The 48hr Design Challenge, run by the Christchurch City Council and held at Lincoln University, provided an opportunity for Council to gain inspiration from the design and architecture industry, while testing the draft Central City Plan currently being developed. The Challenge was a response to the recent earthquakes in Christchurch and brought together local and international talent. A total of 15 teams took part in the Challenge, with seven people in each including engineers, planners, urban designers, architects and landscape architects, as well as one student on each team. The four sites within the Red Zone included the Cathedral Square and BNZ Building; 160 Gloucester Street; the Orion NZ Building at 203 Gloucester Street; and 90 Armagh Street, including the Avon River and Victoria Square. The fifth site, which sits outside the Red Zone, is the former Christchurch Women’s Hospital at 885 Colombo Street. This is team SoLA's entry for 160 Gloucester Street.
On 22 February 2011, Canterbury and its largest city Christchurch experienced its second major earthquake within six months. The region is facing major economic and organisational challenges in the aftermath of these events. Approximately 25% of all buildings in the Christchurch CBD have been “red tagged” or deemed unsafe to enter. The New Zealand Treasury estimates that the combined cost of the February earthquake and the September earthquake is approximately NZ$15 billion[2]. This paper examines the national and regional economic climate prior to the event, discusses the immediate economic implications of this event, and the challenges and opportunities faced by organisations affected by this event. In order to facilitate recovery of the Christchurch area, organisations must adjust to a new norm; finding ways not only to continue functioning, but to grow in the months and years following these earthquakes. Some organisations relocated within days to areas that have been less affected by the earthquakes. Others are taking advantage of government subsidised aid packages to help retain their employees until they can make long-term decisions about the future of their organisation. This paper is framed as a “report from the field” in order to provide insight into the early recovery scenario as it applies to organisations affected by the February 2011 earthquake. It is intended both to inform and facilitate discussion about how organisations can and should pursue recovery in Canterbury, and how organisations can become more resilient in the face of the next crisis.
