Disasters can create the equivalent of 20 years of waste in only a few days. Disaster waste can have direct impacts on public health and safety, and on the environment. The management of such waste has a great direct cost to society in terms of labor, equipment, processing, transport and disposal. Disaster waste management also has indirect costs, in the sense that slow management can slow down a recovery, greatly affecting the ability of commerce and industry to re-start. In addition, a disaster can lead to the disruption of normal solid waste management systems, or result in inappropriate management that leads to expensive environmental remediation. Finally, there are social impacts implicit in disaster waste management decisions because of psychological impact we expect when waste is not cleared quickly or is cleared too quickly. The paper gives an overview of the challenge of disaster waste management, examining issues of waste quantity and composition; waste treatment; environmental, economic, and social impacts; health and safety matters; and planning. Christchurch, New Zealand, and the broader region of Canterbury were impacted during this research by a series of shallow earthquakes. This has led to the largest natural disaster emergency in New Zealand’s history, and the management of approximately 8 million tons of building and infrastructure debris has become a major issue. The paper provides an overview of the status of disaster waste management in Christchurch as a case study. A key conclusion is the vital role of planning in effective disaster waste management. In spite of the frequency of disasters, in most countries the ratio of time spent on planning for disaster waste management to the time spent on normal waste management is extremely low. Disaster waste management also requires improved education or training of those involved in response efforts. All solid waste professionals have a role to play to respond to the challenges of disaster waste management.
In the aftermath of the 22 February 2011 earthquake, the Natural Hazards Research Platform (NHRP) initiated a series of Short Term Recovery Projects (STRP) aimed at facilitating and supporting the recovery of Christchurch from the earthquake impacts. This report presents the outcomes of STRP 6: Impacts of Liquefaction on Pipe Networks, which focused on the impacts of liquefaction on the potable water and wastewater systems of Christchurch. The project was a collaborative effort of NHRP researchers with expertise in liquefaction, CCC personnel managing and designing the systems and a geotechnical practitioner with experience/expertise in Christchurch soils and seismic geotechnics.
On 4 September 2010, people in Canterbury were shaken from their beds by a major earthquake. This report tells the story of the University of Canterbury (UC), its staff and its students, as they rose to the many challenges presented by the earthquake. This report however, is intended to do more than just acknowledge their hard work and determination; it also critically reflects on the things that worked well and the aspects of the response that, in hindsight, could have been done better. Luckily major events such as this earthquake do not happen every day. UC has benefited from the many universities around the world that have shared their experiences of previous disasters. We hope that this report serves to pass forward the favour and enables others to benefit from the lessons that we have learnt from this event.
Blended learning plays an important role in many tertiary institutions but little has been written about the implementation of blended learning in times of adversity, natural disaster or crisis. This paper describes how, in the wake of the 22 February Canterbury earthquake, five teacher educators responded to crisis-driven changing demands and changing directions. Our narratives describe how blended learning provided students in initial teacher education programmes with some certainty and continuity during a time of civil emergency. The professional learning generated from our experiences provides valuable insights for designing and preparing for blended learning in times of crisis, as well as developing resilient blended learning programmes for the future.
