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When weighing up wastewater asset rebuild options, SCIRT designers made decisions on a "whole of life" basis. To help decision-making, a Net Present Value (NPV) analysis was used.
NPV is a fundamental calculation required to assess project options by providing whole of life costing analysis that enables SCIRT to make reliable decisions about which options provide the best value.
The methodology was originally designed to evaluate wastewater network options but was subsequently applied to other asset rebuild option evaluations, including structures and roading options.
An interactive web-based platform for stakeholders to observe active and planned works to aid coordination and planning and to enable the mitigation of spatial and traffic conflicts.
At the height of the rebuild, SCIRT had 150 works crews active across Christchurch, including about 40 working at any one time within the central city.
This suite of documents provided a comprehensive programme management tool for the definition, prioritisation, design and construction of interdependent projects within a central city environment. The documents were developed and used for an intensive post-disaster rebuild but had other applications with similar operating parameters.
The use of global resource consents provided a consistent consenting framework across the SCIRT rebuild programme.
SCIRT's rebuild and repair works had to be carried out urgently and in an environmentally responsible manner.
In an effort to carry out the SCIRT programme in a coordinated and cost effective manner and in accordance with relevant legislation, SCIRT, CCC and Environment Canterbury (ECan) staff worked collaboratively to develop a suite of global resource consents and planning approvals. Some of these consents are attached below.
From "glow in the dark" glass to a moa toe bone, the rebuild of Christchurch's horizontal infrastructure uncovered a remarkable array of artefacts.
Referring to the "uranium glass" discovery in suburban Richmond in late 2016 in its online blog, Christchurch-based Underground Overground Archaeology said there was "nothing like a little radioactive material to brighten up the day".
Underground Overground Archaeology worked with SCIRT throughout the horizontal infrastructure rebuild, identifying items and structures found during worksite excavation.
Awards presented to contractors during the five-year SCIRT programme recognised outstanding safety performance - many of which are being adopted to improve safety in the wider construction industry.
The Bill Perry Safety Awards were named after the late Bill Perry, a former CEO of Fulton Hogan and one of the founders of SCIRT, who died suddenly in 2011. Perry was strongly committed to workplace safety in construction, and helped establish a "zero harm" culture at SCIRT.
The asset assessment team faced a daunting - and often confronting - task to uncover the hidden depths and coarse layers of damage caused by multiple quakes rolling across Christchurch, leaving behind the shattered horizontal infrastructure.
Tools of the trade were redesigned and redefined as SCIRT grappled with the massive task of post-earthquake asset assessment.
Broken pipes, slumps in the street, jagged edges and battered bridges were among the hazards splayed across the damaged landscape of the former "garden city".
Prioritising the SCIRT rebuild work involved understanding and managing the influences on the programme while completing the most important projects first.
Doing the right thing at the right time in the right place - as well as coordinating all the work to minimise disruption - was key.
A project prioritisation process evolved to ensure that SCIRT repaired and rebuilt the right projects in the right order.
The process was managed by the Project Definition Team.
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Innovative intervention and aspirational steps propelled the pursuit of higher safety standards. Policy and best practice were redefined as SCIRT helped power the shift, driving the construction industry to reset the health and safety benchmark.
Fears of fatalities and life-changing injuries powered the urgent need for a workplace safety overhaul as the Christchurch rebuild gathered momentum.
Business as usual (BAU) incident rates for New Zealand indicated several people could die each year during the post-earthquake programme of works.
SCIRT faced a mammoth task coordinating its huge work programme with utility companies with their own extraordinary repair requirements. The risks demanded a higher level of collaboration and planning than previously undertaken.
SCIRT faced an extraordinary situation as it marshalled its people and resources for the biggest horizontal infrastructure repair programme in New Zealand history.