The Master of Engineering Management Project was sponsored by the Canterbury Earthquake Recovery Authority (CERA) and consisted of two phases: The first was an analysis of existing information detailing the effects of hazardous natural events on Canterbury Lifeline Utilities in the past 15 years. The aim of this “Lessons Learned” project was to produce an analysis report that identified key themes from the research, gaps in the existing data and to provide recommendations from these “Lessons Learned.” The Second phase was the development of a practical “Disaster Mitigation Guideline” that outlined lessons in the field of Emergency Sanitation. This research would build upon the first stage and would draw from international reference to develop a guideline that has practical implementation possibilities throughout 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.
The devastating magnitude M6.3 earthquake, that struck the city of Christchurch at 12:51pm on Tuesday 22 February 2011, caused widespread damage to the lifeline systems. Following the event, the Natural Hazard Research Platform (NHRP) of New Zealand funded a short-term project “Recovery of Lifelines” aiming to: 1) coordinate the provision of information to meet lifeline short-term needs; and to 2) facilitate the accessibility to lifelines of best practice engineering details, along with hazards and vulnerability information already available from the local and international scientific community. This paper aims to briefly summarise the management of the recovery process for the most affected lifelines systems, including the electric system, the road, gas, and the water and wastewater networks. Further than this, the paper intends to discuss successes and issues encountered by the “Recovery of Lifelines” NHRP project in supporting lifelines utilities.
Depending on their nature and severity, disasters can create large volumes of debris and waste. Waste volumes from a single event can be the equivalent of many times the annual waste generation rate of the affected community. These volumes can overwhelm existing solid waste management facilities and personnel. Mismanagement of disaster waste can affect both the response and long term recovery of a disaster affected area. Previous research into disaster waste management has been either context specific or event specific, making it difficult to transfer lessons from one disaster event to another. The aim of this research is to develop a systems understanding of disaster waste management and in turn develop context- and disaster-transferrable decision-making guidance for emergency and waste managers. To research this complex and multi-disciplinary problem, a multi-hazard, multi-context, multi-case study approach was adopted. The research focussed on five major disaster events: 2011 Christchurch earthquake, 2009 Victorian Bushfires, 2009 Samoan tsunami, 2009 L’Aquila earthquake and 2005 Hurricane Katrina. The first stage of the analysis involved the development of a set of ‘disaster & disaster waste’ impact indicators. The indicators demonstrate a method by which disaster managers, planners and researchers can simplify the very large spectra of possible disaster impacts, into some key decision-drivers which will likely influence post-disaster management requirements. The second stage of the research was to develop a set of criteria to represent the desirable environmental, economic, social and recovery effects of a successful disaster waste management system. These criteria were used to assess the effectiveness of the disaster waste management approaches for the case studies. The third stage of the research was the cross-case analysis. Six main elements of disaster waste management systems were identified and analysed. These were: strategic management, funding mechanisms, operational management, environmental and human health risk management, and legislation and regulation. Within each of these system elements, key decision-making guidance (linked to the ‘disaster & disaster waste’ indicators) and management principles were developed. The ‘disaster & disaster waste’ impact indicators, the effects assessment criteria and management principles have all been developed so that they can be practically applied to disaster waste management planning and response in the future.
