This research aims to explore how business models of SMEs revolve in the face of a crisis to be resilient. The business model canvas was used as a tool to analyse business models of SMEs in Greater Christchurch. The purpose was to evaluate the changes SMEs brought in their business models after hit by a series of earthquake in 2010 and 2011. The idea was to conduct interviews of business owners and analyse using grounded theory methods. Because this method is iterative, a tentative theoretical framework was proposed, half way through the data collection. It was realised that owner specific characteristics were more prominent in the data than the elements business model. Although, SMEs in this study experienced several operational changes in their business models such as change of location and modification of payment terms. However, the suggested framework highlights how owner specific attributes influence the survival of a small business. Small businesses and their owners are extremely interrelated that the business models personify the owner specific characteristics. In other words, the adaptation of the business model reflects the extent to which the owner possess these attributes. These attributes are (a) Mindsets – the attitude and optimism of business owner; (b) Adaptive coping – the ability of business owner to take corrective actions; and (c) Social capital – the network of a business owner, including family, friends, neighbours and business partners.
A large number of businesses that used to be in the centre of Christchurch relocated after the earthquakes. Are they satisfied with their new locations and do they intend to return to the central city? We questioned 209 relocated businesses about their relocation history, present circumstances and future intentions. Many businesses were content with their new premises, despite having encountered a range of problems; those businesses that were questioned later in our survey period were more content. The average business in our sample rated the chances of moving back to the central city as around 50 %, but this varies with the type of business. Building height did not emerge as a major issue, but rents may be. The mix of types of business is likely to be different in the new city centre.
This study explores the nature of smaller businesses’ resilience following two major earthquakes that severely disrupted their place of doing business. Data from the owners of ten smaller businesses are qualitative and longitudinal, spanning the period 2011 through 2018, providing first-hand narrative accounts of their responses in the earthquakes’ aftermath. All ten owners showed some individual resilience; six businesses survived through to 2018, of which three have recovered strongly. All three owned their premises; operated business-tobusiness models; and were able to adapt and continue to follow path-extension strategies. All the other businesses had direct business-to-customer models operating from leased premises, typically in major retail malls. Four eventually recognised path-exhaustion at different times and so did not survive through to 2018. We conclude however that post-disaster recovery is best explained in terms of business model resilience. Even the most resilient of individual owners will struggle to survive if their business model is either not resilient or cannot be made so. Individual resilience is necessary but not sufficient.
The initial goal of this research was to explore how SME business models change in response to a crisis. Keeping this in mind, the business model canvas (Osterwalder & Pigneur, 2010) was used as a tool to analyse SME business models in the Canterbury region of New Zealand. The purpose was to evaluate the changes SMEs instituted in their business models after being hit by a series of earthquakes in 2010 and 2011. The idea was to conduct interviews with business owners and analyse them using grounded theory methods. As this method is iterative and requires simultaneous data collection and analysis, a tentative model was proposed after first phase of the data collection and analysis. However, as a result of this process, it became apparent that owner-specific characteristics, action orientation and networks were more prominent in the data than business model elements. Although the SMEs in this study experienced several operational changes in their business models, such as a change of location, modifications to their payment terms or expanded/restricted target markets, the suggested framework highlights how owner-specific attributes ensured the recovery of their businesses. After the initial framework was suggested, subsequent interviews were conducted to test, verify, and modify the tentative model. Three aspects of business recovery emerged: (a) cognitive coping – the business owner’s mind-set and motive; (b) adaptive coping – the ability of business owner to take corrective actions; and (c) social capital – the social network of a business owner, including formal and informal connections and their significance. Three distinct groups were identified; self-sufficient SMEs, socially-based SMEs and surviving SMEs. This thesis proposes a grounded theory of business recovery for SMEs following a disaster. Cognitive coping and social capital enabled the owners to take actions, which eventually led to the desired outcomes for the businesses.
