Stronger Christchurch Infrastructure Rebuild Plan

Transcription

How we plan to fix our earthquake damaged roads and underground services
December 2011
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Table of contents
Message from the Mayor
3 Message from the Mayor
16 What will it cost?
4Glossary
18 Priorities and programme
6 Purpose of plan
22 Working with the community
8Background
What happened?
Emergency response
Interim measures
10 Progress to date
The damage
What we have done so far
What happens now?
12 The rebuild
The big picture
Strategies and plans for recovery
How will we rebuild our damaged infrastructure
How the Alliance works
Talking to the community
How the community can be involved
Minimising the impact
Working with the community
26 Key issues and opportunities
Value for money
Resilience and betterment
Sustainability
Response to emergencies during rebuild
Safety
Risk management
Land issues–new developments and the red zone
Public utilities
The past year has been a challenging one for the Christchurch
City Council and for all the people of our city.
It is now more than a year since the first of a string of devastating earthquakes struck our city.
The achievements of the past year have been great and much progress has already been made on the emergency repairs
required as a result of extensive damage. We’ve come far, but we still have a long way to go to get our city back on its feet.
Underpinning the recovery of the entire city will be the rebuild of our damaged underground water and waste services, roads,
bridges, structures and parks.
This is a massive undertaking and we have been working behind the scenes over past months to prepare and plan for the
programme of works to ensure we deliver the best results for our city in the fastest and most cost-effective manner.
This Stronger Christchurch Infrastructure Rebuild Plan will help the community understand how we plan to fix our
earthquake damaged road and underground services. Key to our success will be the conversations we have with our residents
while construction is underway. The rebuild of infrastructure is a largely technical job; we will let you know how we intend to
roll out the programme of works across the city and we’ll keep you updated as work progresses. There will be an opportunity
for residents to have a say in the planning of new streets and parks. This Plan outlines the various times residents will be
asked to tell us what they want their neighbourhood to look like – we’ll be in touch as work progresses.
Our Council is working in partnership with the Canterbury Earthquake Recovery Authority, New Zealand Transport Agency
and five major New Zealand construction companies to drive the rebuild of our damaged infrastructure. This rebuild will be
one of the largest civil engineering projects ever undertaken in New Zealand and, while the task is great, we know we can
achieve our goals by working together.
Bob Parker
Mayor of Christchurch
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Glossary
Abbreviation
Description
ALT
Alliance Leadership Team
AMT
Alliance Management Team
CBD
Central Business District
CCC
Christchurch City Council
CERA
Canterbury Earthquake Recovery Authority
ECAN
Environment Canterbury
IAT
Integrated Alliance Team
LBIRP
Land, Building and Infrastructure Rebuild Plan
LOS
Level Of Service
MESHT
Medical, Emergency, Schools, Hospitals, Transport
NZTA
New Zealand Transport Authority
PPE
Personal Protective Equipment
SCIRT
Stronger Christchurch Infrastructure Rebuild Team
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Purpose of the plan
Our city is facing unprecedented times and there is a big job
ahead to repair what was damaged in the earthquakes.
We are making good progress in all the areas of the rebuild,
but there is still a long way to go.
This plan has been prepared to help the community understand how the Council and the Stronger Christchurch
Infrastructure Rebuild Team (SCIRT) will fix our earthquake damaged horizontal infrastructure. It explains what is
happening right now to identify, sequence and prioritise the work ahead, work out how it will be carried out and identify who
will do what and how it will be communicated.
This plan is informed by the Canterbury Earthquake Recovery Authority’s (CERA) draft Greater Christchurch Recovery
Strategy, which currently describes a proposed draft Land, Building and Infrastructure Recovery Plan. The intended purpose
of the draft Recovery Plan is to ensure that the restoration of Greater Christchurch’s network infrastructure (including
horizontal infrastructure) enables timely recovery by facilitating, directing and coordinating the repair and rebuilding of
network infrastructure.
