Hadr aide memoire final 2012

Foreword

The Humanitarian Assistance and Disaster Relief (HADR) Aide-Memoire has been
written as a result of New Zealand Defence Force (NZDF) support provided to three
significant domestic disaster events in 2011, Operations PIKE, CHRISTCHURCH
QUAKE and RENA. Although these were three very different types of disasters, there
were many similarities in the processes employed by NZDF in supporting the Lead
Agency. This Aide-Memoire is an attempt to capture best practices through
observations and lessons learned emerging from the three events each of which had
their own command and control, logistics and personnel challenges.

The intended audience for this Aide-Memoire include:

 Headquarters Joint Forces NZ (HQ JFNZ) – planners and operations
personnel.
 Multi-agencies with whom NZDF may interact when supporting significant
disaster and emergency events.

The intent is to test NZDF Concept Plans (CONPLANS) against observations and
checklists now contained within this document and to share our experiences with
Other Government Agencies (OGAs). It will also provide a tool to assist education and
training within the NZDF.

This is not a doctrinal publication but is provided for your guidance. When using this
Aide-Memoire the reader should consult the referenced publications in the
acknowledgement section, which are closely linked with and complement this
document.

Every attempt has been made to demilitarise the language and so cater for a wider
audience.

This Aide-Memoire is a one-off document and will not be amended, however if future
events and lessons learned are identified an updated document maybe produced.

A.D. GAWN, MBE
Major General
Commander Joint Forces
Headquarters Joint Forces New Zealand
Trentham
Upper Hutt
NEW ZEALAND

August 2012

1 2

– HUMANITARIAN ASSISTANCE AND DISASTER RELIEF AIDE-MEMOIRE – – HUMANITARIAN ASSISTANCE AND DISASTER RELIEF AIDE-MEMOIRE –

Authorisation Preface
HQ JFNZ is responsible for publishing operational publications and maintaining a The NZDF is capable of providing a range of capabilities and assistance to the New
hierarchy of such publications. Users wishing to quote New Zealand operational Zealand community during times of significant emergencies and disaster be they
1
publications as reference material in other work should confirm with the HQ JFNZ natural, man-made, national or local state emergencies.
sponsor whether the particular publication and amendment state remains extant.
In all but exceptional circumstances, the military will deploy in support of an appointed
This document security classification is: UNCLASSIFIED Lead Agency (LA) – NZ Police (NZPOL) for the Pike River Mine disaster; Ministry of
Civil Defence and Emergency Management (MCDEM) for the Christchurch
earthquakes; and Maritime New Zealand (MNZ) for the MV RENA grounding; are
Comments on factual accuracy or proposals for amendment should be directed to:
recent examples.

J8 Branch The scale and duration of any military response is predicated on steady state military
Headquarters Joint Forces New Zealand operations and resource availability at the time of the emergency event.
2 Seddul Bahr Road
Trentham Whilst the appointed LA has primary responsibility for coordinating an All-of-
Upper Hutt Government (AOG) response, the NZDF may be called upon to assist until such time
NEW ZEALAND as the situation has been stabilised sufficiently for the civil authorities to resume their
2
responsibilities and the military withdrawn as soon as possible.
Telephone: 04 529 6800
Email: HQJFNZ.J8.LESSONS@NZDF.MIL.NZ The intent of this Aide-Memoire is to provide commanders and planners with a tool to
assist them in planning a military response to a significant domestic emergency and
disaster event. OGAs may also find it a useful tool to assist their understanding of how
the military operates.

The Aide-Memoire is generic in nature to allow flexibility in application to a range of
future emergency situations, but detailed enough to provide a solid framework for
developing consensus between the military and other supporting government and
Non-Governmental Organisations (NGOs) on HADR operational concepts. It contains
a broad assembly of general information on important topics including doctrine,
processes, key terms, and checklists. It also incorporates lessons learned and
observations made following disaster relief operations including Operations PIKE,
CHRISTCHURCH QUAKE and RENA.

L.J. WOON, MVO
Wing Commander
J8
Headquarters Joint Forces New Zealand
Trentham
Upper Hutt
NEW ZEALAND
August 2012

1
NZJSP No 102, 10 Aug 11, pg 1-102-7, para 6.
2
NZ DDP-D, NZ Military Doctrine, Feb 04, para 8.4.

3 4


Introductory Notes Acknowledgements

This Aide-Memoire is divided into six sections. HQ JFNZ acknowledges its intellectual debt in preparing this publication to a number
of publications, including:
Section 1 is generic in nature and provides an overview of HADR operations and a
typical military concept for managing a military response. It serves to assist a.
nd
JDP 3-52 – Disaster Relief Operations, 2 Edition, Ministry of Defence, London,
understanding of NZDF actions that make up the ‘diligent support’ provided to OGAs United Kingdom;
mandated as LA for domestic disaster and emergency events.
b. ADDP 3.13 – Information Operations, dated Nov 06, Australian Defence
Section 2 describes a number of niche capabilities that may be available to support
Headquarters, Canberra, Australia;
HADR responses.

