My wife and I were horrified when we heard the news early this morning
... The scale of the destruction all but defies belief when we can appreciate only too well how difficult it must have been struggling to come to terms with last year's1 horror ... Ourdeepest sympathy and constant thoughts are with you and all New Zealanders.
Charles, Prince of Wales2
It was Thursday, February 24, 2011 when a small group of men representing the Crusaders Super Rugby3 franchise came together in a suburb of Christchurch, New Zealand to discuss priorities for the days ahead. Only 48 hours earlier, a 6.3 magnitude earthquake rocked the city and sadly, 185 people from 15 different countries lost their lives, among them, Phil McDonald, a Crusaders board member and father of three.

Participants in the meeting included the Chief Executive Hamish Riach, the team's high performance leader Steve Lancaster, Crusaders Head Coach and Manager Todd Blackadder and Tony Thorpe, respectively, plus several senior play¬ ers including Richie McCaw, Kieran Read, Andy Ellis, Dan Carter, Chris Jack, Wyatt Crockett, and Brad Thorn (see Exhibit 1).Just the previous evening, mem¬ bers of this same group along with Murray Ellis, Crusaders chairman, had been faced with the task of deciding whether or not to proceed with a match sched¬ uled for Saturday in Wellington. Some individuals expressed a desire to go ahead with the game, believing that playing would provide citizens of the region with a welcome distraction and symbol of tenacity. However, even the team's training facilities and administrative offices were damaged and, at least temporarily, unusa¬ ble.After an initial vigorous debate in which everyone was made aware a practice grounds solution was required, and more importantly, that many Crusaders were dealing with significant personal issues including damaged homes and the injury and/or death of friends, it became an easy decision to withdraw from the match as it was the right thing to do. In short, the pressure was high as the organization and its people not only faced the personal stresses brought on by the disaster and the ongoing aftershocks, but also the fact that the Super Rugby season was just six days old and there were early indications that the team's home field - AMI Stadium - would not be in suitable condition to host the Crusaders' first home match in just eight days.
Todd Blackadder uses words like "shock" and "survival" to describe the mind¬
set of most people at the time, but those in the room had to make some important decisions - many in the face of significant uncertainty and limited information. In order to address the issues, they also needed to factor in the Crusaders values as a guide for their decisions, particularly given the state of Christchurch, its people and the many other stakeholders involved. More specifically, the Crusaders had a long history of strong community ties - each backing the other and clearly, there had never been a time when both needed each other more. In this vein, as a fran¬ chise rugby team, the Crusaders felt that the ownership of the franchise was held by the citizens of Christchurch, and the provinces of Canterbury, Marlborough, Mid-Canterbury, Tasman and Buller.-1 To both management and the players, the Crusaders represented more than a sports team; they represented a beacon of hope for a city devastated by the earthquake with many families affected in terms of housing, employment, and physical and mental health.
The i111111ediate concerns to discuss included the following items:
Where to conduct training sessions.
Brainstorming a home venue solution for upcoming matches scheduled in Christchurch.
Understanding how to best support players and their families going forward. The stresses on each player and each family would be different.
How the team could help the conununity in the immediate future.

In addition to the above, Hamish Riach was starting to think about the conversa- tions he would need to have with Murray Ellis and the board of directors as well as the New Zealand Rugby Union (NZRU).This list included:
How best to honor the fallen director, Phil McDonald.
Contingency plans addressing potential home venue options should AMI Stadium not be available for any significant length of time.
A plan to house the organization's staff until the team's office could be declared safe to once again occupy.
How to best support the players and their families.
What the team might need from the NZRU and/or the government.
The role of the team in terms of Canterbury and Christchurch in particular as a beacon of hope in a devastated community.
Commercial impact on team sponsors, including Gough/Caterpillar, AMI Insurance, and DB Breweries as well as key league sponsors -Adidas, Investec, and Bank of New Zealand.
The Earthquake
Although there have been many earthquakes around the world exceeding a mag- nitude of 6.3, the shallow depth along with the peak ground

