Appendix two HNZ00089739.pdf

Health Emergency Plan
2023 - 2026
under The Official Information Act 1982
Our Vision: Healthy, thriving communities
Kia Momoho Te Hapori Oranga
Released

1982
Act
Information
Official
The
under
Released
2
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

Document Control

1.   Approval

This plan is approved by:

Name:
Sarah Mitchell

Signature:

Role:
Acting Group Director of Operations

2.  Distribution

N
umbered hard copies of this document are held:

•  At Tauranga Hospital in the Emergency Operations Centre (EOC), in the Integrated Operations Centre
  (IOC) and in the Emergency Response Trolley
1982

•  At Whakatāne Hospital in the Whakatāne IOC/EOC

•    By the Hauora a Toi Bay of Plenty Emergency Management Planning Team.
Act

A PDF copy will be placed on the Hauora a Toi Bay of Plenty website.


3.  Scope

Th  is plan is to be used during the coordination of an emergency or incident:
Information

•  That involves a serious threat to the health status of the community

•  That involves an increase in presentations to healthcare providers beyond normal capacity

•    That involves a loss of services that disrupts the provision of care
•    When a neighbouring district activates their Health Emergency plan (HEP) or at the request of Te
Official
  Whatu Ora or the Ministry of Health.

The

4.  Contribution to the Te Toi Ahorangi 2030 Toi Ora Strategy

I
n line with the Te Toi Ahorangi 2030 Toi Ora Strategy, this plan outlines how the District Emergency
M
anagement team wil  give effect to Te Tiriti o Waitangi and support Māori communities to attain Toi Ora by:
under

•    Inviting representatives of Te Pare ō Toi to participate in emergency management, response, and
  recovery activities

•  Prioritising Māori health and our iwi partners for support with emergency management and training

•  Supporting the development of Emergency Plans for Marae
Released

•    Supporting the development of emergency management resources in Te Reo Māori
•    Developing emergency management plans that protect tikanga and kawa.

5.  Manual process and records management

Where any si tuation, that results in manual processes being adopted for any period, any paper
record/document that is generated during the period of the manual process must be retained for later
i
nclusion into the appropriate system, in accordance with normal Hauora a Toi Bay of Plenty records
m
anagement process.
EXECUTIVE SUMMARY
This plan will be used to manage any emergency requiring a coordinated ‘health’ response, whether or

not a civil defence emergency has been declared.

3

IN CASE OF ACTIVATION OF THIS PLAN REFER
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

DIRECTLY TO PART 5 – RESPONSE, PAGE 37

The Hauora a Toi Bay of Plenty Health Emergency Plan builds on the experiences of preparing for,
building resilience to, responding to and recovering from a range of hazards within the Bay of
Plenty.  This includes flooding, earthquake, tsunami and technological incidents over the past
decade.

The plan uses a comprehensive, risk-based approach to emergency management, intended to
support all health stakeholders to better understand the risk context they are required to manage
and to deliver services in.  It strengthens the focus on risk reduction to assist all parts of the health
and disability sector of the Bay of Plenty understand they have roles in managing risks to their
services and the communities they serve.

The plan focuses on those risks described in the Bay of Plenty Civil Defence Emergency
1982
Management Group Plan (2018 – 2023) and describes the context in which health emergency
management is planned for within the region.  It also outlines the roles and responsibilities at all
Act
levels of health delivery and the mechanisms, systems and tools used by Hauora a Toi Bay of
Plenty to respond to an emergency event.

The Plan supports an equity approach across the four Rs of reduction, readiness, response, and
recovery.  The plan upholds Mana Atua, Mana Whenua, Mana Moana, Ma
Information na Tūpuna and Mana
Tangata by protecting the whakapapa of all iwi, hapū and hāpori and prioritising continued healthy
relationships in all actions and activities.  The plan seeks to ensure:
Official

•  Al  tāngata whenua can maintain a relationship with their whenua and marae
The
•  Protect sites of spiritual significance to iwi, hapū and hāpori
•  Ensure the proper use of tikanga throughout an emergency response
under
•  Acknowledge and uphold the whakapono of each whanau
•  Uphold tino rangatiratanga for Māori

Released
The appendices provide additional information and practical guidance for the district and the health
and disability sector to support planning activities and provide information on specific aspects of
the district response.  This includes, but is not limited to, incident management team response role
cards, response templates, communication and alerting information and the district risk
management planning process.

4
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

1982
Act
Information
Official
The
under
Released
5
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

link to page 115 link to page 115
Appendix 14: Hauora a Toi Bay of Plenty Emergency Management Risk Management
Planning Process ............................................................................................................................. 115

1982

Act

Information

Official

The

under

Released

10
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

PART 1:  INTRODUCTION
1.1  Purpose of the Plan
The overarching goal of the Te Whatu Ora Hauora a Toi Bay of Plenty emergency management
service is to support the development and maintenance of a ‘resilient health service in the Bay of
Plenty area’.  The Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan (HEP) has
been developed to provide a consistent approach to coordination, cooperation and communication
across the health sector when planning for and responding to and emergency incident.

1.2   Definition of a ‘Health Emergency’
An emergency is an occurrence, actual or imminent, which endangers or threatens to endanger
1982
life, the environment, the economy, critical infrastructure or the health of the public. By their very
Act
nature, the consequences of emergencies are difficult to predict and can happen anywhere, at any
time, with little or no warning. An emergency can vary in scope, intensity and impact. However, we
can ensure that we have an adequate understanding of the nature of hazards that our
communities, health services and partner organisations face and that we are all as prepared for
them as possible. We all have a role to play in building resilience to hazards and reducing
Information
vulnerabilities before, during and after emergencies.

(Source:  National Health Emergency Plan 2015)  Official

The
A regional health emergency is defined as an emergency event with health consequences which
involves the whole region of Te Manawa Taki or when a local District is overwhelmed and not able
to manage the local response without support from regional partners.
under
1.3  Plan Objectives
The Plan has four objectives:
1.
To create a framework to manage a resilient and sustainable health sector during
Released
any potential of significant health emergency
2.
To maintain or restore the health status of the population of the Te Whatu Ora
Hauora a Toi Bay of Plenty’s area of responsibility, following a major incident
3.
To define the responsibilities for control and coordination of the collective response
by the health sector to a major incident or emergency
4.
To define the communication network and procedures for alerting and working with
functioning health service providers in the event of an emergency or potential
emergency
11
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

1.4  The Area to which this Plan Applies
The plan covers the geographical area shown as the shaded areas in Figure 1. The district
includes Waihi Beach in the North but not Waihi township, which is in the Waikato District area.
The district boundary in the Northwest runs along the Kaimai ranges. The district includes Waihau
Bay and Cape Runaway in the East but not Potaka which is in the Tairawhiti District area. The
southernmost towns in the district are Murupara, Minginui and Ruatahuna.

The district serves an estimated resident population of 259,090 (Ministry of Health) with a
catchment area that encompasses 5 territorial authorities.  These include:
•  Western BOP (1,944 km2)
•  Tauranga City (142 km2)
•  Whakatāne District (4,450 km2)
1982
•  Kawerau District (24 km2)
Act
•  Opotiki District (3,090 km2).
For convenience districts are sometimes combined as follows:
•  Western BOP includes Western BOP and Tauranga City
•  Eastern BOP includes Whakatāne, Kawerau, and Opotiki.

Information
The population is projected to grow in line with overall NZ population growth with most growth
occurring in Tauranga City.  Overall, The Western BOP accounts for 77% of the area’s total
Official
population and Eastern Bay of Plenty 23%.  The Western BOP is expected to see the largest
growth in population with the Eastern Bay of Plenty seeing negative growth.
The

The area encompassed by the district is home to a diverse population including large Māori and
rural communities in the Eastern BOP.
under  In the BOP region about a quarter of the population live in
areas of high deprivation. Residents living in more deprived areas may have poorer health
outcomes and may be less resilient to emergencies as they have fewer resources.  Overall, the
District population is markedly overrepresented in high deprivation scores.
Released

The Bay of Plenty is home to 18 iwi and there are 126 marae in the area.

12
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

Figure 1: BOP DHB
area.
1982
Act
Information
Official
The
under
Released
13
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

Included in this district are the Territorial Local Authorities of Tauranga, Western Bay of Plenty,
Kawerau, Whakatāne, and Opotiki (Figure 2).

Figure 2: Territorial Local

Authority Boundaries

1982

Act

Information

1. 5   The Target Audience

Official
This plan is for the health services of the Te Whatu Ora Hauora a Toi Bay of Plenty district that will
The
be exposed to a variety of hazards. Health services need to be aware of the hazards that could
affect the various districts and the potential consequences of them on health services they provide.
Health Service managers will then have the ability to plan appropriately for hazardous events. The
under
plan takes a regional approach and seeks to provide the foundation for helping health providers
work together.

This plan is primarily directed at health providers and their personnel, with a role in Emergency
Released
Management. Other strategic partners include, but are not limited to:
•  Local and National Emergency Management agencies
•  NZ Police
•  Fire and Emergency NZ (FENZ)
•  Ambulance Service
•  Victim Support
•  NZ Red Cross
•  Ministry of Social Development.
14
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

1.6  Structure of the Document

The document begins by describing the rationale and requirements for the plan showing how the
plan is aligned with regional and national health emergency plans. The remainder of the document
describes how Te Whatu Ora Hauora a Toi Bay of Plenty is meeting these requirements through
the four areas of emergency management which are: reduction, readiness, response, and
recovery. These are commonly referred to as the 4Rs of comprehensive emergency management
as outlined below.

(The operational component of the plan is covered in Part 5, Response).

Appendices cover supporting material including glossary of terms, definitions, roles and
1982
responsibilities of health providers, emergency related forms and role cards for responders etc.

Act
1.6.1  The 4Rs

Reduction – Identifying and analysing long-term risks to human life and property from
natural or man-made hazards; taking steps to eliminate these risks where practicable and
Information
where not, reducing the likelihood and magnitude of their impact. (Part 2 and 3)

Readiness – Developing operational systems and capabilities before an emergency
Official
happens. These include self-help and response programmes for the general public, as well
The
as specific programmes for emergency services, utilities and other agencies. (Part 4)

Response – Actions taken immediately before, during or directly after an emergency, to
under
save lives and property, “prevent the spread of disease as well as help communities to
recover and minimise the disruption to health services.” (Part 5)

Recovery – Activities beginning after the initial impact has been stabilised in the response
Released
phase and extending until the community’s capacity for self-help has been restored. (Part
6)

1.6.2  Funding Arrangements

The requirement for Te Whatu Ora Hauora a Toi Bay of Plenty to develop and maintain a
health emergency plan is stipulated in its Crown Funding Agreement. The requirement for
15
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

contracted providers to maintain service continuity plans is stipulated in their funding
contracts with Te Whatu Ora Hauora a Toi Bay of Plenty

During response and recovery activities providers must document their response actions
and keep a record of all costs incurred during response and recovery activities. Costs
should first be billed through normal or pre-arranged funding agreements.

For Te Whatu Ora Hauora a Toi Bay of Plenty incidents, the district will cover the costs of a
major incident up to 0.1% of its allocated budget.  Following that, costs will be recovered via
application to the Ministry of Health or, if relevant, the lead agency.

In order to assist with tracking of costs associated with the response, an emergency cost
1982
centre has been set up by Te Whatu Ora Hauora a Toi Bay of Plenty to be used during an
emergency event. Activation of the Health Emergency Plan will automatically activate the
Act
Emergency Incident cost centre to enable costs to be easily tracked during and following
the incident.

1.6.3  Legislative Requirements and Reference Documents
Information
This Plan meets the requirements placed on service providers by the following:
•  NZ Public Health and Disability Act (2000)
•  Pae Ora (Healthy Futures) Act 2022
Official
•  Health (Infectious and Notifiable Diseases) Regulations 2016
The
•  Medicines Act 1981
•  Health (Quarantine)Regulations 1983
•  Epidemic Preparedness Act 2006
under
•  Civil Defence and Emergency Management Act 2002
•  Civil Defence and Emergency Management Amendment Act 2016 and 2020
•  National Civil Defence Plan Amendment Order 2019
Released
•  Ministry of Health Operational Policy Framework 2021-2022
•  National  Health  Emergency  Plan:  A  Framework  for  the  Health  and  Disability  Sector
(2015)
•  National Health Emergency Plan Infectious Diseases
•  The New Zealand Influenza Pandemic Action Plan (2017)
•  BOP CDEM Group Plan 2018 – 2023 draft 2023 - 2028
•  Burial and Cremation Act 1964
•  Health and Safety at Work Act 2015.
16
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

link to page 60 link to page 61
1.7  Hierarchy of Plans/Integration with other plans
(Figure 3)

a)     The relationship between Hauora a Toi BOP Emergency Management and other
organisations and agencies is illustrated below:

Provides planning support advice and liaises
Represents district-wide health providers with
with district-wide health providers as
the following emergency management groups:
follows:
•  Provides planning templates and advice

Name
What
•  Develops an annual exercise plan and facilitates

Civil Defence Emergency Management
exercises
CEG
(CDEM) Coordinating Executive Group
•  Provides operational support to major incidents

Emergency Services Coordinating
1982
ESCC
Committee

•
Act

Establishes, tests and maintains Hauora a Toi

BOP and provider arm HEPs
HSTLC
Hazsub Technical Liaison Committee
•  Facilitates debriefs and post-incident reviews

Emergency Management Groups (Local
EMGs
Govt)

•  Provides documented reports and follows up on

actions arising
LWCC
Local Welfare Coordination Committees
Information

  LCG
Lifelines Coordination Group

Official
WCG BOP
Welfare Coordination Group

Liaises with other health districts and Te The
Whatu Ora and represents Hauora a Toi BOP

in national activities as appropriate:

Note:  Glossary of Terms can be found in Appendix 1
under
•  Represents Hauora a Toi BOP on the Te

and Definitions in Appendix 2
Manawa Taki DHB Health Emergency
Management Group forum
•  Represents Hauora a Toi BOP at national
meetings
Released
•  Involved with Te Whatu Ora led national
emergency management projects as
able/appropriate
•  Attends special interest meetings as required
(e.g. Volcanic Plateau Planning)

17
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

b)
The fit between national, local, and Civil Defence Emergency Management (CDEM) Te

Whatu Ora and the Ministry of Health planning is illustrated below in Figure 3:

Framework for Health Emergency Management Plans

1982
Act
Information

Figure 3. Framework for health emergency management documents
Official

c)
The National Health Emergency Plan (NHEP 2015) requires Districts to work in regional
The

clusters for the purposes of coordinating the response to a national or regional health

emergency.  The five Te Manawa Taki Districts maintain a regional HEP.  The
under

relationship between Hauora a Toi Bay of Plenty and regional/national health

Emergency Management is illustrated in section 1.9.

1.8  National context
Released

The  Civil  Defence  and  Emergency Management Act designates  providers  of  health  and  disability
services  as  emergency  services  which  are  required  to  be  active  members  of  their  regional  Civil
Defence and Emergency Management Groups. The Act designates responsibility for the provision
of  health  care  services  in  an  emergency,  as  well  as  the  restoration  of  the  health  status  of  a
community.    The  Act  also  requires  Districts  to  actively  engage  with  other  response  agencies  in
planning  and  exercise  activities  and  to  coordinate  the  health  response.    In  addition,  during  and
following an emergency, Districts are responsible for the coordination of Psychosocial Support to the
community in coordination with the Civil Defence Welfare function.
18
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

link to page 64

1.9  NZ Health & Disability Emergency/ CIMS structure

1982
Act
Information
Official
The
under

The Hauora a Toi BOP HEP meets the relevant requirements outlined in the Civil Defence Plan
Released
and is aligned with plans existing inside and outside the health system. Links to and alignments
with other Districts within the Te Manawa Taki region are shown above.
1.10  Health Provider Roles, Responsibilities and Coordination
Arrangements

Details of health provider roles and responsibilities are outlined in Appendix 3. Coordination
arrangements are outlined in part 4 Readiness.
19
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

PART 2:   RISK PROFILE
(An analysis of the natural, social, built and economic environments and their interaction, within
which Te Whatu Ora, Hauora a Toi BOP operates)

2.1.  Overview of Geographical Features

The Bay of Plenty area comprises 12,241 square kilometres of land and 9,509 square kilometres of
coastal marine. The prominent features of the region include:
•  18 offshore islands such as Matakana, Tuhua (Mayor) and Whakaari (White Island-an
active volcano).  Matakana, Rangiwaea and Mōtiti Islands all have resident populations.
•  Mauao & Putuaki (Mt Edgecumbe)
1982
•  A number of harbours, Tauranga, Ohiwa
Act
•  Estuaries including: Maketu, Little Waihi, Whakatāne, Waiotahi & Waioeka/Otara
•  8 major rivers including: Wairoa, Kaituna, Tarawera, Rangataiki, Whakatāne, Waioeka,
Motu and Ruakokore rivers.

Information
2.2  Geology

Volcanism has occurred sporadically within the Okataina Volcanic Zone in the region over the last
Official
seven mil ion years. The BOP has active geothermal features and New Zealand’s most active
volcano, Whakaari. Bay of Plenty lies above an active plate boundary – where the Pacific Tectonic
The
Plate is being sub ducted beneath the Indo-Australian Plate which causes episodic volcanism,
faulting, and earthquakes as evidenced by the Whakaari eruption on 9th December 2019.
under

2.3  Climate

The region has a temperate climate with warm humid summers and mild winters. Winter usually
Released
has more rain and is the most unsettled time of year. In summer and autumn, storms of tropical
origin may bring high winds and heavy rainfall from the east or northeast.

20
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

link to page 21
2.4   Bay of Plenty Hazardscape

The natural and technological1 hazards facing the Bay of Plenty are many and varied, including
active volcanoes, extensive geothermal areas and several earthquake fault lines.  In addition,
flooding, plant and animal disease and large storm inundation events, coastal erosion, storm
surges and tsunami are perceived as threats.