Section 3 lists a number of factors military HADR planners will consider when c. ADDP 3.11 – Civil-Military Cooperation, dated Aug 04, Australian Defence
preparing military task elements and units to respond to a domestic disaster or Headquarters, Canberra, Australia;
emergency event.
d. ADDP4.0 – Defence Logistics, dated Apr 03, Australian Defence Headquarters,
Section 4 contains a series of generic functional area checklists. These are designed Canberra, Australia;
to provide initial focus and prompts for those involved in planning HADR operations. It
also includes some observations and lessons learned from NZDF experience and
e. ABCA Coalition Operations Handbook, Ed 5, dated 1 Aug 10;
support provided to three significant domestic disaster events – Operations PIKE,
CHRISTCHURCH QUAKE, and RENA.
f. ABCA Coalition Health Interoperability Handbook, Ed 2, 15 July 2009;
Section 5 describes the MCDEM structure and how the NZDF interfaces with it when
required to support an emergency or disaster event. The processes described therein g. ABCA Coalition Logistics Handbook, Ed 3, dated Mar 11;
are similar to those NZDF would follow with other LAs.
h. NZDF Joint Doctrine Note 3/10 – Guidelines for the Conduct of Stabilisation
Section 6 is a glossary including abbreviations and common terms used by the Operations (JDN 3/10), Jul 11;
humanitarian aid community.
i. NZDDP-D Foundations of New Zealand Military Doctrine (Second Ed), Nov 08;

j. DFO 91(1), NZJSP No 102 ‘Plan AWHINA’ 10 Aug 11;

k. Handbook No, 11-07 – Disaster Response Staff Officer’s Handbook -
Observations, Insights, and Lessons, dated Dec 10, Centre For Army Lessons
Learned (CALL), Fort Leavenworth, USA;

l. Multinational Force Standing Operating Procedures, Vol 1, Ver 2.6, Humanitarian
Assistance Disaster Relief (HA/DR) Extract dated Oct 10;

m. Multinational Force Standing Operating Procedures Ver 2.7 dated Jul 11;

n. Civil-Military Guidelines & Reference For Complex Emergencies, dated 2008, UN
Office For The Coordination of Humanitarian Affairs, New York; and

o. Strengthening Australia’s Conflict and Disaster Management Overseas, dated
2010, Asia Pacific Civil-Military Centre of Excellence.

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Special mention and acknowledgement is made of the ABCA series of publications as
they have provided a significant source of reference material in the production of this TABLE OF CONTENTS
Aide-Memoire.
Foreword 2

Authorisation 3

HADR Duty and Desk Officer Contact Details Preface 4
In the event of NZDF providing a response to a domestic disaster or emergency, all
operational inquiries and communications should be directed to the Joint Command Introductory Notes 5
Centre (JCC) 24 hour Duty Watchkeeper.
Acknowledgements 6
Tel: 04-529-6333
DTelN: 345-6333
HADR Duty and Desk Officer Contact Details 7
Free: 0800-475-369
Email: HQJFNZ.JWC@nzdf.mil.nz
Table of Contents 8

List of Illustrations 12

Section 1: Generic Military Operations Concept 13

Initiation of a Military Response 14

Military Intent and Endstate 16

General Outline 16

Phased Military Response 17

Military Capabilities and Response Timeframes 20

Supporting Concepts 20

Command and Control 26

Concluding Comments 27

Section 2: NZDF Capabilities 28

NZDF Designated Elements for Emergency Tasks 28

7 8


Inherent and Niche Capabilities 29 Communication Links Matrix 54

Approval Levels and Command Arrangements 29 Section 4: Checklists, Observations and Lessons Learned 55

Section 3: Factors influencing Planning 38 Generic HADR Planning Checklist 56

Terminology 38 Civil-Military Cooperation Considerations 67

Command and Support Arrangements with Other Agencies 39 Information Sharing With Other Agencies 72

Collaborative Planning 39 Command and Control Reconnaissance and Disaster Needs Assessment 74

Disaster Needs Assessment 41 Military Liaison Officer Assignment/Allocation 90

Joint Reconnaissance Team 42 Military Liaison Officer 95

Liaison Officers 42 Force Protection 102

Civil-Military Coordination Centre 43 Personnel Support Services 103

Information Management 44 Health Services Support 110

Media/Public Information Systems 45 Initial Health Assessment 112

Situational Awareness 46 Rapid Needs Assessment 113

Common Operating Picture 48 Logistic Support and Services 116

Task Transition and Transfer 48 Funding Issues 120

Performance Measurements and Evaluation 50 Legal Support Checklist for Legal Advisers 121

Rapid Response 51 Summary of Relevant Statutory Provisions 123

Funding and Cost Capture 52 Media/Public Information 128

Legal Issues 52 Disaster Victim Identification and Mortuary Operations 133

Limitations on Health Staff 52 Security Cordon Operations 137

Communications Networks 53 Task Transition and Transfer 140

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Section 5: National Civil Defence Structure 143 LIST OF ILLUSTRATIONS