Insurance is widely acknowledged as a key component in an organisation's disaster preparedness and resilience. But how effective is insurance in aiding business recovery following a major disaster? The aim of this research was to summarise the experiences of both the insurance industry and businesses dealing with commercial insurance claims following the 2010 and 2011 Canterbury earthquakes.
Between September 2010 and February 2012 (a period of 18 months) the Canterbury region of New Zealand has experienced over 10,000 earthquakes (Nicholls, 2012). This report is the first in a series that will describe the impact of the Canterbury earthquake on businesses. This initial report gives a high level overview of the earthquake events and the impacts on the Canterbury economy and businesses. This report is intended to provide background and context for more in-depth analyses to come in future reports.
The Christchurch earthquake sequence has been on-going since September 4th 2010. The largest two earthquakes, magnitude (M) 7.1 on September 4th and the M 6.3 on February 22nd 2011 caused immediate and significant damage to the city of Christchurch. As a consequence of the earthquakes, the tourism sector in the Canterbury region has been heavily impacted, with broader impacts being felt throughout the South Island. Resilient Organisations and the University of Canterbury began a series of quantitative investigations into the recovery and response of key business sectors to the earthquakes. The purpose of this study was to build on this work by exploring the outcomes of the earthquakes on the tourism sector, a critical economic driver in the region. Two postal surveys were sent to 719 tourism business managers; the first to businesses in the ‘Impact Zone’ defined as areas that experienced Modified Mercalli intensities greater than 6. The second survey was sent to the remaining businesses throughout the Canterbury region (‘Rest of Canterbury’). Response rates were 46% response for the Impact Zone, and 29% for the Rest of Canterbury. Key findings:
The magnitude Mw 6.2 earthquake of February 22nd 2011 that struck beneath the city of Christchurch, New Zealand, caused widespread damage and was particularly destructive to the Central Business District (CBD). The shaking caused major damage, including collapses of structures, and initiated ground failure in the form of soil liquefaction and consequent effects such as sand boils, surface flooding, large differential settlements of buildings and lateral spreading of ground towards rivers were observed. A research project underway at the University of Canterbury to characterise the engineering behaviour of the soils in the region was influenced by this event to focus on the performance of the highly variable ground conditions in the CBD. This paper outlines the methodology of this research to characterise the key soil horizons that underlie the CBD that influenced the performance of important structures during the recent earthquakes, and will influence the performance of the rebuilt city centre under future events. The methodology follows post-earthquake reconnaissance in the central city, a desk study on ground conditions, site selection, mobilisation of a post-earthquake ground investigation incorporating the cone penetration test (CPT), borehole drilling, shear wave velocity profiling and Gel-push sampling followed by a programme of laboratory testing including monotonic and cyclic testing of the soils obtained in the investigation. The research is timely and aims to inform the impending rebuild, with appropriate information on the soils response to dynamic loading, and the influence this has on the performance of structures with various foundation forms.
This participant-observation study explores the process of gathering and evaluating both financial and non-financial information and communication and transfer of that information within a medium-sized electrical service company in Christchurch, New Zealand. The previous literature has established the importance and the main characteristics of small and medium enterprises, mainly studying manufacturing companies. However, there has been little research done in New Zealand on the overall communication process and the financial and non-financial information usage in a small-medium enterprise. The Electrical Company has a flat structure which allows flexibility. The two owners understand the importance of financial management and use financial information extensively to ensure the business expenses are under control. The owners also gather and use non-financial information through talking to their accountant, their customers and people in the same industry and they keenly follow the news on the rebuilding of Christchurch after the recent earthquakes.