Potential hazards that occur because of human activity include agricultural emergencies; industrial
processes; urban fires; public health crisis; infrastructure failure and hostile acts. Major industries
in the BOP can create hazards as well as being exposed to hazards e.g. large-scale industrial sites
such as the Port of Tauranga, Kawerau and others create the potential for hazardous chemical
emergencies to occur.
1982

The geographic size of the region, coupled with the distribution of rural communities linked
Act
primarily by road, emphasises the need for emergency management systems that consider the
need for self-reliance, while working to a wider co-operative framework.  The region is bisected by
major gas, electricity, and telecommunication grids and rivers.  The district is further challenged by
its boundaries being different to those of the Public Health Unit, Emergency Management Bay of
Information
Plenty (Civil Defence), Fire and Emergency NZ the NZ Police Department and the other
emergency services in the region.

Official
Climate change may have an increasing impact on emergency response with the change in
weather patterns.  Climate change may result in sudden storms that create flooding or storm surge
The
damaging both life and property.  Climate change may also bring prolonged periods of high heat
and drought with the resulting impact to human health.
under

Released

1 Technological hazards are non-natural hazards, namely those hazards created as a result of human activity, that have potential to
create an emergency situation. The line between natural and technological events is not always clear cut, therefore an arbitrary
classification has been made
21
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

PART 3:   REDUCTION
(Activities and measures taken to analyse long term risks to life and property from hazards, in
order to eliminate or reduce the risks as practicable).

Many events have the potential to become a health emergency. These may result in one or more
provider’s being potentially or actually overwhelmed. Each emergency brings its own individual
conditions. Emergency events can escalate to the point where they will impact on the ability of the
health sector to provide health and disability services.

3.1  Identifying and Analysing Hazards
1982

The hazards that have been identified for the region are listed below. It should be noted that this is
Act
a general summary for the hazards in the region and does not identify the unique and specific
levels of risk in different localities within the area covered by the district. Health providers are
expected to conduct a risk assessment for their organisation.

3.2   Hazard Prioritisation
Information
Prioritisation of regional hazards has taken place as part of integrated CDEM planning.
Emergency Management Bay of Plenty (EMBOP) identifies hazards and their priorities based on
Official
the likelihood of them occurring and the consequences.  Hazards in the Bay of Plenty are divided
The
into high, medium, and low priorities as follows:

High Priority Hazards
under
•  Tsunami – local
•  Human pandemic
•  Tsunami – distal
•  Volcanic – local
Released
•  Dam failure
•  Major accident (marine/port)
•  Earthquake – severe
•  Plant and animal pests & diseases
•  Drought*
•  Windstorm (including tornado) *
•  Storm surge*
•  Flooding – river/stream
22
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

Medium Priority Hazards
•  Coastal erosion
•  Lifeline utility failure*
•  Hazardous substances release*
•  Slope instability (landslide, debris flow, slumping) *
•  Civil unrest/terrorism
•  Major transport accident (air road, rail)
•  Flooding – urban/rural*
•  Volcanic – distal
•  Rural fire
•  Volcanic – Caldera unrest
Low Priority Hazards
1982
•  Geothermal
•
Act
  Urban fire
•  Regional deformation (long-term) *

The Bay of Plenty Civil Defence Emergency Management Group Plan identifies hazards most
likely to occur, indicated above by an asterisk (*).
Information

Likely impacts and issues could include:
•  Casualties
Official
•  Public health issues (e.g. water quality, epidemic)
The
•  Building failure
•  Contamination (e.g. chemical)
•  Failure of electricity, gas, water, sewerage, and information technology services
under
•  Failure of critical supplies
•  Public anxiety and panic
•  Social and economic impact
Released
•  Transportation issues (need for/lack of resources)
•  Transportation networks fail/are closed
•  Mental health issues
•  Isolation of patients/clients and staff.

23
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

3.3  Key Partners Involved in Emergency Management
3.3.1  Health Provider Stakeholders
Hauora  a  Toi  Bay  of  Plenty  has  established  two  health  provider  Emergency  Management
stakeholder  groups,  one  in  the  Eastern  BOP  and  one  in  the  Western  BOP,  called  the  Health
Emergency  Response  Key  Stakeholder  Groups.  These  groups  provide  a  forum  for  Emergency
Management, education, advice and discussion to share resources and ideas and exercise plans.
The groups meet every four months and also are invited to provide feedback on the District Health
Emergency Plan. The Emergency Management Coordinator maintains an e-mail contact list of health
providers  within  the  Bay  of  Plenty  in  order  to  forward  Emergency  Management  information  and
Ministry of Health emergency alerts in the event of an incident.

1982
Health providers are contracted to develop, maintain and exercise their plans to ensure that
essential primary, secondary, tertiary, mental health, disability support and public health services
Act
will continue to be delivered and prioritised during health or civil defence emergencies.

3.3.2  Toi Te Ora Public Health Service
Toi Te Ora Public Health Service provides public health services for both BOP and Lakes Districts.
Information
Biannual meetings with the Health Protection Officer designated the Emergency Management role,
the Medical Officer of Health and the Lakes Emergency Management staff ensure plans are
Official
aligned and planning across both Districts is consistent.

The
3.3.3  Te Manawa Taki Health Emergency Management Group
The five District Emergency managers/coordinators within the Te Manawa Taki Region, (BOP,
under
Lakes, Tairawhiti, Taranaki, and Waikato), along with a representative from Public Health, Hato
Hone St John Ambulance and the Regional Emergency Management Advisor from the Ministry of
Health, meet on a monthly basis. This group is working towards a consistent approach towards
Emergency Management, coordination, cooperation and communication across the region.
Released

3.3.4  Bay of Plenty Civil Defence Coordinating Executive Group (CEG)
Local authorities in the Bay of Plenty and Lakes region have united to form the Bay of Plenty
Region Coordinating Executive Group, a legislative group of which Health is a legislated member.
The group provides strategic governance and has the overall legal responsibility for the provision
of CDEM in the Bay of Plenty region. The group is made up of chief executives, or their designate,
emergency services and other organisations who work towards ensuring the effective delivery of
CDEM within the area.
24
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

3.3.5  Primary Health Organisations (PHO)
Three PHOs operate within the Bay of Plenty they are: Western BOPPHO, Eastern Bay Primary
Health Alliance and Nga Matapuna Oranga.  PHOs are represented on the Bay of Plenty health
provider emergency response key stakeholder groups. Work with PHO representatives to
strengthen communications, assist primary care services to develop plans and exercise these
plans is ongoing. The district has a list of emergency contact numbers for the PHOs who provide a
conduit for passing messages to general practices within their organisation during an emergency.
Contact numbers can be found in the health liaison desk files and on the EOC position holder
email contacts folder.

3.3.6  CDEM Welfare Groups
1982
Hauora a Toi Bay of Plenty has a representative on the Waikato/BOP Welfare Coordination Group
Act
as well as local CDEM welfare coordination groups in order to ensure that health issues are
considered in all aspects of planning and response. Toi Te Ora Public Health Service provides
advice and information to Welfare Managers regarding public health for planning and
implementation of welfare services for evacuees.

Information
3.3.7  Hauora a Toi Bay of Plenty Risk Management Planning Process
The Hauora a Toi Bay of Plenty Risk Management Planning process is used to identify the risks to
Official
the district and to assist to develop the various emergency response plans. Appendix 16 outlines
this process.
The

3.3.8  EBOP & WBOP ESCC
under
Hauora a Toi Bay of Plenty has a representative on the EBOP and WBOP Emergency Services
Coordination Committees.

Released
3.3.9  HSTLC
Hauora a Toi Bay of Plenty has a representative on the Hazardous Substances Technical Liaison
Committee for both EBOP and WBOP.

25
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

1982

Act

Information
Official
The
under
Released
26
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

PART 4:   READINESS
(Readiness involves planning and developing operational arrangements before an emergency
happens, including equipping, training and exercising in preparedness for all emergencies
identified, as well as testing and refining systems developed.)

4.1   Development of Plans

All  Te  Whatu  Ora  funded  primary,  secondary,  mental  health,  disability  support  and  public  health
providers must have plans and resources in place that ensure that their emergency responses are
integrated, coordinated and exercised with the District HEP.

1982
The many health service organisations involved in a response need to cooperate effectively on the
Act
day. This requires close collaboration in the planning phase where key individual actions must be
identified.

All healthcare providers contracted by the Te Whatu Ora and Ministry of Health are expected to
develop emergency plans which identify:
Information
•  How the provider as a whole will respond to a crisis at any of its facilities or services; who
has the coordination role; where they will operate from; and where relevant, what the role
and responsibilities are of each department
Official
•  A facility plan, which sets out the structure and process of how that facility will respond to any
The
crisis. Key roles are identified as well as personnel who will fill those roles
•  Action cards, setting out the duties of those key responders, so a considered systematic
under
response is assured no matter who is on site and filling the role when the crisis occurs
•  How the service or facility can provide support to a community emergency

4.2   Plan Duration an
Released  d Amendments

This plan remains current for 3 years from the date of approval. The plan will be subjected to
regular review to ensure that outcomes are being achieved; amendments will be made as
appropriate.   Any amendments to the plan, other than those for supporting documents, will be
notified to all interested parties.

27
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

4.3   Plan Maintenance

The Emergency Management Coordinator will maintain the Plan.  S/he will:
•  Ensure that the Plan conforms to requirements set out by the Ministry of Health
•  Oversee the development, implementation, and maintenance of the Plan
•  Communicate regularly with Bay of Plenty health service provider organisations
•  Liaise  with  the  Ministry  of  Health,  other  health  Districts,  Emergency  Services  and  Civil
Defence organisations
•  Coordinate monitoring and evaluation activities
•  Maintain the web-based aspect of the Plan.

4.4  Plan Monitoring, Exercises and Review
1982

Act
Monitoring and evaluation will take place as follows:
•  The plan or aspects of the plan will be tested by table-top exercise bi-annually.  Following
the completion of each exercise an evaluation will be undertaken and areas identified
requiring improvements will be acted on
•
Information
  Hauora a Toi Bay of Plenty will take part in multi-agency exercises when the opportunity
arises
•  The Emergency Management Coordinator will provide the opportunity for health providers
Official
to test their emergency plans through the stakeholder meetings or individual workshops.

The
4.5   Staff Training and Education

under
Hauora a Toi Bay of Plenty and health providers are required to ensure that staff are trained
sufficiently in order to respond appropriately during an emergency event. BOP District provides:
•  Information to new staff relating to Emergency Management and response procedures as
part of the orientation programme
Released
•  Coordinated Incident Management Systems Level 4 (CIMS4) training for key staff who will
make up the incident management team in order to respond to any emergency event
•  In-house CIMS training updates and the opportunity to take part in multi-agency tabletop
exercises
•  Support for Incident Controllers and Communications Managers to attend CDEM specific
CIMS role training
•  Support for emergency managers to receive emergency management training where
appropriate.
28
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

4.6   Key Considerations in Planning

4.6.1 Vulnerable Communities
The definition of vulnerable populations is broad. Therefore, consideration of all these groups in
the planning process is important.  Vulnerable populations may include but are not limited to
the following:
•  Those with medical conditions that compromise their ability to be able to respond to an
emergency
•  People living with a disability that may either compromise their ability to respond at the
time of an emergency or be exacerbated by the emergency
•  Those who are economically disadvantaged
•
1982
  Infants, children, and the elderly
•  Racial or ethnic minorities especially Māori and Pasifika
Act
•  Those for whom English is their second language.



4.6.2 People and Culture (P&C)
The People and Communications function of Te Whatu Ora Hauora
Information   a Toi Bay of
Plenty are responsible for the local People and Communications business continuity plan
that defines how they will manage staff capability and capacity issues. This will be
Official
undertaken in collaboration and consultation with relevant business functions and teams
(such as incident management team representatives, Health and Safety subject matter
The
experts) during and following an emergency event, in order to operational requirements.

under
P&C will facilitate:
•  Recruitment and redeployment of staff
•  Standard operating procedures, including policies and protocols
•  Liaison with the joint EOC on all employment related issues including supporting the
Released
Incident Controller and Communications Manager to develop consistent and timely
messages to staff members about developments.

BOP District wards and departments are also responsible for maintaining their department
business continuity plans which include staff contact lists for staff call back, essential
services, resources essential to maintain the service, emergency management templates
and instructions on emergency communication equipment i.e., radio telephones.

29
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

4.6.3 Volunteers
Hauora a Toi Bay of Plenty has a number of volunteers, who provide assistance at the
Tauranga and Whakatane Hospital sites. There is potential for these volunteers to be
engaged in assisting during an emergency and if so, will be coordinated through normal
volunteer management processes.

Volunteers utilised will only be those currently registered and orientated to Hauora a Toi
Bay of Plenty and who hold District Volunteer Identification Cards.

Volunteers may be considered for support in the Family/ Whānau Information Centre or on
the ward.  Volunteers should only operate within the scope of their training and must be
supervised.
1982

Currently there are also approximately 46 volunteers coordinated by a St John Ambulance
Act
Volunteer Co-ordinator; these are Friends of the Emergency Department (FEDs) to assist in
both emergency departments in Tauranga and Whakatane Hospitals.

4.6.4 Visitors and Dependents
Information
Provision for visitors and dependents will be coordinated by the social work team.  This is
outlined in their business continuity plan. The district will liaise via the EOC with local
welfare agencies to assist with the young, elderly
Official  or disabled being effectively orphaned or
isolated because of hospitalisation or death of their caregiver.
The

4.6.5 Public Information Management
under
Resources and training for the Hauora a Toi Bay of Plenty Communications Team to assist
with the provision of timely accurate and clear information to those who need it during an
emergency include:
•  Communications staff are encouraged to attend the two-day CDEM Public
Released
Information Management training
•  Communications staff are encouraged to build relationships with Local Authority
Public Information Managers within the district
•  Communications staff also work closely with Toi Te Ora Public Health Service and
the Tauranga Regional Multi Cultural Council to receive advice regarding messages
for culturally and linguistically diverse communities
•  During an emergency Toi Te Ora Public Health Service will provide health
information on their website.  A link will be provided from the district website
30
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

•  Communication staff will monitor social media during an emergency event and
appropriate messages posted.

4.6.6 Agreements with External Health Providers to Increase Surge
Capacity
Te Whatu Ora Hauora a Toi Bay of Plenty has signed a Memorandum of Understanding
(MOU) document with Grace Hospital in Tauranga in order to provide extra surgical
services for a mass casualty or major service failure for Tauranga or Whakatāne Hospitals.
This MOU can be found at:
MOU Grace Hospital

We also have an MOU signed with the following practices to provide extra capacity during a
1982
mass casualty or major service failure at Tauranga Hospital:
•
Act
  Accident & Healthcare located on Second Avenue, Tauranga
•  The Doctors Tauranga located on Devonport Road, Tauranga
•  The Doctors Bayfair located at Girven Road, Mount Maunganui.

The Toi Te Ora Public Health Service Health Protection Officer responsible for Emergency
Information
Management within the service maintains the Quarantine Activation Plan as part of the
public health border/cluster control service.

Official

4.6.7 Flu Clinic/Community Based Assessment Centre
The
In order to respond to large volumes of demand in a significant emergency while
maintaining other health services, Hauora a Toi Bay of Plenty maintains plans to enable
under
activation of either a flu clinic or community-based assessment centres (CBACs)
throughout the region to provide additional primary care capacity. The CBAC Plan can be
found at:
CBAC Plan 2023
Released

4.6.8 Single Point Contact System
The Single Point of Contact system provides 24-hour, seven days a week communication
between Districts their public health units and the Ministry. The system is based on a group
e-mail that the Ministry uses to send messages to a single contact e-mail address within the
18 Districts. Hauora a Toi Bay of Plenty single point of contact e-mails, when received,
generate emails that cascade to a group maintained by IT Services.

31
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

The email generates a text message to the duty nurse managers’ cell phones for both
Tauranga & Whakatāne Hospitals, to ensure Duty Nurse Managers away from their
computers receive the information as soon as possible.

4.6.9 (EACC) External Notifications Procedure
The St John National Emergency Management Team has also set up a single point contact
system with the health Districts, in the form of an electronic paging/text notification to
provide notification of a major incident. Hauora a Toi Bay of Plenty single point contact
message goes to the Tauranga & Whakatāne Duty Nurse Managers and the Emergency
Planners. This system is regularly tested to ensure numbers remain current.

4.6.10 National Reserve Supplies
1982
Hauora a Toi Bay of Plenty stores department maintains the national Te Whatu Ora reserve
Act
supplies of specialist emergency equipment to ensure that it is available if needed. The
stock with an expiry date is used within the hospital and replaced with new stock so that it
does not expire.

4.6.11 Infant Feeding During an Emergency
Information
Te Whatu Ora recognises infants and babies as vulnerable at the time of an emergency
and has prepared the following documents to guide support related to infant feeding for
Official
parents with babies from 0-12 months of age:
•  Ministry of Health position statement: Infant Feeding in an Emergency for Babies Aged
The
0-12 months
•  Feeding Your Baby in an Emergency: For babies aged 0-12 months (for consumers)
under
•  Guide for District Emergency Management Staff: Infant feeding in an emergency for
babies aged 0-12 months
•  Roles and Responsibilities: infant feeding in an emergency for babies aged 0-12
months.
Released
The following website is a link to all four documents:
Infant feeding in emergencies
32
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

4.7   Development of Risk Specific Plans and Operating Procedures

4.7.1 Mass Casualty Plan (Surge Capacity)
Te Whatu Ora defines a mass casualty or surge incident as one in which:
•  there is a serious threat to the health of the community
•  or a disruption in health services
•  or causes (or is likely to cause) numbers or types of casualties that require special
measures to be implemented by responding agencies such as Hauora a Toi BOP,
ambulance services and Te Whatu Ora.