Outline Structure 143 Figures Page

Levels of Response 143 Doctrinal Command and Coordination
1 15
Arrangements
Levels of Emergency 143
Typical Military Response to a Significant
2 17
Domestic Disaster or Emergency
Key Stakeholders 144
3 Standby Capability 20
Coordinated Incident Management System 144
4 Op Christchurch Quake - Rapid Response 23
Legal Authority 145
Locations of Military Commanders and
Doctrinal Command Arrangements for NZDF 145 5 26
Headquarters

Section 6: Glossary, Acronyms and Abbreviations 155 Op Christchurch Quake – Deployment of
6 28
Specialist Military Capability
Glossary of Terms 155
NZDF Designated Response Capabilities and
7 30
List of Acronyms and Abbreviations 164 Broad Tasks

8 NZDF Niche Capabilities and Broad Tasks 32

9 Op Rena - Media Interaction 132

Schematic Layout of a Disaster Victim
10 136
Identification and Mortuary Facility

11 MCDEM - Outline Civil Defence Organisation 146

12 MCDEM - Levels of Emergency Response 147

13 MCDEM – Levels of Emergency 150

14 Coordinated Incident Management System 153

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INITIATION OF A MILITARY RESPONSE

1.1 In the event of a NZ domestic disaster or emergency of national
significance, a Government Agency will be appointed through the Domestic
and External Security Group (DESG) as LA to coordinate AOG emergency
and disaster response. Recent examples of this include: NZPOL – Pike
River Mine disaster; MCDEM – Christchurch earthquakes; and Maritime
New Zealand (MNZ) – MV RENA grounding and oil spill.

1.2 Requests for NZDF support may be made through the Officials Committee
PREAMBLE for Domestic and External Security Coordination (ODESC) of which the
Chief of Defence Force and Secretary of Defence are members, or direct
from OGAs to NZDF.
1. This Section provides a generic Concept of Operations (CONOPS) for a
military response to a Government request to support a domestic disaster
3 1.3 Typically, the military may be required to undertake some emergency aid
event in New Zealand. This CONOPS is not about the NZDF taking a lead
tasks and reconstruction work that helps restore basic facilities as well as
role, but rather it outlines NZDF actions that collectively make up ‘diligent
assist NZPOL with public security, all of which is focused on creating the
support’ provided to OGAs mandated as the LA for domestic disasters and
necessary secure and stable environment that permits civil authorities to
emergencies. 4
resume responsibility, without the need of continued military presence.

2. It identifies the broad method by which the military would respond, identifies 1.4 LAs may coordinate the multi-agency/ AOG disaster relief operation through
the indicative command and control structures, and the typical tasks and the National Crises Management Centre (NCMC), or from its own Incident
forces which may be contributed. Coordination Centre.

3. This section serves to assist understanding of military planning for such 1.5 Doctrinal Command Arrangements. Military units deployed in support of
operations, and in doing so contributes to interagency understanding, disaster relief operations will usually do so as part of a wider national AOG
coordination and effectiveness. contribution; however, the deployed military elements are tasked by the
military and remain under military command. The doctrinal command
5
arrangements are illustrated in Figure 1.
4. This CONOPS does not limit, preclude or negate the requirement for OGAs or
NGOs to maintain their own disaster response plans or to lead in accordance
with NZ Government mandate.

3 4
This is provided primarily for the benefit of non-military agencies with whom the NZDDP-D New Zealand Military Doctrine, Feb 04, para 8.3.
5
military may interface when engaged in HADR. NZDDP-00.1 Command and Control in the NZDF, Oct 08, page 5-20.

13 14


TEs/TUs with the LA area controller. LOs are appointed at each level to
facilitate coordination.

MILITARY INTENT AND ENDSTATE

8
1.6 Intent. The military intent is for the NZDF to be prepared to provide
appropriate operational and logistical support to the Government authorities
during any type of local or national disaster or emergency, 104while
maintaining operational outputs and missions.
9
1.7 End State. NZDF having successfully responded to the emergency and
redeployed to home locations for reconstitution, ready to provide support to
future contingencies.

GENERAL OUTLINE

1.8 Disaster and emergency management is often described as a process
10
comprising four essential activities/phases : Reduction (mitigation),
Readiness, Response, and Recovery. In times of disaster, natural or man-
made, the Government may turn to the military for help in the Response and
Recovery phases, as the military has capabilities including trained and
disciplined personnel, who can be deployed rapidly.