This paper presents an overview of the soil profile characteristics at strong motion station (SMS) locations in the Christchurch Central Business District (CBD) based on recently completed geotechnical site investigations. Given the variability of Christchurch soils, detailed investigations were needed in close vicinity to each SMS. In this regard, CPT, SPT and borehole data, and shear wave velocity (Vs) profiles from surface wave dispersion data in close vicinity to the SMSs have been used to develop detailed representative soil profiles at each site and to determine site classes according to the New Zealand standard NZS1170.5. A disparity between the NZS1170.5 site classes based on Vs and SPT N60 investigation techniques is highlighted, and additional studies are needed to harmonize site classification based on these techniques. The short period mode of vibration of soft deposits above gravels, which are found throughout Christchurch, are compared to the long period mode of vibration of the entire soil profile to bedrock. These two distinct modes of vibration require further investigation to determine their impact on the site response. According to current American and European approaches to seismic site classification, all SMSs were classified as problematic soil sites due to the presence of liquefiable strata, soils which are not directly accounted for by the NZS1170.5 approach.
Organisations play a vital role in assisting communities to recover from disasters. They are the key providers of goods and services needed in both response and recovery efforts. They provide the employment which both anchors people to place and supports the taxation base to allow for necessary recovery spending. Finally, organisations are an integral part of much day to day functioning contributing immensely to people’s sense of ‘normality’ and psychological wellbeing. Yet, despite their overall importance in the recovery process, there are significant gaps in our existing knowledge with regard to how organisations respond and recover following disaster. This research fills one part of this gap by examining collaboration as an adaptive strategy enacted by organisations in the Canterbury region of New Zealand, which was heavily impacted by a series of major earthquakes, occurring in 2010 and 2011. Collaboration has been extensively investigated in a variety of settings and from numerous disciplinary perspectives. However, there are few studies that investigate the role of collaborative approaches to support post-disaster business recovery. This study investigates the type of collaborations that have occurred and how they evolved as organisations reacted to the resource and environmental change caused by the disaster. Using data collected through semi-structured interviews, survey and document analysis, a rich and detailed picture of the recovery journey is created for 26 Canterbury organisations including 14 collaborators, six non-traders, five continued traders and one new business. Collaborations included two or more individual businesses collaborating along with two multi-party, place based projects. Comparative analysis of the organisations’ experiences enabled the assessment of decisions, processes and outcomes of collaboration, as well as insight into the overall process of business recovery. This research adopted a primarily inductive, qualitative approach, drawing from both grounded theory and case study methodologies in order to generate theory from this rich and contextually situated data. Important findings include the importance of creating an enabling context which allows organisations to lead their own recovery, the creation of a framework for effective post-disaster collaboration and the importance of considering both economic and other outcomes. Collaboration is found to be an effective strategy enabling resumption of trade at a time when there seemed few other options available. While solving this need, many collaborators have discovered significant and unexpected benefits not just in terms of long term strategy but also with regard to wellbeing. Economic outcomes were less clear-cut. However, with approximately 70% of the Central Business District demolished and rebuilding only gaining momentum in late 2014, many organisations are still in a transition stage moving towards a new ‘normal’.
The Canterbury earthquakes, which involved widespread damage in the February 2011 event and ongoing aftershocks near the Christchurch central business district (CBD), presented decision-makers with many recovery challenges. This paper identifies major government decisions, challenges, and lessons in the early recovery of Christchurch based on 23 key-informant interviews conducted 15 months after the February 2011 earthquake. It then focuses on one of the most important decisions – maintaining the cordon around the heavily damaged CBD – and investigates its impacts. The cordon displaced 50,000 central city jobs, raised questions about (and provided new opportunities for) the long-term viability of downtown, influenced the number and practice of building demolitions, and affected debris management; despite being associated with substantial losses, the cordon was commonly viewed as necessary, and provided some benefits in facilitating recovery. Management of the cordon poses important lessons for planning for catastrophic urban earthquakes around the world.