Te Whatu Ora identifies such incidents as being either no-notice events such as:
•  an earthquake
1982
•  an explosion
Act
•  a serious transportation accident
•  a tsunami,
•  or any combination of the above
or a rising tide event in which the onset is slower and sometimes difficult to detect such
Information
as:
•  a large outbreak of a communicable disease
•  or a seasonal trend that includes increasing admissions and declining discharges
Official
resulting in high occupancy and often high acuity occupancy accompanied by
staffing pressures.
The
•  Sustained VRM Red where plans and processes are ineffective.

under
The mass casualty plan along with the IOC Major Incident Emergency Plan, may be
activated in either of the above cases and will require the district to initiate the following:
•  activation of the EOC &/or IOC and an incident management team – depending on
the scope of the event
Released
•  implementation of systems and process for triage, diagnosis and treatment
•  implementation of plans to develop hospital bed and healthcare capacity to sustain
patient care including expansion of specialty care as needed e.g., orthopaedics or
burn care
•  patient tracking capability to support family reunification
•  support to family and whānau
•  information management and communication within the district and with the public.

33
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

Mass Casualty Plan 2021
Integrated Operations Centre Plan 2023

4.7.2 Pandemic Infectious Diseases Outbreak Response Plan
•  Pandemic Response Plan 2022

4.7.3 Multiple Mortality Plan

Multiple Mortality Plan 2021

4.7.4 Operating Procedures for Specific Events
Operating procedures for specific events such as: tsunami, earthquake, volcanic eruption,
severe weather/flooding, IT outage, have been developed and are available in the EOC and
in the Emergency Management work area.  Electronic copies are located within the
1982
following library in DocMan:
Act
Hazard Specific plans

Information
Official
The
under
Released
34
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

4.8   Health Sector Alert Codes

Phase
Example situation
Alert code
Confirmation of a potential emergency situation
that may impact in and/or on New Zealand. For example, a
Information
White
new infectious disease with pandemic potential, early
warning of volcanic activity or other threat.

Warning of imminent Code Red alert. For example, a
possible emergency in New Zealand such as an imported
case of a new and highly infectious disease in New Zealand
Standby
Yellow
without local transmission or initial reports of a major mass
casualty event within one area of New Zealand which may
1982
require assistance from unaffected health Districts

Act

Major emergency in New Zealand exists requiring immediate
activation of HEPs. For example, a large-scale epidemic or
Activation
Red
pandemic or major mass casualty event requiring assistance
from outside the affected region

Information

Deactivation of the emergency response. For example, end
Stand-down
of outbreak, epidemic or emergency.  Recovery activities will  Green
continue.
Official

The
4.9  Roles & Responsibilities by Alert Codes

under
The role of the Ministry in an emergency is national co-ordination of health and disability services.
The Ministry shall also co-ordinate any international response for the health and disability sector, in
partnership with the Ministry of Foreign Affairs and Trade and MCDEM.

Released
The primary response for the management of an emergency lies with the affected local provider,
which may be the local health District, or the regional group if a regional emergency plan is
activated. At each phase of an emergency there are specific actions that need to be taken at the
local, regional and national level.  Table 5.5. page 52 summarises the key roles and responsibilities
at the local, regional, and national level during each alert code.
35
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

link to page 76 link to page 76

4.10  Health Sector Emergency Communication Structure

The formal communication structure used by key health agencies to ensure critical information is
captured and acted on quickly and effectively, including mechanisms to develop and disseminate
critical information both within the health sector and to other organisations involved in the response
is based on the Coordinated Incident Management System (CIMS).

•  Depending on the scope and nature of the event, the District Emergency Operation Centre
(EOC) will be activated. The District EOC is located on the ground floor of the Facilities and
Business Operations (FBO)Building (T.6), at Tauranga Hospital on Clarke Street, Tauranga.
•  The District EOC will be activated when the event extends across the region and ex
1982tends
beyond the Hospital Services scope to have impact within the community.  For example, an
Act
earthquake, tsunami, pandemic.
•  In some cases, the Whakatāne IOC may operate as both IOC and EOC if the event is confined
to the Eastern Bay of Plenty and broader coordination is assessed not to be needed.
•  Local Emergency Services and EOC representatives will provide key sources of advice and
Information
liaison for a health response.
•  A Hauora a Toi BOP Incident Controller will be appointed by Senior Management to
coordinate the health response
Official

•  In a regionally or nationally significant emergency a Hauora a Toi BOP representative
The
(Health Liaison) will be appointed to the local or regional CDEM Emergency Operations
Centres.  A duty card for this role is attached as Appendix 4.1 CDEM Health Liaison
under

•  The Te Manawa Taki region may also stand up to support either a local district or regional
event supporting coordination of resources and information.

Released
•  The Hauora a Toi Bay of Plenty has a list of 100 staff trained to CIMS 4 level to call on to
undertake the CIMS roles during an emergency.  This list can be found at:
CIMS Trained Staff

Section 4.2 shows the district’s Incident Response Structure. Job Cards for the Response
Controller, Logistics, Media and Communications, Planning and Intelligence Coordinator,
Operations, Liaison, EOC manager, Administration Support, Recovery Manager, Safety Manager,
Welfare Manager and Māori Liaison are attached in Appendix 4.

36
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

   •  Information will be communicated to the staff, services and health providers within the
region via the internal communication systems and the health provider Emergency
Management stakeholder group e-mail or via representative members such as the PHO
managers.

•  All health services including ambulance, secondary, mental health and disability services
will prioritise their services according to their plans and the situation as well as
communicate any changes of service / issues to the district EOC.

•  If further prioritisation is required decisions will be made in the EOC in collaboration with
senior management and a Technical Advisory Group (TAG).  This group is established with
representatives from affected services, specialists, a Medical Officer of Health etc specific
1982
to the emergency situation and will assist to inform the overall coordination of health
services during the event.
Act

•  Non-essential health services, including outpatient clinics and elective surgery may be
postponed in order to increase capacity for a surge in demand and to enable staff
deployment to areas of increased need.
Information

4.11  National Health Coordination Centre (NHCC)
Official

Ministry of Health may activate the NHCC in code yellow or red in order to coordinate the response
The
at a national level. NHCC are responsible for monitoring the situation, revising and communicating
strategic actions for response as appropriate and approving/directing distribution of national
under
reserve supplies when required. NHCC also provides clinical and public health advice, carries out
national public information management activities and manages liaison with other government
agencies as well as advice on recovery planning.

Released
4.12  Alternative Communication

Alternative communication in the event of internet/computer failure includes:
•  Radio links with CDEM Group, and local CDEM EOCs in the DHB EOC (directions for use
in the IMT desk file).
•  CDEM VHF radios at Tauranga EOC, Tauranga telephony, Whakatāne Incident Operations
room and Te Kaha Medical Centre.
•  UHF portable radios available at Tauranga and Whakatāne Hospitals
•  Base unit satellite phones have been installed in the.
37
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

o  EOC
o  At Whakatāne Hospital – location to be confirmed
o  Toi Te Ora Public Health Service 510 Cameron Road
            (directions for use in the IMT desk file)
o  Te Kaha Health Centre
•  Portable satellite phones are also located in the EOC and the Toi Te Ora Public Health Service
Rotorua Office.
4.13  Public Information Management

Managing the media and public interest will be a significant challenge to all agencies.  The
objectives of public information management includes:

1982
•  Providing timely, accurate, culturally appropriate and easy to read information (general,
Act
advice or instruction) to the public in times of emergency.
•  Building public confidence to inform and protect the community.
•  Promoting the effective management and coordination of public information between
government agencies, emergency services, CDEM groups, the media and the public.

Information
Te Whatu Ora is responsible for communicating with the media on national health issues during a
health-related emergency and oversight of all health-related media communications. The District
Communications team will coordinate significant information releases approved by the incident
Official
controller and coordinated with the local CDEM communications manager and Te Whatu Ora.
The

Medical Officers of Health under the special powers (listed in the National Health Emergency Plan
(NHEP)) may also issue media statements in an emergency. It is expected that the Medical
under
Officers will liaise with the Te Whatu Ora prior to releasing media statements.

Released
38
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

4.14  Websites

In an emergency the following websites may have specific information, they include:
•  Te Whatu Ora
•  Ministry of Health
•  Toi Te Ora Public Health
•  Ministry of Civil Defence
•  Environment Bay of Plenty
•  Meteorlogical Service
•  Automobile Association
•  Waka Kotahi

1982
4.15  BOP region radio station frequencies

Act

In an emergency the radio may be the main source of information:

o  National Radio 101.0 FM and 819 AM
Whakatāne - 101.7 FM
Information
Rotorua - 1188AM and 101.5 FM
o  Newstalk ZB
Tauranga – 1008 AM
Official
Rotorua – 747 AM
The
o  Classic Hits
Tauranga & Eastern Bay of Plenty - 95.0 FM
Rotorua - 97.5 FM and 90.9 FM
under
o  More FM
Tauranga - 93.4 FM
Rotorua - 95.9 FM
Released
o  Radio Live
Bay of Plenty - 1107AM

o  1XX
Whakatāne, Opotiki, Kawerau and Edgecumbe – 90.5 FM
Ohope Beach - 92.9 FM


39
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

4.16  Primary Care Management

PHOs are invited to have a representative on the Technical Advisory Group which advises the
Incident Management Team, to ensure that primary care are represented and supported to enable
them to continue to provide their services during the response phase of any emergency event.
Representatives assist in monitoring the situation and disseminating information to and from the
EOC to their respective practices. The district also employs a GP Liaison who would be involved in
any response and who manages Bay Navigator, a web-based tool available to general practice to
disseminate information and provide clinical reference material.

4.17  Communicating with Local Emergency Agencies 1982

Districts are responsible for communicating directly with other local emergency agencies that may
Act
be involved in the response, including CDEM groups, ambulance, police and fire services.

Formal liaison should be established for local or regional response. This includes the provision for
a health liaison representative at the group and local CDEM EOCs. The liaison will communicate
Information
and disseminate interagency information with the EOC.

The CDEM health liaison representative desk file including role card and communications
Official
equipment is available in a series of grab bags located in the EOC.

The
During a health led incident the EOC should provide for accommodation of a CDEM liaison
representative at the EOC.   under

4.18  Welfare Arrangements and Psychosocial Recovery

Released
The CDEM Group is responsible for the coordination of welfare services through the Welfare
Coordination Group.  The implementation of welfare arrangements through the coordination of
resources and facilities will be managed through the CDEM Incident Controller, local and/or group
welfare managers.

The Ministry provides strategic advice and guidance to the Government, CDEM agencies and the
health and disability sector through the Office of the Director of Mental Health.  The Ministry will
represent the health and disability sector on the National Welfare Coordinating Group.
40
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

It is expected that Districts will lead the wider local groups responsible for delivery of services that
meet the psychosocial needs of a community after an emergency.  It is expected Districts will be
represented on welfare coordinating groups to provide advice, guidance, and coordinate
psychosocial support in the community during recovery.

Hauora a Toi Bay of Plenty is responsible for:
•  Coordinating a regional health response including health personnel
•  Activating the Hauora a Toi BOP Psychosocial Plan
•  The assessment of health and disability requirements
•  Working collaboratively with support agencies to coordinate delivery of relevant welfare
functions to meet community psychosocial needs
1982


Act

4.19  Health and Safety of Employees


Health and safety of the employees is pivotal to a successful response, this includes consideration
Information
of:
•  Physical
•  Mental health
Official
•  Social wellbeing
•  Maintaining a safe environment. The

The Health & Safety role in the IMT will be responsible for ensuring all practical steps are applied to
under
the general duties that are carried out by staff and volunteers during an emergency as outlined in
the Health and Safety at Work Act 2015. This includes, but is not limited to, ensuring the
employees and other people where appropriate have access to:
•  Risk management of any new or emerging risks or hazards
Released
•  Incident investigation of reported incidents or near misses
•  information, policies and procedures relevant to implementing the HEP
•  Advise and assist decontamination requirements
•  supplies for treatment of anyone who may be exposed to infectious diseases, e.g. antibiotics
or tamiflu
•  facilities to ensure their physical and mental wellbeing throughout the response phase
•  any other protective measure that is practical to provide.

41
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

In order to reduce the impact of the response on staff welfare, health worker shifts should be
limited to 12 hours and staff should be rotated between high, medium and low-stress areas; and
sufficient relief teams should be provided.

Employees have the right to refuse to perform work if they believe it is likely to lead to their
suffering serious harm. Their belief must be on reasonable grounds, and they must have attempted
to resolve the matter with their employee.

4.20  Care of the Deceased

The Hauora a Toi Bay of Plenty Multiple Mortality Plan outlines the processes that will be used
1982
during an emergency when workload exceeds the ability for the conventional funeral activities.
An electronic copy of the plan is located at:
Act
Multiple Mortality Plan

Information
Official
The
under
Released
42
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

PART 5:
RESPONSE
(The actions taken immediately after the recognition an emergency is taking place or is
imminent, during, and after an emergency as well as working towards to recovery of
affected communities).
5.1   Activation Trigger for the HEP

All or part of this plan will be activated when a local, regional or national incident meets the
definition of a ‘health emergency’, that is when usual resources are overwhelmed or have the
potential to be overwhelmed in a local, regional or national emergency.

All providers can activate their HEP in these circumstances. Districts can activate both local and
1982
regional HEPs and the Ministry can activate the National Health Emergency Plan (NHEP). The
Ministry can also require Districts to activate their local and regional plans once the NHEP has
Act
been activated.

5.1.1 Criteria for activation of the Hauora a Toi HEP
The Plan will be activated when:
Information
a)  there is a serious threat to the health status of the community, such as:
•  expected influenza epidemic/ pandemic
•  predicted volcanic ash fall
Official
•  major flooding  The
Notification of these threats will most likely be via either MoH or CDEM

b)  there is the presentation to a healthcare provider of more casualties or patients than
under
they are staffed or equipped to treat, of which the cause may be:
•  major transport accident
•  hazardous substances spill resulting in many casualties
•  earthqua
Released  ke resulting in many casualties
•  tsunami

c)  there is the loss of services which prevent healthcare facility(s) from continuing to care
for patients e.g.
•  extended loss of electricity, loss of water supply, loss of wastewater service
•  transport strike resulting in non-delivery of critical medical supplies
•  industrial action
43
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

•  major weather event causing casualties or disrupting provision of health
services (flooding landslides etc.).

Notification of these events will most likely be from the Incident Controller of the health
service provider, or emergency service.

5.1.2 Procedures for Activation of the HEP
The initial alert for personal health incidents may be signaled through the Tauranga or
Whakatāne Duty Nurse Managers, the GP or PHO Liaison Manager, or the Public Health
Service. The Initial alert for a public health incident may be signaled through the on-call
health protection officer or the on-call medical officer of health.
The Duty Nurse Manager is instructed to:
1982
1.  Notify the Senior Manager on call
Act
2.  Take control until the Senior Manager assumes control
3.  Begin the incident log
4.  Begin the communication process (see notification list page 46)
5.  Senior Manager signs authorisation for activation of the HEP.
Information
Official
The
under
Released
44
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

Emergency Notification

Duty Nurse Manger arranges notification of relevant personnel using the Emergency
Notification List (page 46) as a guide.

1.
Consider all communication options.

2.
Notification message to include:
•  Details of the emergency
•  Which stage of the emergency plan has been activated
•  Where the support is required
1982
•  What support is required
Act
•  When the support is required
•  Where to report and to whom
•  Likely hazards that may be encountered en route.

Information
3.
Notification must be acknowledged with date and time of acknowledgement recorded.

4.
Established Email Group - Emergency Incident Notification includes:
Official
•  Duty Managers
The
•  Occupational Health & Safety
•  Single Point Contact forward.
under
5.
Quickly establish a battle rhythm
•  Establish a working incident management team.  Role cards are available in appendix
5.  Role jerkins are stored in the EOC
Released
•  Establish regular briefing times (mandatory for key CIMS roles) – briefing template can
be found in the desk file
•  Establish action planning and situation reporting cycle.

See page 51 for ongoing communication process
45
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

Emergency Notification List
Consider the following for notification

Incident:

Date:                    Time:

Form completed by:

Details to be advised to staff called in:
•  Where to report:
•  Time required:
•  Who to report to:
•  What to bring:

•
1982
  Likely hazards that may be encountered en route:

Hauora a Toi Bay of Plenty Internal Notification
Act
To be notified
Method of
Notified
Received/
notification
date/ time
acknowledged
Name
Position
date/time
  Telephony

  Senior manager on call

Information
  Acting Group Director of Operations

  Medical Officer of Health on call

  IOC Manager

Official
  Hospital Operations Manager Tga

  Hospital Operations Manager Wkh

The
  Duty Nurse Manager Tga

  Duty Nurse manager Whk

  Orderlies

under
  Security

  Operating Theatres

  ICU/ACU

  Radiology Manager

Released
  Laboratory – Path Lab on call

  Pharmacy – On call Pharmacist

  Shift Leaders / CNMs

Whakatane +/- Tauranga
  Allied Health: Social Work,

Physiotherapy, Occupational Therapy
Team Leads
  Cluster Nurse Leaders

  Bureau - Nursing

  ED Senior Medical Staff

46
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

  Medical Physician on call

  Senior Doctors on call

  Relevant Junior Drs on Duty

  Infectious Diseases Consultant

  On Call Facilities Manager- FBO

  Kitchen and Cleaning

  Cluster Business Leaders

  GP Liaison

  Emergency Management Team

  Purchasing Department (Stores)

  Director of Nursing

  GM Te Pare ō Toi

  GM Facilities & Business Operations

1982
  GM Planning & Funding

Act
Chief Information Officer

  Communications Manager

  People and Culture

  Allied Health/Scientific

  Te Manawa Taki Regional

Coordination Centre
Information

Official
The
under
Released
47
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

EOC Activation

Duty Nurse Manager acts as
Incident Controller until senior
manager assumes the role, or
assumes control
Arrange for activation
Senior Manager
of the EOC
authorisation for
activation of plan
Appoint Incident Management Team (IMT)
roles:
1982
•
Communications
•
Operations
•
Logistics
Act

•
Planning & Intel igence
Senior Manager
•
EOC Manager
appoints Incident
•
CD Liaison if required
Controller
•
Health & Safety
•
Technical Advisory Group
•
Māori Liaison
•
Information
Welfare Manager
•
Recovery Manager
Carry out tasks on Duty
Official Card to respond to the
incident
The
under
Released

48
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

5.1.3 Alternative Location for the EOC in Tauranga
If the EOC is inaccessible there is an Emergency Response Trolley located in the Tauranga
Hospital front reception area next to the fire control panel. This portable cupboard contains
CIMS team personal equipment (role cards, desk files etc) plans, stationery and emergency
equipment including extra torches, headlamps, radio. This equipment will enable
responders to set up an EOC in an alternative location that is safe and accessible. There is
also an emergency response trolley located at Whakatāne Hospital.