1.9 Upon activation of the military, COMJFNZ would conduct a reconnaissance
of the disaster area to assess the disaster situation; identify the military
capabilities required (to minimise further suffering, loss of life, destruction of
1.5.1 COMJFNZ will appoint a Joint Task Force Commander (JTFC) and likely property and/or degradation to the environment; and provision of disaster
assign task elements (TEs) or task units (TUs) under Operational Control
6 relief); appoint a JTFC; assemble a military force; and deploy it into the
(OPCON) to the JTFC. However, some strategically important assets will disaster area/area of operations (AO) as soon as possible. This period is
always be held centrally (e.g. fixed wing aircraft, major maritime elements, characterised by a range of con-current planning, activation and execution
and certain specialised land capabilities). taking place, some of which may be necessary to occur before a detailed
reconnaissance has been completed. A flexible approach recognising that
1.5.2 The JTFC will exercise OPCON by directing assigned TEs/TUs to all emergency and disaster events are different, and pose their own set of
accomplish specific tasks. The supported LA may lodge requests for challenges, is key.
assistance directly to the JTFC. 11
1.10 Once the immediate emergency is over, conditions for recovery have been
1.5.3 On occasions a JTFC may allocate military TEs/TUs in direct support of set, and assigned tasks either completed or transferred to OGAs and/or
OGAs/NGOs for specific tasks, and if so, the assigned TEs/TUs remain NGOs, the military would be withdrawn - withdrawal of the military at the
under military control; the supported agency has no authority to direct the earliest mutually agreed opportunity would be a goal of military planners.
military TEs/TUs.
7 NZDF typically has about 350 personnel deployed internationally on some
11 missions in 11 countries. The raising, training, sustainment and
1.5.4 COMJFNZ coordinates deployment of military resources in conjunction with reconstitution of deploying and returning forces is a full programme, this is
the LA. At the tactical level the JTFC coordinates the assignment of military
8
JSP 102, AWHINA, Issue 3, dated 10 Aug 11, para 9.
9
HQ JFNZ/3120/1 dated 3 Sep 04, para 9.
6 10
See Glossary. As defined by MCDEM.
7 11
DFO 91(1), NZJSP No 102 ‘Plan AWHINA’ 10 Aug 11, pg 1-102-7, para 36. Recovery in this context is Recovery as defined by MCDEM.

15 16


why military planners actively seek to return military units to core business Deployment of Military HADR.
as soon as the domestic HADR priorities of Government are deemed Response
satisfied for the military’s part in any particular local event.  Deploy main body – provide
more comprehensive
1.11 Planning Factors. Some factors that influence military planners are listed in capabilities as part of AOG
Section 3. HADR response
 Civil-Military Coordination
Centre established.
PHASED MILITARY RESPONSE

Phase 3  Sustain military contribution
1.12 Typically a military response would be conducted in phases. The alignment
12 to the disaster relief
of key military actions with the four disaster management phases is Sustain operation.
described in Figure 2 below.
 3rd party logistics in support
Figure 2: Typical Military Response to a Significant Domestic Disaster or of NZDF.
Emergency  Augment the disaster HADR
supply Lines of
13
Disaster Phases Military Phases Key Military Actions Communication (LOC).

Reduction Nil  Assist with scenario and Recovery Phase 4  Hand over/hand back HADR
response development to task – civil authorities
Redeployment resume responsibility.
identify potential limitations
in AOG infrastructure and
resources that can be  Withdraw military back to
rectified thereby reducing base camps – reconstitute.
risk.
1.13 Military Phase 1: Reconnaissance/Activation/Mobilization. The
Readiness Nil  Participate in contingency principal activity (or main effort) is to gain an early accurate appreciation of
planning and exercises with the disaster. As a general rule, the military would seek to conduct this as a
OGA. collaborative effort with the LA and use information gained to inform
decision making. However, circumstances at the time may lead to military
 Formulate military HADR activation and mobilization being initiated based on best available
response plan. information and a more complete reconnaissance and assessment being
carried out some days later (as was the case with Christchurch Quake
Response Phase 1  LOs deployed. 2011). The reconnaissance may be divided into two stages:

Reconnaissance/  Reconnaissance and 1.13.1 Immediate Reconnaissance. This involves the rapid
Activation / Disaster Needs Assessment deployment of specialist personnel to quickly gain a picture of the
Mobilization (DNA). situation and conduct a DNA to identify those areas in most
immediate need. This will most likely be conducted immediately
 Mobilize/Constitute a force. following the disaster and may require military air assets.

Phase 2  Deploy immediate response 1.13.2 Detailed Reconnaissance. Although the military may not
team – provide immediate specifically conduct the detailed reconnaissance, it may assist
with transporting the required OGA/NGO expertise into the AO.
12
This reconnaissance may be conducted some hours or days after
As defined by MCDEM. the disaster and is a more detailed assessment of the disaster
13
As defined by MCDEM.

17 18


relief requirement - it may include an assessment on key public MILITARY CAPABILITIES AND RESPONSE TIMEFRAMES
infrastructure such as water, sanitation, energy, communications,
transportation and critical facilities such as hospitals, ports, 1.17
14
Standby Capabilities . Military assets that may be deployed in support of
airfields and fuel storage facilities. emergency tasks, their Degree of Notice (DON), and broad tasks are
described in Section 2.
1.14 Military Phase 2: Deployment of Military Response. The size and scope
of capabilities to be deployed will flow from the reconnaissance and DNA. 1.18 Limitations. The availability of these capabilities is predicated on steady
Given time imperatives it is likely that military aircraft if available, and state operations and NZDF commitments to other Government directed
providing suitable airfields remain operational, will be used to deploy outputs at the time of the emergency.
immediate response groups and heavy lift may be conducted with sealift
assets. Key tasks include:

1.14.1 The provision of appropriate military support to minimise loss of
life or injury, and to provide for the welfare of the affected
populace.

