
There are platforms for DRR at a local, regional and national level
Governance
OD
improved global connection
Governance
OD
Strengthening international relationships ‐ mutual aid / support
Governance
OD
Local water tanks home/neighbours national initiative
Infrastructure
OD
Building resilinece ‐ seismic strengthening
Infrastructure
OD
Local authority asset renewal programmes are prioritised by risk
Infrastructure
OD
technology that is available, robust, sustainable ‐ all have 'back up systems' and understand limitations
Infrastructure
Information
OD
Strong data information infrastructure ‐ good back up / security systems
Infrastructure
OD
Not reliant on technology / power i.e. no single points of failure
Infrastructure
OD
proven, reliable and accessible infrastructure and networks
Infrastructure
OD
Solar energy ‐ self sufficiency
Infrastructure
OD
Self reliant communities through technology ‐ building networks and relationships
Social
OD
community participation
Social
OD
more self sufficient families and communities (ie growing vegetables)
Social
OD
making use of the re‐purpose / sharing movement
Social
Official
OD
we need to be more self sufficient with greater diversity to help each other ‐ village mentality / distributed cells
Social
OD
A range of mechanisms promote the cohesiveness and connectedness of communities
Social
OD
real community engagement, not simply virtual social media links
Social
OD
education
Social
the
OD
You can see and feel adaption to a changing situation (& reduces vulnerability)
OD
Learning from others ‐ national perspective
OD
intelligent conversations around risk
OD
conditions set for individual and community resilience
OD
ability to transition to a new normal rapidly
OD
shared, trusted environment ‐ have trust in responders
OD
efficient use of resources ‐ sharing equipment, transport, matching supply with demand (ie AirBnB)
under
OD
faster response of government because of better access to data
OD
access to info to inform decision making
OD
future focus planning
OD
increased personal responsibility for resilience ‐ health and finances
TGA
Understanding and inclusiveness across cultures
TGA
understand how the world works
TGA
Its just the way we do things around here
TGA
more incentive to retrofit/create buildings to be safter ‐ safer buildings and built environment
TGA
social connectedness ‐ networks ‐ understandign our communities
TGA
unified, culturally diverse communities are integrated
Released
TGA
affordable housing for all
TGA
multipurpose buildings ‐ identify disaster centres before built and incentivise builders to accommodate
TGA
resourced, connected, less siloed, grounded, sound foundations
TGA
sharing knowledge ‐ coordination
TGA
look after self ‐ self aware society
TGA
vulnerable communities are no longer considered vulnerable
TGA
international systems for alerting and informing people
TGA
clean water
TGA
fresh air
TGA
more courageous political decsions required especially for low recurrance interval events
TGA
minimum standards of living so people have the capacity to be resilient
TGA
good volunteer base ‐ good attitude and culture backed up by strong permanent teams
TGA
smart technologies
TGA
resilience training at community level.
TGA
networked resources (fonterra) rather than more
TGA
creativity and flexibility
TGA
knowledge of and acceptance of the risk
TGA
self preparedness / common sense
TGA
we are not using practical lessons from events ‐ help communities to implement
TGA
a clear vision of the advantage of spending time in emergency preparedness
TGA
additional capacity to respond to emergencies
TGA
what can I do to help myself
TGA
strong economic backbone
1982
TGA
establish relationships in communities before needed ‐ eg neighbourhood watch
TGA
foster innovation
TGA
understanding consequences of disasters
TGA
greater acceptance of risks ‐ engaged in understanding solutions / advice
Act
TGA
adaptive governance acceptance of public empowerment
TGA
teaching self and community responsibility
TGA
positive behaviours ‐ compassionate, collaborative, inclusive, optomistic, sharing, giving
TGA
economic resiliency
TGA
spread the risk of our primary industries ‐ diversify
TGA
low unemployment
TGA
keeping enough of our resources for ourselves first (eg water, oil)
TGA
increased reskilling of our workforce
TGA
give people a chance to do things their way
TGA
filters checks and balances on decision making
TGA
water availability ‐ allocation, public water provision, affordable and efficient
TGA
resources are treasured 'Te Ao Maori'
TGA
having the capability to bounce back
Information
TGA
trust and confidence
TGA
people having sense of belonging
TGA
connectivity and embracing technology
TGA
greater flexibility of working options
TGA
food security ‐ local production/ community gardens / secure transport routes for food delivery
TGA
empowering existing preparedness and sustainability
TGA
empowering leadership / strong leadership
TGA
decision makign long term benefits
Official
TGA
centralised policy approach to high risk communities
TGA
funding
TGA
connectivity of services
TGA
turnaround for community size ‐ encourage growth
the
TGA
strong police and military ‐ law and order
TGA
efficient sustainable transport choices
TGA
environment sustainability
TGA
communication, coordination, collaboration, community
TGA
how can we design infrastructure to "fail safely"
TGA
access to the same information
TGA
less reliance on 'centralised' infrastructure
under
TGA
cost efficient and cost effective recovery
TGA
self sufficiency ‐ look after yourselves
TGA
land use reduces our exposure over the long term
TGA
well informed individuals, families, communities about risks and response to an event
TGA
educated nation on resilience (daily life)
TGA
networked community connected by social interaction ‐ neighbourhood that know each other
TGA
high level of problem solving skills
TGA
harness and enable community action rather than direct and control
TGA
community takes responsbilitiy for resilience
TGA
accepting the greater good
Released
TGA
communities willing to plan to reduce risks
TGA
adaptability to change and them drive forward
TGA
behaviours ‐ trust cooperation networking tolerance sharing and caring
TGA
whole of government will be visible and key partners in the strategy
TGA
shared responsibility ‐ not nec equal responsibility
TGA
multiple connections
TGA
confident empowered individuals
TGA
financially strong with appropriate infrastructure to respond and recover
TGA
not needign support
TGA
shared sense of purpose within social networks
TGA
hazard approach consistent across all legislation
TGA
connectedness as a nation ‐ sense of community
TGA
diverse choice of housing
TGA
longer term focus
TGA
people are open to change and work together
TGA
adaptable infrastructure with ability to connect and transform (eg sewer pipes used for power line)
TGA
local leadership ‐ community planning
TGA
strong national approach to assessing and them managing risks
TGA
awareness of global changes
TGA
use social media to sell the resilience message
TGA
conversations about the cost of 'being saved by big brother' vs being more self sufficient
TGA
high level of collaboration
TGA
healthier community
1982
TGA
higher employment rates
TGA
a resilient citizen feels valued, connected and secure
TGA
plans and implementation ‐ mustnt alienate the community
TGA
connected, inclusive, strong whanau / community
Act
TGA
education and awareness ‐ give people mechanisms to make correct decisions
TGA
government and authorities have the ability to make a difference and are trusted to do so
TGA
leveraging of disaster
TGA
informed community lead pre event infrastructure investment
TGA
diverse ranges of solutions
TGA
strong supportive neighbourhoods
TGA
more self sufficient communities
TGA
agencies that work together ‐ share information resources etc
TGA
open to learn from cultural resilient success stories.
WTG Increased reliance on and required resilience of electricity to keep data and coms going ‐ smart networks
WTG renewable energy across the country
WTG connected by technology
WTG distributed / diverse population and economy ‐ build out not up
Information
WTG resilient people understand dependencies and interdependencies
WTG community leadership is well organised and distributed
WTG safe buildings ‐ before and after events ‐ community spaces
WTG engaged people and organisations
WTG diversity will be part of the community ‐ social, cultural, infrastructure
WTG buildilgn individual resilience ‐ making the sum of the parts a resilient system
WTG information sharing, accountability, responsibility
WTG individual / family preparedness
Official
WTG resilient individuals
WTG identified community risk appetite
WTG people educated ‐ no barriers to getting education ‐ flexible ways / methods of education
WTG no one disadvantaged due to disruptions ‐ consideration of thos that are and that become vulnerable
the
WTG infrastructure that's able to cope / continue functioning to a degree that maintains continuity of society
WTG resilience is delivering today on tomorrows recovery plan
WTG understand the land / waterways / sea level rise before development
WTG effective planning, awareness and communication
WTG mental health system is effective and promotes individual resiliency ‐ coping mechanisms
WTG resilient individuals would be self sufficient, informed and equipped to make decisions that required less support
under
WTG a network of networks ‐ connectedness (social economic infrastructure)
WTG adapt to change ‐ different sectors deal with change at different rates
WTG greater community connections ‐ tools to get to know your neighbours
WTG improved decision makign on response events (eg tsunami evacuation)
WTG leaders and community have a shared vision for a resilient future
WTG making wellington water supply more resilient
WTG reform and incentivise the insurance industry ‐ quick assessments
WTG know your neighbours ‐ being able to support and help one another
WTG a buildlign code that is more risk based
WTG awareness of natural environment
WTG better understandign of infrastructure and how it works
Released
WTG building and infrastructure are more resilient to shocks and stresses
WTG people / communities / orgs have plans, shared sense of ownership in their community
WTG healthy ‐ individuals, economic impact ‐ less dependancy
WTG resilient infrastructure ‐ that meets the nees of a growing and changing community
WTG structures designed to withstand known & identified hazards and risks
WTG everybody has a part to plan starting with individuals
WTG sense of community ‐ connected, shared vision, supportive, resourceful and sustainable
WTG clear appetite and expectation for what might happen ‐ informs decisions / people
WTG well educated society about resilience
WTG more diverse and information based economy
WTG ability of a resource in one area to be transferred instantly to another area with all information needed to transition
WTG upfront investment mitigating risk and consequences
WTG greater lifeline functional redundancy ‐ theres a back up
WTG transform data into information via spatial data infrastructure
WTG authorative, trusted information ‐ single authorative voice ‐ topic specific
WTG connected communities ‐ both physical and virtual
WTG more self sufficiency ‐ food water shelter energy
WTG more public awareness of available resources
WTG environmental resilience
WTG resilience as a way of life
WTG people understand risk and behaviours are adapted ‐ towns not on floodplains
WTG understand curent levels of risk
1982
WTG not building in hazard zones ‐ mitigation of known risks
WTG distributed networks (power water comms roading waste)
WTG integrating resilience into urban design philosophy
WTG multi skilled population
Act
WTG all ages engaged especially the young who need to drive the change
WTG youth lead revolution ‐ changing political structures
WTG resilience is well defined, socialise from the earliest age. ‐ front and foremost of our decision making
WTG higher levels of individual and household preparedness to survive for 7 days
WTG reduction in poverty
WTG awareness of impacts and how to respond
WTG affordable housing
WTG resilience is a social norm
WTG communities organisation and people acting on knowledge
WTG psychological well being
WTG government strategists raised awareness of maori still living in life 1.0 mode
WTG strong community networks
Information
WTG economic incentives for being more resilient
WTG strong communities in which everyone know and talks to their neighbour
WTG impact on NZ economy given majority is SME's ‐ what happens / how to support especially if nationwide event
WTG alignment with international standards / frameworks re resilience ‐ e.g. insulated homes
WTG clear climate change response
WTG iterative ongoing processes
WTG future proof infrastructure
WTG investement decision (ideally) increasing resilience and reducing risk
Official
WTG a national resilience strategy should be in place
WTG well insured (self or market) ‐ informed decisions, readily available, affordable
WTG the Prince of Wales reservoir has been built
WTG resilience should be a way of life for all families / businesses etc.
the
CHCH Sustainable and resilient decision making and investment
CHCH Social and economic diversity
CHCH Resilient Infrastructure
CHCH Shared values
CHCH Understanding of real leadership for addressing real problems
CHCH Supporting reslience: Governance. Enabling structures. Social and ethical responsibility of institutions and people. Fun (visible
value). Transparency and fair distribution of value
under
CHCH Behaviours: Sharing, volunteering, community, social and ethical and moral, friendly, breaks down barriers, inclusive,
supportive, generous
CHCH What would it feel like? Empowering, warm and fuzzy, inclusive, safe, satisfying, effective, connected
CHCH Connectedness ‐ vertical and horizontal networks. Less of a gap between top and botttom. High level empowering
communities.
CHCH Self‐awareness with appreciation of others
CHCH Adaptive systems and processes
CHCH Openness and transparency
CHCH Security
CHCH Communication. People hearing info in their language of choice (basic human right)
CHCH Trust: In leadership, in the process and between government and community
CHCH Better hazard identification, widespread public knowledge of hazards, simple and effective plans to cope
Released
CHCH Proactive resourcing and investment in future
CHCH More recognition of the importance of social capital and its role in inherent resilience including in crises
CHCH Flexibility and willingness to adapt
CHCH Community participation
CHCH Resilience part of normal conversation/daily life
CHCH Leadership and governance
CHCH Equity: Health and wealth educated people
CHCH Sustainable and resilient decision making and investment
CHCH Citizens not consumers
CHCH Trust and confidence
CHCH Coordination, reassurance, confidence and support
CHCH Ability to cope as near normal and to rebound better
CHCH Shared understanding of vulnerabilities, responsibilities and adaptabilities
CHCH Equal access to health and education services/resources for a health life
CHCH Shared understanding of reslilence
CHCH Inclusive society
CHCH Equitable responsibility, support and management across all levels of government
CHCH Social connectedness
CHCH Pragmatic and effective leadership, clear and timely communications
CHCH Inter‐agency collaboration
CHCH Able to adapt to change
CHCH Inclusive
1982
CHCH Prosperous people
CHCH Fearless
CHCH Acceptance and action. Community driven mitigation from knowledge of risk
CHCH Community driven ‐ part of process ‐ needs heard and acted on by agencies
Act
CHCH Reliable and meaningful social contract. Confidence in social safety nets.
CHCH Connectedness and relationships.
CHCH Diverse economy
CHCH Community leadership in risk awareness
CHCH People driven by purpose. Organisations exist to better enable collective purpose
CHCH Education. Legislation/robust government framework to enable reaction to the unexpected
CHCH Adaptation. Use lessons learned from local and internatnioal events/sources
CHCH All people able to meet their basic needs and participate
CHCH Holisitc accountability of institutions
CHCH Participatory democracy
CHCH Integrated education. Learning environment and sharing between generations.
CHCH Vertically integrated
CHCH Enebling emergent leaders and organisations
Information
CHCH Personal and community responsibility
CHCH World peace
CHCH Community connectedness
CHCH Sense of community, thriving communites, embrace organic development
CHCH Self reliance
CHCH Know your neighbour, random acts of assistance, knowing what resources are available
CHCH Not just risk aware but risk active
CHCH Encourage diversity in communities
Official
CHCH Ability to 'self‐help
CHCH People development driven by possibility and existing needs
the
under
Released
loc
# Building Blocks/Things in Place
Component
OD
Vision Mataurangi - National Science Challenge :
cultural
Resilience to natures challenges
OD
diverse but not polarised communities - e.g. refugee
cultural
settlement approaches
T
1 Proactive iwi/tribal groups and relationships
cultural
T
Using social media - brand awareness promoting
cultural
community engagement, resilience and hazard awareness.
T
Multicultural groups in many areas. Some translated
cultural
resources. Marae preparedness resources being
developed. Some community radio stations willing to
support distribution of info for cultural groups in emergency
planning response
T
Diversity. Mosques, temples, schools. Multicultural society. cultural
Well connected cultural communities. All colours needed to
make he rainbow!
T
Maori, pacific, ethnic police advisory boards - national,
cultural
regional, area levels
T
2 Regulatory tools - land use, work planning, buildings
cultural
T
10 Social networks within communities eg neighbourly
cultural
Facebook
T
1 Collaborative response planning - interbusiness,
cultural
1982
interagency
T
Te tiriti! O Waitaingi
cultural
T
1 Kiwi can do attitude
cultural
T
16 Unique NZ Culture: History-stories, Bay of Plenty, No 8
cultural
Wire, Tangata whenua, Battle of Gate Pa, Commonwealth
Act
Pasifica, Maori landwards, te arawa, tauranga moana,
colonial past
T
5 Existing community networks, neighbourly etc, school
cultural
networks - add to and support
T
1 Vision Matauranga - National Science Challenge :
cultural
Resilience to natures challenges - examines contemporary
Maori roles in resilience in NZ
T
1 Well trained CD volunteers to support locals in event of
cultural
disaster
W
2 Treaty of Waitangi: A great building block already there -
cultural
shared - development, responsibility, empowering. Gap: At
times restrictive at times not used to fullest extent
W
Powerful social equity in kiwi culture eg sense of fairness. cultural
First hand experience of emergency events
W
10 Strong volunteer organisations and culture in NZ
cultural
CHCH 1 Whakapapa for all. Lack of knowledge on how to
cultural
Information
access/learn/participate
CHCH
Marae
cultural
CHCH 2 Developing cultural belonging in urban landscapes. Access cultural
to open space.