This plan, the Stronger Christchuch Infrastructure Rebuild Plan, is much more specific, focusing on the work of SCIRT and
other work required to repair Council-owned horizontal infrastructure assets. This in itself is a massive project which will
have an impact on almost every resident in our city and it is important that they understand the process and have confidence
in the City’s ability to deliver.
A lot of work has already been done to ensure the repair teams are working in the most effective way. We have to consider
a range of issues when we work out exactly how we will carry out the repairs. This document aims to help our residents
understand these processes and trust that we are working to achieve the best outcomes for the city.
Considerable progress has already been made on emergency response and repairs, however we are only just beginning the
full-scale rebuild and there is much work still to be done. It is therefore intended that this plan is a live iterative document
that will be updated on an ongoing basis as further information is available and the draft Land, Building and Infrastructure
Recovery Plan is developed.
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Planning for the rebuild of city infrastructure is ongoing.
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Background
Contractors level the road surface following repairs.
What happened?
A devastating earthquake struck Christchurch on 22
February 2011, causing massive damage to city buildings,
underground water and waste services, roads, parks and
facilities. The magnitude 6.3 earthquake was centred 2 km
west of Lyttelton and struck at 12.51 pm. Violent shaking
brought down buildings across the city and claimed the
lives of 181 people.
This happened six months after the 7.1 magnitude 4
September 2010 earthquake, centred in Darfield, which
also resulted in significant damage to city buildings and
infrastructure. While higher in magnitude, the September
earthquake was not felt as violently by residents. It struck
at 4.35am while many people were still sleeping; damage
was widespread but, mercifully, no lives were lost as a
direct result of that earthquake.
These earthquakes, combined with the more than 8000
aftershocks that have rocked the city since September
2010, have caused an estimated $2.2 billion of damage to
our city’s horizontal infrastructure and essential services.
Emergency response
In the hours, days and weeks following the February
earthquake our city swung into action. Civil Defence
coordinated the essential emergency response services
that were required to keep Christchurch functioning and
a National State of Emergency remained in place until 30
April 2011.
City sewer, water and roading networks were hit hard by
the quakes. In the initial hours following the earthquake
much of the city was without functioning electricity, water
and waste services, and roads that were passable were
clogged with traffic as residents rushed from work to home.
Tens of thousands of people were left without these services
for a longer time and it was imperative that alternative
measures for water supply and sewer services were put in
place immediately. The Council, working alongside other
agencies through the Civil Defence Emergency Operations
Centre, coordinated the distribution of 42,000 chemical
toilets to city homes and 2900 portable toilets on city streets
to provide temporary facilities. Water supply tankers were
also brought in from outside the city and placed at locations
around the worst-hit areas where water supply was cut. At
the same time, roading crews scrambled to open up the
city’s main travel networks and carry out patch repairs.
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The welfare of our communities was also of key concern
during this time, as many residents were left without
shelter and access to essential services.
Interim measures
As the emergency response morphed into recovery mode,
the city started planning for what will be a massive rebuild.
Much of this work is long-term and in the weeks and
months following February it was important that temporary
solutions were developed to aide in the transition from
emergency response to repair.
One of the first priorities was to restore water supply to
all homes, and this was achieved within a week of the
September earthquake and just over a month following 22
February and June events. It was also important to open
key roads to keep the city moving and a package of 36
traffic management measures was introduced in the weeks
following 22 February to achieve this.
The city also set itself a goal of returning sewer services
to all households by the end of August 2011. To do this,
a range of temporary solutions were required, such as
temporary tanks and connections, in areas where the
network was too badly damaged to allow connection.
Traffic management is a key part of the rebuild.
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Progress to date
The damage
»»300 km of sewer pipes damaged
»»895 km of roads damaged
What happens now?
»»124 km of water mains damaged
»»50,000-plus individual road faults
The main focus after both 4 September and 22 February was on emergency response and repair work to restore
temporary services to homes, make the roads safe and repair critical underground infrastructure. The 13 June
earthquakes posed further repair challenges and, in some cases, set backs to progress with regard to emergency
works required.