There are many things that organisations of any size can do to prepare for a disaster or crisis. Traditionally, the advice given to business has focused on identifying risks, reducing their likely occurrence, and planning in advance how to respond. More recently, there is growing interest in the broader concept of organisational resilience which includes planning for crisis but also considers traits that lead to organisational adaptability and ability to thrive despite adverse circumstances. In this paper we examine the policy frameworks1 within New Zealand that influence the resilience of small and medium sized businesses (SMEs). The first part of the paper focuses on the New Zealand context, including the prevailing political and economic ideologies, the general nature of New Zealand SMEs and the nature of New Zealand’s hazard environment. The paper then goes on to outline the key policy frameworks in place relevant to SMEs and hazards. The final part of the paper examines the way the preexisting policy environment influenced the response of SMEs and Government following the Canterbury earthquakes.
© 2019, Springer-Verlag GmbH Germany, part of Springer Nature. Prediction of building collapse due to significant seismic motion is a principle objective of earthquake engineers, particularly after a major seismic event when the structure is damaged and decisions may need to be made rapidly concerning the safe occupation of a building or surrounding areas. Traditional model-based pushover analyses are effective, but only if the structural properties are well understood, which is not the case after an event when that information is most useful. This paper combines hysteresis loop analysis (HLA) structural health monitoring (SHM) and incremental dynamic analysis (IDA) methods to identify and then analyse collapse capacity and the probability of collapse for a specific structure, at any time, a range of earthquake excitations to ensure robustness. This nonlinear dynamic analysis enables constant updating of building performance predictions following a given and subsequent earthquake events, which can result in difficult to identify deterioration of structural components and their resulting capacity, all of which is far more difficult using static pushover analysis. The combined methods and analysis provide near real-time updating of the collapse fragility curves as events progress, thus quantifying the change of collapse probability or seismic induced losses very soon after an earthquake for decision-making. Thus, this combination of methods enables a novel, higher-resolution analysis of risk that was not previously available. The methods are not computationally expensive and there is no requirement for a validated numerical model, thus providing a relatively simpler means of assessing collapse probability immediately post-event when such speed can provide better information for critical decision-making. Finally, the results also show a clear need to extend the area of SHM toward creating improved predictive models for analysis of subsequent events, where the Christchurch series of 2010–2011 had significant post-event aftershocks.
Meeting the Sustainable Development Goals by 2030 involves transformational change in the business of business, and social enterprises can lead the way in such change. We studied Cultivate, one such social enterprise in Christchurch, New Zealand, a city still recovering from the 2010/11 Canterbury earthquakes. Cultivate works with vulnerable youth to transform donated compost into garden vegetables for local restaurants and businesses. Cultivate’s objectives align with SDG concerns with poverty and hunger (1 & 2), social protection (3 & 4), and sustainable human settlements (6 & 11). Like many grant-supported organisations, Cultivate is required to track and measure its progress. Given the organisation’s holistic objectives, however, adequately accounting for its impact reporting is not straightforward. Our action research project engaged Cultivate staff and youth-workers to generate meaningful ways of measuring impact. Elaborating the Community Economy Return on Investment tool (CEROI), we explore how participatory audit processes can capture impacts on individuals, organisations, and the wider community in ways that extend capacities to act collectively. We conclude that Cultivate and social enterprises like it offer insights regarding how to align values and practices, commercial activity and wellbeing in ways that accrue to individuals, organisations and the broader civic-community.