5.2
Hauora a Toi Bay of Plenty Response Structure

1982

Act
Information
Official
The
under

Released

49
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

5.3   Te Whatu Ora Communication Processes

Alert Level
Communications

Code White
Te Whatu Ora communicates with the following, advising them of
(Information phase)
the situation:
1.  District Group Directors of Operations
2.  District ‘single point of contact’
3.  Public Health Services

Code Yellow
•  CIMS structure activated in Te Whatu Ora.
(Standby phase)
•  Communication initiated to Districts’ ‘single point of contact’ to
prepare to activate regional CIMS structures

1982

Code Red
•  Te Whatu Ora directs activation of Regional CIMS structures.
Act
(Activation stage)
•  Communication  is  now  with  the  four  Regional  Coordinators
(Regional Coordinators have established communication with
District EOCs).

Code Green
Te  Whatu  Ora  advises  ‘stand  down’  in  respect  of  the  Regional
Information
(Stand down phase)
CIMS structures.

Official

The

under

Released

50
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

5.4   Hauora a Toi Bay of Plenty Communication Processes

Information from Te Whatu Ora
Tauranga/
Public Health Alert
Whakatāne
Regional/Local CD emergency
Public Health
Hospital Duty

Service
Nurse Manager

•
PH Comms plan to ensure

IOC Manager
information forwarded to the
•
Tauranga Hospital
All to ensure
following (as appropriate/the

Operations Manager
Team
situation dictates):
•
Whakatāne Hospital
communications
•
Operations Manager

MOsoH

•
processes are in
•

Telephony

Senior Hauora a Toi
•
place for further
BOP Managers

Opotiki HC & Murupara

HC, Te Kaha Health Centre
dissemination of
•  PH Staff
•
Community Services
•  Emergency
information.
•
Mental Health
Management Service
•
1982

Infection Control Team
•  Border Nurses (when
•
Health & Safety Team

relevant)
•
ID Physician
•
Act

Other PH Services
•
Laboratory
Emergency
•
•

Other MOsoH

ED Seniors (al  hospitals)
Management
•  Education sector (where
•
Emergency Management
Service
relevant)

Service
•
Radiology
to ensure
•
Pharmacy

information
•
GP Liaison

forwarded to the
following as
Information

appropriate/the

situation dictates:

•  Te Manawa Taki Regional Emergency Management Advisor
Official

•  0800 GET MOH – 0800 611 116

•  Media & Comms

•  Commissioning alert Māori Health Services & DHB Runanga Representatives
The
•   St John
•   PHOs & Primary Providers (GPs Pharmacies/A& M Services rest homes), disability & MH services via
stakeholder groups

•  Private Labs
under

•  Tauranga & Whakatāne Airports

•  Port of Tauranga

•  Other Te Manawa Taki health districts

•  External Health Providers (e.g. non-government organisations, Private Hospitals, Iwi Providers, Red
5.1.3 Health Sector Alert Codes
Cross Cancer Society etc)

•  Police
Released

•  District and Regional Councils – Tauranga City Council, Group CDEM, Eastern BOP CDEM

(Whakatāne, Opotiki, Kawerau) Western Bay Operating Area

•  Other External Services as required.

Te Whatu Ora has developed alert codes, the purpose of which is to provide a system of communication for
an emergency that is easily recognised within the sector. These alert codes are issued via the Single Point of
Contact system.

51
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

The following alert codes outlined in 5.5 below have been adopted for use by the health and
disability sector at district, regional and national levels. Other government agencies may choose to
align their agencies’ response to a health-led emergency to the health alert code structure;
however, this is not a requirement.

5.5   Key Roles and Responsibilities at the Regional and District
Level
Phase/
Regional Responsibilities
District Responsibilities
Alert code

All Alert Phases
•  Coordinate the regional health
•  Coordinate and manage the health sector
response.
response in its particular areas.
•  Liaise between the Ministry, District
•  Liaise with other agencies at the local level and
groupings and other agencies’ regional
within the region.
emergency structures.
•  Provide the region and the Ministry with
1982
•  Coordinate intelligence-gathering and
required information.
tasking in the region.
Act
Information
•  Not activated in code white.
•  Monitor situation and obtain intelligence reports
(code white)
and advice from Te Whatu Ora.
•  Advise all relevant staff, services and service
providers of the event and develop intelligence.
•  Liaise with Te Whatu Ora regarding media
statements.
•  Review local and regional HEPs.
Information
•  Prepare to activate emergency plans.
•  Liaise with other emergency management
agencies within the region.
Standby
•  Not activated in code yellow.
•  Prepare to activate District emergency
Official
(code yellow)

operations centre.

•  Identify the need for and appoint an Incident
The
NB
Management Team (IMT).
In some circumstances a single regional
•  Prepare to activate regional coordination
coordination team may be activated
•  Advise and prepare all staff, services and
without the national plan moving to the red
service providers.
under
phase. This may occur when a health-
•  Manage liaison with local agencies.
related emergency is localised and likely to  •  Monitor local situation and liaises with Te
remain so or when Te Whatu Ora
Whatu Ora
considers activation of the NHEP is not
•  Prepare to activate flu clinics/CBACs and triage
currently required.
as necessary.
NB in certain types of emergencies (such as
Released
pandemic) public health services may fully
deploy whilst clinical services remain on
standby to provide assistance if required and
mount a clinical response.
Activation
•  Activate regional incident management  •  Activate District EOC.
(Code Red)
structure and identify a regional
•  Activate District DHB primary, secondary and
coordinator.
public health service response.
•  Coordinate the regional health
•  Liaise with other agencies at a district level
response.
•  Activate Flu Clinics/CBACS and triage as
•  Communicate with the Ministry,
necessary.
regional Districts and other agencies’
•  Provide regional coordination centre with
regional emergency structures.
District/community health intelligence.
52
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

•  Coordinate regional intelligence
•  Appoint a recovery manager
gathering.
Stand-down
•  Stand down regional coordination.
•  Stand down District EOC.
(code green)
•  Participate in debrief.
•  Stand down IMT.
•  Update plans.
•  Focus activities on health recovery issues in
the region.
•  Facilitate debriefs.
•  Provide management and Ministry with
information following debriefs.
•  Update plans.

1982
Act
Information
Official
The
under
Released
53
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

5.6  Planning for Recovery

Recovery activities commence while response activities are in progress. As directed in the NHEP
the Districts will implement plans for recovery after the initial impact of the emergency has been
stabilised. Appointment of a recovery manager should occur in the response phase. The
responsibility of the recovery manager is to ensure that early planning is acted on in order to
restore essential health and disability services as soon as possible.

5.7  Standing Down the HEP

The date and time of the official stand down or deactivation of an emergency response, will be
1982
determined by either the local or regional agency in consultation with the Ministry. Some basic
Act
points that should have been passed before deactivation can be declared are:
•  The emergency response role has concluded, BAU activities can return to normal
•  Services can manage activities that resulted from the emergency action as part of BAU
•  The immediate physical health and safety needs of affected people have been met
•  Essential health and disability services and facilities have been re-established and are
Information
operational
•  Immediate public health concerns have been satisfied
•
Official
  It is timely to enter the active recovery phase.

The
When Te Whatu Ora is satisfied, it will issue a code green alert to signify the end of the response.


under
Released
54
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

link to page 107
PART 6:   RECOVERY

(Activities that begin after the initial impact of the incident has been stabilised and extends
until normal business has been restored.)

Recovery is a developmental and remedial process encompassing the following activities:
•  Minimising the escalation of the consequences of the disaster
•  Rehabilitating the emotional, social and physical wellbeing of individuals within communities
•  Taking opportunities to adapt to meet the physical, environmental, economic and
psychosocial future needs
•  Reducing future exposure to hazards and their associated risks
1982
•  Coordination of the key activities between the main stakeholders.

Act
Recovery arrangements include those activities that address the immediate problems of stabilising
the affected community and assure that life support systems are operational.  The recovery
arrangements in this plan focus on facilitating and coordinating the short / medium term disaster
recovery activities for affected community / communities to a point where:
Information
•  The immediate health needs of those affected have been met
•  Systems have been established / re-established to assist individual and community self-

sufficiency
Official
•  Essential services have been restored to minimum operating levels.
The

See Appendix 15 for Recovery Action Plan Template.

under

6.1   Recovery Arrangements

Recovery activities will incorporate (as required):
Released
•  Overseeing the physical reconstruction of facilities
•  Reviewing key priorities for service provision and restoration
•  Financial implications, remuneration, and commissioning agreements
•  Staffing and resources to address the new environment
•  Socio-economic effect of the incident on staff and the health providers
•  Very Important Person (VIP) visits
•  The district’s role in funerals, memorials and anniversaries
•  Staffing levels, welfare and resilience
55
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

   •  Ongoing need for assistance from other Districts or other agencies
•  Equipment and re-stocking of supplies
•  Liaising with and supporting external health providers.

Once into the medium term the recovery manager may see benefit in identifying long term needs
including:
•  Mid-long term community support and medical services
•  Long term case management
•  Long term public health issues.

Psychosocial recovery

1982
Recovery encompasses the psychological and social dimensions that are part of the regeneration
of a community.  The process of psychosocial recovery from emergencies involves easing the
Act
physical and psychological difficulties for individuals, families / whanau and communities, as well
as building and bolstering social and psychological wellbeing.  Psychosocial support is therefore an
important issue to incorporate into recovery planning.  Psychosocial support ensures an
individual’s emotional, spiritual, cultural, psychological and social needs are addressed in the
Information
immediate, medium- and long-term recovery following an emergency.  This includes those who
may be providing psychosocial support services as well as those who may be receiving them.

Official
Psychosocial recovery planning is intersectoral in nature, requiring coordination between agencies
at national, regional and local levels, and spans all the phases of emergency management,
The
including planning.

under
Hauora a Toi Bay of Plenty Emergency Management Team and representatives from Te Pare o
Toi, the Mental Health and Social Work Services and Public Health will work with CDEM Group
and local welfare managers to maintain their plan for the coordination of the delivery of
psychosocial support services within the region.
Released

The Recovery Manager will work to assure that Hauora a Toi Bay of Plenty workers have the
opportunity for debriefing and ongoing support through EAP services.

56
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

link to page 91
6.2     Recovery Manager

The Group Director of Operations will appoint a Hauora a Toi Bay of Plenty Recovery Manager
and/or a Health Recovery Liaison Officer. A duty card for Recovery Manager is attached as
Appendix 4.9

Recovery activities will be physically implemented at a local level, while the Hauora a Toi BOP
Recovery Manager will affect the coordination of region wide and external resources to meet the
local need.  Health will work with a large number of other agencies during the response and
recovery phases.
The need for a local approach to implementing recovery ‘on the ground’ is necessary partly
because of the geographical spread of the region and partly because of the disparate nature of the
1982
communities likely to be affected.
Act

6.3   Evaluation of the Emergency Response

Te Whatu Ora and the Districts are responsible for conducting debriefings and an internal review of
their plans following an incident, exercise or activation of the HEP.
Information

The aim of the debriefing is for staff to communicate their experiences of a particular exercise or
Official
incident, so that lessons can be identified, and plans can be modified to reflect those lessons and
best practice.
The

Debriefing is a quality improvement activity that also provides an opportunity for the organisation
to:
under
•  Thank the staff
•  Provide positive feedback
•  Improve the performance and the ability to respond to a future event, rather than assign
Released
blame
•  Inform update of plans and processes
•  Acquire additional resources to support future responses.

Debriefings are subject to the Official Information Act 1982, and privacy principles apply.

Consideration should be given to the community’s need for debriefing, which wil  be dependent on
the type and scale of the emergency. District public health units, PHOs and other health providers
may be actively involved.
57
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

6.4   Types of Debrief

6.4.1 The hot or immediate post-event debrief
A hot debrief is to be held immediately after the incident or after the shift is completed to

allow for rapid ‘off-load’ of a variety of issues. They provide a forum to address key health

and safety issues.

The person who communicates the stand-down within the organisation is to ensure that an

initial debrief is held immediately.

The debrief should be attended by all key staff involved in management of the incident

and those who will assume responsibility for any ongoing management of any affected
1982

services.  At a minimum the hot debrief should include discussion on:
•  The identification and management of matters that need to be addressed urgently
Act
•  The management of extraordinary measures that need to remain in place
•  The restoration of a response capability
•  The process for the cold debrief and/or the multi-agency debrief (see below)
•  The process for reporting the hot debrief. Information

6.4.2 The ‘Cold’ or Internal Organisational Debrief

The cold debrief is held within four weeks of the incident. If the incident continues to be
Official

managed over the medium or long term it may be necessary to hold regular internal
The

organisational debriefs at key milestones. They address organisational issues rather than

personal or psychosocial issues and focus on strengths and weaknesses as well as ideas

for future learning.
under

6.4.3 The Multi-agency Debrief
The multi-agency debrief is to be held within six months of the event whenever more than
Released
one agency is involved in the event. If the incident continues to be managed over the
medium or long term it may be necessary to hold regular multi-agency debriefs at key
milestones.  The debrief should focus on:

•  effectiveness of inter-agency coordination
•  address multi-agency organisational issues
•  strengths and weaknesses
•  ideas for future learning.

58
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

Following debriefing, reports should be compiled which should be disseminated to

participants, along with providers or agencies that may benefit from the information

gathered and lessons learned from the debriefing.

6.5   Reviews

The report from debriefings should be reviewed by recipient participants and agencies in order for
review and subsequent actions that may require inter-agency collaboration to progress.
The purpose of the review is to:

•  analyse the plans and arrangements in place at the time of the event
•  evaluate the actions of participants and their responses
1982
•  identify areas for improvement.
Act

Following review, the plan is to be revised taking review findings into account.  New plans will then
require testing and validating by exercise to ensure lessons learned have been effectively applied.

Information
6.6  Financial Arrangements

Official
Hauora a Toi BOP will ensure that an expenditure management system will have been put in place
during the management of the incident allowing a transparent tracking of emergency expenses.
The
The logistics manager records and tracks resources/expenditure on a master sheet. The district
will cover the costs of the response in alignment with arrangements for government financial
support for emergencies set out in the O
under  perational Policy Framework (OPF).  These provisions
apply whether or not there is a state of emergency in force.

Released
59
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

Appendix
Page
1
Glossary of terms for the Hauora a Toi Bay of Plenty Health
61
Emergency Plan
2
Definitions
62-63
3
Key Roles and Responsibilities in an Emergency
64-75
4
CIMS Role Cards
76-95
5
Communication Tree
96
6
St John Notification process
97-98
7
Incident Action Plan
99-100
8
Major Incident Log
101
1982
9
Major Incident Situation Report
102-103
10
EOC Staff Sign in Sheet
104
Act
11
Authorisation for Activation of the HEP
105
12
Authorisation for Deactivation of the HEP
106
13
Template for a Recovery Plan
107-114
14
Risk Management Planning Process
115
Information
Official
The
under
Released
60
Te Whatu Ora Hauora a Toi Bay of plenty Health Emergency Plan

Appendix 1: Glossary of Terms for the Hauora a Toi BOP Health
Emergency Plan

Abbreviation
In Full
4R’s
Reduction, Readiness, Response, Recovery
CD
Civil Defence
CDEM
Civil Defence Emergency Management
CDEMG
Civil Defence Emergency Management Group
CEG
Coordinating Executive Group
CIMS
Coordinated Incident Management System
CISD
Critical Incident Stress Debriefing
EMC
Emergency Medical Centre
EMG
Emergency Management Group
EMOG
Emergency Management Operations Group
EOC
Emergency Operation Centre
1982
ERT
Emergency Response Team
ESCC
Emergency Services Coordinating Committee Act
GP
General Practitioner
HCC
Health Coordination Centre
HEP
Health Emergency Plan
IMT
Incident Management Team
IPA
Independent Practitioners Association
KPI
Key performance Indicator
Local EOC
Local Emergency Operation Centre (District Level)
Information
MAF
Ministry for Agriculture and Forestry
MAOP
Mutual Aid Operating Protocol
MCDEM
Ministry of Civil Defence and Emergency Management
MIRT
Major Incident Response Team
Official
MOU
Memorandum of Understanding
NHCC
National Health Coordination Centre
The
OPF
Operational Policy Framework
PHO
Primary Health Organisation
SOP
Standard Operating Procedure
TA
Territorial Authority (District Council)
under
TAG
Technical Advisory Group

Released

61
Te Whatu Ora Hauora a Toi Bay of plenty Health Emergency Plan

Appendix 2:  Definitions

Civil (Defence) Emergency
The Civil Defence and Emergency Management Act 2002 defines an
emergency as ‘a situation that:
•  Is the result of any happening, whether natural or otherwise,
including without limitation, any explosion, earthquake, eruption,
tsunami, land movement, flood, storm, tornado, cyclone, serious
fire, leakage or spillage of any dangerous gas or substance,
technological failure, infestation, plague, epidemic, failure or
disruption to an emergency service or lifeline utility, or actual or
imminent attack or warlike act and
•  Causes or may cause loss of life or injury or illness or distress or in
any way endangers the safety of the public or property in New
Zealand or any part of New Zealand and
•  Cannot be dealt with by the emergency services or otherwise
1982
requires a significant and coordinated response under this Act.
Note: An emergency service means the New Zealand Police, New
Act
Zealand Fire Service, National Rural Fire Authority and Health
Districts
Consequences
The outcome of an event expressed qualitatively or quantitatively, being
a loss, injury, disadvantage or gain.  There may be a range of possible
outcomes associated with an event.
Emergency Services
A committee organised and managed by the Police, with
Information
Coordinating Committee
representatives from local council, local utility companies and
emergency services.  In a major incident this committee would
coordinate local emergency response.
Official
Emergency Operations Centre
An established facility where the response to an incident may be
supported and controlled.
Hazard
A source of po
The  tential harm or a situation with a potential to cause loss.
Health Services Emergency
Any event which:
•  presents an unexpected serious threat to the health status of the
community
under
•  results in the presentation to a healthcare provider of more
casualties or patients in number, type or degree than it is staffed or
equipped to treat at that time
•  causes loss of services that prevent a healthcare facility from
Released  continuing to care for those patients it has
Disastrous events having a significant impact on healthcare providers
will not necessarily be declared a civil defence emergency.
Incident Management Team
The group of incident management personnel carrying out the functions
of Incident Controller, Operations Manager, Planning/Intelligence
Manager, Logistics Manager and Māori Liaison Manager
Likelihood
Used as a qualitative description of probability or frequency.
Major Incident
Any event which:
•  presents a serious threat to the health status of the community; or
•  results in the presentation to a healthcare provider of more
casualties or patients in type, number or degree that they are staffed
or equipped to treat at that time; or
62
Te Whatu Ora Hauora a Toi Bay of plenty Health Emergency Plan

•  leads to or represents the loss of services which prevent healthcare
facility(ies) from continuing to care for patients
Primary Health Services
Primary Health Services are those providing universally accessible first
level contact with the health system.

