A copy of a letter from Seamus O'Cromtha which was sent to the Chief Executive of the Ministry of Business, Innovation and Employment (MBIE) on 3 September 2016. The letter was sent on behalf of Empowered Christchurch. In the letter, O'Cromtha calls on the Chief Executive to instruct the Christchurch City Council to stop issuing building consents in areas such as the Avon River floodplain until stop banks have been erected along the river. O'Cromtha comments, "Properties that should be protected by stop banks currently have no protection against flooding".
The building industry is celebrating the best in home construction with the House of the Year awards tomorrow night. Registered Master Builders chief executive David Kelly says the finalists include designs that have taken lessons from the Christchurch earthquakes.
A video of a presentation by Arihia Bennett, Chief Executive Officer of Te Rūnanga o Ngāi Tahu, during the first plenary of the 2015 People in Disasters Conference. The presentation is titled, "Local People Perspective".
A video of a presentation by Kay Giles, Chief Executive of CPIT Aoraki, at the 2016 Seismics in the City Conference. The presentation is titled, "Reinventing the Organisation".The abstract for the presentation reads, "How my organisation has done things differently after the earthquakes as a response to the new needs of the city and region and how it is taking the opportunity to re-examine and reinvent itself."
A video of a presentation by David Meates, Chief Executive of the Christchurch District Health Board and the West Coast District Health Board, during the first plenary of the 2016 People in Disasters Conference. The presentation is titled, "Local System Perspective".The abstract for this presentation reads as follows: The devastating Canterbury earthquakes of 2010 and 2011 have resulted in challenges for the people of Canterbury and have altered the population's health needs. In the wake of New Zealand's largest natural disaster, the health system needed to respond rapidly to changing needs and damaged infrastructure in the short-term in the context of developing sustainable long-term solutions. Canterbury was undergoing system transformation prior to the quakes, however the horizon of transformation was brought forward post-quake: 'Vision 2020' became the vision for now. Innovation was enabled as people working across the system addressed new constraints such as the loss of 106 acute hospital beds, 635 aged residential care beds, the loss of general practices and pharmacies as well as damaged non-government organisation sector. A number of new integration initiatives (e.g. a shared electronic health record system, community rehabilitation for older people, community falls prevention) and expansion of existing programs (e.g. acute demand management) were focused on supporting people to stay well in their homes and communities. The system working together in an integrated way has resulted in significant reductions in acute health service utilisation in Canterbury. Acute admission rates have not increased and remain significantly below national rates and the number of acute and rehabilitation bed days have fallen since the quakes, with these trends most evident among older people. However, health needs frequently reported in post-disaster literature have created greater pressures on the system. In particular, an escalating number of people facing mental health problems and coping with acute needs of the migrant rebuild population provide new challenges for a workforce also affected by the quakes. The recovery journey for Canterbury is not over.
