File ref: IRC-4285
16 February 2023

Via FYI website

Kia ora

100 Resilient Cities Network

Thank you for your request made under the Local Government Official Information and Meetings
Act 1987 (the Act), received on 25 December 2022. You requested the fol owing information:
Please provide a copy of the application made by Council to join the '100 Resilient Cities Network',
including all information regarding:
  1.  the appointment and role description of the Chief Resilience Officer (incumbent or
successor);
2.  the selection process for the appointment of said Officer;
3.  any agreement between Council and the Officer;
4.  any agreement between Council and the Rockefel er Foundation;
5.  financial support received by Council to hire an Officer;
6.  financing mechanisms to support investment in resilient infrastructure with the private
sector;
7.  technical support for the Officer, including resources for implementing a resilience plan;
8.  assessments conducted using the City Resilience Framework;
9.  the inclusion of aboriginal tikanga advisors in consultation and decision-making processes.

Wellington City Council has partially granted your request for information. Below are the documents
that fal  in scope of your request and my decision to release the document.
Item  Document name/description
Decision
1.
100 Resilient Cities Application (2014)
Release
2.
Job description for Chief Resilience Officer (March 2015)
Release
3.
Signed agreement (June 2015)
Release

In 2013, the Rockefeller Foundation pioneered the 100 Resilient Cities (100RC) project to help more
cities build resilience to the physical, social, and economic challenges in the 21st century.

Wel ington City Council was accepted into the 100RC in December 2014. In March 2017, we released
the Wellington Resilience Strategy, which is available on our website Resilient Wellington -
Wellington Resilience Strategy - Wel ington City Council
  1.  The appointment and role description of the Chief Resilience Officer (incumbent or
successor)

The Chief Resilience Officer role was held from November 2015 until November 2021 (although the
title changed to Head of Resilience in September 2020). We do not currently have a Chief Resilience
Officer or Head of Resilience.

The letter of offer or contract (appointment) for this role contains confidential information specific
to the recipient and their terms and conditions. I am therefore refusing this part of your request
under section 7(2)(a) of the Act.

I have attached a copy of the position description (item two) that was sent out with the job offer
documentation.
  2.  The selection process for the appointment of said Officer

The selection process for the role was in 2015. We are not required to hold recruitment records
back that far and do not have information on the selection process. I am therefore refusing this
part of your request under section 17(g) of the Act as the information is not held.

I can advise that the applicant was an external candidate, who applied for the role in September
2015 and was appointed to the position in October 2015.
  3.  Any agreement between Council and the Officer

The role was a permanent full-time contract, any other contractual details are confidential.
  4.  Any agreement between Council and the Rockefeler Foundation

Please see attached item three.
  5.  Financial support received by Council to hire an Officer

Please see attached item three regarding grant agreement.
  6.  Financing mechanisms to support investment in resilient infrastructure with the private
sector
Council signed off the Building Resilience Fund as part of the 2019/2020 Annual Plan, further
information is available online:  News and information - Deadline extended for Building Resilience
Fund - Wel ington City Council

7.  Technical support for the Officer, including resources for implementing a resilience plan

Being accepted into the 100RC programme gave Wellington access to around $1million of expertise,
logistical help and resources, including:
•  support for appointing a Chief Resilience Officer (CRO) for a period of two to three years
•  support for development of a robust resilience strategy (led by the CRO)
•  management of a peer-to-peer network of member cities that can learn from and help each
other (Resilient City Network)
•  connections to solutions, service providers, and international private and public sector
platform partners who can help Wellington implement the Wellington Resilience Strategy.
Wellington City Council   | 2 of 3

  8.  Assessments conducted using the City Resilience Framework

We used this tool to assess the completeness of initiatives and understand various city systems’
ability to cope with shocks and stresses. We also used it to ensure we had a representative sample
of people and organisations contributing to the development of the strategy. The tool enabled us
to broaden thinking in Wel ington beyond disaster preparedness and recovery and ensure that the
initiatives identified wil  make the best ongoing contribution to building the city's resilience. Given
the wide range of assessments we conducted, if you require information on a specific area of
interest or specific building etc. we can look at providing this to you.
  9.  The inclusion of aboriginal tikanga advisors in consultation and decision-making
processes.
The following people were involved in the Resilience Strategy as advisors:
•  Lee Rahina-August, Port Nicholson Block Settlement Trust
•  Leanna Barriball, Te Rūnanga o Toa Rangatira Incorporated
•  Jo Taite Chief Executive Kaihautu, Ngāti Kahungunu Whanau Services
•  Nicky Karu, WCC (Wel ington City Council)
•  Trevor Himona, WCC

Right of review
If you are not satisfied with the Council’s response, you may request the Office of the Ombudsman
to investigate the Council’s decision. Further information is available on the Ombudsman website,
www.ombudsman.parliament.nz.