1.14.2 Close liaison with the LA to ensure unity of effort, coordinated
response, and civil-military cooperation.

1.15 Military Phase 3: Sustainment. Key features include:

1.15.1 The provision of support to sustain the military contribution (and
when directed, OGAs) deployed in Phase 2.

1.15.2 The duration of the military commitment will be influenced by the
extent to which local authorities and community support systems
have been disrupted, and will be decided by Government.

1.15.3 As soon as local authorities and community support systems have
been sufficiently restored, the military would commence transfer
of responsibility in preparation for Phase 4.

1.15.4 If this phase is a protracted one, military staff rotations will occur
in order to rest personnel and deploy in fresh people to ensure SUPPORTING CONCEPTS
continuous engagement in the disaster relief operation.
1.19 Typical Features. The greatest challenge to military planners is to achieve
1.16 Military Phase 4: Redeployment. This phase involves: rapid projection into the disaster area and balance that with an evolving mix
of steady state requirements, surge demands, and political credibility
1.16.1 The withdrawal and redeployment of the military back to home considerations. In doing so the military would adapt existing support plans to
locations for reconstitution and reassignment to military meet the specific requirements of the emergency and disaster event of the
operations. day. This approach recognises that each crisis presents its own demanding
sets of shifting priorities and objectives and any crisis management
15
1.16.2 The Government may decide that some niche military capabilities organisation must be designed to meet various essential criteria. Typically,
remain in the disaster area for an extended period in the event military support plans to a HADR operation would display the following
OGA and NGO systems require extended military capability characteristics:
presence to ensure delivery of essential services.
14
NZDF 2010/2011 Output Plan Year Ending 30 Jun 11, Appendix 1 to Schedule 3.
15
NZDDP-D New Zealand Military Doctrine, Feb 04, para 8.28.

19 20


16
1.19.1 Self-Sufficient Military . Consistent with an intention not to 1.20.1 Intelligence and Information Management. Intelligence support
impose any further burden on an already stressed domestic and a central focal point/organisation through which information is
scene, COMJFNZ would ensure a military response is self- collected, analysed, coordinated and disseminated both internally
sufficient in terms of transport, communications, health support, and externally, is essential to achieving unity of effort,
accommodation, and rationing. coordination, and efficiency.

1.19.2 Brick Principle Support. The military response will be based  Intelligence. Up to date multi-sourced information is used to
around agile task organised units (bricks) which can be added to, build a coherent verified ‘intelligence picture’. This is essential
withdrawn, and reassigned, dependant upon the scope and level to timely and appropriate decision-making.
of response required.  Information Sharing. Information sharing with OGAs and
NGOs the military interact with is critical to ensure unity of
1.19.3 Disaster Needs Assessment (DNA) Driven. The military support purpose and a coordinated approach.
plans will be shaped by the DNA.  Common Operational Picture (COP). Such information
would inform a COP that is essential to timely, correct,
1.19.4 Civil-Military Collaborative Approach. The military would seek effective decision making.
to synchronise its plans with those of other supporting agencies to  More Information. See Section 3 and 4.
achieve early, timely and smooth transition of civil responsibilities
back to proper authorities. Establishing a Civil-Military 1.20.2 Logistics. Whilst the military concept for logistics support is
17
Coordination (CIMIC) Centre to provide the interface between likely to vary according to the phase of the operation, it would
18
the civil and military elements, would be critical to achieving this. address these broad areas:
The military could assist the LA in establishing this if it were not
established by the LA. As a minimum the military would seek to  Initial Rapid Response. This is the best estimation of need
attach LOs with the supported LA. arising from the rapid disaster needs assessment, response, a
mix of immediate and anticipated HA requirements, and that
1.19.5 Transition and Transfer. While the immediate goal is to save necessary to support deployed and anticipated follow-on
lives and mitigate human suffering, the ultimate military goal in military forces. Key here is not to impose any further burden
HADR operations is creating conditions that permit the early on an already stressed domestic scene and/or provide
resumption of responsibility by civil authorities, and early material that is not timely or synchronised with the deployment
19
withdrawal of the military. of AOG responders.
 Steady State Requirements. After the initial phase, logistics
1.19.6 Memorandum of Understanding (MOU). Existing MOUs support at least for the military would become more steady
between NZDF, OGAs and NGOs would guide the general state – logistics plans would be adjusted accordingly.
approach to inter-agency cooperation. Therein are contained,  Surge Demands. This is driven by the pattern of operations
amongst other topics, broad agreement regarding funding. and can create the greatest logistical problems because it is
the least easy to predict particularly if capacity to move stores
1.20 Typical Functional Support Plans. Support plans that cater for standard and personnel over LOC are limited. Participation in
military operations requirements and capable of being tailored to support an information sharing initiatives would be key to mitigating these
20
AOG contribution to a HADR operation, include: problems.
 Sustainment. This relates to the sustainment of own military
16 forces and any agencies NZDF is directed to support (eg
NZJSP No 102, 10 Aug 011, page 1-102-B-1, Note 2. Standby Forces are to be
overseas military deployed in support of a NZ domestic
self-sufficient in all aspects for at least 72 hours.
17 disaster) until successful transfer and resumption of
See Glossary.
18 responsibilities by civil authorities, and withdrawal of the
ADDP 3.11 Civil-Military Cooperation, 24 Aug 04, para 3.15.
19 military force. During this phase the military may establish
ADDP 3.11 Civil-Military Cooperation, 24 Aug 04, para 3.18.
20 some ‘Third Party contracted logistics services’ to augment its
The main departments that the NZDF has a working relationship with, and in most
sustainment requirements and capacity. The military does not
cases shares common outcomes, are included in the NZDF 2011-2014 Statement of
engage 3PL on behalf of the LA or any other agency.
Intent Year Ending 30 Jun12, page 36.
 More Information. See Section 3 and 4.

