A plan which outlines how to manage the environmental impacts that result from SCIRT works. The first version of this plan was produced on 20 July 2011.
Initiated by the SCIRT environmental leadership group as a breakthrough challenge, the Civil Contractors' Environmental Guide (CCEG) was created to provide contractors with environmental guidance across all project stages.
The initial content was compiled by SCIRT's team of environmental advisers. This team interacted with site crews and regulatory authorities during the SCIRT programme. Over the life of SCIRT, simple and effective methods of control were adopted or developed that both helped in environmental management and met the expectations of regulators.
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.
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:
SCIRT created a range of fact sheets describing its role and work. These accessible, cost-effective tools were displayed in public places and taken to community meetings.
As part of its initial engagement with the community, it was important to introduce SCIRT so people understood what it would be doing, where and why. This was vital because the work would be widespread and disruptive.
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.
SCIRT was recognised nationally and internationally with awards for its achievements in several areas from civil engineering and construction to IT, planning and the environment, including winning the prestigious Brunel Medal in 2013.
The Stronger Christchurch Infrastructure Rebuild Team (SCIRT) gathered an impressive array of awards over its brief five and a half year life.
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.
Supporting businesses affected by SCIRT rebuild works was critical to help businesses continue to operate, and to maintain community confidence.