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Images, UC QuakeStudies

A photograph of members of the Wellington Emergency Management Office working at the reception area of Cowles Stadium. The stadium was set up by Civil Defence as temporary accommodation for those displaced by the 4 September 2010 earthquake. A member of Red Cross is standing in front of the reception area talking to them.

Images, UC QuakeStudies

A photograph of a sign on the side of Torlesse Street giving information about the closure of Kerrs Road. The sign reads, "Temporary road closure. Kerrs Road will be closed between Wainoni Road and 144 Kerrs Road from 7am 04/02/2013 to 6pm 15/03/2013. 24 hours for enquiries, phone 0508 718 719".

Images, UC QuakeStudies

A photograph of a panaroma of Christchurch with Spencer Park, Parklands Library, QEII Park, Bottle Lake Forest, Cowles Stadium, Animal Control, and the Waste Water Treatment Plant labelled. The panaroma is on the wall of the temporary Civil Defence headquarters set up at the Christchurch Art Gallery after the 4 September 2010 earthquake.

Images, UC QuakeStudies

A photograph of signs on the windows of the Christchurch Art Gallery. The art gallery was used as the temporary Civil Defence headquarters after the 22 February 2011 earthquake. The signs read, "Today is Thursday 3 March 2011" and "Wash your hands!". In the background, emergency management personnel and a New Zealand Fire Service truck can be seen.

Images, UC QuakeStudies

A photograph of Tim Shadbolt, Mayor of Invercargill, talking to members of Civil Defence at Cowles Stadium on Pages Road. The stadium was set up as temporary accommodation for those displaced by the 4 September 2010 earthquake. To the left, volunteers from the Wellington Emergency Management Office are working in the reception area of the stadium.

Images, UC QuakeStudies

A photograph of Wharetiki on Colombo Street. A temporary fence made out of wooden slats, plastic netting, and safety tape has been constructed in front of the property. USAR codes have been spray-painted on one of the front windows and a red sticker has been placed on the front door. The red sticker indicates that the building is unsafe to enter.

Images, UC QuakeStudies

A photograph of the earthquake-damaged Observatory tower at the Christchurch Arts Centre. The photograph was taken using a cellphone camera. The top of the tower collapsed during the 22 February 2011 earthquake. The rubble from the tower has been cleared and a tarpaulin has been placed over the top of the broken tower. Tyres have been placed on the tarpaulin to hold it down. A temporary roof has also been constructed over the tower to keep out the rain.

Images, UC QuakeStudies

A photograph of the earthquake-damaged Observatory tower at the Christchurch Arts Centre. The photograph was taken using a cellphone camera. The top of the tower collapsed during the 22 February 2011 earthquake. The rubble from the tower has been cleared and a tarpaulin has been placed over the top of the broken tower. Tyres have been placed on the tarpaulin to hold it down. A temporary roof has also been constructed over the tower to keep out the rain. Two vehicles are parked in front.

Images, UC QuakeStudies

A photograph of a make-shift toilet in the Christchurch Art Gallery. A sign behind it reads, "Portaloos Department. We know that 80,000 people need loos. We have 900-1800 available or coming, We don't need to be told people need loos. Thank you. We're number one with your number twos!". Signs below this read, "Toilet Occupied", "Toilet Vacant" and, "In Tray". The Art Gallery was used as the temporary headquarters for Civil Defence after the 22 February 2011 earthquake.

Images, UC QuakeStudies

A view of the ICTS building at the University of Canterbury, seen from level 7 of the James Hight building. The photographer comments, "First looks at our new temporary (maybe) office space. Our group will stay here until April or May 2011, then will move to another floor in the Central Library. We look down on the IT Building, which is doomed. The ugly draughty IT building is going to be demolished in the next campus revamp. The 'Butterfly Building' behind, originally the mainframe computer centre, will remain, as it's architecturally significant, apparently".

Research papers, Victoria University of Wellington

A natural disaster will inevitably strike New Zealand in the coming years, damaging educational facilities. Delays in building quality replacement facilities will lead to short-term disruption of education, risking long-term inequalities for the affected students. The Christchurch earthquake demonstrated the issues arising from a lack of school planning and support. This research proposes a system that can effectively provide rapid, prefabricated, primary schools in post-disaster environments. The aim is to continue education for children in the short term, while using construction that is suitable until the total replacement of the given school is completed. The expandable prefabricated architecture meets the strength, time, and transport requirements to deliver a robust, rapid relief temporary construction. It is also adaptable to any area within New Zealand. This design solution supports personal well-being and mitigates the risk of educational gaps, PTSD linked with anxiety and depression, and many other mental health disorders that can impact students and teachers after a natural disaster.

