A paper submitted by Chris Joseph in partial fulfilment of the degree of Bachelor of Commerce with Honours, focussing on the role of the earthquake support subsidy paid to employers to 'keep businesses together' following the 22 February 2011 earthquake. The paper was supervised by Dr David Stiles, University of Canterbury Department of Management, Marketing and Entrepreneurship.
Relates to the three new categories for residential foundation design that have been developed and will be required for repairing and rebuilding homes in Canterbury following the earthquakes of 2010 and 2011. The 'zones' referred to in the cartoon are the colours designated to different degrees of damage to particular areas or buildings in Christchurch after the earthquakes. Quantity: 1 digital cartoon(s).
A chimpanzee paints with a palette of colours. Context: After the earthquakes in Christchurch buildings and areas were designated green, blue, red or white depending on the degree of damage. Buildings in the 'red' zone were then examined to ascertain whether they should be demolished or restored and sometimes the land itself was deemed unsafe. There have been many controversial decisions made which is the point the cartoon makes. Quantity: 1 digital cartoon(s).
In the living room of a house half-ruined by the Christchurch earthquake a decrepit and useless-looking man in a grubby white singlet doses in his armchair with a glass of beer in his hand; his wife whispers to a friend 'Just between you and me, I'm hoping to have him red-stickered!' Context - The two Christchurch earthquakes of 4 September 2010 and 22 February 2011 and the technique of using different coloured stickers to designate the degree of damage to buildings - 'red' indicates that it needs to be demolished. Colour and black and white versions available Quantity: 2 digital cartoon(s).
The timeliness and quality of recovery activities are impacted by the organisation and human resourcing of the physical works. This research addresses the suitability of different resourcing strategies on post-disaster demolition and debris management programmes. This qualitative analysis primarily draws on five international case studies including 2010 Canterbury earthquake, 2009 L’Aquila earthquake, 2009 Samoan Tsunami, 2009 Victorian Bushfires and 2005 Hurricane Katrina. The implementation strategies are divided into two categories: collectively and individually facilitated works. The impacts of the implementation strategies chosen are assessed for all disaster waste management activities including demolition, waste collection, transportation, treatment and waste disposal. The impacts assessed include: timeliness, completeness of projects; and environmental, economic and social impacts. Generally, the case studies demonstrate that detritus waste removal and debris from major repair work is managed at an individual property level. Debris collection, demolition and disposal are generally and most effectively carried out as a collective activity. However, implementation strategies are affected by contextual factors (such as funding and legal constraints) and the nature of the disaster waste (degree of hazardous waste, geographical spread of waste etc.) and need to be designed accordingly. Community involvement in recovery activities such as demolition and debris removal is shown to contribute positively to psychosocial recovery.