The timeliness and quality of recovery activities are impacted by the organisation and human resourcing of the physical works. This research addresses the suitability of different resourcing strategies on post-disaster demolition and debris management programmes. This qualitative analysis primarily draws on five international case studies including 2010 Canterbury earthquake, 2009 L’Aquila earthquake, 2009 Samoan Tsunami, 2009 Victorian Bushfires and 2005 Hurricane Katrina. The implementation strategies are divided into two categories: collectively and individually facilitated works. The impacts of the implementation strategies chosen are assessed for all disaster waste management activities including demolition, waste collection, transportation, treatment and waste disposal. The impacts assessed include: timeliness, completeness of projects; and environmental, economic and social impacts. Generally, the case studies demonstrate that detritus waste removal and debris from major repair work is managed at an individual property level. Debris collection, demolition and disposal are generally and most effectively carried out as a collective activity. However, implementation strategies are affected by contextual factors (such as funding and legal constraints) and the nature of the disaster waste (degree of hazardous waste, geographical spread of waste etc.) and need to be designed accordingly. Community involvement in recovery activities such as demolition and debris removal is shown to contribute positively to psychosocial recovery.
The New Zealand Kellogg Rural Leaders Programme develops emerging agribusiness leaders to help shape the future of New Zealand agribusiness and rural affairs. Lincoln University has been involved with this leaders programme since 1979 when it was launched with a grant from the Kellogg Foundation, USA.At 4.35am on 4th September 2010, Canterbury was hit by an earthquake measuring 7.1 on the
Richter scale. On 22nd February 2011 and 13th June 2011 a separate fault line approximately
35km from the first, ruptured to inflict two further earthquakes measuring 6.3 and 6.0
respectively. As a direct result of the February earthquake, 181 people lost their lives. Some
commentators have described this series of earthquakes as the most expensive global
insurance event of all time.
These earthquakes and the more than 7000 associated aftershocks have had a significant
physical impact on parts of Canterbury and virtually none on others. The economic, social and
emotional impacts of these quakes spread across Canterbury and beyond.
Waimakariri district, north of Christchurch, has reflected a similar pattern, with over 1400 houses
requiring rebuild or substantial repair, millions of dollars of damage to infrastructure, and
significant social issues as a result. The physical damage in Waimakiriri District was
predominately in parts of Kaiapoi, and two small beach settlements, The Pines and Kairaki
Beach with pockets elsewhere in the district. While the balance of the district is largely
physically untouched, the economic, social, and emotional shockwaves have spread across the
district. Waimakariri district consists of two main towns, Rangiora and Kaiapoi, a number of
smaller urban areas and a larger rural area. It is considered mid-size in the New Zealand local
government landscape.
This paper will explore the actions and plans of Waimakiriri District Council (WDC) in the
Emergency Management Recovery programme to provide context to allow a more detailed
examination of the planning processes prior to, and subsequent to the earthquakes. This study
looked at documentation produced by WDC, applicable legislation and New Zealand
Emergency Management resources and other sources. Key managers and elected
representatives in the WOC were interviewed, along with a selection of governmental and nongovernmental
agency representatives. The interview responses enable understanding of how
central Government and other local authorities can benefit from these lessons and apply them
to their own planning.
It is intended that this paper will assist local government organisations in New Zealand to
evaluate their planning processes in light of the events of 2010/11 in Canterbury and the
lessons from WDC.
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.
Disaster recovery is significantly affected by funding availability. The timeliness and quality of recovery activities are not only impacted by the extent of the funding but also the mechanisms with which funding is prioritised, allocated and delivered. This research addresses the impact of funding mechanisms on the effectiveness and efficiency of post-disaster demolition and debris management programmes. A qualitative assessment of the impacts on recovery of different funding sources and mechanisms was carried out, using the 2010 Canterbury Earthquake as well as other recent international events as case studies. The impacts assessed include: timeliness, completeness, environmental, economic and social impacts. Of the case studies investigated, the Canterbury Earthquake was the only disaster response to rely solely on a privatised approach to insurance for debris management. Due to the low level of resident displacement and low level of hazard in the waste, this was a satisfactory approach, though not ideal. This approach has led to greater organisational complexity and delays. For many other events, the potential community wide impacts caused by the prolonged presence of disaster debris means that publicly funded and centrally facilitated programmes appear to be the most common and effective method of managing disaster waste.
The Project Team were: Simon Wallace (TIA),
David Simmons (Lincoln University),
Susanne Becken (Lincoln University)The State of the Tourism Sector report is published annually.The Tourism Industry Association of New Zealand’s (TIA) annual State of the Sector 2011 has been
prepared in partnership with Lincoln University. The objective of this is to understand better how
the tourism sector sees its future and what challenges and opportunities lie ahead in both the short
and longer term. State of Sector 2011, alongside the ongoing series of TIA Insights and other
consultations that TIA is undertaking in its research work programme, is aimed at informing
participants at the Tourism Summit taking place in Wellington on 13 July 2011. This information is a
key driver in assisting with the development of the 2011 Tourism Industry Election Manifesto. State
of the Sector 2011 also ultimately provides a current view of the tourism sector for those within the
industry and for external stakeholders who have an interest in tourism in New Zealand.
