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Supporting businesses affected by SCIRT rebuild works was critical to help businesses continue to operate, and to maintain community confidence.
Independent research underpinned SCIRT's communications programme, providing insights into the public's perception of its work and identifying areas for improvement.
For six long years, about 100,000 cones served the people of Christchurch, creating protective barriers, signalling dangers and guiding pedestrians, cyclists and motorists.
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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.
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.
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).
SCIRT's Training Centre worked closely with Civil Contractors New Zealand (CCNZ), Connexis (the Industry Training Organisation (ITO) for the Civil Infrastructure industry) and other industry leaders to develop a Civil Trade certification.
To resource the SCIRT infrastructure rebuild programme, an additional 600 operational workers were needed.
In January 2012 a capability analysis identified the SCIRT programme needed 600 more operational team members than were available locally. This raised a significant programme risk of having a workforce with many new entrants and under-skilled resources.
SCIRT, Civil Contractors New Zealand and Connexis drove the creation of an industry-wide Training Advisory Group.
A SCIRT Women in Construction (SWIC) working group was established to raise the visibility of women working in operational roles.
A powerful photographic montage captured the SCIRT journey in a special memento book for staff.
More than 2000 people from over 100 organisations joined forces under the SCIRT umbrella at the post-earthquake peak of the rebuild. Hundreds of people came and went, bringing innovation and tenacity to an enormous task.
Wanting to create a better environment for the residents of an earthquake-hit city, the Stronger Christchurch Infrastructure Rebuild Team (SCIRT) and the New Zealand Red Cross (NZRC) joined forces to identify opportunities for project collaboration.
An integral enabler of SCIRT's capability and culture was the use of peak performance coaches.
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Observers attributed much of SCIRT's success to the culture that created a unique environment and experience for team members, which, in turn, resulted in outstanding outcomes for the people of Christchurch.
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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.
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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.
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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.
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The use of global resource consents provided a consistent consenting framework across the SCIRT rebuild programme.
From "glow in the dark" glass to a moa toe bone, the rebuild of Christchurch's horizontal infrastructure uncovered a remarkable array of artefacts.
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 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.
Prioritising the SCIRT rebuild work involved understanding and managing the influences on the programme while completing the most important projects first.