Please note, we may proactively release our response to your request with your personal
information removed.

Thank you again for your request, if you have any questions, please feel free to contact me.

Kind regards

Claudia Holgate
Senior Advisor, Official Information

Wellington City Council   | 3 of 3

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Shifting Macro-economic trends / Over Reliance On One Industry
Cities compete globally for increasingly mobile businesses and people. The ever-present risk of a large
earthquake, coupled with Wellington’s economic reliance on government and professional services is our
greatest existing stress.

Wellington is New Zealand’s capital, a stunning and vibrant harbour-side city. But the city also has a major fault
line running through it. Recent severe earthquakes in Wellington and devastating earthquakes in Christchurch
have highlighted the risk of disruption for people, businesses and central government.

The chances of a magnitude 7.5 earthquake on the Wellington fault are is assessed as 10% during the next 100
years. There is are also numerous other fault lines within the region that could impact on Wellington City. To
function, government and professional services are reliant on buildings, power, water and the ability of people to
get to work, and Wellington’s economy is reliant on the money these sectors and people spend here.

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Wellington City is situated at the southern end of the North Island and is the primary land/sea transport portal
between New Zealand’s two principal islands. The Wellington region comprises eight highly interconnected city
and district councils with a combined population of 480,000 people, roughly 11 percent of the national total.
Together they produce 13.5 percent of New Zealand’s GDP.

A magnitude 7.5 earthquake on the Wellington Fault near the city could produce horizontal movement of 4 to 5
metres and up to 1 metre vertical movement. Critical infrastructure servicing the city, including gas, water and
electricity all cross this main fault line and could be disrupted for up to 80 days.

Buildings would be damaged, with multiple fatalities expected and many thousands requiring medical treatment
for injuries. Up to 50,000 people could be displaced from their homes. Tsunamis from water sloshing back and
forth across the harbour are predicted to cause significant damage to the airport and to port facilities (including
the fuel terminal)

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Wellington was shaken by severe earthquakes in July and August 2013, causing considerable damage within the
Wellington CBD, and the evacuation of some residents.
While the CBD was closed and reopened the following day (thanks to a rapid building assessment) residents
were displaced for a much longer period. Pre-planning for displaced families meant disruptions to people's lives
was minimised






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The Wellington Region Emergency Management Office (WREMO), coordinates emerg



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WREMO is a semi-autonomous public sector organisation serving all nine councils of the region.
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2013 - 2018 Regional Civil Defence Emergency Management Plan
Wellington Region ICoE for Community Resilience, part of the UNISDR’s Integrated Research on Disaster Risk
programme.
2014 – Technology and Innovation Award – Use of social media:
http://www iaem com/documents/IAEM-Global-Awards-News-Release-11July2014 pdf
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WREMO provides emergency readiness, reduction, response and recovery services

for the Wellington region.
We work with WREMO as part of a wider stakeholder group that includes local councils, emergency services,
lifeline utilities, District Health Boards, and welfare organisations.
As a key stakeholder, WREMO has already been included in developing this application. We work closely with
WREMO where we can complement and leverage each other’s networks and resources to increase the


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Central Government
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Both Ministry of Foreign Affairs and Trade (MFAT) and Ministry of Civil Defence Emergency Management
(MCDEM) have already been included in resilience baseline planning meetings.

MCDEM provide a Capability Assessment Tool for local officers to assess emergency management capability,
with the next assessment scheduled to take place in January 2015.
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Central Government takes the lead role in matters of national importance such as:







●



the statutory framework for our resilience work
● large-scale infrastructure investments (eg the state highway network)
● Post-event recovery (eg the Canterbury Earthquake Recovery Authority)








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Victoria University School of Architecture – identifying opportunities for Master’s research projects on urban
coastal resilience.

Massey University Joint Centre for Disaster Research – ICoE for community resilience.