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 Optimisation. The military HSS contribution would generally
be collocated wherever possible to make optimum use of
available MoH infrastructure.
 Communication. HSS communication and information
requirements to support planning, control of health support,
casualty prevention, treatment and evacuation, patient
tracking, etc is significant. Inter-agency communications
connectivity barriers will slow integration.

1.21.5 Personnel Services Support. HADR operations are usually
people intensive and require co-ordinated planning and support
for personnel involved. The military personnel service support
could include chaplaincy services, psychological services, and
welfare support. These would be provided for the deployed
military personnel and where directed, for some supported
agencies.

 Inter-agency Consultation. The military would seek to
identify and make contact with OGAs and NGOs in order to
co-ordinate or integrate the military personnel support plans –
this function may initially be carried out by LOs.
 Rotation. If the operation is a protracted one, staff rotation
1.21.3 Freight and Personnel Movement. Typically in a disaster relief and replacement plans incorporating personnel selection and
situation, military air, sea, and road transport assets, or a assignment would be required.
combination of, may be required.  More Information. See Section 4.

 Movement Control. NZDF has personnel trained in the 1.21.6 Communications Networks. HADR community agencies have
planning, processing, and tracking the movement of personnel two broad communication customer groups – one is internal
and/or freight through a number of transport nodes along the agency customers and the other is the external parties with whom
LOC. they interface. Communications with external agencies continues
 Agency Support. As civil air, sea, road, and/or rail transport to be problematic for the HADR community because a single
services may be interrupted as a result of the disaster, the national radio network as not yet been widely integrated. The
requirement to move agency relief responses, including the broad approach taken by the military will revolve around:
evacuation of personnel, by military transport assets is very
likely.  Military - Internal. Internal military communication
 More Information. See Section 3 and 4. requirements will be met using standard military
communication platforms, including secure and non-secure
1.21.4 Health Support Services (HSS). A military HSS plan would networks.
address two broad group requirements – that of the deployed  Military - Interagency. Interagency communication link-up
military force, and if requested, the augmentation of disaster HSS. will primarily be addressed by using mobile phone, land-line,
They may not necessarily be stand-alone distinct group internet, sat-phone and hand-held radio networks where
capabilities. Key points to note: available. Whilst not ideal this reflects the reality, and is a
challenge to multi-agency coordination. The deployment of
 Augmentation. Whilst the Ministry of Health (MoH) and/or LOs can mitigate this limitation.
District Health Boards (DHBs) have responsibility to  Communications Matrix. A matrix detailing the broad
coordinate and implement the health response plan, the communication links the military will seek to establish is
military has a number of HSS capabilities that can augment provided in Section 4. It serves to indicate what the military
an AOG health response plan. will first seek to establish with its internal agencies and

23 24


dependant upon equipment compatibility, the military linkages successfully with the public, and when they may, or may not,
with the wider HADR community. use force or detain persons.
1.21.7 Finance. Funding for AOG responses is guided by a combination
of pre-existing arrangements or MOU and agreements reached at COMMAND AND CONTROL
the time of the emergency and disaster.
1.22 Locations of Military Commanders and Headquarters.
 Cost Capture. As a routine, NZDF will engage cost capture
mechanisms to complement subsequent cost apportionment
decisions made by Government. Figure 5: Locations of Military Commanders and Headquarters

