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Work site information days were a positive way to build relationships with the local community. The public was invited to visit the site on a set day and meet the people working there.

Work in residential, commercial and businesses areas invariably happened "behind the fences" for safety reasons. Site visit information days were proven to be an effective way for the local community to get up close to see the work and speak to the people undertaking the repairs.

SCIRT, Civil Contractors New Zealand and Connexis drove the creation of an industry-wide Training Advisory Group.

In early 2013, SCIRT's Training Team established a SCIRT-wide Training Forum Group.

It was made up of a wide range of skilled operational leaders, who, as Mason Tolerton, SCIRT's training and peak performance manager, described, knew "what good looks like, in both infrastructure work and how to train a crew to do it".

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.

Effective stakeholder communication and engagement was critical to the success of SCIRT's rebuild programme. In a post-disaster environment, the community was already under considerable stress. About 150 SCIRT construction projects at any one time within a relatively small city (population approx. 360,000) could be highly disruptive to residents, businesses and commuters.

A set of Management Plans were developed during SCIRT's lifetime to intentionally guide the organisation. These plans were reviewed annually and updated as required. SCIRT's Programme Management Plan was the overarching plan that listed all the other plans and provided an overview of their contents.

The latest versions of the plans are attached below.

The Initial Alliance Agreement requested an Alliance Management Plan and a minimum of 10 supporting management and operational plans be developed prior to the start of SCIRT:

ProjectCentre enabled the integration of correspondence, documentation and data for post-earthquake design, planning and construction phases to lift efficiency, lower costs and improve decision-making.

An integrated, web-based collaboration workspace was central to the success of SCIRT.