Some immediate priorities following the February and June earthquakes included:
What we’ve done so far
»» Stopping overflows and effluent discharges to watercourses
Work to repair earthquake-damaged infrastructure has been ongoing since immediately after the
earthquakes and considerable progress has been made to date. The figures below outline the progress
made by the end of October 2011.
»» Reducing/removing the need for chlorination of the water supply
Wastewater
By the end of August 2011, public sewer services had been
restored to all city properties – either through connection to the
system or temporary solutions.
»» Opening beaches and waterways to the public
Roads
»» 20,000 individual road repair jobs carried out so far
»» Over 21,000 tonnes of asphalt laid
»» Sprayed more than 1.2 million litres of bitumen
By mid November all sewer discharges to the environment
been stopped.
»» Laid over 200,000 cubic metres of metal
»» 12 km of major sewer pressure mains replaced
»» 170 km of cracks sealed
»» 3 km of sewer gravity pipes replaced
»» Responded to more than 8000 customer requests for
roading issues since February
»» 2.1 km of containers placed
»» Restoring services to all homes and repairing key infrastructure
»» Ensuring robustness of the water supply for the coming summer months and beyond
Most of these priorities have either been achieved or are in the process of being achieved.
From 1 September 2011 the emphasis for activity
shifted from emergency response and repair to the
long-term rebuild of the city’s infrastructure.
»» 510,000 tonnes of silt removed
At the same time as ongoing asset owners priorities are addressed, planning for the roll-out of the long-term
rebuild is progressing. Strategic planning and prioritisation will be ongoing over coming months and as the project
progresses. Further details about priorities and work planning can be found in the priorities and programmes
section of this plan.
»» 300 km of sewer network has been checked for
damage using cameras
Stopbanks
This infrastructure rebuild plan is one of the first steps in the planning process for the rebuild.
»» 67 wastewater pumps have been overhauled
to maintain system capacity
Work on 13 km of stopbanks is complete, with around
4 km of the least stable stopbanks (requiring the most
engineering input) remain to be completed.
»» 2081 repairs completed on private landowners’
sewer pipes
»» 714 sewage clean-ups on private property
since 22 February
Water
»» 16 km of water main replacements completed
»» 9100 water main repairs undertaken
»» 64 water wells repaired and six new wells planned
by Christmas
»» 11 km of new stopbanks built to prevent flooding
»» New Huntsbury reservoir one and pump station
under construction
»» Rawhiti wells one and two under construction
Christchurch Wastewater Treatment Plant
Repairs complete on one clarifier. Two clarifiers are in
operation and repairs are underway on other two clarifiers.
Oxidation pond construction works have commenced with
new flow lines being installed under Dyers road.
Civil works and mechanical repairs progressing across the
rest of the site.
Organics Processing/Compost Plant
Temporary repairs are complete and processing of the
kerbside organics waste restarted on 3 May.
Stronger
Christchurch
Infrastructure Rebuild
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The rebuild
The big picture
This rebuild plan is just one element of Christchurch’s map for earthquake recovery. This plan sits alongside a range of other
recovery work being carried out by the Council and other agencies in the city. Given the complexities of the overall recovery
programme it is important that this plan aligns with those other plans and strategies.
The Council is working closely with CERA, the authority set up by Central Government to lead the city’s recovery. CERA’s role
includes: providing leadership and coordination for the ongoing recovery effort; focusing on business recovery, restoring local
communities and making sure the right structures are in place for rebuilding; enabling an effective and timely rebuilding;
working closely with Christchurch City Council, Selwyn District Council, Waimakariri District Council and Environment
Canterbury and engaging with local communities of greater Christchurch, including Ngāi Tahu, the private sector and the
business sector; and keeping people and communities informed.
The Council has been tasked by Government with planning for the rebuild of our devastated Central City and an extensive
public consultation programme has been developed to help rebuild the city’s heart. The Council is also responsible for
planning for the rebuild of the city’s suburban centres, processing of building consents and providing advice on the city’s
heritage. In addition to these earthquake responsibilities, the Council continues to provide essential services for the city
including water and wastewater, roads and traffic management, kerbside rubbish collections, libraries, sport and recreation
facilities and parks.