Images, UC QuakeStudies

A photograph of the entrance to Cowles Stadium on Pages Road. The stadium was set up by Civil Defence to serve as temporary accommodation for people displaced by the 4 September 2010 earthquake. Signs on the door read, "Civil Defence", "If you are unwwell with flu or cold, please go to the doctor and not enter" and "Welcome to Cowles Stadium. Earthquake affected people only - you must register with Red Cross to receive help. Other help go to Winz office, 154 Aldwins Road, Linwood. Please, no alcohol, no drugs on site. Food and drinks only in designated areas".

Images, UC QuakeStudies

A photograph of signs on a wall in the Christchurch Art Gallery. The signs read, "Final media trip to the CTV building, 15:00 hours, media opportunity with National Controller and rescue services. This is the last scheduled media hour into the red zone", "Media Briefings, Tuesday 8 March: 10:30 hours, Wednesday 9 March: 15:00 hours, in auditorium" and "Please switch off your cell phones before entering media briefings. Thank you". There is also a diagram of the first and ground floor of the art gallery. The Christchurch Art Gallery served as the temporary Civil Defence headquarters after the 22 February 2011 earthquake.

Research papers, The University of Auckland Library

This thesis describes the management process of innovation through construction infrastructure projects. This research focuses on the innovation management process at the project level from four views. These are categorised into the separate yet related areas of: “innovation definition”, “Project time”, “project team motivation” and “Project temporary organisation”. A practical knowledge is developed for each of these research areas that enables project practitioners to make the best decision for the right type of innovation at the right phase of projects, through a capable project organisation. The research developed a holistic view on both innovation and the construction infrastructure project as two complex phenomena. An infrastructure project is a long-term capital investment, highly risky and an uncertain. Infrastructure projects can play a key role in innovation and performance improvement throughout the construction industry. The delivery of an infrastructure project is affected in most cases by critical issues of budget constraint, programme delays and safety Where the business climate is characterized by uncertainty, risk and a high level of technological change, construction infrastructure projects are unable to cope with the requirement to develop innovation. Innovation in infrastructure projects, as one of the key performance indicators (KPI) has been identified as a critical capability for performance improvement through the industry. However, in spite of the importance of infrastructure projects in improving innovation, there are a few research efforts that have developed a comprehensive view on the project context and its drivers and inhibitors for innovation in the construction industry. Two main reasons are given as the inhibitors through the process of comprehensive research on innovation management in construction. The first reason is the absence of an understanding of innovation itself. The second is a bias towards research at a firm and individual level, so a comprehensive assessment of project-related factors and their effects on innovation in infrastructure projects has not been undertaken. This study overcomes these issues by adopting as a case study approach of a successful infrastructure project. This research examines more than 500 construction innovations generated by a unique infrastructure alliance. SCIRT (Stronger Christchurch Infrastructure Rebuild Team) is a temporary alliancing organisation that was created to rebuild and recover the damaged infrastructure after the Christchurch 2011 earthquake. Researchers were given full access to the innovation project information and innovation systems under a contract with SCIRT Learning Legacy, provided the research with material which is critical for understanding innovations in large, complex alliancing infrastructure organisation. In this research, an innovation classification model was first constructed. Clear definitions have been developed for six types of construction innovation with a variety of level of novelties and benefits. The innovation classification model was applied on the SCIRT innovation database and the resultant trends and behaviours of different types of innovation are presented. The trends and behaviours through different types of SCIRT innovations developed a unique opportunity to research the projectrelated factors and their effect on the behaviour of different classified types of innovation throughout the project’s lifecycle. The result was the identification of specific characteristics of an infrastructure project that affect the innovation management process at the project level. These were categorised in four separate chapters. The first study presents the relationship between six classified types of innovation, the level of novelty and the benefit they come up with, by applying the innovation classification model on SCIRT innovation database. The second study focused on the innovation potential and limitations in different project lifecycle phases by using a logic relationship between the six classified types of innovation and the three classified phases of the SCIRT project. The third study result develops a holistic view of different elements of the SCIRT motivation system and results in a relationship between the maturity level of definition developed for innovation as one of the KPIs and a desire though the SCIRT innovation incentive system to motivate more important innovations throughout the project. The fourth study is about the role of the project’s temporary organisation that finally results in a multiple-view innovation model being developed for project organisation capability assessment in the construction industry. The result of this thesis provides practical and instrumental knowledge to be used by a project practitioner. Benefits of the current thesis could be categorized in four groups. The first group is the innovation classification model that provides a clear definition for six classified types of innovation with four levels of novelty and specifically defined outcomes and the relationship between the innovation types, novelty and benefit. The second is the ability that is provided for the project practitioner to make the best decision for the right type of innovation at the right phases of a project’s lifecycle. The third is an optimisation that is applied on the SCIRT innovation motivation system that enables the project practitioner to incentivize the right type of innovation with the right level of financial gain. This drives the project teams to develop a more important innovation instead of a simple problemsolving one. Finally, the last and probably more important benefit is the recommended multiple-view innovation model. This is a tool that could be used by a project practitioner in order to empower the project team to support innovation throughout the project.