A video of a presentation by Ross Butler, Chair of Otakaro Limited, at the 2016 Seismics in the City Conference. The presentation is titled, "Anchors Aweigh".The abstract for the presentation reads, "A review and preview of the development of the city's anchor projects once the Canterbury Earthquake Recovery Authority is disbanded in April."
A graphic showing the council's liabilities on infrastructure and the anchor projects.
Christchurch businesses are calling on the council to keep the New Brighton pier open while earthquake repairs are completed.
Listening to that has been Gerry Brownlee -- he was the Earthquake Recovery Minister but is now the Minister for Greater Christchurch Regeneration.
A prominent Christchurch property investor says the Government's anchor projects meant to help rebuild the city faster, has instead slowed it down. After the 2011 earthquake, the Government launched a recovery plan for the CBD, which had 16 anchor projects designed to spur on the rebuild. However, many have been plagued by delays and are still unfinished. Property investor Antony Gough told RNZ reporter Anan Zaki that unlike the Government, it was the private sector which ploughed ahead with the rebuild.
Cantabrians are still surrounded broken buildings and empty spaces on the 10th anniversary of the devastating 22 February 2011 Christchurch earthquake. The disaster forced 70 percent of the CBD to be demolished. The Government launched an ambitious recovery plan to help it recover in 2012. The Christchurch Central Recovery Plan, dubbed the "blueprint" would dictate the rebuild of the central city. To support it, the Government would complete a series of "anchor projects", to encourage investment in the city and make it a more attractive place to live in. As Anan Zaki reports, the anchor projects appeared to weigh down the progress of the rebuild.
What does leadership look like in a disaster? David compares Auckland Mayor Wayne Brown's leadership this week with how Bob Parker and Lianne Dalziel coped with the Christchurch earthquakes and terror attacks. He looks at how current Christchurch mayor Phil Mauger's council is faring and whether reality meets the rhetoric and what's happened to the city's Metro Sports facility, one of the anchor projects in the rebuild.
The David and Goliath battle over a heritage building sitting in the way of a planned $473 million dollar, multi-use arena for Christchurch has ended up in court. The 25,000-seated, roofed arena is the final anchor project for the Christchurch rebuild and will be designed to host everything from All Blacks tests to big concerts. But sitting on the edge of the site, at 212 Madras Street, is the NG Building, a 115-year old warehouse that's home to a number of creative businesses. It escaped the worst of the 2011 earthquake and was strengthened by its owners: Roland Logan and Sharon Ng. They say they were told in 2013 the building could be incorporated into the arena's design, and are at loggerheads over its compulsory acquisition. Last week they were at the High Court seeking an injunction that would allow them to temporarily maintain ownership of the building, and that decision was released yesterday - and upheld. Roland joins Kathryn to discuss why they hope the building can be saved.
Hon DAVID CUNLIFFE to the Prime Minister: Does he have confidence that his Ministers are ethical and competent? DAVID BENNETT to the Minister of Finance: What reports has he received on building momentum in the New Zealand economy and how this is supporting jobs? METIRIA TUREI to the Prime Minister: Has he checked his files yet regarding whether Hon John Banks declared a potential conflict of interest in relation to the New Zealand International Convention Centre Bill while still a Minister; if so, was any conflict declared? Hon ANNETTE KING to the Minister of Health: Is he satisfied with the performance of Health Benefits Ltd; if so, why? NICKY WAGNER to the Minister for Canterbury Earthquake Recovery: What recent progress has been made on the anchor projects in the Christchurch Central recovery plan? ANDREW WILLIAMS to the Minister of Conservation: Has he received any reports on the environmental impact of seismic surveying in the New Zealand Exclusive Economic Zone? Hon MARYAN STREET to the Minister of State Services: Has he asked the State Services Commissioner for reports on recent failures of state sector agencies to carry out their functions according to the law; if not, why not? IAN McKELVIE to the Minister for Primary Industries: What progress can he report on boosting innovation in the primary sector through the Primary Growth Partnership? Hon DAMIEN O'CONNOR to the Minister for Primary Industries: What reports, if any, has he received on the state of the New Zealand kiwifruit industry? PAUL FOSTER-BELL to the Minister of Police: What recent announcements has she made to support the victims of serious financial crime? Hon RUTH DYSON to the Minister of Conservation: Why did he tell the House on 24 September "the first I knew of the issue of the submission was just 5 days before" when as he stated on 17 October "The first full briefing on Tukituki was on 5 March and it confirmed the department's role in the process and mentioned nitrogen and phosphorous management"? Dr KENNEDY GRAHAM to the Minister for Climate Change Issues: Will he explain, given the latest projection of New Zealand's net greenhouse gas emissions is around 90 million tonnes in 2040, how the Government can conceivably reach its own emissions reduction target of 30 million tonnes by 2050?
Organisations play a vital role in assisting communities to recover from disasters. They are the key providers of goods and services needed in both response and recovery efforts. They provide the employment which both anchors people to place and supports the taxation base to allow for necessary recovery spending. Finally, organisations are an integral part of much day to day functioning contributing immensely to people’s sense of ‘normality’ and psychological wellbeing. Yet, despite their overall importance in the recovery process, there are significant gaps in our existing knowledge with regard to how organisations respond and recover following disaster. This research fills one part of this gap by examining collaboration as an adaptive strategy enacted by organisations in the Canterbury region of New Zealand, which was heavily impacted by a series of major earthquakes, occurring in 2010 and 2011. Collaboration has been extensively investigated in a variety of settings and from numerous disciplinary perspectives. However, there are few studies that investigate the role of collaborative approaches to support post-disaster business recovery. This study investigates the type of collaborations that have occurred and how they evolved as organisations reacted to the resource and environmental change caused by the disaster. Using data collected through semi-structured interviews, survey and document analysis, a rich and detailed picture of the recovery journey is created for 26 Canterbury organisations including 14 collaborators, six non-traders, five continued traders and one new business. Collaborations included two or more individual businesses collaborating along with two multi-party, place based projects. Comparative analysis of the organisations’ experiences enabled the assessment of decisions, processes and outcomes of collaboration, as well as insight into the overall process of business recovery. This research adopted a primarily inductive, qualitative approach, drawing from both grounded theory and case study methodologies in order to generate theory from this rich and contextually situated data. Important findings include the importance of creating an enabling context which allows organisations to lead their own recovery, the creation of a framework for effective post-disaster collaboration and the importance of considering both economic and other outcomes. Collaboration is found to be an effective strategy enabling resumption of trade at a time when there seemed few other options available. While solving this need, many collaborators have discovered significant and unexpected benefits not just in terms of long term strategy but also with regard to wellbeing. Economic outcomes were less clear-cut. However, with approximately 70% of the Central Business District demolished and rebuilding only gaining momentum in late 2014, many organisations are still in a transition stage moving towards a new ‘normal’.