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Videos, UC QuakeStudies

The name Omeka for the Justice Precinct comes from the Biblical omega. Dating back to the prophecy of Ratana early last century, it is testimony to Ngāi Tahu’s faith that their claims for justice would be settled.

Videos, UC QuakeStudies

A video clip by Anglican Advocacy (previously Anglican Social Justice Unit) for Social Services Sunday 2011 (Sunday 24 July). "The success of disaster recovery is whether the vulnerable are better or worse off as a result."

Articles, UC QuakeStudies

A PDF copy of a proposal prepared by Anglican Advocacy (formerly the Anglican Life Social Justice Unit) and Te Whare Roimata to MBIE and CERA in 2012. The report outlines how social housing could look in Christchurch's Inner City East following the Christchurch earthquakes.

Images, UC QuakeStudies

A photograph submitted by Scott Thomas to the QuakeStories website. The description reads, "The picture is of St Martins, a suburb just 2 minutes drive up the street from my place. The photo does not do it justice but this road was like the moon, it used to be flat and it is wet due to burst pipes. Photo taken shortly after the 22 Feb 2011 earthquake".

Research papers, University of Canterbury Library

Disasters are rare events with major consequences; yet comparatively little is known about managing employee needs in disaster situations. Based on case studies of four organisations following the devastating earthquakes of 2010 - 2011 in Christchurch, New Zealand, this paper presents a framework using redefined notions of employee needs and expectations, and charting the ways in which these influence organisational recovery and performance. Analysis of in-depth interview data from 47 respondents in four organisations highlighted the evolving nature of employee needs and the crucial role of middle management leadership in mitigating the effects of disasters. The findings have counterintuitive implications for human resource functions in a disaster, suggesting that organisational justice forms a central framework for managing organisational responses to support and engage employees for promoting business recovery.

Research papers, University of Canterbury Library

The lived reality of the 2010-2011 Canterbury earthquakes and its implications for the Waimakariri District, a small but rapidly growing district (third tier of government in New Zealand) north of Christchurch, can illustrate how community well-being, community resilience, and community capitals interrelate in practice generating paradoxical results out of what can otherwise be conceived as a textbook ‘best practice’ case of earthquake recovery. The Waimakariri District Council’s integrated community based recovery framework designed and implemented post-earthquakes in the District was built upon strong political, social, and moral capital elements such as: inter-institutional integration and communication, participation, local knowledge, and social justice. This approach enabled very positive community outputs such as artistic community interventions of the urban environment and communal food forests amongst others. Yet, interests responding to broader economic and political processes (continuous central government interventions, insurance and reinsurance processes, changing socio-cultural patterns) produced a significant loss of community capitals (E.g.: social fragmentation, participation exhaustion, economic leakage, etc.) which simultaneously, despite local Council and community efforts, hindered community well-being in the long term. The story of the Waimakariri District helps understand how resilience governance operates in practice where multi-scalar, non-linear, paradoxical, dynamic, and uncertain outcomes appear to be the norm that underpins the construction of equitable, transformative, and sustainable pathways towards the future.