CHCH
Iwi networks/formal (Kumara vine/informal). Respect and
cultural
understanding of the strength and capacity of these
networks
CHCH
Strong refugee resettlement programs (eg via NZ Red
cultural
Cross)
CHCH
Iwi networks/formal (Kumara vine/informal). Respect and
cultural Official
understanding of the strength and capacity of these
networks
CHCH
Iwi economic independence and contribution to social
cultural
capital across communities
CHCH
The treaty settlement process
cultural
the
CHCH
Te Matatini (National Kapa Haka Festival/competition)
cultural
CHCH
Treaty set lements have led to tribes having capacity to be cultural
future focussed. Capacity + Capability to develop and
implement programs
OD
Supply chain vulnerabilities - reliance on some major
economic
suppliers
OD
National Catastrophe insurance scheme - EQC (national
economic
disaster fund/reinsurance alternative capital)
OD
National no fault personal injury - ACC
economic
under
OD
High private insurance cover (but declining)
economic
OD
local government insurance pools
economic
OD
National infrastructure plans
economic
OD
Local Government Risk Agency development
economic
OD
understanding the contingent liabilities and the size of the economic
gap between what is insured and what isn'
OD
NZ heavily reliant on one or two sectors (agriculture and
economic
tourism)
OD
fiscal strategy to ensure appropriate fiscal buffers to support economic
resilience
OD
Business continuity practice ISO 22301 - BCI good practice economic
guidelines
OD
Living Standards Framework
economic
Released
OD
Resilient Organisations organisational resilience model
economic
OD
Primary sector recovery policy (MPI)
economic
OD
vulnerable to global shifts
economic
OD
business growth agenda - build more diversified markets
economic
(MBIE)
T
1 Increasing popula ion. Increase in funds for infrastructure
economic
(but needs to keep pace)
T
24/7 banking and multiple access
economic
T
5 Risk assessment tools (NZ context) "Risk scape".
economic
T
7 Business continuity plans
economic
T
Living Standards Framework (Treasury)
economic
T
6 Philanthropic businesses who care about their communities economic
and want to contribute
T
MBIE, MPI. Working towards a more diverse economic
economic
base - growth push.
BUILDING BLOCKS/THINGS IN PLACE
T
Formal sources of funding eg tax
economic
T
1/2 of Kiwi Bank, Kiwi Saver, Gold Card
economic
T
Dedicated funding for emergency management. CDEM.
economic
Health.
T
Local and regional funding.
economic
T
2 Safe supply chain. Global arrangement. Bio security.
economic
Purchasing. Logistics. What we want and what we need.
T
Local high tech hub at the mount is diversifying our
economic
economic base, making it more resilient.
T
4 National insurance for disaster. EQC
economic
T
5 Maintaining a focus on work/employmen
economic
W
EQC - residential economic resilience
economic
W
2 Role of private insurance market
economic
W
Banking sector is strong to cope with economic stress
economic
CHCH
Need for paid employment limits ability to contribute in
economic
unpaid community activity
CHCH 1 More diverse economy. More diversified markets.
economic
Stockpiling to ensure supply eg pharma
CHCH
Alternative economic models that are emerging eg
economic
timebanks, community currencies, social entrepreneurship,
food foraging…
CHCH
Insurance
economic
1982
CHCH
"Industry" Owning its part in business and community
economic
continuity
CHCH 1 Weakness: Dependence on international capitalist
economic
economic model
OD
Tension between air quality standards and use of wood/coal environmental
Act
as domestic fuel for heating/hot water/cooking
OD
Policies hat are robust enough to truly protect water quality environmental
OD
national parks
environmental
OD
heritage buildings are protected / wardens of national
environmental
heritage
OD
natural capital - quantified and captured on balance sheets - environmental
undervalued nationally and locally
OD
legislation: LGA, RMA, CDEM etc
environmental
OD
minimise climate change activities and effects (polices and environmental
procedures)
OD
MoE National Policy Statement & guidance on natural
environmental
hazards (under devpmt)
OD
RMA - regional and district plans
environmental
OD
MPI biosecurity regulations / plans / systems (4Rs)
environmental
Information
OD
DOC - pest control
environmental
OD
Biosecurity strategy (MPI)
environmental
OD
NZ Biodiversity strategy (DOC)
environmental
OD
Requirement to have a lead agency for recovery
environmental
OD
don’t fully understand or manage impact of farming &
environmental
industry on the environmen
OD
regulation to promote permaculture/sustainable farming & environmental
vetinary practices
OD
NZ Coastal Policy Statement 2010
environmental
OD
Conservation Act - review and update + finance
environmental
Official
implementation
T
More government led research. Legislation rather
environmental
piecemeal.
T
Land use planning
environmental
T
New Zealand Coastal Policy Statement 2010: A guide for
environmental
the
day to day management of the coastal environment
T
10 Beautiful country! Clean, green NZ image. Passion for the environmental
environment. Clean air, water, native reserves
T
Environmental reserves eg Tiritiri Matargi, Fiordland NP,
environmental
Hauraka Gulf Marine Park
T
Incredible, unique hazardscape! (Volcanoes) That has
environmental
shaped NZ
T
Regional and district plans which direct growth
environmental
T
2 District and regional planning provisions for natural hazard environmental
under
management. Local programmes eg flood modelling,
earthquake-prone building, coastal hazard risk modelling,
landslide & debris flow risk management
T
Checks and balances at LTLA. Processing. Resource
environmental
applications.
T
Flood monitoring and alert systems. Evacuation info for
environmental
tsunami EBOP WBOP TCC. Rome RTs in regions WBOP -
linked to DHB.
T
4 Community response: Community groups working to
environmental
protect and enhance the environment. Resource recovery
centres.
T
Nuclear free NZ
environmental
W
Irrigation schemes give agricultural
environmental
W
1 Identify and mitigate natural hazards through RMA
environmental
Released
W
Regional plans eg One Plan. Land used sustainably.
environmental
Stream margins planted reducing silt contamination of
waterways.
W
Sustainable development goals
environmental
W
5 Research eco system eg nat haz research platform, NSC = environmental
Evidence informed practice + policy
CHCH 2 Strong environmental sustainability movements and
environmental
networks in NZ eg. Sustainable business network.
Generation zero. Green party. Conscious consumers. Akira
foundation.
CHCH
Environmental values are assumed to be important
environmental
CHCH 1 RMA: Effects-based planning, hazards, low likelihood, high environmental
impact, EIA processes
OD
Protective security requirements
governance
BUILDING BLOCKS/THINGS IN PLACE
OD
need to think outside silos and find ways to share success governance
and failures so that learnings and resources are more
available
OD
CDEM legislation / plan / networks of groups
governance
OD
MCDEM National exercise programme
governance
OD
NZ Cybersecurity strategy
governance
OD
NZ Geospatial R&D
governance
OD
Governance of national security system - reinvigoration of governance
collective leadership over mgmt of national risks
OD
joined up all of govt view of business continuity and critical governance
services
OD
CDEM / H&S legislation not matched to opportunities
governance
offered by better prepared, engaged and integrated
communities
OD
agencies not sufficien ly resourced to deliver on legislation / governance
policy
OD
better cyber, boarder and terror security - perception NZ is governance
safe
OD
3 yr /short term election cycles - short termism and
governance
discontinuity
OD
resilience does not feature in government (AOG/Exec)
governance
strategy
OD
structure of governance: variety of layers and complexity
governance
1982
(eg local / cent govt) - problematic and promotes political
agendas
OD
development of back up systems to protect against
governance
cyberspace failure - legislative change needed
OD
centralisation = single point of failure likely
governance
Act
OD
need balance - tendency to push hings to lowest level so governance
that national issues not given right level of consideration
OD
principles based approach (rather than prescriptive policy) - governance
less agency specific
OD
ODESC framework - AOG concept
governance
OD
International connectedness
governance
OD
National risk register and quantifying i
governance
OD
national ability to share data better
governance
OD
Flexibility - adapting to changes
governance
T
Focus on resilience. Trained staff. Community involvement. governance
Lifelines focus. Flexibility with council structures.
T
Regional council hazard assessments
governance
T
2 Open data standards
governance
T
Health legislation, policy and planning. CDEM
governance
Information
legislation/policy guidelines. CIMS. Health and safety
laws/standards. Comprehensive EM. 4 Rs. Multiagency
forums eg lifelines. Public consultation process.
T
8 Risk management approach across various policies and
governance
plans
T
1 More joint locations - connectivity eg justice precincts
governance
T
Tauranga Moana Safe City: safety promotion and injury
governance
prevention initiatives. Community-led priorities.
Collaborative approach. Safe = more than physical safety,
but enabling communities to feel valued, connected and
Official
secure.
T
Risk and assurance. BCP+BCM. Interoperable comms
governance
centres. Standard operating procedures (SOPs) - National
consistent
T
Diverse/alternative governance models: social/cultural,
governance
the
governmental, commercial. Enabling governance:
interagency forums, align strategies, shared work models
T
CIMS. Building code standards. Climate change.
governance
T
Regional emergency management integration is improving governance
(need to continue).
T
Government support mechanisms for vulnerable people eg governance
ACC, MSD
T
Community boards eg Western BOP
governance
under
T
Disaster recovery plans. Resiliency funds. Whanau ora. 4 governance
Rs. Revolving doors with politicians. Emergency
management staffing. Relief funds. Defence forces. Red
cross, salvation army, lifelines.
T
17 Interagency cooperation
governance
T
5 BPS targets contributing towards community resilience
governance
T
2 Strengths in different government departments if connected governance
would make a significant impact.
T
Tauranga city council now has a community development governance
team. Their priority necessitates developing connectedness
and effective communication delivery streams at the local
level
T
Democracy! Local government. A voice, a vote, a say! Use governance
it!
Released
T
Risk analysis - more is happening in this space
governance
T
Local leadership
governance
T
1 Thinking about resilience every time we do a projec
governance
T
BOP and Waikato RPS natural hazards chapters
governance
T
ODESC system (DPMS). Strategic structure - foundation of governance
national security governance and planning
T
Risk management policy frameworks.
governance
T
RMS (applies to all categories) - zoning and planning
governance
reduces development in vulnerable areas. Protects land
and water resources.
T
Local government act. Civil defence act. Crimes act.
governance
T
Community response groups supported with website/forum. governance
Training resources, logos, marketing materials.
BUILDING BLOCKS/THINGS IN PLACE
T
Business continuity plans more risk adverse
governance
T
Climate change strategy (AKL council)
governance
T
1 National and local hazard knowledge (stronger and
governance
improving) + opportunities to be less variable
T
2 National and local planning for future land use is improving governance
T
2 Smart growth BOP - sub regional spatial planning.
governance
Connecting multi agencies for a resilient community
T
3 Government funding
governance
T
Existing arrangements, frameworks for animal welfare and governance
rural sector. Need to be strengthened. MPI, CDEM, RSTs.
W
Smart Capital 2040
governance
W
Blue lines for tsunami.
governance
W
CDEM does require risk reduction thinking
governance
W
Sendai framework
governance
W
2 No evaluative framework for resilience
governance
W
Lots of legislative and regulatory tools
governance
W
2 Business continuity planning. Risk and assurance.
governance
W
Legislation: RMS = risk in the RMA. CDEM Act. Building act governance
and reforms. LGA
W
Building block: Horizon regional one plan - brings in a range governance
of legislative plans to coordinate activity throughout the
1982
region
W
Building block: LTP. 30 year plans under LGNZ.
governance
W
1 Knowledge held by local councils used more proactively
governance
W
Relatively strong national balance sheet
governance
W
CDEM Act - regulations create expectations and base
governance
Act
levels of resilience.
W
High take up of insurance
governance
W
governance
CHCH
School system, especially primary schools
governance
CHCH
Health ins itutions - poli ical, economic
governance
CHCH
Building codes
governance
CHCH
Good response mechanisms eg civil defence
governance
CHCH
NZ Goal framework - open access/licensing for official
governance
information
CHCH
Give norm more money to do stuff!
governance
CHCH 4 Funding mechanisms need longer term commitment
governance
(political vulnerability)
CHCH 1 CDEM Act provides risk based 4-Rs foundation. Gap: "Civil governance
defence" gives it overly response connotations+meaning
CHCH 4 Local govt act: currently focused on democratic process
governance
Information
and managing infrastructure. Gap: opportunity to be holistic
resilience framework
CHCH 9 The 4 wellbeings live on in the CDEM act even though they governance
are removed from the local govt act
CHCH
CDEM Act (2002). Local plans/community. Group plans.
governance
National plan/guidelines
CHCH
Health and safety legislation
governance
CHCH 4 Integration of emergency services
governance
CHCH 1 Ensuring sound recovery planning/involvement in peace
governance
time
CHCH
Already in place: Good building codes. Transparent
governance
Official
government. Good insurance. First world nation. Small
connected popula ion. Good educa ion system. Social
welfare system. Adaptive/responsive to issues
CHCH
Building block: Elevation of CDEM in security framework
governance
MCDEM -> DPMC
the
CHCH
Local democracy (apart from canterbury)
governance
CHCH
RMA - positive and negative
governance
CHCH 2 National [policy statements as enablers of local decision-
governance
making
CHCH
Civil defence emergency management. Legislation, plans, governance
resources.
CHCH 3 Democracy (national and local govt)
governance
OD
forward looking policy framework required for robust digital infrastructure
under
infrastructure
OD
how resilience is NZ's internet and communications
infrastructure
network?
OD
power supply - lack of back up power supply for most
infrastructure
homes and businesses
OD
councils are still approving development on swamp, rivers, infrastructure
cut and fill etc
OD
designing resilience into buildings and infrastructure
infrastructure
OD
appropriately loca ing buildings to land condi ions (regional / infrastructure
district plans)
OD
don’t rebuild /intensify in high hazard areas - national
infrastructure
building guidance
OD
fully developed back up plans for vital infrastructure
infrastructure
OD
Legislation to strengthen buildings (EPB)
infrastructure
Released
OD
Building act - safe buildings
infrastructure
OD
Establishing a national geotechnical database to better
infrastructure
understand our land
OD
national geotechnical guidance modules
infrastructure
OD
built Environment leaders forum - action plan focus on
infrastructure
resilient built environment
OD
Thirty year New Zealand Infrastructure plan 2015
infrastructure
OD
NZ lifelines
infrastructure
OD
reliant on some single/key infrastructure
infrastructure
OD
single point of failure - marsden point / south cross cable / infrastructure
cook straight cable / wiri oil terminal
OD
bottleneck transport routes
infrastructure
T
9 Lifelines. Asset management plans. Harness data.
infrastructure
T
NZTA transport resilience strategy. WIP (HNO/P&I).
infrastructure
BUILDING BLOCKS/THINGS IN PLACE
T
1 Flood protection schemes and asset management
infrastructure
T
Technology: we can learn, talk, share. Social media
infrastructure
platforms. Good cell phone range.
T
Hotspots projects (ALG)
infrastructure
T
1 Commercial logistics networks
infrastructure
T
Bailey bridges available from NZTA
infrastructure
T
30 year infrastructure plans
infrastructure
T
Lifeline groups
infrastructure
T
Generators: fixed and mobile
infrastructure
T
11 Thirty year New Zealand Infrastructure plan 2015. Vision: byinfrastructure
2045 NZ infrastructure will be resilient and co-ordinated.
T
1 Sustainable funding. Capacity and capability. People focus. infrastructure
W
1 Seismic retrofit programmes for buildings
infrastructure
W
Communications: Mul iple networks overlap although some infrastructure
interdependences
W
What already exists: Increasing awareness of risk and
infrastructure
hazards; GNS
W
People are building resilient infrastructure eg HVDC Link eg infrastructure
Transmission Gully
CHCH
Vulnerability of road networks. Road of national importance infrastructure
= holiday routes out of AKL NOT roads carrying fast moving
1982
consumer goods thro' Kaikoura to Chch. Also Alpine Fault
vs mountain pass routes
CHCH 1 In place: Resilient electricity network
infrastructure
CHCH
Treasury's na ional infrastructure uni
infrastructure
CHCH 1 Good understanding of infrastructure/lifeline
infrastructure
Act
interconnectedness and risk
CHCH
Lifeline orgs
infrastructure
CHCH
Lifelines
infrastructure
CHCH
NZ: Society of large dams
infrastructure
CHCH
Lifelines and cooperation
infrastructure
CHCH 3 Building human scale communities. RMA piecemeal
infrastructure
developer led development
CHCH
Universities that teach resilience broadly defined. Gap: Not knowledge
part of NCEA
CHCH
Scientific data and research (benchmarking from the past to knowledge
create a new future)
CHCH
Project AF8
knowledge
CHCH 1 UDS. Greater CHCH urban development. Review/refresh.
knowledge
CHCH
Quakecore centre of research excellence
knowledge
CHCH
Good understanding of NZs natural hazards and risks
knowledge
Information
CHCH
Resilience challenge research funding (NCS10)
knowledge
CHCH
Industry groups for collaborative learning and support
knowledge
(critical infrastructure). Gap: Other industry sectors
W
7 Block: Better capture and use research and knowledge
other
already available
OD
Community support NGO's
social
OD
Volunteer Groups
social
OD
Connectedness - social media information sharing
social
OD
Policy around diffusing violence in households and
social
communities
OD
Policy to connect communities
social
Official
OD
organisational leadership to promote social resilience -
social
need common understanding and indicators
OD
policies across health and MBIE around anti microbial
social
resistance
OD
psycho social response lessons from cant earthquakes
social
the
OD
MSD; safe strong and independent. MCDEM Risk
social
understood and managed
OD
National Health Emergency Plan 2015
social
OD
focus/ reliance on Auckland
social
OD
Anti smacking legislation
social
OD
inadequate policy to reduce/limit inequality
social
T
Geographical family, whanau and social connections
social
through the country
under
T
National Health Emergency Plan 2015: health and disability social
sector would work across/with other government agencies
to respond to emergency
T
1 NZ health strategy (being redrafted). Aim is to improve
social
health (but needs to have appropriate actions)
T
3 Social connectivity networks (eg social media groups)
social
T
Community structures: Neighbourhood watch. Maori
social
wardens. Community gardens. Schools. Community
centres
T
2 Accepting and living with a certain level of risk
social
T
1 Community engagement team working in and with our
social
community
T
Community development plans (western bay)
social
T
Western BOP: Community response plans in some areas. social
Released
Support for developing plans in other areas. Neighbourhood
support groups looking at emergency preparedness.
