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Videos, UC QuakeStudies

A video of a presentation by Richard Conlin during the Community Resilience Stream of the 2016 People in Disasters Conference. The presentation is titled, "Resilience, Poverty, and Seismic Culture".The abstract for this presentation reads as follows: A strategy of resilience is built around the recognition that effective emergency response requires community involvement and mobilization. It further recognizes that many of the characteristics that equip communities to respond most effectively to short term emergencies are also characteristics that build strong communities over the long term. Building resilient communities means integrating our approaches to poverty, community engagement, economic development, and housing into a coherent strategy that empowers community members to engage with each other and with other communities. In this way, resilience becomes a complementary concept to sustainability. This requires an asset-based change strategy where external agencies meet communities where they are, in their own space, and use collective impact approaches to work in partnership. This also requires understanding and assessing poverty, including physical, financial, and social capital in their myriad manifestations. Poverty is not exclusively a matter of class. It is a complex subject, and different communities manifest multiple versions of poverty, which must be respected and understood through the asset-based lens. Resilience is a quality of a community and a system, and develops over time as a result of careful analysis of strengths and vulnerabilities and taking actions to increase competencies and reduce risk situations. Resilience requires maintenance and must be developed in a way that includes practicing continuous improvement and adaptation. The characteristics of a resilient community include both physical qualities and 'soft infrastructure', such as community knowledge, resourcefulness, and overall health. This presentation reviews the experience of some earlier disasters, outlines a working model of how emergency response, resilience, and poverty interact and can be addressed in concert, and concludes with a summary of what the 2010 Chilean earthquake tells us about how a 'seismic culture' can function effectively in communities even when government suffers from unexpected shortcomings.

Images, UC QuakeStudies

A photograph from the All Right? Start With a Smile campaign. Start With A Smile was led by Canterbury Employers' Chamber of Commerce and supported by All Right?. The project encouraged Cantabrians to engage with the thousands of migrants who have moved to Canterbury since the earthquakes.

Images, UC QuakeStudies

A photograph from the All Right? Start with A Smile campaign. Start with A Smile was led by Canterbury Employers' Chamber of Commerce and supported by All Right?. The project encouraged Cantabrians to engage with the thousands of migrants who have moved to Canterbury since the earthquakes.

Images, UC QuakeStudies

A photograph from the All Right? Start with A Smile campaign. Start with A Smile was led by Canterbury Employers' Chamber of Commerce and supported by All Right?. The project encouraged Cantabrians to engage with the thousands of migrants who have moved to Canterbury since the earthquakes.

Images, UC QuakeStudies

A photograph from the All Right? Start with A Smile campaign. Start with A Smile was led by Canterbury Employers' Chamber of Commerce and supported by All Right?. The project encouraged Cantabrians to engage with the thousands of migrants who have moved to Canterbury since the earthquakes.

Research papers, University of Canterbury Library

In this paper Paul Millar outlines the development of the University of Canterbury Quakebox project, a collaborative venture between the UC CEISMIC Canterbury Earthquakes Digital Archive and the New Zealand Institute of Language Brain and Behaviour to preserve people’s earthquake stories for the purposes of research, teaching and commemoration. The project collected over 700 stories on high definition video, and Millar is now looking at using the corpus to underpin a longitudinal study of post-quake experience.

Research papers, University of Canterbury Library

Interagency Emergency Response Teams (IERTs) play acrucial role in times of disasters. Therefore it is crucial to understand more thoroughly the communication roles and responsibilities of interagency team members and to examine how individual members communicate within a complex, evolving, and unstable environment. It is also important to understand how different organisational identities and their spatial geographies contribute to the interactional dynamics. Earthquakes hit the Canterbury region on September, 2010 and then on February 2011 a more devastating shallow earthquake struck resulting in severe damage to the Aged Residential Care (ARC) sector. Over 600 ARC beds were lost and 500 elderly and disabled people were displaced. Canterbury District Health Board (CDHB) set up an interagency emergency response team to address the issues of vulnerable people with significant health and disability needs who were unable to access their normal supports due to the effects of the earthquake. The purpose of this qualitative interpretive study is to focus on the case study of the response and evacuation of vulnerable people by interagencies responding to the event. Staff within these agencies were interviewed with a focus on the critical incidents that either stabilised or negatively influenced the outcome of the response. The findings included the complexity of navigating multiple agencies communication channels; understanding the different hierarchies and communication methods within each agency; data communication challenges when infrastructures were severely damaged; the importance of having the right skills, personal attributes and understanding of the organisations in the response; and the significance of having a liaison in situ representing and communicating through to agencies geographically dispersed from Canterbury. It is hoped that this research will assist in determining a future framework for interagency communication best practice and policy.

Research papers, University of Canterbury Library

This article discusses the use of radio after major earthquakes in Christchurch, New Zealand, in 2010 and 2011. It draws on archival sources to retrospectively research post-quake audiences in the terms people used during and soon after the earthquakes through personal narratives and Twitter. Retrospective narratives of earthquake experiences affirm the value of radio for communicating the scale of disaster and comforting listeners during dislocation from safe home spaces. In the narratives radio is often compared with television, which signifies electricity supply and associated comfort but also visually confirms the city’s destruction. Twitter provides insights into radio use from within the disaster period, but its more global reach facilitates reflection on online and international radio from outside the disaster-affected area. This research demonstrates the value of archival audience research, and finds that the combination of online radio and Twitter enables a new form of participatory disaster spectatorship from afar.

Videos, UC QuakeStudies

A video of a presentation by Associate Professor John Vargo during the fifth plenary of the 2016 People in Disasters Conference. Vargo is a senior researcher and co-leader of the Resilient Organisations Research Programme at the University of Canterbury. The presentation is titled, "Organisational Resilience is more than just Business Continuity".The abstract for this presentation reads as follows: Business Continuity Management is well-established process in many larger organisations and a key element in their emergency planning. Research carried out by resilient organisations follow the 2010 and 2011 Canterbury Earthquakes show that most small organisations did not have a business continuity plan (BCP), yet many of these organisations did survive the massive disruptions following the earthquakes. They were resilient to these catastrophic events, but in the absence of a BCP. This research also found that many of the organisations with BCP's, struggled to use them effectively when facing real events that did not align with the BCP. Although the BCPs did a good job of preparing organisations to deal with technology and operational disruptions, there was virtually no coverage for the continuity of people. Issues surrounding staff welfare and engagement were amongst the most crucial issues faced by Canterbury organisations, yet impacts of societal and personal disruption did not feature in BCPs. Resilience is a systematic way of looking at how an organization can survive a crisis and thrive in an uncertain world. Business continuity is an important aspect for surviving the crisis, but it is only part of the bigger picture addressed by organisational resilience. This presentation will show how organizational experiences in the Canterbury earthquakes support the need to move to a 'Business Continuity' for the '21st Century', one that incorporates more aspects of resilience, especially the 'people' areas of leadership, culture, staff welfare, and engagement.