Setting Up a Recovery Agency

 

 

Building central government expertise

The Canterbury Earthquake Recovery Authority set up its head office outside...

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CERA’s Programme Management Office

This narrative sets out the Canterbury Earthquake Recovery Authority’s Pr...

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CERA’s organisational structure

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

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Contracting in disaster recovery checklist

This checklist should assist in the effective set up and tracking of contra...

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Disaster recovery: Checklist for finance managers

The Canterbury Earthquake Recovery Authority (CERA) was not the only centra...

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Disaster recovery: Guidelines for finance managers

These guidelines outline the important financial management lessons identif...

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Employment relationships

This guide provides an outline of the employment arrangements used to meet...

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Establishing official processes

This case study sets out how the Canterbury Earthquake Recovery Authority e...

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Finding facilities

This case study examines the unique challenges of accommodating the Canterb...

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Key documents of the CERA Programme Management Office

This schedule outlines the key documents CERA’s Project Management Office...

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Legal work during disaster recovery

CERA’s Legal team worked on a variety of matters that went far beyond gov...

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Organisation wellbeing programme

This guide outlines the Canterbury Earthquake Recovery Authority’s wellbe...

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Building central government expertise

The Canterbury Earthquake Recovery Authority set up its head office outside New Zealand’s capital Wellington (a first for New Zealand). Attracting and building in central government expertise was c...

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CERA’s Programme Management Office

This narrative sets out the Canterbury Earthquake Recovery Authority’s Programme Management Office from inception and outlines key work, challenges and lessons. 

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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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Contracting in disaster recovery checklist

This checklist should assist in the effective set up and tracking of contracts for both individuals and companies. When formatted correctly, contracts managed in a spreadsheet can be directly transfer...

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Disaster recovery: Checklist for finance managers

The Canterbury Earthquake Recovery Authority (CERA) was not the only central government funder of the recovery effort. However, as the lead recovery agency, it kept a broad perspective over the variou...

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Disaster recovery: Guidelines for finance managers

These guidelines outline the important financial management lessons identified across CERA’s five year existence. Chief Financial Officers working in a disaster recovery environment may wish to cons...

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Employment relationships

This guide provides an outline of the employment arrangements used to meet CERA’s staffing requirements. It presents an analysis of the types of employment relationships and identified lessons....

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Establishing official processes

This case study sets out how the Canterbury Earthquake Recovery Authority established some of its processes over time. In a disaster recovery environment, processes will often need to be flexible to r...

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Finding facilities

This case study examines the unique challenges of accommodating the Canterbury Earthquake Recovery Authority in a shattered city. It looks at the various CERA office locations and identifies the lesso...

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Key documents of the CERA Programme Management Office

This schedule outlines the key documents CERA’s Project Management Office (PMO) used as part of its project management framework.

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Legal work during disaster recovery

CERA’s Legal team worked on a variety of matters that went far beyond government business as usual. Knowing the CER Act, having solid processes and systems in place and ensuring staff had full trai...

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Organisation wellbeing programme

This guide outlines the Canterbury Earthquake Recovery Authority’s wellbeing programme and key wellbeing initiatives it provided to staff.    

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