Strategies and plans for recovery
The draft CERA Recovery Strategy provides for the development of a Land, Building and Infrastructure Recovery Plan
(LBIRP). The objective of that plan is: “to identify where, when and how rebuilding can occur; to provide the tools to prioritise
rebuilding, and wherever possible enhancement of the built environment; and to identify investment opportunities to
achieve the Recovery Strategy vision”.
The LBIRP will also identify timeframes for decisions about land remediation, and a process and timeframe for the
remediation work itself; a methodology for reviewing existing national, regional and local strategies and plans; programmes
and sequencing of areas for rebuilding and development; a spatial plan for housing and strategic infrastructure and
community facilities to maintain the short-term wellbeing of communities, long-term recovery and growth aspirations; a
framework for identifying investment priorities and opportunities for horizontal, strategic and community infrastructure;
and identification and prioritisation of ‘early-win’ projects. It is anticipated that the LBIRP in draft form will be prepared by
April 2012.
This plan, the Stronger Christchurch Infrastructure Rebuild Plan, is the Council’s plan to help the community understand
how the Council and the Stronger Christchurch Infrastructure Rebuild Team (SCIRT) will fix the earthquake damaged
horizontal infrastructure. It is meant to be totally consistent with the content foreseen in the LBIRP and will be used to inform
its development.
How will we rebuild our damaged infrastructure?
The scale of the infrastructure rebuild is unprecedented in New Zealand. It is one of New Zealand’s largest and
most complex civil engineering projects and will employ thousands of people over at least five years.
There are two main delivery mechanisms for the infrastructure rebuild:
»The rebuild of the city-owned horizontal infrastructure – water supply, wastewater pipes, stormwater pipes and
roads, bridges and retaining walls – will be managed by SCIRT, which is an Alliance partnership between local
and central government and construction contractors. This work makes up around 85 per cent of the infrastructure
rebuild, however there are other areas that need to be addressed.
» Earthquake damage was also sustained to other city infrastructure, such as facilities and buildings. The Council,
under existing delivery systems, will manage repairs to all other city-owned infrastructure including earthquake
damage at the Christchurch Wastewater Treatment Plant, the organic waste processing plant and the management
of the Burwood Resource Recovery Park which was set up following the earthquake as a temporary site to sort
construction and demolition waste.
CERA is preparing a Recovery Strategy for the city to provide a road map for recovery from the earthquakes, including
direction and clarity for major activities required to make the recovery effective, timely and well coordinated. It aims to give
confidence to the greater Christchurch community that progress is well planned, and opportunities are being maximised in
the rebuilding and enhancement of the greater Christchurch area. Public feedback has been sought on the draft Strategy and
it is expected to be finalised in early 2012.
The road is excavated ahead of repair work.
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The rebuild cont ...
How the Alliance works
The vision for the rebuild
Alliances are a form of collaboration between a client,
consultant and contractor who mutually agree to
undertake the work to target levels of quality, cost and
time. Additional rewards/sanctions are put in place should
performance exceed/fail to meet the targets. This leads to
a high degree of trust between the parties and a focus on
performing to the highest expectations. They replace the
traditional client-contractor management model and offer
more flexibility on large-scale projects.
»
»
»
»
sound experience working in Canterbury
a good understanding of the city’s infrastructure
a proven track record working on Council projects
access to national resources.
SCIRT is effectively a ‘virtual organisation’ which has a
leadership team for Governance (ALT) and a management
team (AMT) which looks after approximately 230 people
who are called the Integrated Alliance Team (IAT). This
team is responsible for delivering the planning, design and
management functions to enable the delivery teams to do
the work.
The SCIRT alliance is made up of eight partner organisations.
This includes three client organisations, the Council, CERA,
and NZTA, each of which plays a different role:
» Council: asset owner and funder
» CERA: mandated to coordinate the overall rebuild activity
on behalf of the Government
» NZTA: asset owner and funder.