T
Some communities (rural) are more res than urban
social
communities
T
Network of committed volunteers
social
T
15 Promote and celebrate volunteers. We have a strong
social
foundation with not-for-profit agencies.
T
1 Neighbourhood support groups that are building links of
social
preparedness with two way communication to agencies
T
Access to services eg. Hospitals, education
social
T
Neighbourhood policing teams
social
T
Community emergency leaders
social
T
1 Thriving communi ies framework
social
BUILDING BLOCKS/THINGS IN PLACE
T
Health and safety
social
T
2 Neighbourly
social
T
Financial assistance (social protection/safety net)
social
T
Use community-based organisations
social
T
Community response groups - western BOP
social
T
Community emergency plans - western BOP
social
T
Programme to know neighbours. Connect 4 (AKL)
social
T
6 Community led development programmes
social
T
Our neighbourhoods - local programme to develop
social
relationships
T
NGOs. IWI Trusts. Governance boards. Community boards. social
Ratepayers associations.
T
Community networks 2.0 to 3.0 from: clubs, rotary,
social
scouts/guides, neighbourhood watch - for coordinated
community ac ion/mission/vision
T
solid education system
social
T
diverse and connected NGO sector
social
T
People who care and are passionate about other people,
social
where they live and how they can make the place better
T
community events - making it local
social
T
31 Locally owned community response plans
social
T
Community lifelines (weekly). Key contacts in each
social
1982
community.
T
Previous experience
social
T
2 Informed groups already established eg. Neighbourhood
social
watch, rural support trusts, Dairy NZ, Rural women's
network, fed farmers
Act
T
1 Community led organisations and groups
social
T
The People's project - aiming to end homelessness in
social
hamilton
T
1 Understanding availability of resources
social
T
4 Public education eg. Enviro schools (growing own food,
social
climate change). Fonterra dairy record
T
Facilitation of community resilience through "community"
social
developed com resilience plans is core of 5 year strategy
T
Community response plans - small towns - rural
social
communities
T
Neighbours' Day (National)
social
T
1 Health promotion. Rheumatic fever projects. Wellbeing
social
projects. Immunisation strategies. Alcohol and tobacco
compliance. Reducing inequalities strategies.
W
14 Community led resilience and response planning
social
Information
W
Exists: Ability to use social media to assist in forming
social
working groups.
W
Exists: Ability to capture information, "everyone is a
social
sensor", after an event
W
Community networks a strength but need regular
social
maintenance and occasional revitalisation
W
20 (Triangle drawing) Top of triangle: MCDEM Risk CDEM
social
Management Framework. Middle of triangle: Community
resilience. Underneath triangle: WREMO Iceberg model.
Official
W
Local authorities are finding and resourcing community
social
services programmes eg smart city
W
General robust nature of kiwi mentality to success.
social
W
2 Education system: creates opportunity to 'tech' educate
social
community - 'stan'. Opportunity to start with yours
CHCH
Get rid of automatic garage door openers. Gap: Public
social
the
private space separation
CHCH 5 Community based organisations - building block - volunteer social
spirit
CHCH
Building block: Cultural norm of social care (expectation of social
welfare, benefit, social heal h care)
CHCH 3 Strong social capital
social
CHCH
Geographical isolation from the world
social
CHCH
Community networkers meeting - Kaikoura
social
under
CHCH
Building block: Whanau Ora. Gap: Lack of collective
social
understanding/ platform to progress W.O.
CHCH 2 Medical and social services
social
CHCH
Rural support trust
social
CHCH
Community welfare groups. Social software: eg.
social
Neighbourly and 'selwyn gets ready
CHCH
Social enterprise world forum 2017 (CHCH is hosting)
social
CHCH 1 Non-profit sector is embedded in every aspect of resilience -social
social, infrastructure, economic, cultural, environmental.
GAP: Sector's own recogni ion of holistic contribution and
engagement with initiatives like today's
CHCH
Statutory legislation eg CDEM act, RMA, LGA, Building act social
T
Transition Towns - Sustainability
Released
T
1 Invaluable lessons learned both national and interna ional
from disasters
BUILDING BLOCKS/THINGS IN PLACE
Loc
What are our current strengths in terms of policy settings for
Component
Theme
building a resilient nation?
TGA
marae culture and facilities
culture
iwi
CHCH Debate encouraged by treaty of Waitangi. Relatively remote from greatest
culture
iwi
climate threats.
OD
No.8 wire mentality
culture
NZ culture
WTG
equitable and agile culture
culture
NZ culture
WTG
kiwi culture and values ‐ fairness and helping others
culture
NZ culture
WTG
NZ‐ers are a resilient people
culture
NZ culture
WTG
enthusiastic and want to do good
culture
NZ culture
WTG
can‐do attitude towards adversity and recovery
culture
NZ culture
WTG
can‐do attitude towards adversity and recovery
culture
NZ culture
TGA
NZ is a credible nation
culture
NZ culture
TGA
kiwi culture and values ‐ 'can do'
culture
NZ culture
TGA
NZ culture ‐ care about each other ‐ sense of belonging and place
culture
NZ culture
TGA
nz culture ‐ no. 8 wire
culture
NZ culture
TGA
NZ culture ‐ willingness to come together
culture
NZ culture
TGA
NZ culture ‐ fairness and equality
culture
NZ culture
TGA
NZ culture ‐ can do
culture
NZ culture
TGA
NZ culture ‐ no 8 wire, self sufficiency
culture
NZ culture
TGA
non class based NZ society
culture
NZ culture
TGA
NZ culture ‐ pride / sense of belonging
culture
NZ culture
TGA
NZ culture
culture
NZ culture
TGA
NZ culture ‐ adaptability good foundation for adopting change
culture
NZ culture
TGA
NZ culture and identity
culture
NZ culture
TGA
NZ culture sense of community
culture
NZ culture
TGA
NZ culture ‐ can do & caring for environment
culture
NZ culture
TGA
NZ culture ‐ no 8 wire, self sufficiency
culture
NZ culture
TGA
NZ culture
culture
NZ culture
TGA
NZ culture ‐ no 8 wire, self sufficiency
culture
NZ culture
TGA
NZ culture ‐ can do, collaboration
culture
NZ culture
CHCH #8 wire mentality ‐ adaptability/flexibility . Culture of volunteering. Nation
culture
NZ culture
1982
of islands.
CHCH 2 degrees of separation across nation. Strong can do attitude. Rural links.
culture
NZ culture
High volunteering.
CHCH Self reliance. Nation small enough to have meaningful interactions across
culture
NZ culture
multiple spaces. Technological adaptability. Fair play a social norm.
CHCH Democratic approach. Willingness. Honesty. Collective forces. Cultural
culture
NZ culture
Act
aknowledgement. Emphasis on preparation.
CHCH Awareness. Adaptability. Action.
culture
NZ culture
CHCH Response. No 8 wire culture.
culture
NZ culture
TGA
understand that we all need to do more to increase resilience
culture
self sufficiency
OD
open and not limiting ability to think outside the box ‐ need to consider
culture
willingness /
wide range of ideas
proactive
OD
Desire to work towards resilient nation
culture
willingness /
proactive
WTG
Willingness to be involved in the planning of a national disaster resilience
culture
willingness /
strategy
proactive
WTG
receptive to discussing resilience issues
culture
willingness /
proactive
WTG
Willingness to be involved in the planning of a national disaster resilience
culture
willingness /
strategy
proactive
WTG
having discussions ahead of major problems
culture
willingness /
proactive
WTG
motivated popultions
culture
willingness /
proactive
WTG
motivated popultions
culture
willingness /
proactive
Information
WTG
having discussions ahead of major problems
culture
willingness /
proactive
TGA
community wants to be involved
culture
willingness /
proactive
TGA
agencies willing to work together
culture
willingness /
proactive
TGA
willingness to do more
culture
willingness /
proactive
TGA
public awareness of being ready
culture
willingness /
proactive
TGA
recognition of vulnerabilities
culture
willingness /
proactive
TGA
common values
culture
willingness /
Official
proactive
TGA
open to change ‐ able to see opportunity
culture
willingness /
proactive
TGA
willingness to work together
culture
willingness /
proactive
TGA
willingness to work together
culture
willingness /
proactive
the
CHCH Willingness to participate. Strong sense of self reliance. Inclusiveness in
culture
willingness /
many areas.
proactive
CHCH Willingness to develop. Major structures in place.
culture
willingness /
proactive
CHCH Community based orgs and volunteers. Willingness. Small dynamic nation.
culture
willingness /
Good education and info base.
proactive
CHCH Political will and buy‐in to resilience. Contemporary and global case studies culture
willingness /
to learn from.
proactive
CHCH Discussions are happening. Buy in from an ethos perspective. Strong intent. culture
willingness /
proactive
CHCH Awareness. Willingness to discuss. Innovation.
culture
willingness /
under proactive
CHCH Can‐do ethos. Communities are innovative.
culture
willingness /
proactive
CHCH Willingness to collaborate. Wealth of knowledge and expertise. Growing
culture
willingness /
community understanding.
proactive
CHCH Awareness and appetite for action. Past research and action.
culture
willingness /
proactive
WTG
awareness of the true cost of recovery (post chch)
economic
WTG
EQC / strong insurance market
economic
OD
Environmental conservation policy ‐ moving towards better
environmental
risk reduction
foresight/planning in primary industry
statutes
WTG
realising that the environment is our biggest asset and is under threat
environmental
TGA
abundant renewable resources
environmental
TGA
environmental consciousness
environmental
OD
PSR 10 & CDEM ‐ both look at interface of BCP and IT Disaster recovery
governance
BCM
WTG
modern BCM thinking
governance
BCM
Released
TGA
expectation of business continuity / emergency managements
governance
BCM
OD
strong agencies that care about response and recovery
governance
CDEM
OD
use of existing governmetn forums
governance
collaborative
planning
OD
beginning to look at things from a national perspective ‐ AOG initiatives
governance
collaborative
planning
OD
desire for agencies to work together
governance
collaborative
planning
OD
good networks
governance
collaborative
planning
OD
good levels of cooperation between agencies for sector outcomes
governance
collaborative
planning
OD
willingness to explore collaboration and diff governance structures
governance
collaborative
planning
OD
cross agency engagement
governance
collaborative
planning
WTG
discussing the issues and trying to solve them
governance
collaborative
planning
WTG
governance frameworks ‐ could be used better to connect national and local governance
collaborative
planning
planning
STRENGTHS
WTG
understanding of the incentives to do it
governance
collaborative
planning
WTG
cooperative regions
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
TGA
collaborative operational plans
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
CHCH Talking about resilience across disciplines and sectors.
governance
collaborative
planning
CHCH CDEM resilience fund. Partner agencies.
governance
collaborative
planning
CHCH CEG ideally placed to lead reslient thinking. Regional hazard management
governance
collaborative
strategy as a first step.
planning
CHCH Focus and structured approach at regional level. Good direction/policy from governance
collaborative
Central Government. Awareness ‐ "just get through".
planning
WTG
Mutual commitment & understanding the need to improve and secure the
governance
commitment
future
TGA
reasonable land use planning tools
governance
development
WTG
existing programmes of work
governance
existing work
programmes
1982
WTG
strong in EM so when we don’t get it right we can still fix it
governance
existing work
programmes
WTG
existing network of Civil Defence agencies and connectedness with the
governance
existing work
regions
programmes
TGA
good CDEM Structure
governance
existing work
programmes
TGA
Emergency Management structure
governance
existing work
Act
programmes
TGA
existing frameworks that promote resilient communities
governance
existing work
programmes
TGA
existign CDEM arrangements
governance
existing work
programmes
TGA
awareness of CDEM
governance
existing work
programmes
TGA
good CDEM Structure
governance
existing work
programmes
TGA
Emergency services focus on 'prevention first'
governance
existing work
programmes
TGA
emergency planning
governance
existing work
programmes
CHCH Strong government model, emergency response orgs, social services,
governance
existing work
education, adaptable people, good infrastructure.
programmes
CHCH Resource dedicated to resilience.
governance
existing work
programmes
CHCH Response and readiness. CDEM is working.
governance
existing work
programmes
CHCH Lots of good people doing good work.
governance
existing work
programmes
Information
OD
adaptable and responsive government system
governance
government
system
OD
international connections good in specialist areas (good international
governance
international
reputation)
OD
good international relationships
governance
international
OD
TPPA ‐ starting to think globally
governance
international
WTG
sendai framework focus
governance
international
WTG
international framework (eg Sendai)
governance
international
WTG
international framework (eg Sendai) ‐ and developing an NZ strategy
governance
international
WTG
international frameworks / connections
governance
international
TGA
international partnerships
governance
international
WTG
MCDEM leadership ‐ esp in engaging young people / schools / preschools
governance
leadership
OD
leadership and commitment
governance
leadership
Official
WTG
MCDEM leadership
governance
leadership
WTG
single government agency ‐ MCDEM
governance
leadership
WTG
single government agency ‐ MCDEM to lead the strategy
governance
leadership
WTG
expert knowledge to assist in building a reslient nation
governance
leadership
TGA
strong leaderships, vision and goals ‐ shared values
governance
leadership
CHCH MCDEM's review of plan, guide, guidelines.
governance
leadership
the
TGA
having a future focus (30 years out)
governance
long term focus
OD
strong non corrupt public institutions
governance
low corruption
/ high trust
OD
high trust population
governance
low corruption
/ high trust
OD
Democracy
governance
low corruption
/ high trust
OD
Freedom of speech and access to politicians / officials
governance
low corruption
under / high trust
OD
low levels of corruption
governance
low corruption
/ high trust
WTG
first world economy / stable parliamentary & judiciary system (peace)
governance
low corruption
/ high trust
WTG
low levels of corruption
governance
low corruption
/ high trust
TGA
MMP election process gives us a voice
governance
low corruption
/ high trust
TGA
strong democratic governance structure
governance
low corruption
/ high trust
TGA
civil society based on rule of law
governance
low corruption
Released
/ high trust
TGA
stable political system
governance
low corruption
/ high trust
CHCH Wealth, building standards, economy, healthcare, education, lack of
governance
low corruption
corruption, fair justice, adaptable.