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Central to any planning and delivery is the city’s existing network of agencies, groups and organisations that are
already delivering services

and support to local communities on a daily basis. With our established partnerships
and networks,

a Chief Resilience Officer will be well-placed to coordinate and collaborate across layers of

government, and with the community and private sectors to connect to and integrate current work to develop a
Resilience Strategy for Wellington. Our universities are also anchor tenants in the city.
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Yes, we work closely with a range of private sector actors. Some examples include:

• The Council has recently let two five-year contracts with Downers EDI and Leightons Ltd for maintenance and
renewal of roading assets. The contract supports investment in our physical resilience to accommodate natural
processes: climate change impacts, unexpected natural events, and urban activity including population growth
and resource use.
● The Wellington Lifelines Group, where we are working with utility and transport service providers to learn from
each other, understand hazards, interdependencies and best practice for risk reduction, and to coordinate
activities to reduce vulnerabilities.
● GNS Science – The ‘It’s Our Fault’ study looked at the likelihood of large earthquakes for Wellington and their
impacts on humans and the built environment. GNS was recognised with a national award for this work.
● Tonkin & Taylor – Applied research and project support for sea level rise adaptation from the city level to
hyper-local analysis  Sea level rise is an emerging stress for all coastal cities and working closely with New



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Lifelines group - http://www.getprepared.org.nz/welg
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Model D fits with current resilience work best. We’ve been redesigning our resilience programmes since the
Christchurch earthquakes. We'll be drawing on two examples in particular for an overarching resilience strategy
and work programme: first, the establishment of the Council’s Building Resilience office, and second, the
creation of a shared emergency management office between the four cities and four district councils of the
Wellington Region. Both examples have strong political support at their respective levels, and are being
recognised for exemplary work.
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A Resilient Community – Ready and Capable is the vision for the Wellington Region, as approved by the
Region’s Mayors.
The CRO will link stakeholders across local and central government, and business and community to develop
the Resilience Strategy. To be effective, all stakeholders must ‘own’ the strategy, so the process is as important
as the product. The strategy will be regionally integrated, and as the capital city, our work is well-placed to
contribute to New Zealand’s national resilience building efforts.
The CRO will broaden and prioritise Wellington’s resilience building and risk reduction activities to:
● mitigate vulnerability to natural disasters
● connect and empower communities to build their own resilience, and to influence the wider factors impacting
on their resilience (from ‘poor and vulnerable’ neighbourhoods to the Chamber of Commerce)
● synchronise plans and approaches to ensure critical services (lifelines) perform under stress
● identify gaps and actions to incorporate chronic stresses such as climate change and Wellington’s economic
growth challenges










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Chief Resilience Officer
Job Description

Role Title
Chief Resilience Officer
Leadership Group
Strategy & External Relations
Team
Strategy & External Relations Management Team
Reports to
Directly to: Director Strategy and External Relations
Dotted reporting line to the: Chief Executive Officer and Mayor
Term
A two year fixed term contract

Welcome to Wellington City Council
We serve the residents and businesses of the city of Wellington. To ensure we meet their needs we consult and
engage with them on a regular basis and develop our vision and long term plans to meet those needs.

Our vision for the city is articulated in Wellington Towards 2040: Smart Capital.  There are four pillars to this
strategy:
•
People-Centred City

Building a healthy, vibrant, affordable and resilient city with a strong sense of identity and “place”
expressed through urban form, openness and accessibility.
•
Connected City

A city with easy access to regional, national and global networks. Connections will be: physical, allowing
for ease of movement of people and goods; virtual, in the form of world-class ICT infrastructure; and social,
enabling people to connect with each other and their communities.
•
Eco-City

Proactively responding to environmental challenges, taking an environmental leadership role as the capital
city of clean, green New Zealand.
•
Dynamic City

A city with a dynamic centre – a place of creativity, exploration and innovation.    The central city will
continue to drive the regional economy and provide Wellingtonians and visitors alive with unique and
outstanding experiences.

Our foundation values are:
•
Aim high
•
Encourage fresh thinking
•
Deliver what’s right
•
Work together
•
Act with integrity and respect
•
Aspire to zero harm to our staff and customers

Te Tiriti o Waitangi/The Treaty of Waitangi
Wellington City Council is committed to the principles of the Treaty of Waitangi – partnership, participation and
protection - and as such, we work with our iwi partners and the wider Māori community to meet their needs and
aspirations for the city.
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Purpose of the Role
This role has been established in partnership with the 100 Resilient Cities Initiative pioneered by the Rockefeller
Foundation.  The purpose of the role is to lead the development and implementation of a coherent resilience
strategy for Wellington. It will draw on the existing work that the city does, from other agencies across the city,
and be the pivotal connection to the 100 Resilient Cities Initiative. The success of the role will be in the ability of
the incumbent to transition between strategy development and implementation with ease.  The role also creates
a link between Wellington and the other member cities around the world thereby facilitating knowledge sharing
and collaboration between cities on their shared urban resilience building challenges.
Detailed description of Chief Resilience Officer

Purpose of the Role:
The Chief Resilience Officer will work with key stakeholders to develop and implement a comprehensive resilience
strategy for Wellington City.