The delivery teams are responsible for the construction on
the ground. They consist of the five main contractors and
their subcontractors and suppliers. The performance of
these delivery teams will be closely monitored over time
and work will be allocated to them based on performance.
The diagram below summarises the structure of the
SCIRT alliance. SCIRT will effectively be a ‘one stop shop’
for the delivery of most of the horizontal infrastructure
rebuild and will be responsible for the full delivery of the
projects within the overall programme. This means it will
be responsible from initial investigations of the projects
right through to design, construction and handover of the
completed assets back to the client organisations.
There are also five main contractor organisations within
the alliance, City Care, Downer Construction, Fletcher
Construction, Fulton Hogan and McConnell Powell.
These contractors were chosen because they have:
» critical project and construction management capability
to manage contract works of this size
» a clear understanding of the Council’s design and
construction standards
Stronger Christchurch Infrastructure Rebuild Team
People of Christchurch and New Zealand
CCC
CERA
City Care
Downer
Fletcher
Fulton Hogan
McConnell Dowell
NZTA
ALT
AMT
Integrated Alliance Team (IAT)
MacDow
Fletcher
JV
City
Care
Downer
Contractors & Suppliers
Fulton
Hogan
Special
Projects
SCIRT has developed and adopted the following vision for the horizontal infrastructure rebuild:
“Creating resilient infrastructure that gives people security and confidence in the future of Christchurch”.
This vision or ‘what we are here for’ statement will be at the heart of the rebuild over the next five years.
A set of key objectives has also been developed to help ensure SCIRT focuses on delivering outstanding outcomes for the
people of Christchurch as it carries out the rebuild of our damaged infrastructure. These objectives include but are not limited
to the following:
» Safety – lift all levels of safety performance of all SCIRT participants on the project to industry best practice in
New Zealand (create a zero harm culture)
» Demonstrate best long run value for money for the rebuild and demonstrate environmental responsibility
» Maintain open and honest dialogue with all residents over the rebuild effort
» Maintain high levels of customer service in the rebuild effort
» Quickly protect the environment and reduce future health hazards
» Do the right thing, at the right time to the right standard every time.
Work continues on city stopbanks.
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What will it cost?
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Measurements are taken ahead of pipe replacement.
It is too early to put a definite figure on the total cost of the rebuild, as the full extent of the damage has not yet been
determined. However, latest figures estimate that it will be in the vicinity of $2.2 billion.
The expected or most likely costs for the infrastructure rebuild are summarised in the table below. These high level estimates
are being used for budgeting and cash flow purposes.
Activity
Range ($M)
Most Likely ($M)
Sewer works
581 - 1,092
844
Water systems
107-192
142
Stormwater systems
68 -182
109
Roading
607- 862
731
Structures
105 - 142
123
Parks and open spaces
43 - 59
54
Solid waste
9 - 13
11
Subtotal
2,015
Contingency
192
Total including contingency
2,207
More detailed costings are being prepared and funding will be provided through a combination Government subsidies from
the New Zealand Transport Agency (NZTA) and CERA/Treasury, insurance and Council borrowings. This requires significant
coordination between the Council, NZTA and CERA.
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Priorities and programme
The rebuild is a massive task and some projects or areas of
work will take priority over others. Determining which parts
come first is complex and it is important that there is a robust
and transparent planning process in place to drive the work
programme for the next five years.
How priorities are identified
Priorities will be consistent with the application of Treasury’s Better Business Case Guidelines adapted for the Canterbury
recovery together with the use of a structured, multi-criteria assessment process which is being used to create a programme of
work that will enable economic and community recovery to be achieved.
This will allow a large number of issues to be assessed and considered as the work programme is developed. This process will also
consider: overarching strategies, asset condition, whole of life costs, criticality, capacity (including resilience), the cost of on-going
temporary repairs and community expectations in delivering the benefits (outcomes). The current approach for prioritisation can be
summarised by the diagram flow below:
Work is ongoing to determine priorities among the hundreds of projects that will make up the rebuild and a range of
considerations are being taken into account.