Organisations locate strategically within Business Districts (CBDs) in order to cultivate their image, increase their profile, and improve access to customers, suppliers, and services. While CBDs offer an economic benefit to organisations, they also present a unique set of hazard vulnerabilities and planning challenges for businesses. As of May 2012, the Christchurch CBD has been partially cordoned off for over 14 months. Economic activity within the cordoned CBD, which previously contained 6,000 businesses and over 51,000 workers, has been significantly diminished and organisations have been forced to find new ways of operating. The vulnerabilities and resilience of CBDs not only influences outcomes for CBD organisations, but also the broader interconnected (urban/regional/national) system. A CBD is a hub of economic, social, and built infrastructure within a network of links and nodes. When the hub is disrupted all of the people, objects, and transactions that usually flow into and out of the hub must be redirected elsewhere. In an urban situation this means traffic jams in peripheries of the city, increased prices of commercial property, and capital flight; all of which are currently being faced in Canterbury. This report presents the lessons learned from organisations in CBDs affected by the Canterbury earthquakes. Here we focus on the Christchurch CBD; however, several urban town centres were extensively disrupted by the earthquakes. The statistics and discussion presented in this report are based on the results of an ongoing study conducted by Resilient Organisations (www.resorgs.org.nz). The data was captured using two questionnaire surveys of Canterbury organisations (issued November 2010 and May 2011), interviews with key informants, and in-depth case studies of organisations. Several industry sectors were sampled, and geographic samples of organisations in the Christchurch CBD, Lyttelton, and the Kaiapoi town centre were also collected. Results in this report describing “non-CBD organisations” refer to all organisations outside of the Christchurch CBD, Lyttelton, and Kaiapoi town centres.
The 2010-2011 Canterbury earthquake sequence, and the resulting extensive data sets on damaged buildings that have been collected, provide a unique opportunity to exercise and evaluate previously published seismic performance assessment procedures. This poster provides an overview of the authors’ methodology to perform evaluations with two such assessment procedures, namely the P-58 guidelines and the REDi Rating System. P-58, produced by the Federal Emergency Management Agency (FEMA) in the United States, aims to facilitate risk assessment and decision-making by quantifying earthquake ground shaking, structural demands, component damage and resulting consequences in a logical framework. The REDi framework, developed by the engineering firm ARUP, aids stakeholders in implementing resilience-based earthquake design. Preliminary results from the evaluations are presented. These have the potential to provide insights on the ability of the assessment procedures to predict impacts using “real-world” data. However, further work remains to critically analyse these results and to broaden the scope of buildings studied and of impacts predicted.
Disasters are rare events with major consequences; yet comparatively little is known about managing employee needs in disaster situations. Based on case studies of four organisations following the devastating earthquakes of 2010 - 2011 in Christchurch, New Zealand, this paper presents a framework using redefined notions of employee needs and expectations, and charting the ways in which these influence organisational recovery and performance. Analysis of in-depth interview data from 47 respondents in four organisations highlighted the evolving nature of employee needs and the crucial role of middle management leadership in mitigating the effects of disasters. The findings have counterintuitive implications for human resource functions in a disaster, suggesting that organisational justice forms a central framework for managing organisational responses to support and engage employees for promoting business recovery.
The Canterbury earthquakes have generated economic demand and supply volatility, highlighting geographical and structural interdependencies. Post-earthquake reconstruction and new developments have seen skills training, relocation, recruitment and importation of skills becoming crucial for construction companies to meet demand and compete effectively. This report presents 15 case studies from a range of organisations involved in the Canterbury rebuild, exploring the business dynamics and outcomes of their resourcing initiatives. A key finding of this research is that, for many construction organisations, resourcing initiatives have become part of their organisational longer-term development strategies, rather than simply a response to ‘supply and demand’ pressures. Organisations are not relying on any single resourcing solution to drive their growth but use a combination of initiatives to create lasting business benefits, such as cost savings, improved brand and reputation, a stable and productive workforce, enhanced efficiency and staff morale, as well as improved skill levels.