Public Health Emergency
An unexpected adverse event that overwhelms the available public
health resources or capabilities at a local or regional level.  Public
Health emergencies may or may not be declared civil defence
emergencies.
A non-civil defence public health emergency can be declared by a
Medical Officer of Health when authorised by the Minister of Health,
under the provisions of section 71 of the Health Act 1956.  Many
incidents that will have significant impact on the health sector will not be
declared civil defence emergencies.
Risk
The chance of something happening that will have an impact upon
1982
service delivery.  It is measured in terms of consequences and
likelihood.
Act
Service Continuity Plans
Back-up or contingency plans for unforeseen or unpreventable events,
so that the service provided can be continued.

Information

Official

The
under
Released
63
Te Whatu Ora Hauora a Toi Bay of plenty Health Emergency Plan

Appendix 3:
Key Roles and Responsibilities in an Emergency

Planning and Response responsibilities

1.  Hauora a Toi Bay of Plenty
Hauora a Toi Bay of Plenty will ensure that they:
1982

The district’s role in an emergency is guided by:
•  Coordinate the local health and disability sector response to and recovery from emergencies.
Act

•  Ensure appropriate coordination of all health and disability service providers. Provide a liaison
•  The Civil Defence Act 2002
with civil defence for response and recovery management at regional and local levels.
•  The National Civil Defence Guidelines
•  Coordinate the provision of psychosocial support, specialist public health, mental health and
•  The MoH National Health Emergency
addiction services and advise government and non-governmental agencies and primary
Information
Plan 2015
health on the type and nature of services needed for ongoing psychosocial support.
•  The MoH Operations Policy Framework
•  Liaise with local welfare agencies to assist vulnerable populations including the young, elderly
OPF 2021-2022 Section 4.9
or disabled, Māori, and Pasifika who may be isolated or orphaned because of the
Official

hospitalisation or death of their caregiver

•  Ensure that hospitals and health services can fully function to the greatest extent possible
The

during and after an emergency.

•  Continue their services and manage any increased demand.
under

•  Reshape services and funding to meet changes in demand.
•  Ensure te Tiriti o Waitangi principles, tikanga, kawa, and equity are considered across the 4
Rs
•  Participate in recovery activities
Released

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

64

2. Toi Te Ora - Public Health Services
The Public Health Service will:

Public Health Services’ role in an emergency is
•  Through an analysis of the hazards and risks posed by the situation, be able to identify and
guided by Section 10 of the PH Handbook. The
assess the extent of public health problems, the delineation of the area and population
Toi Te Ora Public - Health Service will oversee
affected, and estimate the resources needed for the initial response
1982
those matters that impinge upon the health of the
•  Coordinate with the Hauora a Toi Bay of Plenty Emergency Operations Centre and/or
Act
population, health protection, disease prevention
Emergency Management Bay of Plenty (EMBOP) as needed.
and statutory Public Health response to the BOP
•  Communicate with relevant people about the assessment of the emergency situation and
population.
ensure appropriate management of the public health aspects

•  In liaison with the Media and Communications Coordinator, communicate with the community
on all matters relating to public health. During a declared state of emergency all information,
Information
releases and distributions are to be approved by the appropriate Civil Defence Controller.
This includes the preparation of press releases for distribution via or on behalf of the
Emergency (Civil Defence)
Official  Controller
•  Ensure all obligations can be met and there is regular monitoring of staff awareness, staff
The
training is provided, emergency resources are ready for deployment and exercises are
conducted
•  Maintain up
under   to date epidemiological data.

The Public Health Service response will also, as required, address and/or advise on the following
issues:
Released •  Drinking water quality control and treatment
•  Food safety and mass feeding facilities
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

65

•  Control of sewage and other wastes, rodent control and the disposal of human as well as
organic masses
•  Shelter for evacuees and hygiene standards
•  Control of infectious diseases
•  Control, disposal, and the potential human health impacts of hazardous substances
•  Radioactive hazards
1982
•  In association with the Police, emergency disposal of the dead
Act
•  Ensure there are efficient processes for disseminating health warnings and messages.

3.  Te Pare ō Toi
Te Pare ō Toi will:

Information
The Hauora a Toi Bay of Plenty area has 18 iwi
•  Participate in Emergency Management, response, and recovery activities
and 126 marae and the highest number of Māori
•  Ensure all appropriate staff have completed CDEM training
Official
health providers.  The Emergency Management
•  Work with the Emergency Management team to prioritise Māori health and iwi for support with
Team will partner with Te Pare ō Toi to identify
Emergency Management and training
The
and implement strategies to prepare and build
•  Work with the Emergency Management Team and Civil Defence to support the development
resilience within the Te Moana a Toi Māori
of Emergency Plans for Marae
under
population.
•  Support the development of emergency management resources in Te Reo

•  Work with the Emergency Management Team to develop emergency management plans that
protect tikanga and kawa and support te Tiriti o Waitangi principles and equity
•  At the time of an emergency provide a Māori/iwi Liaison to the EOC and Māori Cultural
Released  support to critical areas in the hospital such as the Emergency Department, a Family/Whānau
Support Centre, ICU, and others
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

66

•  At the time of an emergency work with the Public Information Manager to develop messaging
that meets the needs of Māori and support the dissemination of the message

4.  Private Hospitals and Healthcare
Secondary Hospitals and Medical Centres will:
Facilities

1982

•  Maintain service continuity plans to minimise disruption to services through the loss of staff
Act
(Grace Hospital, Ōpōtiki Health Centre, Te Kaha
and the loss or impairment of buildings or utility services
Medical Centre, Murupara Health Centre)
•  Plan for a graduated response, including the evacuation of patients

•  Ensure the emergency plan is integrated locally and regionally and is aligned with public

health and other emergency services

•  Manage capacity to accept those needing hospital care because of the incident
Information
Note
•  Participate in an alternate communications network linking key healthcare facilities, including
When the resources of public hospitals are fully
Tertiary Hospitals, and CDEMs
committed, private medical facilities may be
•
Official
  Have arrangements for access to essential supplies during an emergency

•  Ensure all obligations can be met and there is regular monitoring of staff awareness and
The
called upon to assist with surgical procedures
training
and other treatment within their capacity to
•  Ensure readiness of resources
provide.  This will be coordinated by Hauora a
under
•  Provide for incident review, debriefing and psychosocial support of staff
Toi Bay of Plenty.  The district has a
•  Private hospitals will plan to admit low activity patients transferred from public hospitals
memorandum of understanding with Grace
•  Private hospitals will be prepared to make facilities available for public hospital patients
Hospital for this purpose.
•  Private hospitals will be prepared to make medical equipment and supplies available for public
Released

hospitals.
In a declared emergency, the District Incident

Controller will need to maintain close cooperation
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

67

with the Police and/or Civil Defence Emergency
Management Groups, to ensure that
comprehensive registration of patients is
completed.

1982

Act
5.  Mental Health Services
Mental Health Providers will:

Disastrous events cause psychological stress
•  Develop, maintain, and activate service continuity plans to minimise disruption to services
and may affect the mental and emotional health
through the loss of staff or the loss or impairment of buildings or utility services
of both those immediately involved and the wider
•  Ensure all obligations can be met and there is regular monitoring of staff awareness and
Information
community.
training
Note
•  Ensure readiness of resources
Psychological support to the wider community is
•
Official
  Make provision for the psychological and addiction needs of patients and the extended
supplied through a diverse range of health and
community affected by a disaster
The
welfare agencies.  Hauora a Toi Bay of Plenty
•  Provide for incident review and debriefing of staff
will be responsible for the coordination of the
•  Support the Civil Defence welfare response for psychosocial coordination with the EOC.
delivery of services following an event.
under

Released

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

68

6.  Disability Support Services (DSS)
DSS will:

Note
•  Develop, maintain, and activate service continuity plans that minimise disruption to services
These include services supporting both
through the loss of staff, impairment of buildings or utility services
physically and intellectually disabled people.
•  Ensure all obligations can be met and there is regular monitoring of staff awareness and
1982

training
Act
Support services for people with disabilities (of all
•  Ensure readiness of resources
ages) in the Hauora a Toi Bay of Plenty area are
•  Work closely with social services departments, agencies, and volunteer agencies, especially
accessed through Support Net.
in relation to social and psychological support
•  Provide for incident review and debriefing
•
Information

7.  Ambulance Services
Each ambulance service will:
Official

The Ambulance Service will plan to retain the
•  Prior to an emergency, participate in an alternate communications network that links key
The
capacity to respond to other calls for assistance
health facilities and emergency management agencies
outside the disaster scene.   The degree to which
•  Develop, maintain, and activate service continuity plans to minimise disruption to services
under
the routine function of the Ambulance Service is
through the loss of staff or the loss or impairment of vehicles, buildings, or utility services
affected will depend upon the severity and type
•  Ensure the emergency plan is integrated with Hauora a Toi Bay of Plenty and the regional
of event.   In response to more severe events the
emergency services
Ambulance National Major Incident and Disaster
•  Ensure all obligations can be met and there is regular monitoring of staff awareness and
Released
Plan proposes extra resources being brought in
training
from outside the region.
•  Ensure readiness of resources

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

69

•  Participate in coordinated planning, training, exercising and response arrangements with
Note
complementary or neighbouring providers and emergency management agencies
During a full-scale disaster, the need to prioritise
•  Maintain its own emergency plan, command structure and communications to liaise with the
the use of limited ambulance resources in the
appropriate controller(s)
best way, and to satisfy competing demands will
•  Provide for incident review and debriefing of staff.
preclude their use beyond the network of
1982
Emergency Medical Centres and Casualty
Act
Collection Points.

During a tsunami event all ambulances will
retreat to high ground until the threat of
inundation has passed
Information

8.  New Zealand Blood Service
The New Zealand Blood Service (NZBS) routinely supply blood and blood products to Tauranga and
Official

Whakatāne Hospitals via Path Lab.  NZBS have in place emergency response plans to ensure
The
continuity of supply blood and blood products if demand should suddenly increase. During an
emergency demand for blood and blood products will still be coordination via Pathlab. It is expected
that blood products wil  reach Tauranga hospital within 1.5 hours of the initial call and Whakatāne
under
Hospital within 2.5 hours.

Released

9.  Other external providers
Healthcare providers contracted by Hauora a Toi Bay of Plenty and Ministry of Health are expected to

develop emergency plans which identify:
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

70

•  How the provider as a whole will respond to a crisis at any of its facilities or services, who has
the coordination role, where they will operate from, and, where relevant, what the role and
responsibilities are of each department
•  A facility plan, which sets out the structure and process of how that facility will respond to any
crisis. Key roles are identified and persons who will fill those roles are identified
•  Action cards, setting out the duties of those key people are prepared so a considered
1982
systematic response is assured no matter who is on site and filling that role when the crisis
Act
occurs
•  How the provider will contact the district to provide information on the facility situation
•  How the service or facility can provide support to a community emergency
•  Identifies risks and hazards
•  Monitors staff awareness, outlines how training will be provided and ensures resources are
Information
available, including emergency supplies to enable them to respond
•  How the facility will participate in coordinated planning and exercising of plans
Official
•  How they will communicate with the district or other emergency services if normal lines of
communication are not available
The
How they will maintain their business continuity plans.

under
10.  Non-Governmental Organisations
Non-government agencies, under the Civil Defence Emergency Act, are also required to have plans
Note
and resources in place to ensure that they can respond to an emergency in an integrated and
These are non-Ministry/DHB funded agencies
effective manner.
that provide health services to members of the

Released
community, such as Plunket, Red Cross, Cancer
NGOs, Pasifika and Iwi/kaupapa Māori Provider agencies will:
Society.
•  Develop, maintain, and implement service continuity plans that minimise disruption to services
through the loss of staff, impairment of buildings or utility services
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

71

•  Ensure all obligations can be met and there is regular monitoring of staff awareness and
training
•  Ensure readiness of resources
•  Work closely with social services departments, agencies, and volunteer agencies, especially
in relation to social and psychological support
1982
•  Provide for incident review and debriefing of its own staff
Act
•  Support a Civil defence welfare response.

11. Civil Defence
If a Civil Defence Emergency is declared, overall management of such is the responsibility of the
Group and/or Local Civil Defence s(s).
Information

The main role of Civil Defence is to maintain contact with Hauora a Toi Bay of Plenty through the
Official
appointed Regional and District Health Liaison Officers and to facilitate requests for resources, not
available from District or other health sources, when advised or requested by the Regional Health
The
Liaison Officer.
  under
Released
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

72

link to page 74

11.   Primary and Community Services2
Primary and Community Services will:

Following a major incident some people may
•  Develop, maintain, and implement service continuity plans, appropriate for their situation, to
require primary health care or community health
minimise disruption to services through the loss or impairment of buildings or utility services.
services immediately, in the long term, or both.
•  Identify risks and hazards.
1982
Incidents, where the major response will lie with
•  Agree to mutual aid agreements with like providers.
Act
primary and community healthcare services
•  Ensure there is an efficient system for rapidly notifying staff or for staff recall.
include those where:
•  Ensure there is access to essential emergency supplies.
•  There are large numbers of people needing
•  Following a major incident, whenever possible continue to provide their services, to meet the
health care, advice or reassurance following
essential needs of their patients or clients and others who, because of the emergency, are
exposure to a hazardous substance in the
unable to access their usual provider. This includes Community Pharmacies, where possible,
Information
environment.
opening their premises and providing their normal dispensing and retail services to both their
•  There are people needing health care, social
usual customers and the general public unable to reach their normal supplier.
and psychological support because they are
•
Official
  Have planned to participate in a response to:
indirectly affected by an incident in their
a)  Meet the need for care and advice to uninjured casualties or those with minor injuries
The
community or because their relatives have
b)  Meet changes in workload arising from any early discharge arrangements in hospitals to
been involved in an incident elsewhere.
free up beds
•  Patients are transferred or discharged home
under
c)  Meet the health care needs of people at reception or Civil Defence centres; this could
early, to free up acute beds for the treatment
include:
of casualties injured in the incident.
•  replacing missing medication
•  People are evacuated from their homes or
•  undertaking health screening
Released
workplaces to Civil Defence Centres set up
•  the provision of information and advice to the public
by local authorities because they are
•  the provision of social and psychological support in conjunction with social services.

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

73

threatened by toxic hazards or flooding, or
d)  Plan to increase their ability to accept and treat casualties (GPs and Medical Centres).
buildings are deemed unsafe.
e)  Ensure all obligations can be met and there is regular monitoring of staff awareness,
training and exercises undertaken as well as readiness of resources.
f)  Participate in alternative communications networks that link principal health care facilities
with CDEM & Hauora a Toi Bay of Plenty
1982
g)  Provide for incident review and debriefing of staff.
Act
•  Report to funders on request about readiness and response to an emergency.

Information
Official
The
under
Released

2 Includes GP Practices, medical centres/A&M Clinics, Community Pharmacies, Māori Health Services and other healthcare services provided in the Community.
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

74

12. Community Medical Laboratories
Community Medical Laboratories will:

Medical Laboratories are expected to assist the
•  Develop, maintain, and implement service continuity plans to minimise disruption to services
health response through, where possible,
through the loss of staff or the loss or impairment of buildings or utility services
continuing their normal diagnostic services.
•  Ensure all obligations can be met and there is regular monitoring of staff awareness and
1982

training (including exercises) and readiness of resources
Act
In the Bay of Plenty that is currently Pathlab.
•  Work closely with healthcare providers responding to the emergency to facilitate the testing,

diagnosis, and treatment of those affected by the event and provide for incident review
•  Provide debriefing of staff.