/ high trust
CHCH "First World' nation.
governance
low corruption
/ high trust
OD
Living standards framework
governance
monitoring
TGA
strong business community
governance
private sector
OD
good local relationships
governance
relationships
OD
CDEM Act / plans / strategy
governance
risk reduction
statutes
OD
Buildling Act / RMA
governance
risk reduction
statutes
STRENGTHS
OD
robust regulatory frameworks
governance
risk reduction
statutes
OD
use of environmental, infrastructural, governance policies provide baseline governance
risk reduction
protections to known risks
statutes
OD
quantity of policies / strategies
governance
risk reduction
statutes
OD
Agency strategies contributing towards resilience
governance
risk reduction
statutes
OD
National risk register development
governance
risk reduction
statutes
OD
national approach to most policy matters (rather than regional or local)
governance
risk reduction
statutes
OD
Exisiting frameworks in range of subjects
governance
risk reduction
statutes
OD
variety of national plans (eg National CDEM Plan)
governance
risk reduction
statutes
OD
Strong legislation (H&S, anti smoking, anti smacking)
governance
risk reduction
statutes
OD
comprehensive social welfare to mitigate social impacts
governance
risk reduction
statutes
OD
border agencies manage crime/biosecurity threats well
governance
risk reduction
statutes
WTG
legislation with a risk reduction context
governance
risk reduction
statutes
WTG
adequate tools (4R's) ‐ just need to stop focusing on the response R
governance
risk reduction
statutes
WTG
legislation with a risk reduction context
governance
risk reduction
statutes
WTG
legislation with a risk reduction context
governance
risk reduction
statutes
WTG
legislation with a risk reduction context ‐ esp CDEM Act
governance
risk reduction
statutes
1982
WTG
legislation with a risk reduction context ‐ esp CDEM Act
governance
risk reduction
statutes
WTG
existing CDEM Framework
governance
risk reduction
statutes
WTG
legislation with a risk reduction context
governance
risk reduction
statutes
WTG
legislation with a risk reduction context
governance
risk reduction
Act
statutes
WTG
legislation with a risk reduction context
governance
risk reduction
statutes
WTG
legislation with a risk reduction context
governance
risk reduction
statutes
TGA
national frameworks of legislation / governance for CDEM
governance
risk reduction
statutes
TGA
legislation with a risk reduction context
governance
risk reduction
statutes
TGA
legislation with a risk reduction context
governance
risk reduction
statutes
TGA
legislation with a risk reduction context
governance
risk reduction
statutes
TGA
regulatory tools
governance
risk reduction
statutes
TGA
improved controls through legislation and policy
governance
risk reduction
statutes
TGA
legislation with a risk reduction context
governance
risk reduction
statutes
TGA
robust building code and engineering standards
governance
risk reduction
statutes
Information
TGA
legislation with a risk reduction context
governance
risk reduction
statutes
CHCH Statutory legislation. Volunteering groups. Manpower committed to EM.
governance
risk reduction
statutes
CHCH CDEM, building code. Increasing discussion of community
governance
risk reduction
support/coordination.
statutes
CHCH Excellent world leaders manning legislation in the RMA. Transparent judicial governance
risk reduction
processes, low corruption. Well educated, affluent society. Strong
statutes
rural/outdoor culture. Egalitarian ethos.
CHCH Fit or purpose act. Strong social/community links.
governance
risk reduction
statutes
CHCH Good legislative framework.
governance
risk reduction
statutes
CHCH Strong statutory framework. Good governance structures. 1st world
governance
risk reduction Official
infrastructure.
statutes
OD
Government able to intervene where required
governance
TGA
risk focus
infrastructure
risk focus
OD
gaining better info on the quality of local infrastructure e.g three waters
infrastructure
assets
OD
building code
infrastructure the
OD
lifeline groups that link different sectors/assess vulnerabilities and seek to
infrastructure
close the gaps
WTG
starting converstions with independent infrastructure providers (3 waters,
infrastructure
roading, electricity)
WTG
existence of lifeline groups
infrastructure
WTG
good infrastructure / communicaitons
infrastructure
WTG
infrastructure preparedness
infrastructure
TGA
utility and government coordination through lifelines
infrastructure
TGA
strong infrastructure relationships
infrastructure
TGA
improved approaches to asset management
infrastructure
under
TGA
infrastructure preparedness ‐ 30 yr infrastructure strategies &
infrastructure
comprehensive AMPs
WTG
information base / trends support anticipating some of the issues
knowledge / experdata
WTG
well educated popultion ‐ resourceful and open to ideas
knowledge / expereducation
WTG
educated people
knowledge / expereducation
WTG
having discussions ahead of major problems ‐ with lots of diff groups
knowledge / expereducation
TGA
strong education system
knowledge / expereducation
TGA
high levels of education
knowledge / expereducation
TGA
employment and education
knowledge / expereducation
TGA
information / data / technology i.e. lidar, GIS, shared networks
knowledge / experinformation
sharing
CHCH Information sharing.
knowledge / experinformation
sharing
OD
recent experience with natural disasters ‐ momentum & permission to
knowledge / experrecent
change things
experience
OD
NZ small, agile and motivated following recent emergencies
knowledge / experrecent
Released
experience
WTG
recent experience with natural disasters ‐ momentum & permission to
knowledge / experrecent
change things
experience
WTG
recent experience with natural disasters ‐ momentum & permission to
knowledge / experrecent
change things
experience
WTG
recent experience with natural disasters ‐ momentum & permission to
knowledge / experrecent
change things
experience
WTG
recent experience with natural disasters ‐ momentum & permission to
knowledge / experrecent
change things
experience
WTG
expert knowledge to assist in building a reslient nation
knowledge / experrecent
experience
WTG
expert knowledge to assist in building a reslient nation
knowledge / experrecent
experience
WTG
recent experience with natural disasters ‐ momentum & permission to
knowledge / experrecent
change things
experience
WTG
recent experience with natural disasters
knowledge / experrecent
experience
WTG
recent experience with natural disasters ‐ new skills
knowledge / experrecent
experience
STRENGTHS
TGA
recent experience with natural disasters
knowledge / experrecent
experience
TGA
recent experience with natural disasters
knowledge / experrecent
experience
TGA
disciplined workforce that is well trained and proven (CDEM)
knowledge / experrecent
experience
TGA
well trained staff (CDEM)
knowledge / experrecent
experience
TGA
recent events reinforce the need
knowledge / experrecent
experience
TGA
recent experience with natural disasters
knowledge / experrecent
experience
TGA
recent experience with natural disasters
knowledge / experrecent
experience
CHCH Recent major event and experiences to learn from.
knowledge / experrecent
experience
TGA
understanding of natural hazards
knowledge / experresearch
OD
excellent research community
knowledge / experresearch
WTG
strong knowledge base
knowledge / experresearch
WTG
knowledge and understanding of the hazards we face
knowledge / experresearch
WTG
good links with resilience research
knowledge / experresearch
TGA
understanding of natural hazards
knowledge / experresearch
TGA
good understanding of hazards
knowledge / experresearch
TGA
science and evidence based policy making
knowledge / experresearch
TGA
better information supports decision making (eg coastal inundation/data
knowledge / experresearch
mapping)
TGA
improving awareness / knowledge of hazards
knowledge / experresearch
CHCH Increase in research funding. Awareness. Population has a certain level of
knowledge / experresearch
inbuilt resilience.
WTG
information base / trends support anticipating some of the issues
knowledge / experrisk focus
1982
WTG
understanding of hazards
knowledge / experrisk focus
WTG
acceptance of natural hazards
knowledge / experrisk focus
WTG
acknowledgement of the issues
knowledge / experrisk focus
WTG
awareness at local, regional and nat govt levels
knowledge / experrisk focus
WTG
understanding of natural hazards
knowledge / experrisk focus
WTG
understanding complexities across diff environments (social, infrast, ec, env knowledge / experrisk focus
Act
etc)
WTG
awareness of hazards, shocks and stresses in generally high
knowledge / experrisk focus
TGA
shift in perception of EM from dads army perspective
knowledge / experrisk focus
TGA
greater awareness of risks across agencies and communities
knowledge / experrisk focus
TGA
better hazard mapping / land use ‐ move to a risk managemetn approach
knowledge / experrisk focus
TGA
relative wealth / tech savvy / mobility of the population
knowledge / expertechnology
TGA
use of social media
knowledge / expertechnology
TGA
use of technology (but need alternative power back ups)
knowledge / expertechnology
TGA
good internet connectivity
knowledge / expertechnology
OD
well educated popultion
social
community
OD
good engagement with communities
social
community
OD
communities want to be included / involved
social
community
WTG
Strong communities and institutions
social
community
WTG
Strong communities and institutions
social
community
WTG
we talk to our neighbours
social
community
WTG
connected communities
social
community
WTG
strong and resilient communities
social
community
WTG
strong communities
social
community
Information
WTG
strong communities
social
community
WTG
community resilience building is a core function
social
community
WTG
community connectedness
social
community
TGA
community involvement / volunteers
social
community
TGA
communities can develop solutions with assistance from local government
social
community
TGA
community / social networks
social
community
TGA
diverse NGO and community sector
social
community
TGA
communities working together
social
community
TGA
community networks
social
community
TGA
community
social
community
Official
TGA
strong community networks
social
community
TGA
existing networks (people communities etc) but not being used to build
social
community
reslience
TGA
community volunteers
social
community
TGA
community awareness and engagement
social
community
TGA
neighbourhood policing teams
social
community
the
TGA
focus on individuals and families
social
community
TGA
Community Network Coalition ‐ supporting strategic direction
social
community
TGA
strong communities
social
community
CHCH Community adaptability. Strong resilience rhetoric and intent.
social
community
CHCH Connected communities.
social
community
CHCH Support for development of resilient communities.
social
community
CHCH Adaptable and multicultural population. Inclusive communities. Recent
social
community
experience to learn from.
TGA
solid health and education systems
social
health
OD
treaty of waitangi
social
iwi
under
OD
iwi structures
social
Iwi
OD
small population spread throughout many places
social
NZ small size
OD
Small size ‐ should be able to have an NZ Inc. approach
social
NZ small size
OD
nz small size allows for better connections
social
NZ small size
WTG
Small size ‐ should be able to have an NZ Inc. approach
social
NZ small size
WTG
Small size ‐ should be able to have an NZ Inc. approach
social
NZ small size
WTG
Small size ‐ should be able to have an NZ Inc. approach
social
NZ small size
TGA
Small size ‐ should be able to have an NZ Inc. approach
social
NZ small size
TGA
Small size ‐ should be able to have an NZ Inc. approach
social
NZ small size
TGA
Small size ‐ should be able to have an NZ Inc. approach
social
NZ small size
TGA
nz small size allows for better connections
social
NZ small size
CHCH Small country ‐ fairly simple governance structures.
social
NZ small size
CHCH Small population. One government level. Recent events keeping awareness social
NZ small size
alive.
CHCH Parochialism and isolation.
social
NZ small size
CHCH Buildings act. Standard of living. Small country. Attractive place to
social
NZ small size
Released
immigrate.
WTG
strong volunteer / community base
social
volunteers
TGA
community involvement / volunteers
social
volunteers
TGA
volunteering
social
volunteers
TGA
volunteering
social
volunteers
TGA
volunteering
social
volunteers
WTG
engaging young people
social
youth
WTG
emergent leaderships from young people
social
youth
OD
linking buildilng blocks across agencies / government / society
strategy
resilience
OD
use building blocks to move forward (people, frameworks)
strategy
resilience
WTG
growning awareness of the importance of resilience
strategy
resilience
WTG
basic building blocks in place
strategy
resilience
TGA
have good understanding of resilience components
strategy
resilience
TGA
understanding of need for resilience
strategy
resilience
STRENGTHS
loc
# Building Blocks ‐ GAPS
comp
W
1 Building block: We are talking about resilience. Gap: Are we talking about it in
cultural
our communities? How is it meaningful to them? How could it be a cultural
change?
W
Govt's lack of recognition of diversity in NZ ie some people living at "life 1‐0" eg cultural
Maori
CHCH 3 Cultural intelligence (respect and understanding if others)
cultural
CHCH 3 Emphasis on Vision Matauranga has been limited
cultural
CHCH
Diversity of NZ's cultures and cultural landscape. GAP: To be integrated into
cultural
resilience.
CHCH
Processes of acculturating new New Zealanders to our environment and social cultural
processes
CHCH 1 We don't have a strong culture of learning in many industries in NZ (as MCDEM cultural
has identified); also framed in a personal perspective in that we tend to use
knowledge and resources we already have experience with
1982
W
2 Diversity in economy is a gap. Reliant on agriculture and tourism.
economic
W
18 Resilience not a criteria in current investment and funding models
economic
W
Building code des not deal with economic "safety"
economic
Act
CHCH 3 Country has an appetite for resilience but not the willingness to spend more to economic
achieve it
CHCH
Simpler processing and more resources for business continuity
economic
CHCH 13 Market failure. Neoliberalism may not be the answer
economic
CHCH
Ability to move beyond national economic dependence on old/outdated
economic
systems (eg. Lines companies, SOEs)
CHCH 14 Incorporating resilience into economic decision making
economic
CHCH
Social capital mechanisms cement the economy. GAP: No effort to quantify this economic
contribution.
CHCH
No legislature to encourage businesses to bounce back eg. Business owners not economic
allowed into CBD after eq
Information
CHCH
Tax policies that promote income equality
economic
CHCH
Reduce reliance upon agricultural efforts
economic
CHCH
Chronic underinsurance (following CHCH earthquake)
economic
W
Environmental connectedness ‐ Building block: Data & info available re env
environmental
damage and wider impacts. GAP: Lack joined up approach to health ‐ env ‐
economy initiatives to lead multi‐benefit projects
W
Need rolling programmes to: maintain awareness. Dredge constricted rivers.
environmental
Official
Keep storm grates clear etc
W
Building block: Great initiatives in network resilience. GAP: How are they
environmental
coordinated to achieve a bigger/greater outcome.
the
CHCH 3 Appreciation and definition of 'environment' should be considerably more
environmental
inclusive and holistic
CHCH 3 Unsustainable water use and nutrient loading
environmental
CHCH 1 Toothless MFE
environmental
CHCH 2 Inter‐regional learning/knowledge transfer from environmental challenges (eg environmental
drought)
under
W
Earthquake‐prone building amendment act (only the minimum)
governance
W
1 Not a single unified legislation for risk reduction or resilience
governance
W
3 National policy on resilience. Regulations for what is required. Construction.
governance
Cell phone network‐survivability. Home preparedness. Community
engagement. Work place engagement. Education in schools.
W
Legislation in place in some places for rainwater tanks. Incentives for solar
governance
energy.
W
A clear definition of resilience and agreed measurable indicators
governance
Released
W
Pre‐empted, pre‐thought out and planned rebuild plans.
governance
W
Some local authorities have resilience strategies in place but most don't.
governance
W
6 Lack of alignment between and within a national‐regional‐local policy, tools and governance
planning.
W
1 Regulation does not include funding reliance
governance
W
Lack of awareness of Sendai Framework and how to apply it practically
governance
W
1 Nationally consistent means to undertake risk assessments at a local level ‐
governance
(comparable risk assessment)
GAPS
W
5 Governance/joint committee should provide more leadership
governance
W
RMA: Enabler: Encourages community connection. Resilient env provision. GAP: governance
Not flexible to change.
W
4 No unified understanding of what resilience is and looks like
governance
W
6 Resilience as a leadership core competence
governance
W
1 Funding; private property/ownership resisting implications of planning changes ‐ governance
strengthening requirements based on $$$ ‐ "I can't afford new rules".
W
Better enforcement of knowledge of hazards in relation to spatial planning
governance
W
Effective use of legislation
governance
W
No framework or guidelines on resilience planning
governance
W
1 Lack of recovery focus eg. Desired outcomes related to social needs. (Resilience governance
for what purpose?).
W
1 10 years before risk info is turned in to council district plans
governance
W
Joined up regulatory approach
governance
1982
W
18 OCDEM/Resilience building can be boring old load of waz. Need to make it fun, governance
cool, more relevant.
W
Localised and regionalised approaches are fragmented
governance
Act
CHCH
Dealing with an expanding tourism industry
governance
CHCH 3 Too many organisations lead to massive increase in planning complexity
governance
(network effect). Aka too much govt for 4.5m people
CHCH
Structures to bring together and encourage participation: national, regional,
governance
local, sectors, private, non govt, people
CHCH 1 Funding across govt departments for translation and interpreting services
governance
pre+post disaster
CHCH 7 Fractured nature of CDEM nationwide need "Team NZ"!
governance
CHCH
This should not be called civil defence strategy as opposed to NZ Inc Resilience governance
Strategy
CHCH 3 Need a stronger central role for risk reduction
governance
Information
CHCH
Lack of capacity development and training for CDEM recovery messages.
governance
CHCH 1 Willingness to make hard decisions in a 3 year election cycle ‐ agenda setting
governance
CHCH
Less pressure from central govt on compliance. More direction on financial
governance
support
CHCH
Currently no 'national resilience strategy'
governance
Official
CHCH 1 Wellness and community in local government act
governance
CHCH 8 Coordination of legislation CDEM, LGA, RMA related acts that don't work
governance
together as much as they could (eg differences in definition)
the
W
4 Resilience audit for infrastructure owners
infrastructure
W
3 Use of information based on science and turning it into regulations or not used infrastructure
in decision making
W
1 Need a flyover in the Basin Reserve
infrastructure
W
1 Increasing vulnerability to cyber attacks while technological dependence
infrastructure
increases.
under
W
15 Understanding of infrastructure vulnerability
infrastructure
W
Simplified systems: Who do you call when things break ‐ power/comms. One
infrastructure
number? for loss of all services.