The earthquake sequence has resulted in significant physical and reputational damage to the Canterbury tourism industry. Eighteen months after the earthquakes inbound tourism data is still below pre-earthquake levels, with Canterbury operators reporting that the industry has not bounced back to where it was before September 2010. Outcomes of the earthquakes on business performance highlight there were winners and losers in the aftermath. Recovery of inbound tourism markets is closely tied to the timeframe to rebuild the CBD of Christchurch. Reinstating critical tourism infrastructure will drive future tourism investment, and allow tourism businesses to regenerate and thrive into the future. A blueprint for rebuilding the CBD of Christchurch was released by the Christchurch City Council in July 2012, and has been well received by tourism stakeholders in the region. The challenge now is for city officials to fund the development projects outlined in the blueprint, and to rebuild the CBD as quickly as possible in order to help regenerate the tourism industry in Christchurch, Canterbury and the rest of the South Island
This paper presents the preliminary findings of a study on the resilience and recovery of organisations following the Darfield earthquake in New Zealand on 4 September 2010. Sampling included organisations proximal and distal to the fault trace, organisations located within central business districts, and organisations from seven diverse industry sectors. The research captured information on the challenges to, the impacts on, and the reflections of the organisations in the first months of recovery. Organisations in central business districts and in the hospitality sector were most likely to close while organisations that had perishable stock and livestock were more heavily reliant on critical services. Staff well-being, cash flow, and customer loss were major concerns for organisations across all sectors. For all organisations, the most helpful factors in mitigating the effects of the earthquake to be their relationship with staff, the design and type of buildings, and critical service continuity or swift reinstatement of services.
As a result of the Canterbury earthquakes, over 60% of the concrete buildings in the Christchurch Central Business District have been demolished. This experience has highlighted the need to provide guidance on the residual capacity and repairability of earthquake-damaged concrete buildings. Experience from 2010 Chile indicates that it is possible to repair severely damaged concrete elements (see photo at right), although limited testing has been performed on such repaired components. The first phase of this project is focused on the performance of two lightly-reinforced concrete walls that are being repaired and re-tested after damage sustained during previous testing.
Research indicates that aside from the disaster itself, the next major source of adverse outcomes during such events, is from errors by either the response leader or organisation. Yet, despite their frequency, challenge, complexity, and the risks involved; situations of extreme context remain one of the least researched areas in the leadership field. This is perhaps surprising. In the 2010 and 2011 (Christchurch) earthquakes alone, 185 people died and rebuild costs are estimated to have been $40b. Add to this the damage and losses annually around the globe arising from natural disasters, major business catastrophes, and military conflict; there is certainly a lot at stake (lives, way of life, and our well-being). While over the years, much has been written on leadership, there is a much smaller subset of articles on leadership in extreme contexts, with the majority of these focusing on the event rather than leadership itself. Where leadership has been the focus, the spotlight has shone on the actions and capabilities of one person - the leader. Leadership, however, is not simply one person, it is a chain or network of people, delivering outcomes with the support of others, guided by a governance structure, contextualised by the environment, and operating on a continuum across time (before, during, and after an event). This particular research is intended to examine the following: • What are the leadership capabilities and systems necessary to deliver more successful outcomes during situations of extreme context; • How does leadership in these circumstances differ from leadership during business as usual conditions; • Lastly, through effective leadership, can we leverage these unfortunate events to thrive, rather than merely survive?
The 4 September, 22 February, and 13 June earthquakes experienced in Canterbury, New Zealand would have been significant events individually. Together they present a complex and unprecedented challenge for Canterbury and New Zealand. The repetitive and protracted nature of these events has caused widespread building and infrastructure damage, strained organisations’ financial and human resources and challenged insurer and investor confidence. The impact of the earthquakes was even more damaging coming in the wake of the worst worldwide recession since the great depression of the 1930s. However, where there is disruption there is also opportunity. Businesses and other organisations will drive the physical, economic and social recovery of Canterbury, which will be a dynamic and long-term undertaking. Ongoing monitoring of the impacts, challenges and developments during the recovery is critical to maintaining momentum and making effective mid-course adjustments. This report provides a synthesis of research carried out by the Resilient Organisations (ResOrgs) Research Programme1 at the University of Canterbury and Recover Canterbury in collaboration with Opus Central Laboratories (part of Opus International Consultants). The report includes discussions on the general state of the economy as well as data from three surveys (two conducted by ResOrgs and one by Recover Canterbury) on business impacts of the earthquakes, population movements and related economic recovery issues. This research and report offers two primary benefits:
