SCIRT Learning Legacy

The sequence of earthquakes that occurred in Christchurch and wider Canterbury during 2010 and 2011 resulted in very significant damage and disruption to the Christchurch horizontal infrastructure networks.
In response, Stronger Christchurch Infrastructure Rebuild Team (SCIRT) was formed and is responsible for repairing and replacing Christchurch's three-waters (water, wastewater and stormwater), roading and bridge networks, as well as some retaining walls and stopbanks.
SCIRT is an alliance between Christchurch City Council, Canterbury Earthquake Recovery Authority (CERA), New Zealand Transport Agency (NZTA), City Care, Downer, Fletcher Construction, Fulton Hogan, and McConnell Dowell.
The SCIRT Learning Legacy project was initiated in collaboration with UC QuakeCentre, Resilient Organisations and UC CEISMIC, in order that all the learnings from SCIRT's earthquake repair and replacement programme are captured, documented, and disseminated.

Last updated
11:10pm 1st November 2017
Type
Collection
Identifier
qsr-collection:735

Contains 382 items in 8 collections


Communications and Community
Communications and Community
Effective communication and engagement with communities post-disaster was critical. It helped SCIRT build trust and tolerance during the substantial disruption created while rebuilding the city.
Contains 47 items in 21 collections
Construction
Construction
SCIRT Delivery Teams and their subcontractors were united in creating innovative solutions that ensured value for money amid a remarkable range of horizontal infrastructure projects and far-reaching safety and environmental initiatives.
Contains 60 items in 16 collections
Design
Design
SCIRT's design team included individuals seconded from more than 20 consultancies, who worked collaboratively across a remarkable range of projects to ensure a high level of service and outstanding outcomes.
Contains 42 items in 20 collections
Finance and Business Systems
Finance and Business Systems
Having reliable data and information is essential to making the right decisions for an organisation. SCIRT's purpose-built business systems ensured everyone in the large and complex organisation had visibility of progress and access to all relevant information.
Contains 33 items in 13 collections
Governance and Decision Making
Governance and Decision Making
SCIRT launched with a self-governing structure. This evolved over the next three years into a dual governance model that separated governance of the organisation from governance of the programme scope and funding.
Contains 7 items in 4 collections
People and Culture
People and Culture
Thousands of people from a range of disciplines, different backgrounds and from around the world united under the SCIRT umbrella into a high-performance "team of teams" to deliver its massive programme of work.
Contains 55 items in 14 collections
Programme Management
Programme Management
Flexibility and well-defined processes were key to the management of the SCIRT programme. The initially unknown scale of damage and funding uncertainties contributed to an ever-evolving scope. The impact of such a large programme of work on the recovering Christchurch community had to be carefully and strategically managed.
Contains 97 items in 15 collections
The SCIRT Model
The SCIRT Model
A destructive wave of earthquakes in Christchurch required an innovative, efficient and cost-effective response: a delivery vehicle, named SCIRT, that was capable of managing the huge scale and complexity of the horizontal infrastructure rebuild.
Contains 41 items in 7 collections