How do you control the money in a post-disaster rebuild context?
For SCIRT, it was the $2.2 billion question.
Under SCIRT, a unique commercial model was developed, from a belief that the rebuild programme could function more effectively if a balance was struck between competition and collaboration.
With a multi-billion-dollar plan on the table to repair and restore Christchurch's damaged roads and underground services, SCIRT recognised the need for innovation, quickly setting the scene for a new commercial reality that would ensure money was always well spent.
- key performance indicators (KPIs)
- key result areas (KRAs)
- actual out-turn cost (AOC)
- target out-turn cost (TOC)