Recovery exit strategy Although the duration of each recovery period cannot be determined prior to an event, recovery nevertheless needs to be a finite process. A recovery exit strategy sets out the plan for withdrawing formal recovery assistance to the level of business as usual. An exit strategy will identify work that needs to be completed to and the steps that need to be taken to do so. It will ensure that affected people and communities continue to receive services that support business as usual, that lessons learned from the event are recorded and actions taken to reduce hazards that contributed to the impact of the emergency. There are certain key principles that need to be taken into consideration when developing a recovery exit strategy, including: • The extent to which progress on social, built, economic and environmental recovery is complete • The ability of affected communities to manage outstanding aspects of recovery • The extent to which recovery has been started and can be sustained over time (eg; environmental recovery may not be complete, but the majority of the work required to ensure it happens has been done). • Any need for ongoing resourcing or services that are not part of recovery agencies’ business as usual. • The extent to which communities regard themselves as having adapted to a changed reality. It should be noted that psychosocial recovery generally lasts longer than other aspects of recovery.3 While acknowledging this, it may be detrimental to the psychosocial wellbeing of a community if recovery is allowed to continue indefinitely. 8.8.4 Financial Arrangements Part 10, sections 162-163 of the National CDEM Plan 2015 defines the principles for central government financial support both for the response and recovery phases. Its general principles are that local authorities should be responsible for dealing with the impacts of emergencies within their regions. The aim of government assistance is to provide the minimum support necessary to restore community capability to a condition of functional self-help and provide the most appropriate long-term solutions. Section 33 of the Guide to the National CDEM Plan 2015 provides more specific principles for the provision of recovery assistance. The Group Manager is responsible for emergency management budget and overseeing costs throughout an emergency. In recovery, the Recovery Manager has a dedicated budget and is responsible for its management. Costs incurred during an emergency are normally charged to a dedicated emergency account within the council accounting system and re-apportioned after the event if the external funding thresholds have been exceeded. Each agency has a requirement to manage their own risks including the provision of adequate financial resources for emergency contingencies. The council meets their obligations through a combination of budget provision, financial reserves, insurance and support from national agencies such as NZTA. 3 Framework for Psychosocial Support in Emergencies, Ministry of Health Wellington, 2016, page x. Marlborough Civil Defence Emergency Management Plan, 2017-2022 Page 68