Information
13. Community Radiology Services
Community Radiology Services will:

Official
Radiology Services are expected to assist the
•  Develop service continuity plans to minimise disruption to services through the loss of staff or
health response through, where possible,
the loss or impairment of buildings or utility services
The
continuing their normal diagnostic services.
•  Ensure all obligations can be met and there is regular monitoring of staff awareness and
training (including exercises) and readiness of resources
• under
  Work closely with healthcare providers responding to the emergency to facilitate the
treatment of those affected by the event
•  Provide for incident review and debriefing of staff.

Released

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan

75

Appendix 4: CIMS Role Cards

4.1 Civil Defence / Health Liaison
CIVIL DEFENCE/HEALTH LIAISON
This duty card is intended as a guide only as every emergency may
require a slightly different response
Line of Authority
The Civil Defence / Health Liaison role reports directly to the Incident Controller.
Duties
The Civil Defence / Health Liaison role is responsible for:
❑  Liaising between Hauora a Toi Bay of Plenty EOC and Regional / District EOC
❑  Coordinating the Health response with that of the CDEM response
1982
❑  Communicating Hauora a Toi Bay of Plenty assistance and resource to the emergency response
committed by the Incident Controller

Act
Activation Duties
❑  Get health status report from Hauora a Toi Bay of Plenty Incident Controller.
❑  Collect grab bag – see list inside bag for contents
❑  Collect Liaison cell phone
❑  Go to district / region EOC, sign in, then report to the Incident Controller

Information
Operational Period Duties
❑  Deliver and receive status reports
❑  Establish communications between CDEM EOC and Hauora a Toi Bay of Plenty EOC via
Official
landline / cell phone/ computer
❑  With district / region EOC team, identify immediate city/district/regional needs as they impact
on health services
The
❑  Confer with CDEM and Hauora a Toi Bay of Plenty EOC to decide and commit resources
❑  Provide regular briefings to Hauora a Toi Bay of Plenty EOC
❑  Establish and maintain an event log
under
❑  If the incident continues for some time:
◼  Organise changeover of personnel with Hauora a Toi Bay of Plenty Incident Controller
◼  In liaison with the district / region and the Hauora a Toi Bay of Plenty Incident Controllers,
provide information for ongoing Incident Action Plans
◼  Sign out and leave a contact telephone number
◼  At the conclusion of the incident take part in a full event review with district/region and
Released
BOP emergency management teams

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
76

4.2 Incident Controller
Incident Controller
•  The Incident Controller provides leadership to control and coordinate the Hauora a Toi Bay
of Plenty response to an emergency by setting the direction, objectives and priorities.
•  This role card provides guidance.  The required response must adapt to the needs of the
emergency but incorporate an equity lense

Line of Authority
▪   The Incident Management Team (IMT) report directly to the Incident Controller.
▪  The Incident Controller liaises closely with the Group Director of Operations through regular
briefings to ensure alignment and supportive decision making.

Duties
The Incident Controller is responsible for the following either through delegation or completing
a task:
1982
❑  Engage Te Pare ō Toi and Toi Te Ora Public Health in a unified control based on an assessment
of the situation
Act
❑  To support informed decision making and maintain situational awareness of the evolving
emergency through a reporting process through the IMT
❑  Apply a risk management approach ensuring responder and public wellbeing and access to
health services
❑  Determine the level of activation to meet the needs of the incident (identify and staff required for
IMT)
Information
❑  With IMT set the objectives and priorities and initiate an Incident Action Plan (IAP)
❑  Identify internal services and external contractor providers affected by the incident
❑  Ensure the coordination of the response of health service providers (Commissioning))
❑  Disseminate information to the IMT and health providers
❑  Direct and approve actions as required including but not limited to the following:
Official
◼   Support IMT to implement strategies and tactics to meet objectives
◼  Approving press releases and internal communication related to the event
The
◼  Liaison role to external agencies
◼  Ordering and releasing of resources (consider appointing a Finance Manager to support
Logistics)
❑  Ensure the response stays within prescribed resource and budget limits
under
❑  Conduct initial and ongoing briefings for EOC staff and partners based on EOC agreed
schedule.
❑  Provide briefings of the management to support decision making
❑  Obtain situation briefing from prior shift Incident Controller (if running more than one shift).
❑  Determine information needs and develop a plan for data receipt, analysis and management
❑
Released
  CIMS Functions not activated where there may be few tasks may be delegated

Planning for transitioning to Recovery begins when the response is ongoing
❑  Working with Planning initiate the development of a Response to Recovery Transition Plan
❑  Work with management to appoint a Recovery Manager.
❑  Support and assist in the implementation of a recovery action plan.

Activation Duties
❑  Refer to the IOC Major Incident Emergency plan (MIEP) and review the Incident Controller
responsibilities
❑  Ensure notification to Te Pare ō Toi and the Medical Officer of Health to schedule a briefing for
decision making regarding level of activation (unified control)
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
77

❑  Notify the Group Director of Operations of activation and provide short briefing of actions taken
and planned
❑  Notify the Ministry of Health via 0800 GET MOH of activation
❑  Notify Regional Emergency Management Advisor for Te Whatu Ora
❑  Notify BOP Civil defence of activation
❑  Notify the Emergency Management Team to activate and report to the EOC.
❑  Determine appropriate level of EOC activation and assign leadership roles.  (Emergency
Management Team will support notification of staff needed to activate the EOC and set up a sign
in sheet)
❑  Ensure the EOC is set up and ready for operations, including habitability
❑  Brief the EOC staff after obtaining a situation report from the source closest to the incident.
❑  Create and communicate a schedule of meetings and the operational period for management of
the incident
❑  Open a chronological log of your activities.
❑  Determine status of communications, infrastructure, health services
❑  Schedule an action-planning meeting for the first operational period with the IMT
❑  Determine whether the EOC needs representation from other organisations or a Health Liaison
needs to be deployed to the Civil defence EOC
1982
❑  Estimate the emergency’s duration.
❑  Plan for shift operations of no more than a 12-hour duration if the emergency is going to be more
than one day in duration.
Act
❑  Consider additional EOC support personnel for extended operations.

Operational Period Duties
❑  Establish and maintain contacts with other key health services, other district Incident Controllers
and with Civil Defence and Emergency Services.
Information
❑  Consider requesting person(s) with specialised technical expertise as needed
❑  Work with Communications for both internal and external communication
❑  Each operational period needs to include regular Action Planning and Intelligence meetings with
IMT:
◼  review the objectives, review and/or develop the action plan,
Official
◼  prepare and disseminate the action plan,
◼  execute, evaluate and revise the plan.
The
◼  Recommended Initial Objectives: assess the situation; cause, effects, impacts, projected
impacts, countermeasures planned and begun; ensure health and safety of staff and patients;
evaluate infrastructure.
❑  Use the established meeting schedule to receive brief reports from the IMT including:
under
◼  Strategies and tactics to meet the objectives – progress and challenges (problem solving
needs to be outside of the briefing)
◼  Assign needed resources to support the above
❑  Work with Te Pare ō Toi (Kaiuruungi) to ensure the needs of Māori are integrated into the
response  Released
❑  With the Medical Officer of Health, consider clinical guidelines for information releases.
❑  Prepare and brief relief at shift change. Use the Action Planning and Situation Reports.
❑  Brief incoming Incident Controller
❑  Ensure ll IMT staff have the opportunity for a hot debrief
❑  Sign out at change of shifts and leave contact number

Transition from Response to Recovery Duties
❑  Based on an assessment of the event reduce the level of activation when practicable. Ensure
managers debrief their teams and secure their log
❑  Collaborate with the appointed Recovery Manager on development of a transition plan and
report
❑  Ensure collection of copies of log and critical records from EOC personnel.
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
78

❑  Note incomplete actions to be cleared after deactivation.
❑  Deactivate the EOC and close out your own logs.
❑  Keep your notes for After Action Reports, reviews and analyses.
❑  Establish a time, date, and place for an incident debrief.
❑  Ensure all EOC management positions attend the debrief.
❑  Ensure an After-Action Report and Improvement Plan is completed.



1982
Act
Information
Official
The
under
Released
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
79

4.3 Logistics Manager

Logistics Manager
This duty card is intended as a guide only as every emergency may
require a slightly different response
Line of Authority
The Logistics Manager is in direct line of authority and reports directly to the Incident Controller.
Duties
The Logistics Manager is responsible for:
❑  Supply of logistics resources to match the other CIMS Managers requirements.
❑  Providing facilities, services, and material in support of the emergency.
❑  Participating in development and implementation of the Action Plans, and activating and
supervising the work within the Logistics Section
❑
1982
   Maintaining a record of the resources requested and received for the response including costing
(see IMT desk file)
During response and recovery, the Logistics Manager should:
Act
❑  Obtain a briefing from the Incident Controller.
❑  Plan the organisation of the Logistics Section.
❑  Provide work locations for all Response Team personnel, whether in or out of the EOC.
❑  Record and track the activated Response Team members, including names and locations of
assigned personnel.
❑  Participate in preparation of Action Plans for support and service elements.
Information
❑  Identify service and support requirements for planned and expected operations.
❑  Provide input to and review communications plan, medical plan, and security plan.
❑  Coordinate and process requests for additional resources with other sections.
❑  Estimate all sections’ needs for next operational period.
❑  Ensure general welfare and safety of all EOC personnel in coordination with the Safety
Official
Manager.
❑  Assist the Security Officer with any needs for establishing and maintaining security of the EOC
The
and response staff, which could include escorts to and from personal vehicles.
❑  Assist Planning and Intelligence Section to develop an EOC Demobilisation Plan.
❑  Recommend release of resources in conformity with the Demobilisation Plan.
Activation Duties
under
❑  Check in with the Incident Controller on arrival and establish the sign-in-sheet process
❑  Report to the Incident Controller and get a briefing on the current situation
❑  Review the Logistics Managers position description and responsibilities; open your log
❑  Order additional supplies and equipment as needed.
❑  Evaluate the current EOC organisation for adequate staff and advise the Incident Controller of
Released
any shortfalls or special needs, including 24-7 coverage, if required.
❑  Meet with the Incident Controller to clarify any issues you may have regarding your authority and
assignment
❑  Meet with the Planning and Intelligence Section Manager to obtain the most recent situation
information and establish the Logistics Section’s intelligence needs.
❑  Meet with all CIMS Managers to review their logistics needs
❑  Establish guidelines for coordination of logistics requests from the Sections.
❑  Attend and contribute to the Incident Controller Action Planning and Intelligence and briefing
meetings.  Take notes and use them to plan for upcoming resource requests, or for withdrawing
resources no longer needed in order to control costs.  This can include staffing reductions.
❑  Track events, requests, costs etc. that require action by Logistics Section. Identify:
◼ Event number (from Incident Controller)
◼ Time you received the request
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
80

◼ Location where the resource is needed, who will accept it, and who will use it
◼ Description of the resource: number, type, size, weight, cost etc
◼ Track when the resource Action was assigned, time, and to whom for completion
◼ Track and report at Action Planning meetings about the status of the resources assigned
❑  Have a habitability survey of the work site done.
     Consider:
◼ Hazardous materials, including nearby sources
◼ Air quality, including heating, cooling, oxygen content and infection control
◼ Structural integrity information from Facilities and Business Operations
◼ Posted instructions for employees, to include escape routes, safe havens, and assembly
points.
◼ Disabled employees’ issues
◼ Utilities
◼ Fire protection
❑  Meet with the finance and EOC Manager regularly to review financial and administrative support
needs and guidelines, including the purchasing authority and limits authority delegated to the
Logistics Manager.
❑  Brief incoming Logistics Manager
1982
❑  Take part in hot debrief
❑  Sign out of the EOC – leave a contact number
Act
Deactivation Duties
❑  Ensure any ongoing actions come to you for completion – or are transferred to another IMT
member or the Incident Controller.
❑  Close out your log
❑  Leave phone numbers(s) where you can be reached.
❑  Ensure your comments and materials are made available to the Incident Controller for the After-
Action Report.
Information
❑  Attend the event debrief.

Official

The

under

Released

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
81

4.4 Planning & Intelligence Manager

PLANNING AND INTELLIGENCE MANAGER
This duty card is intended as a guide only as every emergency may require
a slightly different response
Line of Authority
The Planning and Intelligence Manager is in direct line of authority and reports directly to the Incident
Controller.
Duties
The Planning and Intelligence Officer is responsible for the following:
❑  Activating the Planning and Intelligence Section
❑  Collecting, analysing and displaying situation information
❑  Preparing periodic situation status reports with the Incident Controller, and the other Managers and
disseminating them within established time frames.
1982
❑  Developing goals and objectives for the forthcoming operational period’s Action Plan (see the Action
Planning forms attached to this plan)
Act
❑  During each operational period, begin advance planning for forthcoming periods. As the workload
decreases, begin planning for deactivation and demobilisation.
❑  Providing intelligence management and related support to the IMT
❑  Keeping the Incident Controller updated on significant Planning and Intelligence findings (e.g.,
advance planning reports, serious changes in weather or safety issues, and projected reductions in
resources or support etc).
❑  Collection, evaluation, dissemination and use of information about the event. Information is needed to:
Information
◼  understand the current situation
◼  predict probable course of recovery events
◼  prepare alternative strategies and control operations for the recovery.  Raw data must be
verified, prepared and analysed to provide meaningful information to inform planning.
Official
❑  Obtaining an initial briefing from the Incident Controller
❑  Establishing information requirements and reporting schedules for all organisational elements for use
The
in preparing the Action Plans
❑  Posting the names of the activated staff in the EOC, including names and locations of assigned
personnel
❑  Establishing a weather data collection system, and other threat assessment techniques, as
under
necessary.  This could include traffic, fire, hazardous substances and flood reports.
❑  Supervising preparation of Action Plans as facilitator for the action-planning meetings
❑  Assembling information on alternative strategies for response and recovery
❑  Identifying need for use of specialised resource(s) for Logistics
❑  Providing periodic predictions on recovery schedule status—evaluating milestones and % completion
Released
of objectives
❑  Compiling and displaying on status boards, the response or recovery status summary information
❑  Advising general staff of any significant changes in response or recovery status
❑  Providing a traffic plan, including safe routes for evacuation to another site
❑  Preparing and distributing the Action Plan and other written orders from the Incident Controller
❑  Ensuring that normal agency information/ reporting requirements are being met
❑  Preparing recommendations for release of resources for the Incident Controller
❑  Tracking expenditure of EOC if Finance Manager not allocated
Activation Duties
❑  Sign the attendance roster on arrival at the EOC
❑  Report to the Incident Controller and get a briefing on the situation
❑  Review the Planning and Intelligence Managers responsibilities and open your log
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
82

❑  Determine where in the EOC you will be operating and set up
❑  Review the EOC ‘s organisation and who has the information or support you wil  need
❑  Meet with the Logistics Manager to:
◼  Obtain a briefing about on-site and external communications capabilities and restrictions
◼  Establish operating procedures for use of telephone, computer and radio systems
◼  Determine established priorities and make any requests for services you need
◼  Assess the communications linkages provided for adequacy and advise the Logistics Manager
❑  Meet regularly with the Operations and Logistics Managers to exchange situation information
❑  Track events throughout the EOC involving recovery and normal operations. – (record in log)
❑  Identify and display:
◼  Event number (from Incident Controller)
◼  Locations that are being used for mass care and shelter by facility name
◼  Maps of the site locations, physical descriptions, and directions on safe routes to and from
those facilities
◼  Maps and details of other locations related to emergency response and recovery
❑  Estimate the emergency event’s duration, and track objective status by % completion
❑  Consider adopting shifts for the Planning and Intelligence Section.
1982
❑  Request additional personnel for your section if necessary to maintain a 24 hour-a-day operation.
❑  Attend and provide inputs to all Incident Controller meetings.  Take notes to add to your log.
Act
❑  Prepare the next Situation Report, and the Action Plan.
❑  Brief incoming Planning and Intelligence Manager prior to change of shift.
Operational Period Duties
❑  Anticipate situations and problems likely to occur, such as: interruptions of power supply, darkness,
weather changes, personnel burnout, aftershocks etc that will impact the current and the next
operational period’s goal and objectives.
Information
❑  Advise the Incident Controller about your section’s status, including progress toward the
operational period goals and objectives
❑  Prepare and gain the Incident Controllers approval to send the daily SITREP required by the
National Health Coordination Centre
Official
❑  Maintain current data displays and ensure reports or displays you prepare are understandable.
❑  Ensure all contacts with the media are referred to the Communications Manager
The
❑  Share information received with the other managers. Confirm that their information about critical
issues matches your information
❑  Make fiscal and administrative issues known to the Logistics/Finance Manager, examples:
◼
under
  Extraordinary expenditures this emergency causes
◼  Time of hourly employees applied to this emergency
◼  Other expenses that may be reimbursable by government or insurers
❑  Prepare input to and facilitate the action planning and intelligence session.  The goal of the
meeting is to cover the following topics:
◼  Time period the plan covers (operational period)
Released
◼  The mission priorities (health and safety always #1)
◼  Listing of objectives to be accomplished
◼  Statement of strategy to achieve the objectives (identify whether there is more than one way
to accomplish the objective, and which way is preferred)
◼  Assignments necessary to implement strategy
◼  Organisational elements to be activated to support the assignments
◼  Organisational elements that will be deactivated during or at the end of the period
◼  Logistical or other technical support required, who will provide it, and time needed
❑  Attend the Incident Controller’s action planning and intelligence meetings for managers and
provide situation briefings with your section staff. Update the situation status board.
❑  Brief the Incident Controller on major problem areas (which now need or will require solutions), and
then confer with the other managers to develop recommendations.
❑  Keep notes and brief your relief at shift change time
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
83

❑  Take part in the hot debrief
❑  Sign out on the EOC attendance roster – leave your contact

Deactivation Duties
❑  Obtain agreement by the Incident Controller to deactivate the section, close out your logbook.
❑  Ensure any open actions are assigned to remaining EOC staff, and that the Incident Controller is
informed.
❑  Sign out on the attendance roster.
❑  Advise the Incident Controller where you can be contacted and leave a phone number.
❑  Ensure your notes and materials are made available to the Incident Controller for the After-Action
Report.
❑  Attend the event debrief and assist with the after-action report.