The Canterbury earthquakes of 2010 and 2011 have shone the spotlight on a number of tax issues. These issues, and in particular lessons learned from them, will be relevant for revenue authorities, policymakers and taxpayers alike in the broader context of natural disasters. Issues considered by this paper include the tax treatment of insurance monies. For example, building owners will receive pay-outs for destroyed assets and buildings which have been depreciated. Where the insurance payment is more than the adjusted tax value, there will be a taxable "gain on sale" (or depreciation recovery income). If the building owner uses those insurance proceeds to purchase a replacement asset, legislative amendments specifically enacted following the earthquakes provide that rollover relief of the depreciation recovery income is available. The tax treatment of expenditure to seismically strengthen a building is another significant issue faced by building owners. Case law has determined that this expenditure will usually be capital expenditure. In the past such costs could be capitalised to the building and depreciated accordingly. However, since the 2011-2012 income year owners have been prohibited from claiming depreciation on buildings and therefore currently no deduction is available for such strengthening expenditure (whether immediate or deferred). This has significant potential implications for landlords throughout New Zealand facing significant seismic retrofit costs. Incentives, or some form of financial support, whether delivered through the tax system or some other mechanism may be required. International Financial Reporting Standards (IFRS) require insurance proceeds, including reimbursement for expenditure of a capital nature, be reported as income while expenditure itself is not recorded as a current period expense. This has the effect of overstating current income and creating a larger variation between reported income for accounting and taxation purposes. Businesses have obligations to maintain certain business records for tax purposes. Reconstructing records destroyed by a natural disaster depends on how the information was originally stored. The earthquakes have demonstrated the benefits of ‘off-site’ (outside Canterbury) storage, in particular electronic storage. This paper considers these issues and the Inland Revenue Department (Inland Revenue) Standard Practice Statement which deals with inter alia retention of business records in electronic format and offshore record storage. Employer provided accommodation is treated as income to the benefitting employee. A recent amendment to the Income Tax Act 2007 retrospectively provides that certain employer provided accommodation is exempt from tax. The time aspect of these rules is extended where the employee is involved in the Canterbury rebuild and comes from outside the region.
INTRODUCTION This project falls under the Flagship 3: Wellington Coordinated Project. It supports other projects within FP3 to create a holistic understanding of risks posed by collapsed buildings due to future earthquake/s and the secondary consequences of cordoning in the short, mid and long term. Cordoning of the Christchurch CBD for more than two years and its subsequent implications on people and businesses had a significant impact on the recovery of Christchurch. Learning from this and experiences from the Kaikōura earthquake (where cordons were also established around selected buildings, Figure 3) have highlighted the need to understand the effects of cordons and plan for it before an earthquake occurs
Smart cities utilise new and innovative technology to improve the function of the city for governments, citizens and businesses. This thesis offers an in-depth discussion on the concept of the smart city and sets the context of smart cities internationally. It also examines how to improve a smart city through public engagement, as well as, how to implement participatory research in a smart city project to improve the level of engagement of citizens in the planning and implementation of smart projects. This thesis shows how to incentivise behaviour change with smart city technology and projects, through increasing participation in the planning and implementation of smart technology in a city. Meaningful data is created through this process of participation for citizens in the city, by engaging the citizens in the creation of the data, therefore the information created through a smart city project is created by and for the citizens themselves. To improve engagement, a city must understand its specific context and its residents. Using Christchurch, New Zealand, and the Christchurch City Council (CCC) Smart City Project as a case study, this research engages CCC stakeholders in the Smart City Project through a series of interviews, and citizens in Christchurch through a survey and focus groups. A thorough literature review has been conducted, to illuminate the different definitions of the smart city in academia, business and governments respectively, and how these definitions vary from one another. It provides details of a carefully selected set of relevant smart cities internationally and will discuss how the Christchurch Earthquake Sequence of 2010 and 2011 has affected the CCC Smart City Project. The research process, alongside the literature review, shows diverse groups of citizens in the city should be acknowledged in this process. The concept of the smart city is redefined to incorporate the context of Christchurch, its citizens and communities. Community perceptions of smart cities in Christchurch consider the post-disaster environment and this event and subsequent rebuild process should be a focus of the smart city project. The research identified that the CCC needs to focus on participatory approaches in the planning and implementation of smart projects, and community organisations in Christchurch offer an opportunity to understand community perspectives on new smart technology and that projects internationally should consider how the context of the city will affect the participation of its residents. This project offers ideas to influence the behaviour change of citizens through a smart city project. Further research should consider other stakeholders, for instance, innovation and technology-focused business in the city, and to fully engage citizens, future research must continue the process of participatory engagement, and target diverse groups in the city, including but not limited to minority groups, older and younger generations, and those with physical and mental disabilities.