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21-05-2024
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My wife and I were horrified when we heard the news early this morning
... The scale of the destruction all but defies belief when we can appreciate only too well how difficult it must have been struggling to come to terms with last year's1 horror ... Ourdeepest sympathy and constant thoughts are with you and all New Zealanders.
Charles, Prince of Wales2
It was Thursday, February 24, 2011 when a small group of men representing the Crusaders Super Rugby3 franchise came together in a suburb of Christchurch, New Zealand to discuss priorities for the days ahead. Only 48 hours earlier, a 6.3 magnitude earthquake rocked the city and sadly, 185 people from 15 different countries lost their lives, among them, Phil McDonald, a Crusaders board member and father of three.

Participants in the meeting included the Chief Executive Hamish Riach, the team's high performance leader Steve Lancaster, Crusaders Head Coach and Manager Todd Blackadder and Tony Thorpe, respectively, plus several senior play¬ ers including Richie McCaw, Kieran Read, Andy Ellis, Dan Carter, Chris Jack, Wyatt Crockett, and Brad Thorn (see Exhibit 1).Just the previous evening, mem¬ bers of this same group along with Murray Ellis, Crusaders chairman, had been faced with the task of deciding whether or not to proceed with a match sched¬ uled for Saturday in Wellington. Some individuals expressed a desire to go ahead with the game, believing that playing would provide citizens of the region with a welcome distraction and symbol of tenacity. However, even the team's training facilities and administrative offices were damaged and, at least temporarily, unusa¬ ble.After an initial vigorous debate in which everyone was made aware a practice grounds solution was required, and more importantly, that many Crusaders were dealing with significant personal issues including damaged homes and the injury and/or death of friends, it became an easy decision to withdraw from the match as it was the right thing to do. In short, the pressure was high as the organization and its people not only faced the personal stresses brought on by the disaster and the ongoing aftershocks, but also the fact that the Super Rugby season was just six days old and there were early indications that the team's home field - AMI Stadium - would not be in suitable condition to host the Crusaders' first home match in just eight days.
Todd Blackadder uses words like "shock" and "survival" to describe the mind¬
set of most people at the time, but those in the room had to make some important decisions - many in the face of significant uncertainty and limited information. In order to address the issues, they also needed to factor in the Crusaders values as a guide for their decisions, particularly given the state of Christchurch, its people and the many other stakeholders involved. More specifically, the Crusaders had a long history of strong community ties - each backing the other and clearly, there had never been a time when both needed each other more. In this vein, as a fran¬ chise rugby team, the Crusaders felt that the ownership of the franchise was held by the citizens of Christchurch, and the provinces of Canterbury, Marlborough, Mid-Canterbury, Tasman and Buller.-1 To both management and the players, the Crusaders represented more than a sports team; they represented a beacon of hope for a city devastated by the earthquake with many families affected in terms of housing, employment, and physical and mental health.
The i111111ediate concerns to discuss included the following items:
Where to conduct training sessions.
Brainstorming a home venue solution for upcoming matches scheduled in Christchurch.
Understanding how to best support players and their families going forward. The stresses on each player and each family would be different.
How the team could help the conununity in the immediate future.

In addition to the above, Hamish Riach was starting to think about the conversa- tions he would need to have with Murray Ellis and the board of directors as well as the New Zealand Rugby Union (NZRU).This list included:
How best to honor the fallen director, Phil McDonald.
Contingency plans addressing potential home venue options should AMI Stadium not be available for any significant length of time.
A plan to house the organization's staff until the team's office could be declared safe to once again occupy.
How to best support the players and their families.
What the team might need from the NZRU and/or the government.
The role of the team in terms of Canterbury and Christchurch in particular as a beacon of hope in a devastated community.
Commercial impact on team sponsors, including Gough/Caterpillar, AMI Insurance, and DB Breweries as well as key league sponsors -Adidas, Investec, and Bank of New Zealand.
The Earthquake
Although there have been many earthquakes around the world exceeding a mag- nitude of 6.3, the shallow depth along with the peak ground

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