The diagram below sets out some of the many considerations that are informing the prioritisation and planning process.
Assessment
Studies
Strategy
Project definition and prioritisation
1. 2.3. 4.5.6.
Constraints
InterdependExternal
Operational
MESHT
resource,
encies
Influences
Prioritisation
geospatial
Sense
Check
1.When determining the work programme, consideration is first given to the operational priorities of the Council and Central Government such as: reducing sewer overflows into city waterways and opening major roads.
2.Other inter-dependent works are then considered, such as: what work could be carried out at the same time to create efficiencies?
3.MESHT priorities are then considered (what works are required to keep Medical, Emergency, Schools, Hospitals and major
Transport routes open).
4.External factors such as the plans of other utility service providers (such as power and telecommunications companies) are
then considered together with other recovery works going on, for example, housing rebuild programmes and repairs to
other infrastructure such as buildings and facilities.
5.These then need to been considered in the context of any constraints on delivery such as availability of resources and materials, cash flow and funding or geospatial constraints such as land zoning.
6.At the very end of this process, we apply our common sense and consider the question: is this the right thing to do now?
This above process in conjunction with application of the Treasury’s Better Business Case Guidelines will help to create
a detailed short- to medium-term planning process while allowing flexibility to respond to influences from outside in the
medium- to long-term.
These processes have been set up to ensure the best outcome for the city. They will help deliver the rebuild as quickly as
possible, while also providing a strategic city-wide perspective to minimise the impact on the people of Christchurch and
create value for money.
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Priorities and programme cont ...
Survey work is carried out in city suburbs.
Programme
The results of the prioritisation and planning process being undertaken in the work streams across the infrastructure
classes, including horizontal, will set the work programme for the rebuild. This work programme will be defined in the final
Land Building and Infrastructure Recovery Plan. The diagram below shows the current planning timeline and stages of
development of the programme.
JUL
AUG
SEPT
OCT
NOV
DEC
JAN
FEB
21
MAR
Emergency response
Restoration of service
Operational asset owner priorities
Asset inspection and investigation
Strategic review and planning
Strategic project definition and design
Full value project delivery
The priorities so far have been those of the asset owners (the Council and NZTA) with increasing involvement from CERA as
a major funder of the rebuild. Key milestones have been set for the rebuild and considerable effort has been made to achieve
these, including restoring sewer services on all city streets by the end of August 2011, the cessation of wastewater discharge
to city waterways by the middle of November 2011 and securing city water supply before summer. Completing assessments of
damage to city infrastructure assets is also a short-term priority.
As progress is made on resolving strategic issues, the planning horizon will be extended to prioritise and schedule rebuild
works through to the end of 2012 and eventually for the entire five-year programme.
It is anticipated that by December 2011 a draft work programme setting out ongoing projects to the end of June 2012 will be
available. Then, by February 2012, the draft work programme for the next financial year will be prepared to align with the
Council’s Annual Plan process and with the identified priorities set out in the land, Building and Infrastructure Recovery
Plan. Flexibility will be required to allow responses to changing needs, however it is expected the there will be a high level of
certainty around the first six months of the programme.
In the meantime details of projects that are underway can be found online at www.strongerchristchurch.govt.nz. These are
regularly updated.
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Working with the community
Key to the success of the rebuild will be the conversations held with
residents and the need to keep the community informed about
what is going on.
Residents and other community groups will want to receive information through a variety of channels and these needs will
be met by talking to residents and tapping into existing community networks. Messages to the community can broadly be
divided into two categories:
» overarching city-wide communication
»» targeted communication where work is happening.
E-newsletter
Media article
How the community can be involved
Work
notices
Newsletters
Overarching
communication
(city-wide)
Twitter
Information
Stands
Public
Displays
Advertising
Signage
Door
knocking
The infrastructure rebuild is a largely technical project and
decisions about how damaged services are replaced must
be made by technical experts, but the community will be
involved in the rebuild of our city’s infrastructure as set
out in this plan.