Key Relationships:
Internal
External
Mayor and Councillors
Residents and Ratepayers
Chief Executive Officer
Wellington commercial organisations
Director Strategy and External Relations
Industry bodies
Chief Infrastructure Officer
Interest groups and NGOs
Other Executive Leadership Team members
Neighbouring councils
Business Unit Managers
Relevant  Central  Government  Agencies,  Ministries  &

Departments
Wellington  Region  Emergency  Management  Office

(WREMO)

IRDR  Wellington  Region  International  Centre  of
Excellence in Community Resilience
Academic institutions and community
Chief Resilience Officer, Christchurch City
100 Resilient Cities (100RC) and the 100RC Network of
member cities
Media

Key Responsibilities
To achieve this you will need to:
As a result we will see:
Strategy and Planning
▪  Maintain an understanding of
▪  A comprehensive and action-
The CRO will develop a
legislative, planning and policy settings.
orientated resilience strategy in
cohesive resilience strategy for
place and under implementation
▪  Develop a comprehensive
the city and coordinate its
understanding of the council’s current
for Wellington.
implementation.
policy, planning and resilience
▪  An evaluation approach and

initiatives.
framework in place for the
resilience strategy.

▪  Work closely with 100RC and
designated Strategy Partner to
▪  Early testing and prototyping of
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Key Responsibilities
To achieve this you will need to:
As a result we will see:

leverage the benefits and services of
key assumptions and initiatives .
the 100RC network and Platform.

▪  Facilitate/participate in city agenda-
setting workshop.
▪  Work across Council business units
and with cross-sectoral stakeholders to
lead the development of a robust,
inclusive, action-oriented resilience
strategy in line with 100RC guidance.
▪  Drive implementation of the Resilience
Strategy including: coordinating efforts
across government and multi-sector
stakeholders; secure funding needed to
implement priority resilience initiatives;
monitor and evaluate implementation
progress.
Thought leadership
▪  Inform the Council’s policy, regulatory
▪  Wellington is seen as a resilient
The CRO will serve as the
and investment decisions with expert
city with the infrastructure,
principal advisor and expert on
advice.
communities and economy to
resilience and guide the
make it attractive to new business.
▪  Apply and adapt 100 RC's resilience
delivery of priority resilience
strategy and practice for Wellington.
▪  Wellington’s position as a key
initiatives for Wellington.
stakeholder in the International
▪  Promote awareness and offer insight

that may advance the understanding of
Centre of Excellence in
resilience planning that are relevant to
Community Resilience is
Wellington.
strengthened.
▪
▪  Leading researchers and
  Coordinate resilience efforts internally
and through stakeholders across
practitioners are attracted to
diverse community sectors and
Wellington and help to accelerate
professional disciplines.
what works.

▪  Be comfortable navigating and learning
new and unfamiliar disciplines quickly.
▪  Be resourceful and willing to
experiment, pursue new ideas, and
take risks.
▪  Be a good and concise communicator.
and confident public speaker.
▪  Lead the development of a
communication strategy for
Wellington’s resilience-building
initiative.
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Key Responsibilities
To achieve this you will need to:
As a result we will see:
Relationship Management
▪  Understand the local setting and
▪  Increased cohesion across
The CRO will build and
establish and maintain engagement
stakeholders, sectors and
strengthen relationships with
from key influencers across diverse
disciplines so that new initiatives
stakeholders in central and
sectors and professional disciplines.
can be taken up quickly where
local government and across
relevant.
▪  Collaborate to share knowledge and
diverse sectors and
identify lessons from diverse
▪  New cross-sector partnerships to
professional disciplines
community sectors and other cities.
implement applicable resilience