1982

Act

Information

Official

The

under

Released

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
84

4.5 Communications Manager

Communications Manager
This duty card is intended as a guide only as every emergency may
require a slightly different response
Line of Authority
The Communications Manager is in the direct line of authority, and reports directly to the Incident
Controller
Duties
The Communications Manager is responsible for the following:
❑  Advising the Incident Controller on the potential effects of proposed actions on external and
internal relations.
❑  Serving as the dissemination point for all news releases from the EOC. Other groups that wish
1982
to release information to the public, employees, Group Director of Operations and stakeholders,
should coordinate their releases through the Communications Manager.
❑  Seeking approval from the Incident Controller for any communications released from the
Act
organisation
❑  Reviewing and coordinating all information releases from other sources.
❑  Coordinating to ensure that: employees, their families, and other stakeholders receive timely
and accurate information about the situation.
❑  Following the communications guidelines already established for emergencies.
❑  Preparing fact sheets about the emergency for distribution to all staff and health providers
Information
❑  Obtaining regular briefings from the Incident Controller.
❑  Contacting other involved agencies to coordinate public information activities
❑  Establishing a single recovery information point of contact whenever possible
❑  Arranging for necessary workspace, materials, telephones, computers and staffing for
communications staff
Official
❑  Preparing an initial information summary as soon as possible after arrival
❑  Observing constraints on the release of information imposed by the Incident Controller.
The
❑  Obtaining approval for release of information from the Incident Controller.
❑  Releasing information to news media and posting information in the EOC and other appropriate
locations
❑  Attending meetings to update information releases
under
❑  Arranging and facilitating meetings between media and the Incident Controller
❑  Responding to special requests for information
Activation Duties
❑  Sign the attendance roster upon arrival at the EOC.
❑  Report to Incident Controller to obtain a briefing on the situation.
Released
❑  Review the Communications Managers responsibilities and open a chronological log of your
activities.
❑  Establish an electronic media monitoring position outside the EOC. Instruct the person
monitoring what to look for and report to you (e.g., watch local TV or listen to local radio)
❑  Meet with the Logistics Manager:
◼  Obtain briefing about on-site and external communications capabilities and restrictions
◼  Establish operating procedures for use of telephone, computer and radio systems
◼  Determine established priorities and make any special requests for services you need;
◼  Assess the communications linkages provided for adequacy and advise the Logistics
Manager.
❑  Track events of public information significance from the Incident Controller’s briefings and the
status boards in the EOC. Record that information in your log.
❑  Get estimates of the time for completion of the operation.
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
85

❑  Consider adopting shifts for communications staff.
❑  Attend and monitor the meetings by the Incident Controller with the other managers.
Operational Period Duties
❑  Confer with the Incident Controller about the information available and when it is appropriate for
release.
❑  Confer with the IMT. Obtain and provide information the district’s stakeholders need to know.
Stakeholders include:
◼ Employees—through people & Communication
◼ Other key medical/health organisations.
◼ Hauora a Toi Bay of Plenty patients and visitors.
◼ Media who may cover the event
◼ Local agencies, including Civil defence, Emergency services and Councils
❑  Determine if there are requirements to staff Communications Managers position 24-7, if so,
request the support required to:
◼ Develop a media briefing schedule
◼ Prepare briefing materials
◼  Clear the releases with the Incident Controller.
❑
1982
  Prepare final news releases and advise media representatives of points-of-contact for follow-up
stories.
❑  Periodically brief the Incident Controller and the Chief Executive Officer about issues raised by
Act
reporters, and external situations the media are covering that are likely to affect the district
❑  The Incident Controller may call manager meetings to determine the goals and objectives for
subsequent operating periods. Attend and monitor those to determine potential impacts and
requirements for Public Information.
❑  Use the information from broadcast media monitoring to develop follow-up news releases and
rumour control. Be alert for the need to establish a rumour control branch.
Information
❑  Provide copies of all releases to the Incident Controller; ensure file copies are maintained of all
information released.
❑  Keep the Incident Controller advised of all unusual requests for information and all major critical
or unfavourable media comments; provide an estimate of their impact and severity and consider
/ recommend actions.
Official
❑  Conduct shift change briefings in detail; ensure in-progress activities are identified and that
follow-up requirements are known. The
❑  Attend the hot debrief.
❑  Sign out on the EOC attendance form – leave a contact number
Deactivation Duties
under
❑  Ensure that continuing media questions will be directed to Communications Managers
❑  Ensure any ongoing actions come to you for completion – or are transferred to another CIMS
Manager of the Incident Controller.
❑  Close out your log.
❑  Leave phone numbers(s) where you can be reached.
❑  Ensure your comments and materials are made available to the Incident Controller for the
Released
After-Action Report.
❑  Attend the event debrief.

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
86

4.6 Operations Manager

Operations Manager
This duty card is intended as a guide only as every emergency may
require a slightly different response
Line of Authority
The Operations Manager is in direct line of authority, reporting directly to the Emergency Operations
Centre (EOC) Incident Controller.
Duties
The Operation Manager is responsible for the following:
❑  Obtaining a briefing from the Incident Controller
❑  Developing the operations portion of the Action Plans
❑  Briefing and assigning operations personnel in accordance with the Action Plan
❑  Overseeing the continuity of operations, assessing response and recovery support situations,
1982
and overseeing operational response in line with the Action plans.
❑  Consulting with the Logistics Manager and the Planning and Intelligence Manager to
Act
determine if full or partial closure of health facilities is likely and then determine how to ensure
effective response strategies and tactics.
❑  Directing the preparation of Operational Plans, requests for or release of resources.
❑  Makes expedient changes to the action plans as necessary and reports such to the Incident
Controller.
❑  Supervise operations staff and activities to move the recovery forward.
Information
❑  Determine response / recovery action needs and request additional support resources.
❑  Review the suggested list of resources to be used in response and recovery, and initiate
recommendations for when the resources will be used and for what purpose.
❑  Assemble and disassemble teams assigned to the operations section.
Official
❑  Report information about special activities, events, and occurrences to the EOC Incident
Controller
Activa
The tion Duties
❑  Check in upon arrival at the EOC by signing in and letting Logistics Manager know you are
present.
❑
under
  Report to the Incident Controller and obtain a briefing on the situation.
❑  Review your position’s responsibilities and open your log.
❑  Ensure the Operations section is set up properly with needed equipment, and supplies in
place, including maps and status boards.
❑  Review the rest of the EOC organisation and establish who has information or support you will
need.
Released
❑  Clarify any issues you may have regarding your authority and assignment, and those of others
in the EOC, with the Incident Controller.
❑  Meet with the Logistics Manager:
◼  Get briefed about on-site and external communications capabilities and restrictions.
◼  Establish operating procedures for your section’s use of telephone, computer and radio
systems; make any priorities or special requests known.
◼  Assess communications adequacy for your section’s needs and advise the Logistics
Manager.

Operational Period Duties
❑  Make a list of key issues currently facing your section. Considerations:
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
87

◼  Business functions impaired or lost
◼  Continued operability of the EOC, including staffing, resources, facilities
◼  Relocation restrictions
◼  Reestablishment of data
◼  Communicating with critical stakeholders
❑  Set action items that match the current operational period’s action plan’s goal and objectives
❑  Ensure your log is maintained and key actions are recorded with time/date references.
❑  Determine if there is a need for representation or participation from outside organisations as
part of operations actions.
❑  Provide the Incident Controller, and the Planning and Intelligence Manager, with periodic
reports about progress on the objectives.
❑  Think ahead to anticipate situations and problems before they occur using advanced planning
information from the Planning and Intelligence Section.
◼  Examples: threat changes in respect to hospital operations, shortages of resources critical
to operations, heat/cold, darkness, weather changes, personnel burnout, next period’s goal
and objectives.
❑  Direct requests for resources, staffing, and facility support to the Logistics Manager.
1982
❑  Refer media requests to the Communications Manager.
❑  Attend and participate in Incident Controller's Action Planning and Intelligence meetings.
Act
❑  Work with the Planning and Intelligence Manager to develop recommendations for the next
operational period’s action plans.
❑  Ensure all fiscal and administrative issues are attended to and discussed with the Finance
Manager, including:
◼  Extraordinary expenditures caused by this emergency
◼  Time of hourly employees applied to this emergency
◼  Other expenses that may be reimbursable by government
Information
❑  Brief the Incident Controller on major issues which require immediate resolution or are
foreseeable in the near future when they may cause issues of health and safety, or major
interruption of operations capability.
❑  Share received information with the other section managers. Confirm that their critical issues
Official
match yours.
❑  If there are problems in communicating, provide that information to the Logistics Manager.
The
❑  Keep notes to brief your relief at change of shift.
❑  Brief incoming Operations Manager prior to change of shift.
❑  Sign out at the EOC attendance roster at change of shift – leave a contact number
❑
under
  Attend hot debrief
Deactivation Duties
❑  Ensure any ongoing actions come to you for completion – or are transferred to another CIMS
Manager or the Incident Controller.
❑  Close out your log
Released
❑  Leave phone number(s) where you can be reached.
❑  Ensure your comments and materials are made available to the Incident Controller for the
after-action report.
❑  Attend the event debrief.

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
88

4.7 EOC Manager
EOC Manager
This duty card is intended as a guide only as every emergency may
require a slightly different response
Line of Authority
The EOC Manager reports directly to the Incident Controller.

Duties
The EOC Manager is responsible for:
❑  Facilitating the installation and ongoing operation of all equipment in the EOC, e.g. photocopiers,
faxes, computers, phones, white boards, furnishing etc.
❑  Facilitating the document management system within the EOC
❑  Overseeing the management of all administration support for the CIMS team.
❑  Ensuring administration staff are fully briefed on duties, systems and protocols.
❑  Ensuring the smooth running of the EOC.
❑
1982
  Arranging catering and refreshments: ensure vegetarian food is available.
❑  Ensuring stationery and cleaning stocks are replenished in administration areas.

Act
Activation Duties
❑  Sign the attendance roster on arrival at the EOC.
❑  Receive briefing from Incident Controller of current and potential status, as well as technical and
support requirements
❑  Conduct familiarisation for EOC facility.
❑  Meet with administration support staff and assign to CIMS managers.
Information
❑  Establish administration work areas.
❑  Attend updated EOC and health & safety training if required.
❑  Attend initial briefing for specific EOC procedures for EOC facility.
❑  Organise any equipment or resources required.
Official
❑  Set up an information board in the staff area with information on EOC layout, rosters, etc obtained
from Incident Controller.
❑
The
  Staff roster developed – ensure there are back up staff on standby

Operational Period Duties
❑
under
  Check administration supplies prior to shift changeover and order stocks as required
❑  Ensure administration areas are cleaned
❑  Determine if there is a requirement for administration staff 24/7
❑  Attend briefing on shift change.
❑  Keep notes to brief your relief at change of shift
❑  Leave phone numbers(s) where you can be reached.
Released
❑  Sign out at the EOC attendance roster at change of shift
❑  Attend hot debrief

Deactivation Duties
❑  Attend the event debrief
❑  Assist with the After-Action Reports as required
❑  Coordinate the disestablishment of the EOC.

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
89

4.8 Administration Support
ADMINISTRATION SUPPORT
This duty card is intended as a guide only as every emergency may
require a slightly different response
Line of Authority
Administration Support reports directly to the Incident Controller and/or the EOC Manager.

Duties
Administration Support is responsible for:
❑  Managing all administrative information for Incident Controller, Planning & Intelligence, Logistics
or Operations Manager.
❑  Conducting administration duties and data entry tasks as required, including documenting
actions.
❑  Assisting in compiling reports as required (SITREPs, Incident Action Plans, logs etc).
❑  Providing administration support to staff including maintenance of staff time sheets, contact lists,
1982
preparation for meetings and minutes of meetings.
❑  Ensuring stationery and cleaning stocks are replenished in administration areas.

Act
Activation Duties
❑  Sign the attendance roster on arrival at the EOC.
❑  Receive briefing from Incident Controller of current and potential status, and support
requirements.
❑  Report to the CIMS Manager you are supporting.
❑
Information
  Establish a working area close to the CIMS Manager you are supporting.
❑  Conduct administration duties and data entry tasks as required, including documenting actions
of Incident Controller, Planning & Intelligence, Logistics or Operations Manager.
❑  Conduct familiarisation for EOC facility.
❑  Attend updated EOC and Health & Safety training if required.
Official
❑  Attend initial briefing for specific EOC procedures for EOC facility.

The
Operational Period Duties
❑  Check administration supplies prior to shift changeover and order stocks as required
❑  Ensure your area is clean and tidy.
under
❑  Determine if there is a requirement for cover for your role 24/7 and advise Administration
Manager
❑  Attend briefing on shift change.
❑  Keep notes to brief your relief at change of shift
❑  Leave phone numbers(s) where you can be reached.
❑  Sign out at the EOC attendance roster at change of shift
Released
❑  Attend hot debrief

Deactivation Duties
❑  Attend the event debrief
❑  Assist with the After-Action Reports as required
❑  Coordinate the disestablishment of the EOC.

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
90

4.9 Recovery Manager

RECOVERY MANAGER

This duty card is intended as a guide only as every emergency may
require a slightly different response
Code GREEN restoration response declared by Ministry of Health.
Decisions to reopen operations will be based on Ministry of Health direction and advisement.  The
Incident Management Team will provide continual updates.
Leadership
The Recovery Manager is responsible for the following:
❑  Planning community needs assessment action plan including psychosocial support (activate
Psychosocial Support Plan)
❑  Identifying and engaging with recovery local task group and key agencies as well as internally
with the Wellness Coordinator, Te Pare o Toi and other senior staff
❑  Agreement on Terms of Reference
1982
❑  Coordinating and prioritising community health resource needs and time frames
❑  Identifying any modified methods to manage hazards and risks
❑  Establishing call centre and website for dissemination of information, if appropriate
Act
❑  Identifying ongoing support needs with other local services such as Chief Executive Group
subgroup for food banks, emergency accommodation, support, counselling, orphan and animal
care
❑  Consider and plan for financial management systems to be implemented
❑  Initiate actions to re-commence ‘back to normal services’ beyond essential services.
❑  Initiate plan for recovery of services. (See appendix 15)
Information
❑  Stand down teams and restore back to normal.

Planning & Coordination
❑  Assess the health and welfare of all staff and consider responses from external health providers
Official
❑  Support the psychosocial Coordinator to develop and implement their plan for the event
❑  Contact all staff to advise intended return to normal operations.  Staff may need to return on a
The
graduated basis depending on family status.  Consider whether staff are available to work from
office vs. home.
❑  Consider potential for longer term interim arrangements/disruption due to staff or family member
deaths.
under
❑  Identify Employee Assistance Programme intervention required to those affected.  Consider a
workplace held Employee Assistance Programme session.
❑  Acknowledge staff fatalities e.g. ceremonies
❑  Plan for reactivation of closed hospitals and associated services
❑  Remember there will be an increase in physical and emotional illness so plan clear links to
access of services
Released
Workplace
❑  Monitor return to work conditions and review workplace in terms of:
◼  No health hazards
◼  Security and personal safety
◼  Equipment and facilities operational
◼  Temperature and ventilation
❑  Open office, alter voicemail and outlook messages
❑  Ensure all relevant contacts have been advised of back to normal services and information
updates
❑  Review levels of service depending on the extent of the effect both internally & externally.
◼  Announce hours and services availability through appropriate channels.
◼  Monitor delayed cases for accelerated decisions.
◼  Communicate with patients on case-by-case basis re restoration and expectations.
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
91

◼  Check assets relocated have all been accounted for.
◼  Develop recruitment plan to replace incapacitated employees
◼  If required identify and recover critical records
◼  Apply for appropriate emergency response and recovery reimbursement
◼  Make claims on insurance if relevant
◼  Review, evaluate and assess impact on local authority of emergency response and recovery
◼  Assess ability to resume normal local services
❑  Report outcome and findings
Communication
❑  Reiterate communications and media liaison to staff.  Key messages to include
◼  Restrictions on public gatherings lifted
◼  Schools may reopen
◼  Border management may be scaled back
◼  Travel restrictions may be lifted
◼  Public health emergency continues
◼  Reopening of Health services and levels of operation
◼  Ongoing consultation with key stakeholders
◼  Where to go for support
1982
.
Monitoring & Surveillance
Act
❑  Ongoing gathering of intelligence and dissemination of information to staff, providers and the
community

Lessons Learnt/Deactivation
❑  Monitor return to work conditions and review workplace in terms of:
Information
❑  Post operational brief on lessons learned:
•  Debrief with IMT, staff and health providers about how the response systems worked.
•  Review communications strategy.
•  Identify gaps and lessons for remedial action.
Official
❑  BCP improvements:
•  Update all contact lists.
•  Assign responsibility for remedial actions.
The
•  Amend BCP and toolkit.
•  Send new version of plans to relevant staff and providers

under

Released

Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
92

4.10 Safety Manager
Safety Manager
This duty card is intended as a guide only as every emergency may
require a slightly different response
Line of Authority
The Safety Manager reports directly to the Incident Controller
Duties
❑  The Safety Manager provides direct support to the Incident Controller.

