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Images for temporary services; more images...

Images, UC QuakeStudies

A sign on the Kaiapoi Public Library and District Council Centre explaining that the temporary library and service centre has relocated. The sign reads "We have moved. The temporary library has moved to the Swim Club rooms beside the Kaiapoi Aquatic Centre corner of Cass and Davie Streets opposite Danley Square. The Kaiapoi Service Centre has move to the Kaiapoi Community Centre, 24 Sewell Street. Waiamakariri District Council.

Images, UC QuakeStudies

The University of Canterbury's E-Learning team's temporary office in the James Hight building. The photographer comments, "First looks at our new temporary (maybe) office space. Our group will stay here until April or May 2011, then will move to another floor in the Central Library. Reception. This is where students used to come to enquire about support services".

Images, UC QuakeStudies

A photograph of emergency management staff meeting outside the Christchurch Art Gallery. The art gallery was used as the temporary Civil Defence headquarters after the 22 February 2011 earthquake. In the background, a New Zealand Fire Service truck can be seen.

Images, UC QuakeStudies

A sign on a bus stop on Victoria Street reading, "Bus stop temporarily closed, please use the next available bus stop on Papanui Road. No: 29 Service, please use the bus stop on Bealey Avenue (west of Montreal Street)." Many bus routes were affected by the 22 February aftershock.

Images, UC QuakeStudies

A photograph of signs on the windows of the Christchurch Art Gallery. The art gallery was used as the temporary Civil Defence headquarters after the 22 February 2011 earthquake. The signs read, "Today is Thursday 3 March 2011" and "Wash your hands!". In the background, emergency management personnel and a New Zealand Fire Service truck can be seen.

Research papers, Lincoln University

Within four weeks of the September 4 2010 Canterbury Earthquake a new, loosely-knit community group appeared in Christchurch under the banner of “Greening the Rubble.” The general aim of those who attended the first few meetings was to do something to help plug the holes that had already appeared or were likely to appear over the coming weeks in the city fabric with some temporary landscaping and planting projects. This article charts the first eighteen months of Greening the Rubble and places the initiative in a broader context to argue that although seismic events in Christchurch acted as a “call to palms,” so to speak, the city was already in need of some remedial greening. It concludes with a reflection on lessons learned to date by GTR and commentary on the likely issues ahead for this new mini-social-environmental movement in the context of a quake-affected and still quake-prone major New Zealand city. One of the key lessons for GTR and all of those involved in Christchurch recovery activities to date is that the city is still very much in the middle of the event and is to some extent a laboratory for seismic and agency management studies alike.

Research papers, Victoria University of Wellington

A natural disaster will inevitably strike New Zealand in the coming years, damaging educational facilities. Delays in building quality replacement facilities will lead to short-term disruption of education, risking long-term inequalities for the affected students. The Christchurch earthquake demonstrated the issues arising from a lack of school planning and support. This research proposes a system that can effectively provide rapid, prefabricated, primary schools in post-disaster environments. The aim is to continue education for children in the short term, while using construction that is suitable until the total replacement of the given school is completed. The expandable prefabricated architecture meets the strength, time, and transport requirements to deliver a robust, rapid relief temporary construction. It is also adaptable to any area within New Zealand. This design solution supports personal well-being and mitigates the risk of educational gaps, PTSD linked with anxiety and depression, and many other mental health disorders that can impact students and teachers after a natural disaster.

Images, UC QuakeStudies

A photograph of signs on a wall in the Christchurch Art Gallery. The signs read, "Final media trip to the CTV building, 15:00 hours, media opportunity with National Controller and rescue services. This is the last scheduled media hour into the red zone", "Media Briefings, Tuesday 8 March: 10:30 hours, Wednesday 9 March: 15:00 hours, in auditorium" and "Please switch off your cell phones before entering media briefings. Thank you". There is also a diagram of the first and ground floor of the art gallery. The Christchurch Art Gallery served as the temporary Civil Defence headquarters after the 22 February 2011 earthquake.