W
4 Fragile supply chain for food distribution + fuel and other commodity goods.
infrastructure
CHCH 5 Aging/obsolescent infrastructure
infrastructure
CHCH
Reinvestment in infrastructure (lack of resources and commitment)
infrastructure
CHCH
$ from government to support compliance with building codes
infrastructure
CHCH 2 Funding by central government to fund local government for resources and
infrastructure
Released
infrastructure
CHCH
Lack of understanding of actual infrastructure capacity
infrastructure
CHCH 14 Clear integration between research, policy and implementation
knowledge
CHCH 1 Create nationwide infra‐structure or system to provide relevant info relating to knowledge
a specific disaster in a range of languages via a range of media
CHCH 1 Technological challenges: Access, funding, leadership (ie red cross, APP)
knowledge
CHCH 9 Equity of access to information: Ethnicity, literacy, socioeconomic, age,
knowledge
disability
GAPS
CHCH 2 Consistence: eg. National messaging of public information. Eg. CDEM APP/Red knowledge
Cross APP ‐ mode of messaging
W
4 Pathways for users to feed into sciences (pathways for co‐creation)
knowledge
W
7 Opportunities to share, use and analyse data to measure outcomes aren't being knowledge
fully utilised
W
2 Trained professionals who understand how to develop resilience. Eg at national knowledge
or local levels
W
Risk management and resilience missing in many RMA plans
knowledge
W
1 Inconsistencies and inability to compare hazard and risk models ‐ to support
knowledge
resilience
W
Lessons from research not trickling down to users
knowledge
W
Need for improved forecasting or acceptance of uncertainty
knowledge
W
3 Mental health services to improve resiliency in individuals
social
W
Community resilience through "It's your plan" WREMO
social
W
Improve access to data and information
social
W
2 Not all communities are strong
social
1982
W
Different expectations and inherent resilience (attitude and culture) between
social
urban and rural communities. Eg. Farmers vs city‐dwellers
W
3 Unofficial capacity of communities/volunteers. Quick way of capturing and
social
Act
enhancing this valuable asset.
W
Lack of interest from community/residents. Public education and knowledge
social
undervalued.
W
2 Increasing dependencies on healthcare system: ‐obesity epidemic ‐ ageing
social
population ‐ increased and difference disease through climate change
W
Emergency planning at grass‐roots community level across all 4Rs. GAP:
social
Inconsistent levels of engagement, willingness to work and ownership of
communities.
W
1 Resilience too narrow a term ‐ Health and wellbeing
social
W
1 Inadequate social welfare for disasters.
social
Information
CHCH
Tourism gaps: Who's in the country? Whereabouts? How many? How will we
social
know when a disaster hits?
CHCH 2 Lack of appreciation for the complexities of the health sector
social
CHCH
Health infrastructure is running down ‐ needs capital investment
social
CHCH 5 Nature of volunteering is changing ‐ spontaneous/demographic
social
CHCH
Stigmatisation of convergent volunteers
social
CHCH 8 Need for 21st century education programmes
social
Official
the
under
Released
GAPS
Loc
What else do we need to add in order to build a truly resilient nation Component
Theme
over the next decade?
TGA
understand connectivitiy ‐ who is on social media
cultural
connections
CHCH Strong communications plan. Strengthen capacity of community access radio to
cultural
connections
communicate CDEM messages to communities.
CHCH Communication as key. Avoid comms downtime.
cultural
connections
TGA
make diversity a strength
cultural
diversity
OD
address social health and education inequalities
cultural
inequality
OD
improve minimum standards for housing stock ‐ that benefit health of occupants not cultural
inequality
just building strength
OD
develop a more inclusive society ‐ less social and economic disparity
cultural
inequality
OD
do more to address social diseases (drug / alcohol / gambling)
cultural
inequality
OD
recognition that healthy, educated, employed people are the foundation of resilience cultural
inequality
at all levels
OD
promote a more inclusive social environment ‐ less me and more us
cultural
inequality
1982
WTG enhance individual and community standards of living (housing, poverty)
cultural
inequality
TGA
reduce inequality
cultural
inequality
TGA
promote employment to reduce benefit dependency
cultural
inequality
TGA
minimum standards of living
cultural
inequality
Act
CHCH reduce inequality. Greater resource development in climate science, adaptation,
cultural
inequality
managed retreat from seashore.
CHCH Ensure basic needs are met in all levels of society.
cultural
inequality
CHCH Social equality. Collective responsibility. Governance + legislation outside CDEM act. cultural
inequality
Living wage. Free education.
OD
listen to maori more with regard to kaiteiaki/governance of natural resources. Iwi
cultural
iwi
based governance
TGA
understand and learn from Te Ao Maori
cultural
iwi
TGA
build on our national identity / culture
cultural
NZ culture
TGA
sense of identity
cultural
NZ culture
Information
TGA
tap into unique NZ culture
cultural
NZ culture
TGA
build a culture of resilience
cultural
NZ culture
TGA
nz culture ‐ no 8 wire
cultural
NZ culture
OD
more effective support for community and household level resilience
cultural
self sufficiency
OD
decentralisation ‐ encourage kiwi ingenuity ‐ local food/energy/employment
cultural
self sufficiency
OD
diversify our self sufficiency mindset to a community one
cultural
self sufficiency
Official
OD
become more self sufficient as a nation and in our communities
cultural
self sufficiency
OD
focus on making individuals more resilient
cultural
self sufficiency
WTG better personal preparedness
cultural
self sufficiency
WTG self sufficiency ‐ people taking responsibility for themselves
cultural
self sufficiency
the
WTG self sufficiency ‐ people taking responsibility for themselves
cultural
self sufficiency
WTG more self sufficiency and renewable energy
cultural
self sufficiency
WTG personal responsibility
cultural
self sufficiency
TGA
promote community self reliance
cultural
self sufficiency
TGA
less dependency
cultural
self sufficiency
TGA
local first ‐ individual self sufficiency
cultural
self sufficiency
under
TGA
build personal and community resilience ‐ also economic resilience
cultural
self sufficiency
TGA
bring back self and community responsibility
cultural
self sufficiency
OD
resilience needs to be valued by society
cultural
willingness /
proactive
WTG cultural and behavioural change ‐ sustainable for the next generation
cultural
willingness /
proactive
WTG link resilience to economic growth
economic
WTG reform the insurance industry so it works better for people when disaster happens
economic
Released
WTG diversify population and economy ‐ grow regional centres
economic
TGA
understanding the economies of resilience and providing mechanisms to encourage economic
investment in resilience
CHCH Broad economic base. Broad social policies.
economic
OD
acknowledge our location globally & the value it has for toursim ‐ need strategy to
environment
better manage our enviroment
TGA
food and water security
environment
TGA
celebrate spiritual connectedness to the land
environment
OD
national BCM ‐ better preparedness
governance
BCM
WHAT ELSE DO WE NEED?
TGA
contingencies and flexibility to adapt
governance
BCM
OD
ensure policy pieces are more coordinated, known by different agencies ‐ leverage
governance
collaborative
off each other work
planning
OD
better integration between policy and implementation ‐ seamless transition rather
governance
collaborative
than silos
planning
OD
whole of government strategic approach to resilience
governance
collaborative
planning
OD
connectedness of the strategies
governance
collaborative
planning
OD
revisit governance policy setting ‐ too devolved and fragmented
governance
collaborative
planning
OD
ensure initiatives include communities, the private and public sectors ‐ all moving
governance
collaborative
together
planning
OD
greater connectedness between people and work that builds resilience
governance
collaborative
planning
1982
OD
more joined up across NZ (auckland to bluff)
governance
collaborative
planning
OD
better understanding of disaster consequencesmore interagency communication /
governance
collaborative
collaboration
planning
Act
OD
not really about adding more ‐ more about removing the complicatedness
governance
collaborative
planning
WTG better recovery planning
governance
collaborative
planning
WTG better alignment and sharing of resource between central and local government
governance
collaborative
planning
WTG better links between existing legislation and programmes
governance
collaborative
planning
WTG coordination across agencies
governance
collaborative
planning
WTG joined up approach across governance
governance
collaborative
Information planning
WTG identify the role agencies should play in alternative futures
governance
collaborative
planning
TGA
take a joint top down and bottom up approach
governance
collaborative
planning
TGA
bring it all together for a common purpose
governance
collaborative
planning
Official
TGA
design models with understanding of competing priorities
governance
collaborative
planning
TGA
collaborative approach, info sharing, inter departmental
governance
collaborative
the
planning
TGA
stronger invovlemtn from govt agencies ‐ ie MCDEM/MBIE lead comprehensive
governance
collaborative
hazard assessments nationally
planning
TGA
open communications (e.g local and central govt)
governance
collaborative
planning
TGA
integration across sectors
governance
collaborative
under
planning
TGA
coordination across agencies
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
TGA
interagency cooperation
governance
collaborative
planning
TGA
greater community connectedness / collaboration
governance
collaborative
planning
Released
TGA
updated tested robust plans
governance
collaborative
planning
CHCH Better community engagement. More trust in government. More business continuity governance
collaborative
planning. More connection between scientists, planners, implementers and
planning
community. Make it pay to work towards connectedness between sectors. Connect
legislation and close gaps.
CHCH Communities having greater access to authoratative bodies.
governance
collaborative
planning
WHAT ELSE DO WE NEED?
CHCH Community collaboration. Engagement across cultures, age groups, backgrounds.
governance
collaborative
Encouragement and support of volunteers. Emphasis on mitigation. Across
planning
sector/community learning.
CHCH Better integration across sectors. Efforts to inform and develop community capacity. governance
collaborative
planning
TGA
greater support from politicians regarding hazard planning controls
governance
commitment
OD
RMA reform ‐ think more strategically and smartly about land use
governance
development
OD
stop poor land use decisions ‐ don’t create new risk through coastal / swamp
governance
development
development
WTG landuse planning ‐ red zoning hazardous land ‐ mitigation and risk reduction is not
governance
development
enough ‐ need prevention
WTG modify RMA to include risk rather than hazards with focus on consequence not
governance
development
likelihood
TGA
identify areas suitable for development rather than focussing on no go areas
governance
development 1982
TGA
provide resources and funding to enable CDEM capability to be maintained and lifted governance
existing work
programmes
TGA
govt funding of a 24/7/365 EOC
governance
existing work
programmes
Act
CHCH Continuity of CDEM message mode. Coordination of emergency services. Need for
governance
existing work
21st century education programmes.
programmes
OD
address resourcing constraints ‐ also capability / capacity
governance
implementation
OD
share resources so all agencies and sectors can leverage progress
governance
implementation
OD
universal schemes ie insulation model to be applied to rainwater tanks
governance
implementation
WTG more resources for the strategy and its implementation
governance
implementation
WTG funding
governance
implementation
WTG more "how" we embed the legislation
governance
implementation
WTG focus on operationalising resilience (eg training, comms, community based activities) governance
implementation
WTG operationalisation ‐ practical tools for practitioners and community
governance
implementation
Information
TGA
continue to build on capability and capacity
governance
implementation
TGA
more consistency across resources and planning
governance
implementation
TGA
more interactive activities / information on line
governance
implementation
TGA
sustainable funding
governance
implementation
TGA
funding and investment in regularly changing infrastructure
governance
implementation
OD
look at policies in a global context ‐ everything is interconnected
governance
international
OD
international connectedness and learning ‐ learn from overseas on what works in
governance
international
Official
resilience policies
OD
consideration of global supply chain ‐ just in time supply
governance
international
OD
leadership and fellowship ‐ doing the right things
governance
leadership
the
OD
commitment and leadership at highest political levels
governance
leadership
WTG strong leadership, direction and national buy in to the process
governance
leadership
WTG strong leadership, direction and national buy in to the process
governance
leadership
WTG strong leadership, direction and national buy in to the process
governance
leadership
WTG rename CDEM Act to National Resilience Act and MCDEM to Disaster Resilience
governance
leadership
Agency
under
WTG strong leadership, direction ‐ awareness, acceptance, preparedness
governance
leadership
TGA
need to review CDEM national statute
governance
leadership
TGA
explore / revisit issues of sovereignty
governance
leadership
TGA
stronger leadership from MCDEM ‐ create greater connectivity
governance
leadership
TGA
good /effective leadership across all relevant sectors
governance
leadership
TGA
get rid of "civil defence" ‐ its an old term with little relevance today ‐ rebrand
governance
leadership
emergency management
TGA
coordinated high level leadership and governance
governance
leadership
TGA
political desire to make tough development decisions
governance
leadership
Released
CHCH Clearer vision of nation as independent, resilient, sustainable, global citizen.
governance
leadership
CHCH Leadership. Greater guidance.
governance
leadership
CHCH Be brave. Look at underlying structures/legislation/norms. Be
governance
leadership
creative/bold/transformative. Keep pushing forward and bringing in new
perspectives. Aknowledge that adaptation could be painful.
CHCH Political investment in infrastructure and resiliency building approaches. Equity
governance
leadership
building across communities.
CHCH Increased political will in implementation and sustaining plans.
governance
leadership
WHAT ELSE DO WE NEED?
CHCH National direction towards risk reduction rather than leaving to local govt. Greater
governance
leadership
focus on risks.
CHCH Strengthen egalitarian ethos ‐ leaders and celebrities. Compulsory service 1
governance
leadership
week/year to include upskilling. Higher quality media.
CHCH Compelling, collective narrative ‐ vision for NZ.
governance
leadership
CHCH Common sense of unity and direction. Positive management of media influence.
governance
leadership
CHCH understand and communicate nature of resilience, the need for a cohesive
governance
leadership
community and effective leadership
OD
planning for intergenerational resilience not just short term‐ism
governance
long term focus
OD
long term horizontal strategies/ cross sectoral strategies
governance
long term focus
OD
long term view rather than short term fix
governance
long term focus
OD
need long term views rather than for their political term
governance
long term focus
TGA
central govt agencies need stronger focus on long term planning
governance
long term focus
CHCH Aknowledge balance needed in economy/society/environment. Do not prioritise
governance
long term focus
1982
short term economic savings over long term risk. Build strong infrastructure and
systems. Be holistic. Prevention costs less than cure.
CHCH Think long term. Start integrating all legislation and agencies.
governance
long term focus
CHCH Better educatino. Consistent long term thinking/finding. More integrated CDEM
governance
long term focus
Act
organisation.
OD
build trust and empowerment
governance
low corruptio /
high trust
OD
increased coordination of governance levels ‐ community boards / territorial
governance
low corruptio /
authorities/ central govt
high trust
TGA
transparent decision making
governance
low corruptio /
high trust
TGA
continue to build trust and confidence
governance
low corruptio /
high trust
OD
govt requirements that mandate BC/DR of critical services (ie transport, telco,MSD
governance
monitoring
etc) ‐ auditing to ensure quality
Information
WTG formal resilience measures (ie govt tenders) ‐ recognising the need for resilience
governance
monitoring
TGA
have an "end" in mind ‐ understand where each contributor is at ‐ then developm
governance
monitoring
plans to move to end state
TGA
continuous improvement for service delivery and business plans
governance
monitoring
CHCH Process to evaluate policy and investment at all levels of government across a multi‐ governance
monitoring
capital resilience lens.
Official
OD
encourage / reward industry to be socially responsible and support resilience
governance
private sector
OD
diversify ‐ NZ still sees itself as agriculture based
governance
private sector
the
WTG better business planning
governance
private sector
TGA
stronger commercial & government relationships
governance
private sector
CHCH Public‐private sector alignment and cooperation.
governance
private sector
CHCH Businesses need to understand their responsibilities.
governance
private sector
OD
overarching govt led approach
governance
risk reduction
statutes
under
OD
need to examin whether current policies will really mitigate disaster
governance
risk reduction
statutes
WTG unified risk reduction legislation
governance
risk reduction
statutes
WTG unified risk reduction legislation and guidance
governance
risk reduction
statutes
WTG unified risk reduction legislation and guidance
governance
risk reduction
statutes
WTG better mechanisms to require (legislation) and motivate (non leg) NZ to become
governance
risk reduction
Released
more resilient
statutes
WTG more regulation and enforcement
governance
risk reduction
statutes
TGA
aligned legislation that is fit for purpose
governance
risk reduction
statutes
TGA
govt policy for set back zones (coastal)
governance
risk reduction
statutes
TGA
relaxation of over the top H&S requirements ‐ reduces community resilience and
governance
risk reduction
constrains response
statutes
WHAT ELSE DO WE NEED?