initiatives.
▪  Ensure active and inclusive stakeholder

and public engagement throughout the
▪  Access to information needed for
strategy development process.
city resilience.
▪  Serve as primary representative to the
▪  Increased credibility as a city and
100RC Network and initial point of
region to influence government
contact for platform partners
policy settings.
(coordinate with 100RC Relationship
Manager, participate in 100RC Network
calls, conferences, etc.).
▪  Represent Wellington in international
resilience fora (conferences and media)
and be available for technical training
and learning opportunities with 100RC
(including an annual international CRO
Summit).
▪  Monitor and report to 100RC on
progress towards key milestones.
Leadership
▪  Generate energy and enthusiasm for
▪  The CRO working collaboratively
The CRO must be able to
the task within traditional stakeholder
and well regarded by
inspire, influence, and enlist
groups.
stakeholders.
others to drive the
▪  Be a strong team player, with the ability  ▪  Project risks are well managed
development, implementation
to demonstrate emotional intelligence
including stakeholder
and evaluation of the
and sound judgement whilst
expectations.
Resilience Strategy
collaborating and cooperating on
decisions and initiatives.
▪  Work with other leaders and elected
members to deliver on the agreed city
Resilience Strategy.
▪  Coordinate multi-streams of activity to
achieve integrated and holistic
outcomes.
▪  Identify issues or risks, and develop
and implement mitigation strategies.
Health and safety – Leaders
•  Take responsibility for a work
•  A team culture, supported by
will provide visible leadership
environment where hazards and risks
processes and practice, that views
in health and safety systems
can be openly raised, discussed and
health and safety as a critical
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Key Responsibilities
To achieve this you will need to:
As a result we will see:
and practices to assist in the
addressed.
element of business as usual.
achieving of the value of
“aspire to zero harm”
•  Celebrate and reward health and safety
successes; challenge attitudes and

behaviours that don’t support
workplace safety.

JOB REQUIREMENTS – Chief Resilience Officer

Qualifications:
Related tertiary qualification essential

Experience
Strong demonstrable knowledge of and experience in:
•  End-to-end program design, delivery and evaluation for one or more major initiatives
•  Facilitating, influencing, energising and engaging diverse stakeholders, coordinating and executing a project
across multiple sectors or disciplines
•  Local knowledge and understanding with proven knowledge of the local context
•  Ability to navigate and influence Wellington’s political processes
•  A minimum of  10 years’ experience in a related field
•  A sound understanding of resilience principles with expertise in one or more areas of resilience eg. urban design,
infrastructure planning, natural hazards climate change.
•  Leading people outside line-management structures.

Preferred experience:
•  Cross-sector project implementation - Has successfully implemented a major project that required coordinating
with and executing across multiple sectors or disciplines
•  Has experience working in city government, and preferably a strong background in at least one key governance
domain (e.g. transportation, health, social services, economic development, emergency response, planning, etc.)
•  Has successfully delivered on a substantial initiative within Wellington City
•  Has successfully managed a team including both direct reports and peers, as well as consultants or contractors
•  Has served as a representative in learning and discussion forums – ideally in a multi-cultural setting or at least a
cross-sectoral setting.

Necessary skills
•  Excellent writing
•  Public speaking
•  Options analysis.

Leadership competencies
Core competencies define the level of ability required to be a leader

•  Critical thinking – You are intelligent with a depth and breadth of knowledge and are comfortable dealing with
concepts  and  complexity.    You  make  reasoned  and  timely  decisions  without  letting  emotions  influence  the
decision. As a capable and agile thinker you do not intimidate others or get frustrated with the process.

•  Leadership courage –You step up when times are challenging and lead people through this time.  You are a
role model for the culture and values of the Council and you see the strengths and weaknesses of people. You
manage any conflict in a reasoned manner through to an accepted resolution.
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•  Politically  astute  –  You  understand  the  political  context  in  which  the  Council  operates  and  are  sensitive  to
political processes.  Can remain politically neutral while working with complex political situations and understand
the key policies and practices behind the required procedures.  You will work consistently to meet the needs and
expectations of the Mayor, CEO and Councillors.

•  Operational ability – With a focus on value for ratepayers you get things done and eliminate roadblocks.  You
create  strong  teams  of  empowered  people  who  understand  organisational  processes  and  always  look  for
opportunities  for  improvement.  You  are  motivated  to  demonstrate  energy  and  drive  for  yourself  and  others  to
achieve results.

•  Professionalism – you promote and behave in ways that support the culture and values of the Council.  You are
self-aware and accept criticism and feedback positively.  You remain professional even in tough times by being
calm and holding things together. You learn from mistakes and strive for personal development.

•  Energy and drive – You work towards the end goal - not losing sight of it or giving up when faced with setbacks
that may derail the process for achieving results. You are flexible in your approach and those of others and
others approach when working towards required outcomes.  You are motivated to demonstrate energy and drive
for yourself and others to achieve results.

•  Effectiveness for Maori - Understanding and meeting the needs of Māori in the Council’s internal working
environment and in the delivery of services to the Wellington community.

•  Biculturalism and Diversity – Acts in ways that promote an environment of biculturalism, diversity and inclusion
in the workplace.

Delegated authorities:

Disclaimer
The responsibilities above are intended to describe the general nature and level of work required by the incumbent to
achieve the expected outcomes for the job. From time to time, the incumbent may be required to perform duties
outside of these responsibilities as required.

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Figure 1. Organisational Tree with CRO

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Document Outline