1.21.8 Media. The importance of coordinating media activities with that Commander HQ Location/Contact Details/Notes
of the LA cannot be overstressed.
Chief of HQ NZDF Defence House, Wellington or in the ODESC(E)
 Public Expectation. The public expect to receive regular up Defence (if convened) in the Beehive sub-basement.
to date information about a civil emergency or disaster Force
situation. This includes coverage of what the military is
doing. To that end the military would produce in collaboration Commander HQ JFNZ 2 Seddul Bahr Road, Trentham. Liaison
with the LA, a military media plan. Joint Forces established with LA Controller and/or NCMC (if
 Credibility. If information released to the public conflicts with NZ activated).
that released by the LA, the result may be a loss of credibility
for all involved and a negation of positive accomplishments. 24 Hour Duty Watch Keeper, contact
 Use The Media. It is important to utilise the potential of the details:
media to pass on key messages and target specific
audiences to assist the HADR response. A proactive and Tel DDI: 04-529-6333
transparent approach to communication is critical to ensure DTelN: 345-6333
public confidence in the LA response.
 More Information. See Section 3 and 4. Free: 0800-475-369

1.21.9 Legal. The legal issues in HADR operations essentially fall into Email: HQJFNZ.JWC@nzdf.mil.nz
three broad areas:
Joint Task HQ JTF Deployed forward in the disaster area. Liaison
 Legitimacy. The general legal basis for the involvement of Force established with LA disaster area controller.
the military is provided under sections 9(1)(a) and (b) of the
Defence Act which authorises the use of the NZDF in NZ or
elsewhere to perform any public service, or provide Commander Contact Details: Will be advised when this
21
assistance to the civil power in time of emergency. The organisation is activated.
specific legal basis will arise from the legislation empowering
the LA which provides the scope and detail of the authority to
act. CONCLUDING COMMENTS
 Legal Compliance. Members of the Armed Forces at all
levels must understand the relevant law and authority by 1.23 The NZDF, like OGAs and NGOs, maintains its own disaster response plans
which they are acting, in order to ensure that they act lawfully. for different domestic emergency and disaster scenarios.
 Rules of Conduct (ROC). A ROC card will be issued to
provide guidance to NZDF personnel in how to deal 1.24 The NZDF will rarely, if ever, be called on to lead a NZ based HADR
operation. However, with experiences in such planning and leadership abroad,
the NZDF has significant capabilities that may be available to support the LA.
21
NZJSP No 102, 10 Aug 11, page 1-102-7, para 23.

25 26


1.25 Section One of this Aide-Memoire provides an indicative generic operational
concept for such support and an indication of the categories of routine
considerations made in such contingencies. It also serves to assist
understanding of military planning for such operations, and in doing so
contributes to interagency coordination and mission success.

NZDF DESIGNATED ELEMENTS FOR EMERGENCY TASKS

2.1 Capabilities. The military has the capacity to deliver a range of services in
support of a disaster event response effort while conducting the training
levels to maintain Directed Levels Of Capability (DLOC) for military
operational deployment. Acknowledging all emergencies will vary in nature,
severity, geographical space, and corresponding response, the main NZDF
22
elements that may be deployed and broad tasks that can be achieved with
these capabilities, are described in Figure 7 at the end of this Section.

2.2 Limitations. Availability will be determined by NZDF commitments to other
Government directed outputs at the time e.g. Output 16 Operationally
Deployed Forces. In the event an emergency is severe, Government will
decide whether to redirect NZDF assets and resources away from those
outputs, to support the emergency.

22
NZDF 2010/2011 Output Plan Year Ending 30 Jun 11, Appendix 1 to Schedule 3.

27 28


28
emergency will revert to centralised command, for assignment by
The employment of military water production equipment is one example of specialist COMJFNZ.
military equipment being assigned to assist a domestic disaster operation.

INHERENT AND NICHE CAPABILITIES Figure 7: NZDF Designated Response Capabilities and Broad Tasks

2.3 Inherent Capabilities. NZDF elements are self supporting in terms of
NZDF Elements/Capability –
leadership, organisational structure, deployability, sustainability, and
Service With Degree of Notice (DON) Tasks
personnel trained state, this enables flexibility of employment. These are by- 29
23 where applicable
products of being a disciplined Defence Force per se.

2.4 Niche Capabilities. The military also possesses capabilities not specifically SAR, medical assistance,
itemised in NZDF Statements of Intent or Output Plans. These ‘niche One, frigate at 8 hours DON (or casualty evacuation, bulk
capabilities’ are listed in Figure 8. alternative vessel). transport of urgent relief stores
and aid.
APPROVAL LEVELS AND COMMAND ARRANGEMENTS