TGA
natural hazard risk should be addressed in city and district plans (including low
governance
risk reduction
likelihood events)
statutes
TGA
remove CDEM functions from local govt and vest in dedicated govt agency (but don’t governance
risk reduction
lose relationship with Tas)
statutes
TGA
un complicated legislation
governance
risk reduction
statutes
CHCH More national/central coordination of legislative framework, esp in risk reduction,
governance
risk reduction
public education.
statutes
OD
improve resilience of vital infrastructure and transport networks
infrastructure
OD
attention to our single points of failure in infrastructure
infrastructure
OD
more coherent approach to infrastructure
infrastructure
OD
govt should work with industry on contingency planning around national critical
infrastructure
infrastructure
OD
invest in infrastructure
infrastructure
WTG infrastructure diversification ‐ alternate roads / distrbuted water treatment network infrastructure
1982
WTG spend money on aligning infrastructure and stop being a spendthrift nation
infrastructure
TGA
better transport links between main centres
infrastructure
Act
TGA
infrastructure planning across larger areas
infrastructure
TGA
resilient built environments
infrastructure
TGA
investment in sustainable transport infrastructure
infrastructure
TGA
many rural areas have poor communication coverage
infrastructure
TGA
improve infrastructure
infrastructure
WTG centrally funded spatial data infrastructure to support better decision making
knowledge and
data
experience
WTG shared data and information to support decision making and increased awareness at knowledge and
data
community / individual level
experience
TGA
act on the knowledge of hazard risk ‐ more on evidence rather than mitigate
knowledge and
data
Information
experience
TGA
have common data set that drives consistent approaches across all local government knowledge and
data
experience
OD
increased awareness ‐ legislation, policies, community and individual level
knowledge and
education
experience
OD
better education
knowledge and
education
experience
Official
OD
teach adaptability, resourcefulness, environmental conciousness, problem solving to knowledge and
education
our kids, communities
experience
WTG education in schools
knowledge and
education
the
experience
WTG education in schools
knowledge and
education
experience
WTG increased education
knowledge and
education
experience
WTG shift focus to current inherrent resilience / education system rather than Stan and
knowledge and
education
under
GRGT
experience
WTG improve individual awareness of resilience and incentivise
knowledge and
education
experience
TGA
education and training
knowledge and
education
experience
TGA
community and business training ‐ adapt post disaster ‐ self sufficiency
knowledge and
education
experience
TGA
continued education at a local level
knowledge and
education
experience
Released
TGA
increased education relating to risk scape
knowledge and
education
experience
CHCH Education across all levels. Explicit value of social capital. Diversify economic activity. knowledge and
education
Better use visitors to country across the 4Rs.
experience
CHCH Continuity with how info and education are available. Improve accessibility of
knowledge and
education
resources.
experience
CHCH Education. Integration ‐ economic, infrastructure, social. Promote self‐reliance.
knowledge and
education
experience
OD
collaborative approach, info sharing, inter departmental
knowledge and
information
experience
sharing
WHAT ELSE DO WE NEED?
OD
better able to use info & translate into resilience building outcomes
knowledge and
information
experience
sharing
OD
make research results more accessible ‐ in a format easy for users
knowledge and
information
experience
sharing
WTG better knowledge sharing
knowledge and
information
experience
sharing
TGA
transparent pathways from hazard information , mitigation and response
knowledge and
information
experience
sharing
TGA
improved data sharing
knowledge and
information
experience
sharing
TGA
research and share more hazard data ‐ link to LIMs so landowners know the risks
knowledge and
information
experience
sharing
CHCH More joined‐up approach to understanding uor hazards, risks, vulnerabilities and to
knowledge and
information
resourcing implementation of mitigation strategies. Legisltation to force industry
experience
sharing
compliance/contribution/cooperation.
1982
OD
apply creativity and innovation to our existing strategies
knowledge and
innovation
experience
WTG implement ways that Industry / organisation can engage and direct scientific
knowledge and
research
research towards resilience
experience
Act
WTG strengthen research and technology linkages to provide solutions for CDEM
knowledge and
research
experience
TGA
more information about risks and hazards to encourage emergency planning
knowledge and
research
experience
TGA
design for future threats rather than focus on the most recent emergency
knowledge and
research
experience
TGA
improved understanding of risks
knowledge and
research
experience
CHCH Better basic research to integrate into: hazard management planning, recovery plans, knowledge and
research
emergency response. Improved education.
experience
OD
need project to better imagine emerging risks
knowledge and
risk focus
Information
experience
OD
more innovative thinking ‐ taking risks now for a greater future benefit
knowledge and
risk focus
experience
OD
better understanding of risks encompassing environmental, economic and tech risks knowledge and
risk focus
experience
OD
holistic approach to risk management
knowledge and
risk focus
experience
Official
OD
a culture of resilience / risk awareness
knowledge and
risk focus
experience
OD
business case development to inlcude externalities
knowledge and
risk focus
the
experience
WTG better understanding of vulnerabilities and interdependencies
knowledge and
risk focus
experience
WTG build redundancy in our systems
knowledge and
risk focus
experience
WTG stronger regional economies and resilient smaller towns
knowledge and
risk focus
under
experience
WTG DRR a way of life and BAU
knowledge and
risk focus
experience
WTG better understanding of risk ‐ NZ risk profile across sectors / hazards
knowledge and
risk focus
experience
WTG better understanding of risk ‐ NZ risk profile across sectors / hazards
knowledge and
risk focus
experience
WTG addressing private ownership cost of resilience / risk (loss of value)
knowledge and
risk focus
experience
Released
WTG identify how we handle risk (before and after a shock)
knowledge and
risk focus
experience
WTG having conversations about consequence and not just risk/hazard
knowledge and
risk focus
experience
WTG have a focus that is wider than just the minimum
knowledge and
risk focus
experience
WTG be prepared to accept a greater level of risk
knowledge and
risk focus
experience
TGA
need to get across "acceptable and useable" education of resilience
knowledge and
risk focus
experience
WHAT ELSE DO WE NEED?
TGA
investment in risk analysis to facilitate informed decision making
knowledge and
risk focus
experience
TGA
take sea level rise and climate change seriously
knowledge and
risk focus
experience
TGA
understanding disaster risk reduction
knowledge and
risk focus
experience
TGA
more attention to sea level rise and implications for communities
knowledge and
risk focus
experience
CHCH Focus on recovery/reduction implementation. Precautionary principles. Resource and knowledge and
risk focus
fund local government. Understand risk.
experience
OD
improve our digital /data/cyber sercurity systems ‐ we are becoming reliant
knowledge and
technology
experience
OD
adapt to using new technologies quicker
knowledge and
technology
experience
OD
bigger focus on advancing IT and standardising its functionality
knowledge and
technology
1982
experience
OD
use technology to build networks (social media) and spread messages including
knowledge and
technology
lessons learned
experience
OD
invest in media ‐ digital world is ill‐informed, opinionated and not well researched
knowledge and
technology
Act
experience
TGA
Tech changes ‐ use apps / games to educate children
knowledge and
technology
experience
OD
building grass roots resilience (indiv/local authority / industry groups)
social
community
OD
better understand the needs of communities
social
community
OD
stronger community cohesion and communication
social
community
OD
increased community participation/engagement via education and communication
social
community
OD
bespoke approaches for isolated communities / offshore islands
social
community
OD
more work at a community level
social
community
Information
OD
focus on community / individual resilience
social
community
OD
enable everyone to participate in being a resilient society ‐ includes raising awareness social
community
WTG post disaster recovery & non urban resilience ‐ focus on stresses and vulnerable
social
community
communities
WTG devolved responsibility, distributed leadership
social
community
Official
WTG build capacity for people to survive, adapt and thrive
social
community
WTG empowered communities
social
community
WTG communities that understand risk and who will provide for them
social
community
the
WTG social welfare agencies having a specific focus on preparedness
social
community
WTG find simple ways for people to participate and build a culture of resilience
social
community
WTG make relevant for individuals to engage at all levels
social
community
WTG community cohesion and motivation to look after themselves
social
community
WTG local solutions
social
community
under
TGA
develop local plans by the community for the community
social
community
TGA
resilience is developed by communities for communities
social
community
TGA
empowering communities
social
community
TGA
more community involvment
social
community
TGA
sense of community
social
community
TGA
greater support for community initiatives
social
community
TGA
foster existing resilience within communities ‐ develop what is already there
social
community
Released
TGA
empower local people
social
community
TGA
build capacity for people to survive, adapt and thrive
social
community
TGA
encourage community resilience rather than reliance on govt agencies
social
community
TGA
encourage community based disaster planning / response
social
community
TGA
work with communities to broker benefits of resilience
social
community
TGA
recognise the power of local activities drive by locals
social
community
TGA
devolution of decision making to communities
social
community
CHCH empower local people
social
community
WHAT ELSE DO WE NEED?
CHCH Greater community connectedness / collaboration. Economic analyses for
social
community
community outcomes. Better strategic planning and coordination.
CHCH More participation in civil governance. Bring in NGOs with disaster experience.
social
community
CHCH Social norms of resilience. Community‐led initiatives supoprted by legislation.
social
community
Resourcing.
CHCH Cost resilience front of mind in community.
social
community
CHCH Listen to top down management and community development (asset based) voices. social
community
Develop community, district and regional asset maps.
CHCH Increase understanding of difficulties faced in communities.
social
community
CHCH Investing in health and educatino. Develop community leadership skills.
social
health
OD
encourage social connections ‐ volunteerism [eg 'resilience day']
social
volunteers
OD
volunteers ‐ maintain and build
social
volunteers
TGA
volunteers
social
volunteers
1982
WTG more youth lead think tanks inputting into current strategies ‐ investment in young
social
youth
people
TGA
teach kids to do practical things as well as tech
social
youth
TGA
involve young people in marketing in schools
social
youth
Act
CHCH Instil preparedness message into primary school curriculum.
social
youth
OD
ensure national resilience flows to the individual ‐ promoted from bottom up
social
community
OD
to what extent is the national resilience strategy a slice/dice of other national
strategy
resilience
strategies?
WTG clear linkages to desired outcomes of resilience investments
strategy
resilience
WTG build business case to invest in resilience
strategy
resilience
WTG build business case to invest in resilience ‐ cost benefit analysis
strategy
resilience
WTG mainstream idea of resilience
strategy
resilience
Information
WTG shared understanding of resilience
strategy
resilience
WTG consistent high level resilience objectives
strategy
resilience
TGA
challenge and test resilience models
strategy
resilience
TGA
undertanding of what reslience means across all levels
strategy
resilience
TGA
don’t think too big
strategy
resilience
TGA
encourage resilience
strategy
resilience
Official
CHCH Clear strategy that captures the majority of people, communities and businesses.
strategy
resilience
CHCH Complexity is an enemy of resilience.
strategy
resilience
the
OD
be truly strategic
strategy
OD
make brave decisions, be courageous, think outside the square
strategy
OD
NZ‐ers have nimby attitude (ie wind farms) ‐ not sustainable. Need a holistic view
strategy
under
Released
WHAT ELSE DO WE NEED?
Loc
What is the greatest opportunity fo building a resilient nation
Component
Theme
that we are not yet taking advantage of?
OD
connecting the pieces of the jigsaw ‐ too much silo work organisationally
cultural
connections
OD
existing networks in industries and communities
cultural
connections
OD
workign well across sector institutional boundaries
cultural
connections
OD
removing structural barriers of govt deps / silos working more collectively to cultural
connections
develop capability (ie vulnerable children)
CHCH Increase channels for connecting communities. Greater use of science and
cultural
connections
technology.
WTG improve income inequality
cultural
inequality
WTG addressign inequality
cultural
inequality
TGA
the living wage ‐ economic security reduces vulnerability at the individual
cultural
inequality
level
TGA
reducing inequality
cultural
inequality
TGA
reduce rising inequalities
cultural
inequality
TGA
support kiwi can do attitude
cultural
NZ culture
TGA
strengthen NZ culture ‐ no 8 wire
cultural
NZ culture
TGA
celebrate champions who have developed resilience ‐ inspiration
cultural
NZ culture
WTG self sufficiency
cultural
self sufficiency
TGA
community and self sufficiency
cultural
self sufficiency
1982
TGA
increasing adaptabilitity / self sufficiency
cultural
self sufficiency
TGA
encourage self reliance
cultural
self sufficiency
Act
OD
our people are engaged and prepared
cultural
willingness /
proactive
TGA
innovation
cultural
willingness /
proactive
TGA
encouraging people to 'right size' their lives
cultural
willingness /
proactive
CHCH harness collective will of communities to build a safe, equitable and healthy
cultural
willingness /
environment.
proactive
WTG use the happiness index from Bhutan ‐ not an economic index
cultural
WTG strengthen NZ's small towns and satelite cities
economic
WTG change economic culture so that price of goods and servics reflects their
economic
whole cost to society
OD
taking an holistic approach to policy ie including env/natural assets
environment
CHCH Decrease dependence on fossil fuels. Protect oceans and fish stocks. Convince environment
people they actually live well and to be content.
Information
CHCH Stop farmer capture of natural resources ‐ share natural resources.
environment
OD
AOG approch to BCM ‐ greater organisational resilience
governance
BCM
OD
AOG templates/process guides for BCM ‐ most agencies wasting resource
governance
BCM
developing their own
OD
better partnerships between private / public and national / local
governance
collaborative
planning
OD
join up public / local govt decisions
governance
collaborative
planning
Official
WTG collaborative planning
governance
collaborative
planning
WTG collaborative planning
governance
collaborative
planning
WTG collective and joined up partnership between central and local government
governance
collaborative
the planning
WTG collaborative planning
governance
collaborative
planning
WTG collaborative planning
governance
collaborative
planning
WTG collaborative planning and shared experiences
governance
collaborative
planning
WTG collaborative planning
governance
collaborative
under
planning
WTG ensure buy in and collaborative planning
governance
collaborative
planning
WTG collaborative planning
governance
collaborative
planning
WTG collaborative planning
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
TGA
local government embracing social planning as well as structure planning
governance
collaborative
planning
TGA
building interoperability into national planning
governance
collaborative
planning
Released
TGA
collaborative planning
governance
collaborative
planning
TGA
consolidation and integration (resources)
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
CHCH Remind central government their job is to build and maintain a resilient
governance
collaborative
nation, not simply to enable competition.
planning
CHCH Get all parts working together, pooling resources (national, regional, local,
governance
collaborative
non‐profit etc).
planning
CHCH Pull disparate groups and communities together.
governance
collaborative
planning
CHCH Input from all parts of society.
governance
collaborative
planning
OPPORTUNITIES
CHCH Social enterprise ‐ we're hosting the World Forum in 2017.
governance
collaborative
planning
CHCH Break down silos in relationships between non profits and govt.
governance
collaborative
planning
CHCH Consolidate agencies to reduce planning and engagement complexities.
governance
collaborative
planning
WTG collaborative planning
governance
collaborative
planning
WTG more collaboration
governance
collaborative
planning
WTG collaborative planning
governance
collaborative
planning
TGA
collaborative planning
governance
collaborative
planning
WTG linked development regimes in future development
governance
development
TGA
centralised / common investment approach for hazards so landuse planning is governance
development
working from consistent info
CHCH Integrate CDEM across NZ but operationally and in governance.
governance
existing work
programmes
WTG shift from talking to doing
governance
implementation
TGA
additional resourcing needed
governance
implementation
1982
OD
gearing our international relationshp / policies to influence climate, economy governance
international
WTG integration of sendai framework, climate change adaption
governance
international
Act
OD
leadership and governance ‐ need effective champions to lead resilience
governance
leadership
across organisational boundaries
CHCH Political parties working in agreement on national issues.
governance
leadership
CHCH Review public education/messaging to incorporate social media and do it well. governance
leadership
More national leadership.
CHCH Coordinated and consistant approach nationally and regionally. Incorporate
governance
leadership
CDEM in curriculum.
WTG shifting central government plannign to the long term
governance
long term focus
CHCH Consistance of message. Reaching next generation.
governance
long term focus
TGA
educate and encourage people to exercise their right to vote ‐ engage in local governance
low corruption /
govt processes
high trust
Information
OD
develop measures of resilience and track progress ‐ what you measure you get governance
monitoring
more of
WTG benchmarking resilience measures
governance
monitoring
CHCH Compulsory service. Introduce testing.
governance
monitoring
OD
more PPPs to encourage awareness of resilience gaps ‐ cant fund everything
governance
private sector
some gaps must be left to private sector
OD
consistent national policy (ie not one for auckland and one for the rest of NZ) governance
risk reduction
statutes
Official
OD
connecting wellbeing to the core of a resilience strategy
governance
risk reduction
statutes
WTG having principles of resilience in all relevant legislation
governance
risk reduction
statutes
WTG consideration of resilience / risk reduction in all new work
governance
risk reduction
the statutes
WTG take a stronger retreat approach from hazardous areas
governance
risk reduction
statutes
TGA
standardising our risk management based legislation
governance
risk reduction
statutes
CHCH Move to more holistic model inclusive all 4Rs. Incorporate reslience principles governance
risk reduction
in all legislation.
statutes
OD
need to change peoples perception that NZ is safe from the rest of the world ‐ governance
under
what happens globally affects NZ
OD
improve exchanges across sectors to share priorities
governance
OD
establish frameworks using international standards to break down silos ‐ build governance
interdept trust & understanding
WTG embracing sustainability energy options
infrastructure energy
WTG incentivising self sufficiency ‐subsidise solar, water tanks etc
infrastructure energy
OD
sustainable development to build resilient communities / ecomomies etc
infrastructure
OD
national stocktake of infrastructure and supply chains to id single points of
infrastructure
failure & implement back ups
WTG use of renewable energy infrastructure ‐ localise energy production
infrastructure
Released
WTG improve legacy risks (ie old infrastructure)
infrastructure
WTG distributed electricity generation and storage
infrastructure
WTG changes to electricity sector ‐ incentivise electric cars and solar generation /
infrastructure
storage
WTG abolish the restrictive, punative powers of the commerce commission
infrastructure
TGA
ensure lifeline evacuation routes are truly resilient
infrastructure
TGA
resilient nationwide communication network
infrastructure
OPPORTUNITIES
CHCH Support and training for all life‐line utilities. Increase life‐line utilities ‐ include infrastructure
access radio stations. Improve information dissemination in many languages.