Research papers, The University of Auckland Library

This thesis describes the management process of innovation through construction infrastructure projects. This research focuses on the innovation management process at the project level from four views. These are categorised into the separate yet related areas of: “innovation definition”, “Project time”, “project team motivation” and “Project temporary organisation”. A practical knowledge is developed for each of these research areas that enables project practitioners to make the best decision for the right type of innovation at the right phase of projects, through a capable project organisation. The research developed a holistic view on both innovation and the construction infrastructure project as two complex phenomena. An infrastructure project is a long-term capital investment, highly risky and an uncertain. Infrastructure projects can play a key role in innovation and performance improvement throughout the construction industry. The delivery of an infrastructure project is affected in most cases by critical issues of budget constraint, programme delays and safety Where the business climate is characterized by uncertainty, risk and a high level of technological change, construction infrastructure projects are unable to cope with the requirement to develop innovation. Innovation in infrastructure projects, as one of the key performance indicators (KPI) has been identified as a critical capability for performance improvement through the industry. However, in spite of the importance of infrastructure projects in improving innovation, there are a few research efforts that have developed a comprehensive view on the project context and its drivers and inhibitors for innovation in the construction industry. Two main reasons are given as the inhibitors through the process of comprehensive research on innovation management in construction. The first reason is the absence of an understanding of innovation itself. The second is a bias towards research at a firm and individual level, so a comprehensive assessment of project-related factors and their effects on innovation in infrastructure projects has not been undertaken. This study overcomes these issues by adopting as a case study approach of a successful infrastructure project. This research examines more than 500 construction innovations generated by a unique infrastructure alliance. SCIRT (Stronger Christchurch Infrastructure Rebuild Team) is a temporary alliancing organisation that was created to rebuild and recover the damaged infrastructure after the Christchurch 2011 earthquake. Researchers were given full access to the innovation project information and innovation systems under a contract with SCIRT Learning Legacy, provided the research with material which is critical for understanding innovations in large, complex alliancing infrastructure organisation. In this research, an innovation classification model was first constructed. Clear definitions have been developed for six types of construction innovation with a variety of level of novelties and benefits. The innovation classification model was applied on the SCIRT innovation database and the resultant trends and behaviours of different types of innovation are presented. The trends and behaviours through different types of SCIRT innovations developed a unique opportunity to research the projectrelated factors and their effect on the behaviour of different classified types of innovation throughout the project’s lifecycle. The result was the identification of specific characteristics of an infrastructure project that affect the innovation management process at the project level. These were categorised in four separate chapters. The first study presents the relationship between six classified types of innovation, the level of novelty and the benefit they come up with, by applying the innovation classification model on SCIRT innovation database. The second study focused on the innovation potential and limitations in different project lifecycle phases by using a logic relationship between the six classified types of innovation and the three classified phases of the SCIRT project. The third study result develops a holistic view of different elements of the SCIRT motivation system and results in a relationship between the maturity level of definition developed for innovation as one of the KPIs and a desire though the SCIRT innovation incentive system to motivate more important innovations throughout the project. The fourth study is about the role of the project’s temporary organisation that finally results in a multiple-view innovation model being developed for project organisation capability assessment in the construction industry. The result of this thesis provides practical and instrumental knowledge to be used by a project practitioner. Benefits of the current thesis could be categorized in four groups. The first group is the innovation classification model that provides a clear definition for six classified types of innovation with four levels of novelty and specifically defined outcomes and the relationship between the innovation types, novelty and benefit. The second is the ability that is provided for the project practitioner to make the best decision for the right type of innovation at the right phases of a project’s lifecycle. The third is an optimisation that is applied on the SCIRT innovation motivation system that enables the project practitioner to incentivize the right type of innovation with the right level of financial gain. This drives the project teams to develop a more important innovation instead of a simple problemsolving one. Finally, the last and probably more important benefit is the recommended multiple-view innovation model. This is a tool that could be used by a project practitioner in order to empower the project team to support innovation throughout the project.