2.5 Approval levels for the provision of these military assets/services range from One, inshore patrol vessel (IPV) SAR, medical assistance,
Cabinet/Ministerial level for significant events to local military commanders at 8 hours DON. casualty evacuation.
24
for minor local support tasks. Generally, tasks will be approved on the
direction of the Chief of Defence (CDF), a Single Service Chief through their
Harbour/waterway clearance
respective Component Commanders, or Commander Joint Force NZ Navy One, diving team at 6 hours DON.
Underwater search
(COMJFNZ).
25
2.5.1 Regional Emergency . Local and regional emergency events
are managed by LA regional Controllers. For example, in a civil Cordon and search/evacuation
One, 25-person Civil Defence
defence emergency, local military commanders have the authority tasks, roving un-armed patrols.
Response Group.
to assist local MCDEM Controllers and employ their respective Self-sufficient for 72 hours.
25-person NZDF Response Groups for local region
26
emergencies.
On-shore personnel for fire
27 Augment NZ Fire Services
2.5.2 National/ Major Emergency . In the event a disaster or fighting, as available.
emergency demands a more significant response it may be
elevated to one of national importance where the response may Operational liaison,
On call – HQ elements in North
be co-ordinated through the NCMC or from the LAs own national Army reconnaissance, planning
and South Island, 48 hours DON.
coordination centre. In this case NZDF regionally based elements assistance
and/or any other assets that may be assigned to the
Four, 25-person Response
Groups (Waiouru, Linton, As for Navy.
Trentham, Burnham).

23
NZDF Statement of Intent 2011-2014, Year Ending 30 Jun 12, page 11.
24
NZDF 2010/2011 Output Plan Year Ending 30 Jun 11, Appendix 1 to Schedule 3,
para 2.
25
An emergency in this case in an area or region that involves only one CDEM group
or equivalent OGA, flood along Waikato River. 28
DFO 91(1), NZJSP No 102 ‘Plan AWHINA’ 10 Aug 11, para 15.c.
26
DFO 91(1), NZJSP No 102 ‘Plan AWHINA’ 10 Aug 11, para 15.a. 29
NZDF 2011/2012 Output Plan Year Ending 30 Jun 12, Appendix 2 to Schedule 3,
27
An emergency that spans multiple regions or multiple CDEM groups or is of national para 4.
proportions, e.g. volcanic eruption in the Rotorua area.

29 30


As per 25-person groups, over
Two, 100-person National
multiple sites, and can deploy for Figure 8: NZDF Niche Capabilities and Broad Tasks
Response Groups.
30 days.

Niche Capability Tasks
Reserves for sustaining 100-
One, 500-person Reserve. person National Response
Groups. Liaison Officers  Establish and maintain liaison
with LAs.
EOD Teams in North and South Render military/non-military
Island at 12 hours DON. ordinance safe.  Assist LA with planning and
coordinating interface with the
military.
In-camp personnel for fire fighting,
as available.
As for Navy.  Self sufficient in transport,
communications, logistic
support, rationing and
Medical/casualty evacuation, accommodation.
One, Iroquois helicopter at 2
SAR, reconnaissance, fire-
hours DON.
fighting, VIP airlift.

One, Orion (or Hercules if Orion is Reconnaissance, surveillance,
not available) at 2 hours DON. imagery, communications, SAR.

Air Medical evacuation, freight and Engineers – Urban Search And Rescue  Thermal imagery.
Force One, Hercules at 14 hours DON.
personnel movement, VIP airlift. (USAR)
 Breathing apparatus.
Operational liaison,
 Hydraulic equipment.
On call – HQ elements. reconnaissance, planning
assistance.  High and low pressure air lifting
bags.
Operational liaison,
One, 25-person Response Group
reconnaissance, planning  Rope rescue equipment.
at each Air Base.
assistance.
 Positive pressure ventilation
equipment.
 Flood lighting.
 Personnel trained to USAR
CAT1R level.

Engineers – General  Securing/removal of ‘hazards to
people’, road clearance, sewage
system repair,
 Support council rapid
assessment needs.

31 32


Engineers – Chemical & Biological  Chemical protection suits and Logistics - Mortuary  NZDF has a very limited
decontamination showers. temporary mortuary facility
capability.
 Augments a NZPOL led
operation.

Engineers - Fire  Fire appliance.
 Identification and fire Logistics – Emergency Accommodation  Tented accommodation for up to
100 personnel.
 risk mitigation.
 Primarily for use by NZDF
 Augment local fire services.
personnel deployed on disaster
relief operations but may
Engineers - Water Production  Plants capable of producing potentially be available for use by
limited amounts of potable water other supporting agencies (e.g.
from both salt water and NZPOL, USAR, specialist
contaminated fresh water international aid agencies, etc).
sources.
 Road tankers for water
distribution.
Logistics – Movement Operators /Air  Personnel trained to assist with
 EHOs to assess safety of water
Movements processing evacuated personnel
supplies.
via transport nodes.
 Augment OGAs for evacuation of
affected population to/from other
Logistics - Mobile Shower & Laundry  Shower unit for decontamination NZ destinations.
of USAR pers.
 Support personnel and freight
terminal operations.

Logistics - Mobile Kitchen  Mobile catering facilities.  Helicopter under slung load
operations.

Logistics - Repair  First line, unit grade repair
capability including specialist
equipment, for NZDF
equipment.

Logistics - Ground Transport  4x4 rough terrain capable
vehicles for cargo and personnel
movement.
 Water tankers, fuel tankers.

33 34


Hadr aide memoire final 2012

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Hadr aide memoire final 2012