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Images for Flight Centre; more images...

Images, UC QuakeStudies

A photograph of emergency management personnel examining the earthquake damage to the Flight Centre's Link Centre on High Street. A brick wall on the neighbouring building has collapsed, falling through the roof of the store, and spilling out into the street. To the left, USAR codes have been spray-painted on the windows of the Coffee Culture.

Images, UC QuakeStudies

LCPL Ryan Dempsey, from the 3rd Catering and Supply Company, photographed in the NZ Army's decontamination area. The area was set up after the 22 February 2011 earthquake in order to decontaminate equipment used in Operation Christchurch Quake. In the background is a sign reading, 'Contaminated overalls'.

Images, UC QuakeStudies

A snapshot from GPS Boomerang's SmartBird flight over the Christchurch red zone on 5 June 2012, looking over the Arts Centre with Christ's College to the right.

Images, eqnz.chch.2010

The Christchurch Cathedral Square showing the Anglican Cathedral after loosing its tower and spire after the 6.3 quake hit Christchurch 22 February 2011. This image also shows the remains of the very heavy snow fall we had on Monday 25 July 2011. The centre of the city is still cordoned off. This image was taken from a helicopter flight over the...

Research papers, University of Canterbury Library

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.