A tool, including an outline and run sheet, used by the SCIRT Communication Team when delivering a series of workshops to SCIRT engineers about working around businesses.
A plan which provides SCIRT with clear direction and guidelines regarding communication in the event of a crisis. The first version of this plan was produced on 1 December 2013.
Note that personal details of key personnel have been removed from this document.
A tool, including an outline, resources and a survey sheet, used by the SCIRT Communication Team when delivering a series of toolboxes to SCIRT subcontractors about working around businesses.
School visits were an important communications tool SCIRT used to promote to children how to keep safe around its work sites and to inform local people about its work.
During its six-year work programme SCIRT's communications team conducted 170 school visits in Christchurch.
Talking to pupils, students and teachers about how to keep safe when there were SCIRT work sites in their neighbourhood was a key objective of the visits, and part of SCIRT's commitment to proactive, open, clear and timely communications with the Christchurch community.
One of SCIRT's objectives was to "be proactive and communicate face-to-face where possible". It also aimed to be "approachable". These objectives were regularly measured in community surveys.
Door-knocking was a successful way to meet these objectives and encourage positive contact between SCIRT and the community. It was particularly important in a post-disaster environment where people were coping with many stressors and their ability to process information was impaired. It was also important in communities where written communication was less effective.
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.
A research project on the traffic and transport planning undertaken to support the rebuild of Christchurch's horizontal infrastructure by keeping traffic disruption to an acceptable level while maintaining accessibility to key amenities and limiting congestion.
A number of processes, procedures and tools were developed and implemented to keep traffic flowing during the post-earthquake infrastructure rebuild in Christchurch.
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.
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:
Supporting businesses affected by SCIRT rebuild works was critical to help businesses continue to operate, and to maintain community confidence.