CHCH Analyse future and current infrastructure.
infrastructure
WTG spatial data infrastructure
Knowledge / data
experience
OD
leveraging off life 3 0 changes (eg distributed; networks)
Knowledge / education
experience
OD
better use of education system to promote community cohesion & raise
Knowledge / education
awareness of its value
experience
OD
education to be focused on life 3.0
Knowledge / education
experience
WTG make DRR sexy
Knowledge / education
experience
WTG use scenarios to increase understanding
Knowledge / education
experience
1982
TGA
education in schools (youth focus)
Knowledge / education
experience
TGA
better education and communication
Knowledge / education
Act
experience
TGA
education and awareness resourcing
Knowledge / education
experience
TGA
education
Knowledge / education
experience
CHCH Risk: Education and management.
Knowledge / education
experience
CHCH More education about disasters in schools. More health and social support for Knowledge / education
children in poverty.
experience
OD
leveraging technology to push information about resilience
Knowledge / information
experience
sharing
Information
OD
sharing data / intelligence across all levels govt
Knowledge / information
experience
sharing
OD
invest in information ‐ access, integration, protection & security
Knowledge / information
experience
sharing
WTG harnessing ad hoc information and provide to local authorities
Knowledge / information
experience
sharing
Official
TGA
sharing of data and interpretation to ensure its used in the right way
Knowledge / information
experience
sharing
TGA
information sharing
Knowledge / information
experience
sharing
the
TGA
open data ‐ there is a national policy for open data but it isnt being driven
Knowledge / information
experience
sharing
CHCH Create an integrated resource space. Easier access to continuous message
Knowledge / information
across the board.
experience
sharing
CHCH Ensuring the learnings go forward to future generations.
Knowledge / information
under experience sharing
CHCH Local community district and regional asset mapping ‐ physical and social
Knowledge / information
capital.
experience
sharing
CHCH Communication of contemporary post‐earthquake research on resilience.
Knowledge / information
experience
sharing
OD
engage public more in benefits of being more resilient/flexible and
Knowledge / information
understanding of what might happen
experience
sharing
OD
sharing data
Knowledge / information
experience
sharing
Released
OD
better info sharing between agencies ‐ common intelligence
Knowledge / information
experience
sharing
WTG examine international research and solutions regarding increased resilience
Knowledge / international
experience
OD
promoting networking and mapping framework of what currently exists
Knowledge / mapping
experience
OD
use existing expertise & steer away from recreating the wheel ‐ focus on the
Knowledge / recent experience
gaps
experience
OPPORTUNITIES
OD
learning from each other ‐ those making progress can provide impetus for
Knowledge / recent experience
others
experience
OD
learning from overseas examples and best practice ‐ global community facing Knowledge / recent experience
shared issues
experience
WTG draw capabilities from across the country
Knowledge / recent experience
experience
WTG share experiences / learnings from previous disasters
Knowledge / recent experience
experience
TGA
learning from the experiences of others
Knowledge / recent experience
experience
CHCH Community ideas and innovations. Lessons learned from past disasters.
Knowledge / recent experience
experience
WTG university focus on risk, DRR, EM and BCP
Knowledge / research
experience
WTG encourage industry / local govt etc to direct scientific reasearch and
Knowledge / research
1982
development of resilience
experience
CHCH Collaboration ‐ researchers, government.
Knowledge / research
experience
OD
communicating risk to people so that they understand the land they are
Knowledge / risk focus
Act
building on
experience
OD
encourage innovation and not just avoiding risk
Knowledge / risk focus
experience
WTG refocus from cause of damage to consequence
Knowledge / risk focus
experience
WTG refocus from cause of damage to consequence
Knowledge / risk focus
experience
WTG consideration of resilience / risk reduction in all funding assessments
Knowledge / risk focus
experience
WTG broad understanding of hazard risk
Knowledge / risk focus
Information
experience
TGA
better use hazard and vulnerability research in policy and planning
Knowledge / risk focus
experience
TGA
translating scientific knowledge and engineering know how into effective
Knowledge / risk focus
regulations
experience
TGA
awareness of hazards and risks
Knowledge / risk focus
experience
Official
TGA
havign comprehensive risk conversations and implementation
Knowledge / risk focus
experience
TGA
need nimble approaches to monitor rapidly changing threats (rather than
Knowledge / risk focus
the
existing )
experience
CHCH Climate change an opportunity to build a more resilient nation.
Knowledge / risk focus
experience
WTG technology
Knowledge / technology
experience
under
WTG smart technology
Knowledge / technology
experience
WTG technology
Knowledge / technology
experience
WTG standardising physical addressing
Knowledge / technology
experience
TGA
use of technology for alerting
Knowledge / technology
experience
OD
better connecting communities and making individuals more self reliant
social
community
Released
OD
build on social and community capital by having national & local disaster
social
community
response exercises ‐ getting to know neighbours etc
OD
community engagement / civil society / youth
social
community
OD
growing trend to self sufficiency, low energy, social responsibility
social
community
OD
small movements like buy local, reduce reuse recycle repurpose leveraged
social
community
regional / national
OD
providing safe societal networks
social
community
OD
govt funded marketing of initiatives to increase social / household
social
community
infrastructure & env resilience
OD
NZ increasingly diverse ‐ risk if diverse communities become isolated ‐ need to social
community
work openly with this diversity
OD
give the public some credit for makign own decisions ‐ take own risks (less
social
community
legislative / prescriptive)
OPPORTUNITIES
WTG grassroots / community base support
social
community
WTG community groups
social
community
WTG grassroots / community base support
social
community
WTG community devolution
social
community
WTG integration of resilience into all community decisions ‐ not a separate activity social
community
WTG make community resilience a statutory requirement of local govt in LGA,
social
community
CDEM and RMA
WTG effective community engagement
social
community
TGA
better connections with existing community organisations and networks
social
community
TGA
community empowerment
social
community
TGA
growing the connectedness of communities
social
community
TGA
local community led response not understood valued or developed
social
community
TGA
using information technology to support community leadership
social
community
TGA
use of community based hubs / networks to promulgate resilience
social
community
TGA
engage with older people to explore resilience / lessons from life
social
community
TGA
community / volunteer empowerment
social
community
TGA
collective impact and understanding how communities can self organise
social
community
1982
TGA
enhancing sense of community
social
community
TGA
local people with local solutions based on local experience ‐ focus on bottom social
community
up approach
TGA
strengthen sense of community
social
community
TGA
connections with existing community networks
social
community
Act
CHCH Building up capabilities of individuals, families, communities.
social
community
CHCH Public desire to participate and build community infrastructure.
social
community
CHCH Properly engage communities. Leverage insurance industry and its clients.
social
community
CHCH Individuals as the building blocks within households/wharau/communities.
social
community
CHCH Building community awareness and consensus.
social
community
CHCH Community input and collaboration/social capital.
social
community
OD
healthy buildings not just safe ones ‐ not enough focus on health
social
health
TGA
reduce inequality to reduce vulnerability
social
inequality
CHCH More social engagement and consultation. Recognition of being a small and
social
nz small size
mighty nation with ability to achieve great things.
WTG less focus on metro areas
social
rural
WTG social media and connectedness with volunteer groups
social
volunteers
Information
TGA
better utilise volunteers ‐ under used resource
social
volunteers
TGA
actively promote the need and value of volunteers ‐ focus on youth and early social
volunteers
adult
TGA
community and volunteer focus
social
volunteers
TGA
having more volunteers
social
volunteers
TGA
volunteers
social
volunteers
CHCH Support volunteerism to a greater extent ‐ social outcomes instead of
social
volunteers
economic.
CHCH Focus on mental/physical health+fitness. Create space for volunteers and
social
volunteers
Official
community action (paid leave, less working hours, digital comms).
OD
our youth ‐ we have lost the concept of for the good of the community
social
youth
WTG using schools to grown knowledge and preparation
social
youth
WTG education starts younger in schools
social
youth
the
WTG engage with generation Y and younger as they are driving many of the
social
youth
changes we see today
TGA
tap into young adults
social
youth
TGA
having a youth focus
social
youth
TGA
connect with younger generation
social
youth
TGA
engage with young people for ideas
social
youth
TGA
flexible working situations so parents can spend time with their children
social
youth
under
TGA
education in schools (youth focus)
social
youth
CHCH Instil preparedness into school children.
social
youth
CHCH Instil preparedness into school children.
social
youth
WTG definition of resilience and implementing it
strategy
resilience
WTG redefine resilience building/ recovery preparation and characterise as pre
strategy
resilience
disaster recovery planning
TGA
mainstream resilience into BAU
strategy
resilience
TGA
fully coordinated strategy
strategy
resilience
TGA
leverage from resilience models ‐ best practice
strategy
resilience
CHCH This strategy process. People's openness to talk about resilience.
strategy
resilience
CHCH Include sustainability in resiliance equation ‐ balance between economy,
strategy
resilience
Released
environment, culture, society. Reflect no unique identity/culture.
OPPORTUNITIES
Loc
How could my agency work differently with other
Component
Theme
agencies or sectors to help build national resilience
faster?
OD
challenge assumptions that govt departments hold i.e white
Cultural
behavioural
middle class perspectives
WTG making it fun, cool, the thing to do
Cultural
behavioural
OD
focus on personal preparedness and educating our people so
Cultural
self sufficiency
they understand their emergency responsibilities
TGA
think about what's good for NZ not what is good for your agency Cultural
willingness / proactiv
TGA
be more empowering ‐ risk averse behaviour can be restraining
Cultural
willingness / proactiv
OD
be involved in cross agency networks on resilience issues
Governance
collaborative planning
OD
closer engagement with agencies to standardise approach to
Governance
collaborative planning
1982
delivering services ‐ cross agency cohesiveness
OD
working together on business continuity
Governance
collaborative planning
Act
OD
participate in more days like today
Governance
collaborative planning
OD
joint activities and community engagement
Governance
collaborative planning
OD
greater connectedness
Governance
collaborative planning
OD
better connections between MBIE oil security policy and
Governance
collaborative planning
MCDEM/ODESC
OD
cross agency working groups/project teams
Governance
collaborative planning
OD
co location of different agencies and functions
Governance
collaborative planning
OD
more interagency scenarios
Governance
collaborative planning
OD
coordination of policy work programmes
Governance
collaborative planning
OD
participation in cross agency groups such as ODESC ‐ bring
Governance
collaborative planning
international connections to bear on resilience
Information
OD
develop action plan covering risks/issues to other sectors if there Governance
collaborative planning
is systemic failure in transport / nat infrastructure
OD
shared integrated work / business plans
Governance
collaborative planning
OD
use other agencies expertise
Governance
collaborative planning
OD
stop working in silos
Governance
collaborative planning
OD
we could be joined at the hip
Governance
collaborative planning
Official
WTG collaborative planning
Governance
collaborative planning
WTG collaborative planning ‐ being complementary not competitive
Governance
collaborative planning
the
WTG work with private sector
Governance
collaborative planning
WTG collaborative planning
Governance
collaborative planning
WTG shared integrated work / business plans
Governance
collaborative planning
WTG collaborative planning
Governance
collaborative planning
WTG communicate and build relationships
Governance
collaborative planning
WTG share resources and experiences
Governance
collaborative planning
under
WTG improved cooperation between private and public sector ‐ less
Governance
collaborative planning
self interest and short term thinking
WTG better connections with CDEM and communities
Governance
collaborative planning
WTG LTP's & strategic plans could be more inclusive at planning /
Governance
collaborative planning
consultation with other agencies
WTG improve coordination, contract management, service provision
Governance
collaborative planning
and supply chain management to build resilience
OD
facilitate the on going discussion
Governance
collaborative planning
Released
TGA
not have a sole focus on our mandated role ‐ need a how can we Governance
collaborative planning
help approach
TGA
continue to build on CDEM cooperation / capabilities
Governance
collaborative planning
TGA
keep connected with emergency services
Governance
collaborative planning
TGA
recovery planning / response planning involve all infrastructure
Governance
collaborative planning
agencies to share plans
TGA
get out of the silos
Governance
collaborative planning
TGA
collaboration and sharing
Governance
collaborative planning
TGA
reach out to organisations that are not normally part of existing Governance
collaborative planning
network
WHAT MORE CAN YOUR AGENCY DO?
TGA
better networking
Governance
collaborative planning
TGA
connect with central government agencies for better scenario
Governance
collaborative planning
planning
TGA
better connectivity / strong networks and relationships
Governance
collaborative planning
TGA
work smarter with neighbouring / similar organisations to utilise Governance
collaborative planning
our limited resources
TGA
collaborative approach
Governance
collaborative planning
TGA
collaborate with lifelines
Governance
collaborative planning
TGA
develop working together protocols to avoid duplication
Governance
collaborative planning
TGA
increased collaboration, more funds
Governance
collaborative planning
TGA
keep / expand cross agency forums and project working groups
Governance
collaborative planning
TGA
collaborative planning
Governance
collaborative planning
TGA
collaborative planning and relationships
Governance
collaborative planning
TGA
need district plans to reflect issues
Governance
development
OD
functional structures rather than department structures
Governance
implementation
1982
WTG need strategy that enables local government
Governance
implementation
TGA
more resources
Governance
implementation
TGA
more purposeful integration
Governance
implementation Act
TGA
focus more on prevention ‐ healthier = more resilient
Governance
implementation
TGA
funding to support community initiatives
Governance
implementation
TGA
provide local front line injury prevention staff with a budget
Governance
implementation
TGA
have bigger CDEM staff numbers ‐ perhaps even MCDEM funded Governance
implementation
WTG visionary leadership
Governance
leadership
WTG CDEM should take a coordination role working with agencies to Governance
leadership
ensure a consistent approach
TGA
become a single nationally coordinated / directed agency
Governance
leadership
TGA
good picture of what's already happening ‐ reduce duplication
Governance
leadership
Information
and identify gaps
OD
driving the living standards framework so its influence is seen at Governance
operationalise
the operational level
OD
common boundaries e.g. between health, MSD, Police etc.
Governance
operationalise
WTG need more resources ‐ implementation not talking
Governance
operationalise
WTG need more resources ‐ implementation not talking
Governance
operationalise
Official
WTG small town workshops on resilience planning
Governance
operationalise
WTG coordinate funding plan
Governance
operationalise
WTG increased funding
Governance
operationalise
the
TGA
business advisory group
Governance
private sector
TGA
engage private sector
Governance
private sector
TGA
local businesses with local recovery plans
Governance
private sector
TGA
build on strong cross sector relationships
Governance
relationships
TGA
targeted collaboration with others to develop a resilience on
Infrastructure
roads
under
network (roads)
TGA
one network approach (roads) to create resilient roads (councils Infrastructure
roads
and central govt)
WTG better coordination across infrastructure and utilities
Infrastructure
TGA
plans based on knowledge / facts
Knowledge/experience data
TGA
partnerships with educational providers
Knowledge/experience education
OD
sharing information to find common objectives
Knowledge/experience information sharing
OD
information sharing and collaboration with wider government
Knowledge/experience information sharing
community
Released
OD
develop feedback loops so ideas that work are better
Knowledge/experience information sharing
disseminated between agencies
OD
data sharing
Knowledge/experience information sharing
OD
improved social media
Knowledge/experience information sharing
OD
increased information sharing across govt / transport sectors
Knowledge/experience information sharing
OD
publicise research findings ‐ esp. how to become more resilient
Knowledge/experience information sharing
OD
leverage from learning opportunities
Knowledge/experience information sharing
WHAT MORE CAN YOUR AGENCY DO?