❑  The Safety Manager is responsible for the following:
❑  Continuously  monitoring  the  work  environment  to  ensure  the  health  and  safety  of  the  EOC
personnel and visitors
❑  Exercising emergency authority to prevent and stop unsafe acts.
1982
❑  Monitoring and assessing hazardous and unsafe situations and developing measures for
assuring personnel safety.  (Although the Safety Manager may exercise emergency authority to
prevent or stop unsafe acts when immediate action is required, the Safety Manager will
Act
generally correct unsafe acts or conditions through the regular line of authority).
❑  Developing safety strategies along with the Incident Controller and the Logistics Manager
❑  Providing  direct  medical  attention  to  ill  or  injured  personnel  until  professional  medical  help  can
arrive
❑  Identify hazardous situations associated with the response/recovery to ensure personnel avoid
them or are prepared to manage operations in that environment without harm.
Information
❑  Participating in all planning meetings.
❑  Reviewing action plans.
❑  Developing the medical plan. (NOTE: Medical plan refers to treatment of injuries at the EOC or
related to response and recovery actions).
Official
❑  Maintaining awareness of active and developing situations, approving the medical plan, and
including safety messages in each Action Plan
The
❑  For all reportable injuries conducting an initial investigation and writing a report for submission to
appropriate officials within required timeframes.
❑  Investigating accidents that have occurred within the response / recovery operations area,
including arranging for investigation of accidents in field operations involving district personnel
under
❑  Coordinating the provision of critical incident stress management for staff.

Activation Duties
❑  Sign the attendance roster upon arrival at the EOC.
❑
Released
  Report to Incident Controller and get a briefing on the situation.
❑  Review the Safety Manager’s responsibilities and open a chronological log of your activities. –
(keep a record of messages on message log).
❑  Meet with the Logistics Manager to:
◼  Obtain briefing about on-site and external communications capabilities and restrictions
◼  Establish operating procedures for use of telephone, computers and radio systems
◼  Determine established priorities and make any special requests for services you need
❑  Tracking events of safety significance from the Incident Controller’s briefings and the status
boards in the EOC - record that information in your log.
❑  Attending and monitoring the meetings by the Incident Controller with the other EOC Managers.
Operational Period Duties
❑  Confer with the Incident Controller about life safety issues that are found deficient or threatening
during the recovery process.
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
93

❑  Confer with the CIMS Managers and other staff.
❑  Obtain and provide information re the EOC staff and field staff requirements to remain safe.
Information can include:
◼  Threatening weather and dangers from heat, cold, lightning, sunburn, etc.
◼  Toxic chemical conditions and proper response to exposure
◼  Recommendations to evacuate or shelter in place
◼  Physical threats to avoid, such as after an earthquake, flood, or fire
◼  Family preparedness guides to ensure the employees’ families are also prepared
◼  How to watch for and avoid tripping hazards and slipping hazards
◼  How to avoid back strain by lifting correctly, even during emergencies
◼  Anti-viral protection strategies.
◼  Determine if there are requirements to staff the Safety Manager position for 24-7.
❑  Prepare safety reports, injury reports, and insurance application reports for each operational
period.
❑  Keep notes to brief your relief at change of shift.
❑  Brief incoming Safety Manager prior to change of shift.
❑  Sign out at the EOC attendance roster at change of shift.
1982
❑  Attend hot debrief
Deactivation Duties
Act
❑  Coordinate with the Incident Controller for concurrence that you can begin to close down Safety
Manager’s position.
❑  Ensure that continuing safety questions will be directed to the Incident Controller.
❑  Provide copies of all safety actions, reports, messages and assessments to the Incident
Controller; ensure file copies are maintained for long-term issues of workers compensation and
insurance.
Information
❑  Sign out on the EOC attendance form.
❑  Leave a location and forwarding phone number(s) where you can be reached
❑  Ensure your comments and materials are made available to the Incident Controller for the after-
action report.
Official
❑  Attend the event debrief.
❑  Assist with the After-Action Report. The

under
Released
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
94

4.11 Welfare Manager
WELFARE MANAGER
This duty card is intended as a guide only as every emergency may require a
slightly different response
Line of Authority
The Welfare Manager reports directly to the Incident Controller.
Duties
The Welfare Manager is responsible for:
❑  Working with Te Pare o Toi to identify vulnerable people and groups in relation to the event and the
area involved
❑  Recording all actions & decisions on the log
❑  Assessing the type of support that vulnerable people/groups may require
❑  Identifying and consulting with the support agencies involved in providing care pre/during and after the
event
❑  Identifying the resources required to provide additional support
1982
❑  Developing a plan for support of vulnerable people for inclusion in the incident action plan
❑
Act
  Requesting resources of logistics for the action plan to be implemented.
❑  Recording requests for/offer of support on a spreadsheet to feed into the incident action plan.
❑  Keeping planning & intelligence informed of situational information gained regarding vulnerable
people/groups
❑  Ensuring that Civil Defence are receiving information re vulnerable people/groups and the support that
is planned via the health liaison role.
Information
Activation Duties
❑  Sign the attendance roster on arrival at the EOC.
❑  Receive briefing from Incident Controller of current and potential status and activation of the Hauroa a
Toi BOP psychosocial support plan/psychosocial coordina
Official  tor deployment.
❑  Ensure a representative is available the Civil Defence Welfare Coordination Group
❑  Establish links with Te Pare o Toi EOC, the Psychosocial Support Coordinators and the Wellness
The
Leads in order to develop an implementation plan.
❑  Organise any equipment or resources required.
Operational Period Duties
under
❑  Undertake duties above
❑  Refer to Psychosocial Support Plan operational checklist to assist planning
❑  Make a list of the issues facing your section
❑  Determine if there is a requirement for staff 24/7
❑  Provide information for the situation reports
Released
❑  Keep notes to brief your relief at change of shift
❑  Brief oncoming shift
❑  Leave phone numbers(s) where you can be reached
❑  Sign out at the EOC attendance roster at change of shift
❑  Attend hot debrief
Deactivation Duties
❑  Ensure any ongoing actions come to you for activation or are transferred to another CIMS role or
agency.
❑  Close out incident log.
❑  Ensure comments & material is made available to the IC for the after-action report.
❑  Assist with the after-action reports as required
Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan
95

Appendix 5: Communication Tree for Contracted Providers and Māori
Stakeholders

Responsibility Commissioning

Administrator

Action: Provide updated list of all contracted

providers to Emergency Planner and

Communications

Timeframe:  At least quarterly and/or on the

request of the Planning & Intel manager /

1982
Emergency Planner when CODE YELLOW or

RED is activated

Act
Incident Management Team

  Responsibility Emergency
Responsibility Planning & Intel
Responsibility
  Planner
Manager / Te Pare o Toi
Communications


  Action: Update contact list
Information

Action: Alert Commissioning
Action: Update contact list

Administrator of CODE

YELLOW or RED activation

  Timeframe:  Immediately
Timeframe:  Immediately

Official

Timeframe:  Set by the Incident

Management Team
Responsibility Emergency
Responsibility Planning & Intel
Responsibility
The
  Planner
Manager / Te Pare o Toi
Communications



under
Action: If CODE YELLOW, RED
Action: If CODE YELLOW, RED
Action: If CODE YELLOW, RED
  or GREEN disseminates health
or GREEN disseminates health
or GREEN disseminates health
  notice/update to relevant
notice/update to the Iwi Liaison
notice/update to relevant
  contacts
Team
contacts



Released
Timeframe:  Set by the Incident
Timeframe:  Set by the Incident
Timeframe:  Set by the Incident
  Management Team
Management Team
Management Team



Te Pare o Toi

Iwi Representatives disseminate health

notice/updates to their Hapu, Marae and

networks

Te Whatu Ora Hauora a Toi Bay of plenty Health Emergency Plan
96

Appendix 6: Hato Hone St John Ambulance Major Incident Notification
Process

Process:
Major Incident notifications are sent by the Ambulance Communications Centres to Hauora a Toi’s single
point of contact in the form of electronic paging / text notifications so it can be disseminated to the
appropriate people within the organisation.  The internal notification of this information is the district’s
responsibility.

Ambulance response levels and escalation:
There are now three levels of notifications that a district will receive from Ambulance.  These are:
•  Level 1:  medium impact on normal operations
1982
•  Level 2:  high impact on normal operations
•
Act
  Level 3:  severe impact on normal operations

The main variables governing the type of incident response from St John include:
•  The time to respond to the incident (travel, triage, treat and transport)
•  The type and complexity of the incident
Information
•  The number of patients

Notes relating to the notification of Health Districts and
Official  PHUs:
•  The decision to declare an Ambulance Major Incident is with the Ambulance District Operations
The
Manager (or delegate)
•  Once a major incident is declared, a level 1, 2 or 3 pager message will be sent
•  The use of this paging notification
under compliments ‘business as usual’ verbal communications that
occur between local ambulance enroute or at the scene and the receiving hospitals including
emergency departments
•  The decision as to which Notification level Paging Group a district or PHU is on is the decision for
Released
the district.  Depending on the capacity and capability, the majority of health districts have
requested that they start receiving pages / texts at level 1.  A number of PHUs only receive
notifications at Level 3
•  In the majority of cases, all districts in a health region will be informed of an incident in any one
district in that region.  For example, a Major Incident Level 1, 2 or 3 in the Bay of Plenty will be
notified to all hospitals in the Midland Health Region
•  Following a declaration of a Major Incident, a teleconference may be called.  The initial decision
to call a health teleconference lies with the Ambulance District Operations manager (or delegate)
and will depend on the scale and complexity of the event.  The teleconference is designed to
Te Whatu Ora Hauora a Toi Bay of plenty Health Emergency Plan
97

minimise calls coming into the Ambulance Communications Centre during a time of extreme work
pressure.  If called, the initial teleconference is a short briefing and aims to provide the health
agencies with clear and concise information quickly to assist with their activations and planning.
Each organisation is asked to have a maximum of two staff joining any teleconference.
Subsequent teleconferences may be arranged and wil  be dependent on the incident’s
development.

Health Agency cascade in a major incident:

It is the responsibility of the Health District, its hospitals, PHU and primary health organisations to have
appropriate internal activation mechanisms in response to a major incident.  This procedure only aims to
provide hospitals with timely information of a major incident where there is likely to be an impact on
1982
normal ambulance services and possibly health services.

Act

Information
Official
The
under
Released
Te Whatu Ora Hauora a Toi Bay of plenty Health Emergency Plan
98

Appendix 7: Incident Action Plan

Date:
Time:
Actions Already Taken:
Operation Name:

Command Centre Location:

1982
This Period Begins:
This Period Ends:

Situation Summary:
Act

Operational Goal
Information
Factors/Risk
Objectives
Strategies/Actions/
Resources Required/
Responsibility
Responsibility
Official

The

under

Released
Te Whatu Ora Hauora a Toi Bay of plenty Health Emergency Plan
99

Follow Up Tasks and Other Actions

Prepared by:
Cell phone:
Position:
Approved by IC name:
Cell phone:
Signature:
1982

INCIDENT MANAGEMENT TEAM
Act
ROLE
NAME
CONTACT NO
Incident Controller

Operations

Planning & Intelligence

Logistics

Information
EOC Manager

Health Liaison

Welfare

Official
Communications

The
under
Released
Te Whatu Ora Hauora a Toi Bay of plenty Health Emergency Plan
100

Appendix 8: Major Incident Log Sheet

Hauroa a Toi Bay of Plenty Major Incident Log Sheet
Nature of Incident:
Sheet # ------- of -------

Dept:
Date:
Log Keeper:

Time
In
Out
Activity/Event

1982

Act

Information

Official

The

under

Released

101

Appendix 9: Major Incident Situation Report

FM.E5.12   Mar 2022  V6
HAUORA A TOI BAY OF PLENTY EMERGENCY MANAGEMENT
SITUATION REPORT # as at XXXX hours on xx/xx/xxxx

Type of Incident / Event name:
Prepared by:

Incident Controller:
EOC location:

Situation report released to:
Next situation report due:

Overall Goal
Incident Classification (highlight level, severity, escalation)

1
2
3
4
1982
National
Incident Escalating
Regional
Incident Stable
Act
Local
Incident
Incident De-Escalating

INCIDENT MANAGEMENT TEAM

Information
Role
Name
Contact No
Incident Controller

Operations

Welfare

Official
EOC Manager

Communications

The
Planning

Logistics

Health Liaison

under
Te Pare ō Toi Liaison

EVENT DETAILS SUMMARY

Released

SUMMARY RESPONSE TO DATE (updated information in red)

CURRENT ACTIONS

102

PROPOSED ACTIVITIES AND PRIORITIES

RISKS AND ISSUES

RESOURCES COMMITTED & REQUIRED

OTHER RELEVANT INFORMATION

APPROVED BY
1982
Name / Incident Controller / Contact Details / Signature
Time: Act

Information
Official
The
under
Released
103

Appendix 10: EOC Staff sign in sheet

Emergency Management – Emergency Operations Centre (EOC)
Staff Sign in Sheet
INCIDENT

1982
LOCATION

Act
Date
Name
Contact Cell Phone
Position in EOC
Time In
Time Out

  Information

Official

The

under

Released

104

Appendix 11: Authorisation for Activation of the Health Emergency Plan

AUTHORISATION FOR ACTIVATION OF
THE TE WHATU ORA HAUORA A TOI BAY OF PLENTY HEALTH EMERGENCY PLAN

I, ………………………………………………………...……………………………………,
(print name)

authorise the activation of the Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan in
response to the following incident:

1982

…………………………………………………………………………………………………..
(print brief description of incident)
Act

This authorisation shall be effective on the time and date of the signing of this form.

Authorised by……………………………………………………………………………

Information

Designation……………………………………………………………………………….

Time and date of authorisation………………………………………
Official  ………………….

The
NOTIFICATION OF THIS AUTHORISATION MUST BE COMMUNICATED TO:

•  THE CHIEF FINANCIAL OFFICER TO ACTIVATE THE EMERGENCY COST
CENTRE  under

AND TO

•  ALL RELEVANT HEALTH SERVICE PROVIDERS WITHIN BAY OF PLENTY
DISTRICT HEALTH AREA.
Released

105

Appendix 12: Authorisation for Deactivation of the Health Emergency
Plan

AUTHORISATION FOR DEACTIVATING
THE TE WHATU ORA HAUORA A TOI BAY OF PLENTY HEALTH EMERGENCY PLAN

I, ………………………………………………………...………………………………………
(print name)

authorise the deactivation of the Te Whatu Ora Hauora a Toi Bay of Plenty Health Emergency Plan in
response to the following incident:

1982

…………………………………………………………………………………………………..
(print brief description of incident)
Act

This authorisation shall be effective on the time and date of the signing of this form.

Authorised by…………………………………………………………………………………
Information

Designation…………………………………………………………………………………….

Official
Time and date of authorisation…………………………………………………………….

The
NOTIFICATION OF THIS AUTHORISATION MUST BE COMMUNICATED TO:

•  THE CHIEF FINANCIAL OFFICER TO DE-ACTIVATE THE EMERGENCY COST
under
CENTRE

AND TO

•  ALL RELEVANT HEALTH SERVICE PROVIDERS WITHIN THE BAY OF
Released
PLENTY DISTRICT HEALTH AREA.

106

Appendix 13: Template for a Recovery Action Plan

Event:
Date of Event:
Districts/Regions affected:

Recovery Manager name:
Date Recovery Action Plan commences:
Date for Recovery Plan review:

1982

Act

Date(s) identified for transition from response to recovery activity:
Date for
Activity
Signed & dated by Controller &
Transition
Recovery Manager
Information

Official

The

under

Released

107

Brief Sitrep:
Date
Current Situation

1982

Act

Information

Schedule of Meetings:
Official
Date
Location
Type of Meeting
Agencies / Departments to attend
The

under

Released

108

Actions outstanding from Response Phase:
Date
Outstanding Actions from Response Phase
Risks Identified
Department
Date to be
Date
Responsible
completed
Completed

1982

Act

Information

Official

The
Notes:

under

Released

109

Key short term recovery priorities:
Date
Short Term Recovery Priorities
Risks Identified
Department
Date to be
Date
Responsible
completed
Completed

1982

Act

Information

Official
Notes:

The

under

Released

110

Key Medium-Term Priorities:
Date
Medium Term Recovery Priorities
Risks Identified
Department
Date to be
Date
Responsible
completed
Completed

1982

Act

Information

Official
Notes:

The

under

Released

111

Key Long-Term Priorities:
Date
Long Term Recovery Priorities
Risks Identified
Department
Date to be
Date
Responsible
completed
Completed

1982

Act

Information

Official
Notes:

The

under

Released

112

Development of an Exit Strategy:

Activities
Department responsible
Identification of assistance required

in the longer term

1982
A transition to business as usual to

manage long term recovery
Act

activities

Planning and reporting in the longer

term

Information

Management of public information

and communications

Official

The
Opportunities for staff, health

providers and communities to

discuss unresolved issues and
continue to participate in their

under
recovery

Changes to organisational

arrangements including need for

subcommittees and contact lists
Released

113

Learning from the event: debriefing

and reviewing. Update of plans and
processes from lessons learned

Notes

1982

Act

Information

Official

The

under
Released
114

Appendix 14: Hauora a Toi Bay of Plenty Emergency Management Risk
Management Planning Process

AS/NZS31000:2018 Risk Management

Establishing the context:

Identify health context

(including population and
roups,
1982

r G

Act
holde
Risk Identification:
e

Identify and summarise
tak
hazards, determine

likelihood and consequence
n
, S
o

roup

ltati
Information

G
su
y
ew

n
nc
Risk Analysis:
fs

o

e
Assess existing
rge
revi
C
management mechanisms;
bri

d
d
Official
me
roups
identify gaps,
E
G
inconsistencies,
an
de

an
g
nt
n
M
e
lth
improvem
The ents across 4Rs
o
a
E

rin
ev
He
i
CD
ito
F,

icati
n
n
ak
under
o
OP
T
Risk Evaluation:

M
wa
Define and prioritise issues
mmu

for health
o
na
C

ma
Te
Released
,

s
Risk treatment:

port
identify and agree objectives, targets and
re

actions to mitigate the issues.  Define
operational concept and set strategy to
hly

underpin operational arrangements
ont
M

Reference: ISO
AS/NZS31000:2018
115