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SCIRT proposed that damaged gabion retaining walls could be refurbished by installing anchors through the existing baskets, secured into the ground behind them. This could provide a cost and time saving because baskets would not need to be removed or replaced and, therefore, significant volumes of excavation and backfill work could be avoided with resulting reduced construction time.
A paper describing the procedure and challenges associated with installing anchors through gabion baskets.
A suite of 31 management plans were developed under the Interim Alliance Agreement prior to the start of SCIRT, to intentionally guide the organisation. These plans were reviewed annually and updated as required.
SCIRT's Design Management Plan provided the framework for effective design activities and explained how those activities were to be undertaken to meet requirements and support the achievement of rebuild objectives.
The plan concerned all design activities associated with permanent works for a rebuild programme. The overarching goals were to:
A document that defines the requirements and objectives of design activities for SCIRT's reconstruction of the city's horizontal infrastructure and describes how these activities should be implemented.
A copy of the award application for the New Zealand Engineering Excellence Awards 2013.
The Financial Management Plan outlines SCIRT's commercial framework, financial principles and processes for a financially effective alliance. It also describes how timely, accurate information relating to estimating and all costs have been managed and reported for each project phase in the SCIRT programme.
A suite of 31 management plans were developed under the Interim Alliance Agreement prior to the start of SCIRT, to intentionally guide the organisation. These plans were reviewed annually and updated as required.
A document that outlines how timely and accurate information relating to estimating, actual project costs, future commitments, and total forecast cost, will be managed and reported for each project phase in the programme.
A suite of 31 management plans were developed under the Interim Alliance Agreement prior to the start of SCIRT, to intentionally guide the organisation. These plans were reviewed annually and updated as required.
The Construction Management Plan details how SCIRT managed its construction work and ensured a consistent best practice approach across the approximately 700 projects in the rebuild programme.
The construction objectives were consistent with the Alliance Agreement objectives and included:
A plan which details how SCIRT managed its construction work and ensured a consistent best-practice approach across the approximately 700 projects in the rebuild programme.
A case study was carried out by research and consulting group Resilient Organisations on what made SCIRT an effective organisation, based on an interview with Duncan Gibb (founding Executive General Manager, SCIRT), Belinda de Zwart (HR and Peak Performance Manager), and Rod Cameron (Value Manager).
It focused on how SCIRT had been intentionally shaped and refined to create an environment that delivered high performance amid uncertainty from continuing earthquake aftershocks, and in post-disaster recovery.