The Canterbury earthquakes of 2010 and 2011 caused significant damage and disruption to the city of Christchurch, New Zealand. A Royal Commission was established to report on the causes of building failure as a result of the earthquakes as well as look at the legal and best-practice requirements for buildings in New Zealand Central Business Districts. The Royal Commission made 189 recommendations on a variety of matters including managing damaged buildings after an earthquake, the adequacy of building codes and standards, and the processes of seismic assessments of existing buildings to determine their earthquake vulnerability. In response the Ministry of Business, Innovation and Employment, the agency responsible for administering building regulation in New Zealand, established a work programme to assist with the Canterbury rebuild and to implement the lessons learned throughout New Zealand. The five primary work streams in the programme are: • Facilitating the Canterbury Rebuild • Structural Performance and Design Standards • Geotechnical and structural guidance • Existing Building Resilience • Post Disaster Building Management This paper provides more detail on each of the work streams. There has been significant collaboration between the New Zealand Government and the research community, technical societies, and engineering consultants, both within New Zealand and internationally, to deliver the programme and improve the resilience of the New Zealand built environment. This has presented major challenges for an extremely busy industry in the aftermath of the Canterbury earthquakes. The paper identifies the items of work that have been completed and the work that is still in progress at the time of writing.
In recent Canterbury earthquakes, structures have performed well in terms of life safety but the estimated total cost of the rebuild was as high as $40 billion. The major contributors to this cost are repair/demolition/rebuild cost, the resulting downtime and business interruption. For this reason, the authors are exploring alternate building systems that can minimize the downtime and business interruption due to building damage in an earthquake; thereby greatly reducing the financial implications of seismic events. In this paper, a sustainable and demountable precast reinforced concrete (RC) frame system in which the precast members are connected via steel tubes/plates or steel angles/plates and high strength friction grip (HSFG) bolts is introduced. In the proposed system, damaged structural elements in seismic frames can be easily replaced with new ones; thereby making it an easily and quickly repairable and a low-loss system. The column to foundation connection in the proposed system can be designed either as fixed or pinned depending on the requirement of strength and stiffness. In a fixed base frame system, ground storey columns will also be damaged along with beams in seismic events, which are to be replaced after seismic events; whereas in a pin base frame only beams (which are easy to replace) will be damaged. Low to medium rise (3-6 storey) precast RC frame buildings with fixed and pin bases are analyzed in this paper; and their lateral capacity, lateral stiffness and natural period are scrutinized to better understand the pros and cons of the demountable precast frame system with fixed and pin base connections.
Disasters are rare events with major consequences; yet comparatively little is known about managing employee needs in disaster situations. Based on case studies of four organisations following the devastating earthquakes of 2010 - 2011 in Christchurch, New Zealand, this paper presents a framework using redefined notions of employee needs and expectations, and charting the ways in which these influence organisational recovery and performance. Analysis of in-depth interview data from 47 respondents in four organisations highlighted the evolving nature of employee needs and the crucial role of middle management leadership in mitigating the effects of disasters. The findings have counterintuitive implications for human resource functions in a disaster, suggesting that organisational justice forms a central framework for managing organisational responses to support and engage employees for promoting business recovery.
