A video of an address by Peter Davie, Chief Executive of Lyttelton Port Company, at the 2012 Seismics and the City forum. The talk is about how, in today's technological and economic environment, the ability to prevent, prepare for, or quickly recover from a disaster is a critical success factor. The seismic simulations that the Port of Lyttelton ran as part of its long term development plan became a key part of the Port's emergency response, and meant that cargo kept flowing with minimal downtime.
DAVID SHEARER to the Prime Minister: Is it still a fundamental purpose of his Government to narrow the wage gap between New Zealand and Australia, and to grow local wages in New Zealand?
TODD McCLAY to the Minister of Finance: What recent reports has he received on the economy?
Hon DAVID PARKER to the Minister of Finance: In dollar terms, what is the shortfall in the tax-take for the nine months to March revealed in yesterday’s Financial Statements compared to October’s pre-election update?
Dr RUSSEL NORMAN to the Minister of Finance: How much has been raised to date by the Earthquake Kiwi Bonds and, at this rate, how many years will it take to cover the Government’s estimated $5.5 billion liability resulting from the Canterbury earthquakes?
Hon TAU HENARE to the Minister for Social Development: How will Budget 2012 provide greater support for young people most at risk of long-term welfare dependency?
Hon CLAYTON COSGROVE to the Minister for State Owned Enterprises: Does he stand by the Prime Minister’s statement regarding asset sales that “We are not going to do anything tricky there”?
Dr JIAN YANG to the Associate Minister of Health: How is the Government expanding its programme to reduce rheumatic fever in vulnerable communities?
Hon ANNETTE KING to the Minister of Housing: Does he stand by all his comments regarding housing?
JULIE ANNE GENTER to the Minister of Transport: What is the plan to pay for the Government’s transport expenditure given that the Ministry of Transport’s Briefing to the Incoming Minister warns of a funding shortfall of $4.9 billion if high oil prices and low GDP growth continue?
MARK MITCHELL to the Minister for Economic Development: How is the Government improving value for money in its procurement of services for the public sector?
DARIEN FENTON to the Minister of Labour: Does she stand by her statement that “I do not want to see unnecessary change for change’s sake. Rather I am looking to put in place pragmatic solutions as we implement our manifesto commitments and let employers, employees and business focus on what they do best.”?
Rt Hon WINSTON PETERS to the Prime Minister: Does he still have confidence in the Minister for Social Development and the Associate Ministers for Social Development; if so, why?
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.
