Leadership and Governance

Leadership in recovery is different. It is chaotic and exhausting where black and white becomes many shades of grey. Many rise to the occasion and take on leadership roles to help their communities. Good governance provides clarity in chaos for setting the direction for the future. Here is what we have to share.

CERA’s organisational structure

This report outlines the evolution of CERA’s organisational structure fro...

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Contributing more: Improving the role of business in recovery

This report draws on the experiences of those involved in the Canterbury ea...

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Coordinating other recovery work

CERA’s ‘support programmes’ function monitored, supported and coordin...

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Effectivess and efficiency of arrangements to repair pipes and roads in Christchurch

This report is one of a series and covers one of the most significant and c...

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Follow-up audit: Effectivess and efficiency of arrangements to repair pipes and roads in Christchurch

In November 2013, the Office of the Auditor General examined how the Canter...

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Governance and accountability for three Christchurch rebuild projects

The Canterbury earthquakes in 2010 and 2011 destroyed large parts of Christ...

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Leadership in communities (LinC) cohort 1 evaluation

The Leadership in Communities (LinC) Project is designed specifically to su...

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Lessons from disaster

Lessons from disaster explores how ECAN responded to and recovered from the...

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Report on the Horizontal Infrastructure Governance Group to the Minister supporting Greater Christchurch Regeneration and the Mayor of Christchurch City Council

The Horizontal Infrastructure Governance Group (HIGG) report was prepared f...

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Review of the Civil Defence Emergency Management Response to the 22 February Christchurch Earthquake

This review deals with the Civil Defence Emergency Management (CDEM) respon...

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Roles, responsibilities, and funding of public entities after the Canterbury earthquakes

This report discusses the response of public entities. The recovery calls f...

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Supporting the supporters in disaster recovery

Staff, volunteers and community members who work to support communities—t...

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CERA’s organisational structure

This report outlines the evolution of CERA’s organisational structure from its establishment in April 2011 to its end in April 2016. It identifies key lessons from its lifespan.

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Contributing more: Improving the role of business in recovery

This report draws on the experiences of those involved in the Canterbury earthquakes. It explores the way in which the different capabilities, expertise and resources of businesses can be used to impr...

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Coordinating other recovery work

CERA’s ‘support programmes’ function monitored, supported and coordinated the development of recovery programmes led by other organisations. Several groups within CERA were given responsibility...

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Effectivess and efficiency of arrangements to repair pipes and roads in Christchurch

This report is one of a series and covers one of the most significant and complex contracts in the Canterbury rebuild to rebuild the roads and underground water, wastewater, and stormwater pipes in Ch...

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Follow-up audit: Effectivess and efficiency of arrangements to repair pipes and roads in Christchurch

In November 2013, the Office of the Auditor General examined how the Canterbury Earthquake Recovery Authority, the New Zealand Transport Agency, and Christchurch City Council were managing the rebuild...

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Governance and accountability for three Christchurch rebuild projects

The Canterbury earthquakes in 2010 and 2011 destroyed large parts of Christchurch and the Canterbury region. Since then, central and local government have been leading a programme of recovery that inc...

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Leadership in communities (LinC) cohort 1 evaluation

The Leadership in Communities (LinC) Project is designed specifically to support and enhance local leadership and recognised change agents drawn from the voluntary, NGO and also central and local gove...

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Lessons from disaster

Lessons from disaster explores how ECAN responded to and recovered from the 2010/2011 Canterbury earthquakes, and what impact this has had on the way the organisation approaches future disaster resili...

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Report on the Horizontal Infrastructure Governance Group to the Minister supporting Greater Christchurch Regeneration and the Mayor of Christchurch City Council

The Horizontal Infrastructure Governance Group (HIGG) report was prepared for the Minister supporting Greater Christchurch Regeneration and the Christchurch City Council, as a part of the completion o...

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Review of the Civil Defence Emergency Management Response to the 22 February Christchurch Earthquake

This review deals with the Civil Defence Emergency Management (CDEM) response to the 22 February 2011 Canterbury earthquake, from the date of the earthquake until 30 April 2011.   The purpose of the...

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Roles, responsibilities, and funding of public entities after the Canterbury earthquakes

This report discusses the response of public entities. The recovery calls for many public entities to work in new and challenging ways. As this report shows, the administrative arrangements for the re...

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Supporting the supporters in disaster recovery

Staff, volunteers and community members who work to support communities—they are the essential ingredient to a meaningful and sustainable recovery, and they require support. This report was submitt...

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