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Research papers, University of Canterbury Library

On 4 September 2010 the Magnitude 7.1 'Darfield' Earthquake marked the beginning of the Canterbury earthquake sequence. The Darfield earthquake produced strong ground shaking throughout the centralCanterbury Plains, affecting rural areas, small towns and the city of Christchurch. The event produced a 29km long surface rupture through intensive farmland, causing localised flooding and liquefaction. The central Canterbury plains were subjected to a sustained period of thousands of aftershocks in the months after the Darfield earthquake. The primary sector is a major component of the in New Zealand economy. Business units are predominantly small family-run farm organisations, though there are increasing levels of corporate farming. The agribusiness sector contributes 20 per cent of real GDP and 47 per cent of total exports for New Zealand. Of the approximately 2,000 farms that are located in the Canterbury Plains, the most common farming sectors in the region are Mixed farming (mostly comprised of sheep and/or beef farming), Dairy farming, and Arable farming (cropping). Many farms on the Canterbury Plains require some form of irrigation and are increasingly capital intensive, reliant on built infrastructure, technology and critical services. Farms are of great significance to their local rural economies, with many rural non-farming organisations dependent on the health of local farming organisations. Despite the economic significance of the sector, there have been few, if any studies analysing how modern intensive farms are affected by earthquakes. The aim of this report is to (1) summarise the impacts the Darfield earthquake had on farming organisations and outline in general terms how farms are vulnerable to the effects of an earthquake; (2) identify what factors helped mitigate earthquake-related impacts. Data for this paper was collected through two surveys of farming and rural non-farming organisations following the earthquake and contextual interviews with affected organisations. In total, 78 organisations participated in the study (Figure 1). Farming organisations represented 72% (N=56) of the sample.

Research papers, University of Canterbury Library

There are many things that organisations of any size can do to prepare for a disaster or crisis. Traditionally, the advice given to business has focused on identifying risks, reducing their likely occurrence, and planning in advance how to respond. More recently, there is growing interest in the broader concept of organisational resilience which includes planning for crisis but also considers traits that lead to organisational adaptability and ability to thrive despite adverse circumstances. In this paper we examine the policy frameworks1 within New Zealand that influence the resilience of small and medium sized businesses (SMEs). The first part of the paper focuses on the New Zealand context, including the prevailing political and economic ideologies, the general nature of New Zealand SMEs and the nature of New Zealand’s hazard environment. The paper then goes on to outline the key policy frameworks in place relevant to SMEs and hazards. The final part of the paper examines the way the preexisting policy environment influenced the response of SMEs and Government following the Canterbury earthquakes.

Research papers, University of Canterbury Library

This participant-observation study explores the process of gathering and evaluating both financial and non-financial information and communication and transfer of that information within a medium-sized electrical service company in Christchurch, New Zealand. The previous literature has established the importance and the main characteristics of small and medium enterprises, mainly studying manufacturing companies. However, there has been little research done in New Zealand on the overall communication process and the financial and non-financial information usage in a small-medium enterprise. The Electrical Company has a flat structure which allows flexibility. The two owners understand the importance of financial management and use financial information extensively to ensure the business expenses are under control. The owners also gather and use non-financial information through talking to their accountant, their customers and people in the same industry and they keenly follow the news on the rebuilding of Christchurch after the recent earthquakes.

Other, National Library of New Zealand

Website of Canterbury CDEM Group, which is a partnership of local authorities, emergency services and other organisations tasked with providing effective and comprehensive management of major hazards and their consequences anywhere in Canterbury. Includes community preparedness information, information for emergency managers and CDEM Group plan.

Research papers, University of Canterbury Library

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.