OD
increased awareness of the benefits of having a resilient
Knowledge/experience information sharing
environment
WTG 100RC sharing best practice with other urban centres and
Knowledge/experience information sharing
redesigning lessons for non‐urban centres
WTG sharing information
Knowledge/experience information sharing
WTG sharing information
Knowledge/experience information sharing
WTG improved communication
Knowledge/experience information sharing
WTG sharing information ‐ support better risk assessment and
Knowledge/experience information sharing
resilience planning
WTG sharing information and experiences
Knowledge/experience information sharing
WTG sharing information
Knowledge/experience information sharing
WTG participate in spatial data infrastructure
Knowledge/experience information sharing
TGA
more information sharing between emergency management
Knowledge/experience information sharing
sector
TGA
shared knowledge / resources
Knowledge/experience information sharing
1982
TGA
part of advisory groups 'think tanks'
Knowledge/experience information sharing
TGA
information sharing and collaboration with wider government
Knowledge/experience information sharing
community
TGA
share experiences
Knowledge/experience information sharing
Act
TGA
share experiences
Knowledge/experience information sharing
TGA
share community intel with decision makers
Knowledge/experience information sharing
TGA
fusion centre model ‐ expertise on tap and on going knowledge
Knowledge/experience leadership
sharing
TGA
greater technology integration across agencies
Knowledge/experience technology
WTG get productivity commission to do a grass roots analysis
Research
WTG collaborative institutional industry research
Research
WTG continue co‐producing research
Research
WTG develop participatory community led science
Research
Information
WTG support research to inform critical gaps
Research
WTG community and key leader engagement
Social
community
WTG understanding community fit
Social
community
TGA
approach is aimed at our grass roots
Social
community
TGA
taking a more grass roots approach
Social
community
TGA
understand and lead work guided by end user needs
Social
community
Official
TGA
engage with local businesses and community groups ‐ need more Social
community
funds
OD
ask the public who pay for our services not the government
Social
consultation
the
TGA
strengthen CDEM with local schools
Social
youth
OD
allow time for lessons to be embedded rather than pushing
Strategy
long term focus
ahead with BAU
OD
embed resilience as part of the organisations priorities
Strategy
resilience
OD
increased consultation base to include MCDEM for input from a Strategy
resilience
under
resiliency perspective on policy changes
OD
make national resilience part of BAU
Strategy
resilience
WTG how our recovery and resilience effects others
Strategy
resilience
WTG facilitate building an understanding of resilience
Strategy
resilience
TGA
share and explain the big picture
Strategy
resilience
CHCH Look outside our industry sector
Governance
CHCH We are here to do so already
U
CHCH Engage more in connecting practice and research. Act more as
Released
conscience and critic of society.
CHCH Provide a louder voice on social issues.
CHCH research collaborations and develop more courses on resilience
at tertiary level.
CHCH Develop regional comms plan around the access sector of NZ for
their needs.
CHCH Lift CDEM act profile in RMT framework.
CHCH Work more consistently and collaboratively.
CHCH Sharing resources, learnings, ideas etc.
WHAT MORE CAN YOUR AGENCY DO?
CHCH Resource sharing, inter‐agency communication on what priorities
are and what they are working on.
CHCH Working with different agencies. A different way of working with
people/communicating.
CHCH I hope the science challenge approach will prove successful.
CHCH By working more proactively with CALD communities before,
during and after emergencies.
CHCH Collaborate research across hazards with agencies.
CHCH Continued development of own integration with other health
providers and in education.
CHCH Other agencies could give us more money and we'll do more
research to help provide better answers.
CHCH We could work more deliberately with private sector
organisations to motivate funding, leadership, science,
1982
investment for resilience.
CHCH Teach students the importance of balancing economic, social and
natural systems in their industry.
CHCH Continue with a NZ Inc approach in understanding each others
Act
business.
CHCH Provide scientific research/academic advice on implementing a
successful resilience framework
CHCH Build an efficient pipeline from research through to practice
CHCH Provide resilience education
CHCH Be more accepting of different value systems and be open to
working with them
CHCH More unitary local government ‐ too many planning agencies.
Information
CHCH Project AF8
CHCH Collaboration on app development
CHCH Share information, thought leadership on issues that we have
expertise in i.e. water
CHCH Local and central government could align better to ensure that
we are supporting one another's efforts to build resilience
Official
CHCH Work with MCDEM and our national body to raise awareness
and engagement in the non‐profit sector
CHCH closer cooperation and communication between G.O.s and
the
university/other researchers
CHCH Give us a national goal so we are all on the same page and have a
common goal in sight
CHCH Put community development back into local government. Be a
conduit to bring together agencies around issues of resilience.
under
CHCH Try to consolidate/aggregate resilience planning into the group
level more to reduce the numbers of plans/organisations to plan
for. Focus on TAs as annex to group plan.
CHCH Become stronger member of local govt leadership
CHCH Agree on some national goals.
Released
WHAT MORE CAN YOUR AGENCY DO?
What's in Place
What's Missing
What Next/Adapt
Local CDEM Groups
Full engagement - with vulnerable and isolated individuals
Add value to existing assets - the 'what's in place' list - e.g. combine 'neighbourly' app to
and groups
neighbourhood watch
1982
Local Emergency Services
Motivation
Empower initiatives through interaction between local Govt and community
Local Social services
Effective process for engagement
Using advocates to connect with formal and informal social services that empower and consult
with vulnerable people
Act
Community plans
Sufficient funding
Divert resources to community engagement
Existing relationship networks
Philosophical paradigm "don't get it"
Use stories to engage elected members about how they could benefit from working with wider
community e.g.. Using re-purposed resources (individuals, buildings, groups)
Community grants
Integration between individual, local and national levels
Central point of contact: churches, neighbourhoods, service groups/community link/volunteer
groups, NGOs, business community, link into central Govt projects/initiatives. Sharing networks
that exist. Sharing ideas that exist. Shift from infrastructure to community, shift from emergency
managers to community resilience
Plan consultation
Infrastructure: Available accommodation, places to
Compulsory standing committee for community resilience and development: Adapt committee
meet/interact, repurposing of facilities
structures like risk, tools, dedicated resource to support, find and give community voice, develop
centre of excellence and find exemplary and story tell e.g. LGNZ specific for empowering and
resourcing community leaders, clone Joe, Taupo committee, Youth leadership - 'find a sam',
youth councils, sports teams, church groups
Information
District plans + long term plans Consultation/engagement on plans - communication 2 ways Incentivise engagement e.g. more than for public good - competitions
> Consultation
CDEM groups and plans
Funding for engagement - co-creation
Mainstream and serious gaming environment - disaster game - learn what to do - innovation from
participating - change characteristics/actions of characters in game - available in an app
Govt direction/guidance on
Diversity of engagement
Digital tools: virtual walkthroughs showing what the future could look like - encourage people
plans
other than usual negative comments to be involved - overlay 'future' on existing landscapes and
have pop up information as people 'wa k' through.
Official
Talking with usual suspects -
Understanding behavioural change
Holding consultation (engagement, communication) at the right time - established events -
lip service
cultural events e.g. Chinese new year
LTP Process
Detailed register of groups
Churches
Local representation
Mechanisms to ta k to inarticulate
the
Formal consultations - RMA,
Resource
Bylaws
Policies e.g. engagement
Compulsion
Engagement model is not
Drivers for CEOs/elected members to see benefits
inclusive
Local networks
Integration of CDEM principles across organisation
under
Community grants
Engagement model not inclusive
Engagement model not inclusive
What's in it for me?
Understanding their communities and their needs and
motivations
Ties with other sectors/organisations
Released
In place
Missing
Adapt
Identified critical resonse areas
Ownership/responsibility - where does it sit? Need for inclusive and direct consultation with selected vulnerable groups - CDEM to adapt from 'telling' to
1982
(NZFS)
'consulting'
Draw demographic data (Statistics
Guidance to custodians/caregivers re
Interagency sharing of data regarding at risk locations/people/groups - Consultation and sharing of information and
NZ)
respons bilities to their 'charge' during
data between all agencies in open and transparent way
Evac plans eg dept corrections
Interdependancy - determination of most appropraite agency to react/respond - Establishing trust environment
Act
where capabilities of partner agencies are recognised to achieve objectives
Current educational programmes
Authentic community response plans - True ground-up planning supported by agencies/organisations
Multi-agency tactical plans (site-specific) expand from core agencies to wider range of stakeholders - 'One plan'
approach with multi-agency input and commitment
Information
Official
the
under
Released
Research + Science
Not well communicated/translated
Adapt
Replace
Eliminate
Reverse
Yellow pages
Survive vs cope/adapt
Release ocytocin eg vitoria
1:100 year / 1% per
Euthanise stan!
Rather than pushing out
1982
metro rail safety message
annum with easily
messages eg social media
'dimb ways to die' - 'kiwis can understandable terms
we shuold respond/inform
cope'
through community led
channels
Websites
CDEM vs whole society scope
Get rid of salamis
Act
$ for campaigns
Dumbed down conflicted messaging eg
"Get ready, get through"
store tinned food
Apps/social media
self reliance vs community reliance
Stan
promoting shared info sharing/solutions vs
'the answer'
Public displays/forum
Community response
plans
Information
Official
the
under
Released
What's in Place
What's Missing
Adapt
Public Works Act - allows acquisition
No policies or strategy
Long-term business case- lost benefit 1982
LIM Report
No presidence
AA's 12-step approach to change
CERA Act
No legislation
China's approach (ie play off the bad guy)
Examples - planned and unplanned relocation
No real understanding of risk
Mental health practices ie hope/change
Act
Market
No combines approach
Comms to sell region benefits of relocation
Regional and national policy statement (RMA)
Personal responsibility
Public works act to allow recquisition
Research and community conversations
No 'war chest'
Dis-incentive programmes eg red zones
LGA - 30 yr infrastructure plan. LTP.
Political will
Natural hazards platform (Riskscape)
Education re impacts (ie down-stream consequences)
CDEM Group Plans
Understanding of drivers for risk reduction
Attachment to place (-re)
Insurance
Information
Official
the
under
Released
What's in Place
What's Missing
SWAP Approach/What next?
Training and qualifications
1982
Training for people who come into contact with
traumatised people - magnified eg community
Victim support
I'm all right Jack
Self initiated or sponsored fun/relaxation/activity events
workers in centres, marae, churches
Act
To be able to identify peoples needs and then
Red Cross
You'll be fine/she'll be right
More pets
bring in qualified experts (if required)
EAPs through
Peopele feeling 'stunned' - need someone else to
Help deal with large numbers requiring
employers
Give it time
recognise/check up on
assistance
Counsellnig services
through GP and other
health services
Hard to self-refer/hard to recognise
Recognising that this may not effect people
(Referals)
own's need
Drop-in centres - more than registration centres
until years after the event
Recognising long term fatigue of the experts
Rural support trusts
Giver me a pill or two
Begin 'help' immediately, alongside intell/info.reconn/action
and responders
Community mental
Local community of sponsored fun/relacation/shared food/activity Debrief responders and plans made to help
Information
health services
Very controlled
events
long term effects for responders
Authorities need to know what's
Red cross services
going on to effectively intervene
You are not allone
Lack of rcognition of responders
Treat humans as we treat buildings -
DHB community mental
resurrection of buildings but not humans -
services
training/qualified
Importance of others going through similar situation
Human W.O.F.
Community based
Official
groups eg churches
retaining and recognition
Opportunities to join in distracting tasks or focus as needed
raising awareness/understanding of
the
those in communities and
institutions that elad in establishing
family/whanau networks and delivery services
Belong
cultural networks
not enough $ / spread too thin
Access appropriate help
Begin 'help' function immediately within an event response,
no longeivity in programmes of
alongside instead of following the intell/info/reconnaisance
under
doctors - councellors
recovery support
function
programmes output/budget and not
workplace EAP
outcome focussed
Need more reasources
no understanding of long term
school
offects of individuals ie no
counselling/support
programme MoE
Rapid response team
Released
some 'first aid' skills in
psychological
Familiar faces and sympathetic ears as well as clipboards
1982
recovery schemes show lack of
alignment
Clear expectations re follow up
Ripple effects (remembering that others might also be affected
caring for the carers
indirectly)
Act
recognise that psychosocial and
Wider acknowledgement/acceptance that help is ok to access and
mental health are not the same
anyone can be affected
scaling of services
More pets - friendly animals everywhere
move to fence top of cliff from
'ambulance at bottom'
PTSD dogs
No longeivity in programmes of
recovery support
Pet therapy
programmes output/budget and not
outcome focussed
Reframe thinking
Care for something- make it matter
Information
Enhances wellbeing
Drop-in centres - much more than just registration centres -
explanation: There is often registration centres set up psot
disaster to provide specific government assistance (eg 1 desk per
government provider/supporter) to provide service on particular or
Official
constrained basis. It may be efficient/effective to also have a 'drop-
in' centre also immediately available. The 'drop in' centre which is
a safe/friendly environment with somenoe to chat with - to
the
commence the psycho-social recovery precess early and prevent
it exacerbating. Drop-in centre staff coule be friendly people with
possible experience of personal recovery.
Become customer focused in achieiving long-term sustainable
outcome for individuals recognising that this will cost in short-term
though deliver net benefits in long term
under
Adopt pre-planning and surge capability models
Move to 'top of cliff' from 'ambulance at bottom'
Give or build personal resilience for individuals to face adversity
ahead of any event
Released
Putting strategy in place
Start discussions now across agencies
Support to responders
Red cross - ministry of health - Red cross
1982
How to help the helpers? Tired
Are the right people involved - wider community
Training pre-event eg all levels
MoH Lead Agency
Strategy and preparation
In development
Act
Instigate S elements - Calm + secure, self efficiency, connectneConsultation with Christhchurch stakeholders, Whanganui floods, urban/rural etc
Consult with previously effected people
Local environment
Commonalities
Information
Official
the
under
Released
What's in Place
What's Missing
What's next/solutions
1982
Conversations with community in
some coucils/districts eg Hamilton
Many don't consult
Regulators create platforms for community made descisions
WREMO works with community
Clear open dialogue between govt governance discussions that effect
emergency plans
Rules and regs too rigid
community responsibilities
Act
Consultation on the DRR should not be constrained by legislation - suggest
that DRR consultation could be better discussed on better processes and
Legislative frameworks
Discussions ned flexibility
systems
Local council EMO - regional
engagement, itilities, training
programmes, volunteer coord,
schools - feedback to develop
Development ahs funds but commiunities
pathways
don't
Educate the rights and powers of the community to effect change.
No meaningful comminications of integration
Making by-laws and regulations
and input
Better and more open dialogue between govt agents and communities
Response plans to various disaster
contingencies
Loudest voice always wins! This is NOT fair
All inclusive approach that includes everybody
Information
Across all entities: Sexism, racism, ageism,
disableism, voiceism, population, calssism,
Better use of community mapping: important places like centres, schools,
Risk mitigation plans - prevention
power-fluxism
cabs, tree/nature, heritage
Formal community consultation on DRR
Pref should be that the community is better communicated to in simple
CDEM act (2002) - CDEM plans
matters
language
Communication aruiond risk/risk mitigation
Identify local neighbourhood leaders
Be visial-visible in your approach/good leadership. Choose the right leader to
Official
Local participation in disaster exercises and
be your voice/dart board. Fight for your rights to do the right thing in CD in
campaigns
an/during a disaster.
Local leadership in DRR
Magnify: Increase hazard awareness (alarting local hazards)
the Assigning leaders, local personalities
Having formal open metings with community on DRR - 'overcoming apathy'
Assigning /sharing responsibilities/tasks
Incentives for success
under
Released
What's in Place
What's Missing
What next? / Purpose
Lots of business associates
Resilience not embedded in business
1982
already
continuity planning
Utilise existing business associations at local level
Lots of sector professional groups Need to run disaster scenario exercises
eg IPENZ
regularly
Develop incentives through insurance to develop and grow business continuity
Business continuity and resilience in
Practice simulations in a video game - should include an insurance aspect for the youth
Act
Lots of business-based NGOs
education at all levels
market
Insurances - do businesses appreciate their
Ministry of Business (super
level of insurance and whether it is enuogh.
ministry)
Check their policy especially SMEs
Grassroots up resilience planning to inform govt (super ministry)
Memis of udnerstanding between
local govt and busineses eg Auck
Run local workshops with the businesses to ask what are your critical eneds to keep your
council and rotary
businesses resilient? Prioritise and feed to govt
Transportation and infrastructure
Utilise existing business associations at local level to develop business resilience planning.
Information
IT disaster recovery ie continuity
plans are in place eg BNZ
Develop incentives through insurance to develop and grow business continuity byL - reducing
canterbury putting data on cloud
cost of premium based on businesses' continuity planing
Practical simulations in a video game that show insurance and other continuity mechanisms
Private busines continuity plans
for youth business markets and all demographics
Building participation to foster learning of the value of business continuity eg farm simulation
Official
app
Grassroots-up resilience planning to inform govt: local chamber of commerce to regional
chambers of commerce to national conversation]
Run local workshops with the businesses to ask what are their critical transport needs to keep
the their businesses resilient - transportation requirements to keep supply lines open for business
and community - use online voting platform
under
Released