Working
with schools
Targeted
communication
(where work is
happening)
Contractor
hotlines
Meetings
briefings
Mobile
Engagement
van
A number of tools will be used to keep the community informed. These are summarised and explained below:
» The website will outline the detailed programme of works
across the city, once this has been prepared, so that
residents are aware of upcoming work.
» Project signage will be installed at vantage points around
the city where key works are underway to inform of the
what, when, where and why of the works.
» Project newsletters will update the wider city about the
rebuild project.
» Project promotional material such as fridge magnets
will be given to the community and will provide project
contact details.
» Media releases, advertising and feature stories in the print
media will promote key milestones and significant pieces
of work.
» Work notices detailing the nature and timing of the
works, any potential impacts, the necessity of the works,
and project contact details will be provided to affected
residents/businesses before work begins.
» Project fact sheets will be developed for key aspects of the
rebuild.
» Infrastructure rebuild information stands will be
installed at key community hubs (such as service centres
and libraries) to enable easy access to printed material.
The community will be able to find out more about
the rebuild in a number of ways, including via a
dedicated email address and post office box for written
communication. Community hotlines are also used so
queries about rebuild work can be dealt with quickly by
the contractors on the ground. Community meetings
and briefings, door-knocking and community events will
be held so residents can talk with the team face-to-face,
and regular public displays will be held over the life of
the rebuild so that the community has the opportunity to
interact with the team and discuss aspects of the rebuild of
particular interest to them.
» The Stronger Christchurch Infrastructure Rebuild website
will provide the latest news and general information.
» E-newsletters will be produced regularly for subscribers,
highlighting current works, feature stories and
milestones achieved.
» Face-to-face communication will include door-knocking
for affected residents, proactive attendance at briefings
and meetings, public displays at community hubs and
shopping centres.
Unlike other areas of the city’s recovery, such as the draft
Central City Plan which was based on the ideas of the
community and stakeholders, public participation in the
infrastructure rebuild will be largely through information
sharing. However, there will still be opportunities for the
community to be involved.
Information will be shared through face-to-face briefings,
local information displays, letter box drops, online
information and advertising. The rebuild team will listen
to residents’ feedback and respond to any concerns as work
progresses.
There will also be some opportunities for the community to
influence decision-making. This will occur when planning
is underway for above-ground elements on local streets
and parks.
To keep the cost of the rebuild within budget, in most
areas the rebuild will be replacing like with like to modern
standards – there will not be
large-scale changes to our
infrastructure. More time
will be spent talking to the
community in areas where
significant changes are required
to what previously existed. For
example, where the road and/or
streetscape changes noticeably
from its pre-earthquake design
with the street width being
reduced to bring the road
into line with current design
standards.
Interactions with the community will be carried out on
two distinct levels:
Inform – the community will be actively engaged through
clear, timely communication informing them of the
nature of the work, duration and any specific impacts
during construction, through a wide range of tools and
techniques. In many instances this will involve direct
personal contact with some of the more directly affected
stakeholders, and there may be opportunities to influence
the delivery methodology in some instances where that
doesn’t pose an unacceptable risk to the timing or cost of
the project.
Consult – stakeholder feedback will be actively sought on
specific elements of a project where that feedback can add
value to the project or provide a confident platform for wellinformed decision making.
Public participation
Level of public
participation
Inform
Actively engage
community
through
clear timely
communication
Consult
Stakeholder
feedback actively
sought on specific
elements of the
project including
Community
Board/Council
Typical examples
Like for like
replacement,
maintenance,
repair
Modification to
a street width
and associated
streetscape
It is anticipated that for more than 85% of the rebuild
interaction will be of an inform nature. However, further
levels of public engagement will be considered through the
rebuild as appropriate to further involve the community.
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Working with the community...cont
Minimising the impact
Over the next five years, city streets will be busy with
construction work as the infrastructure rebuild rolls out.
Minimising the impact of this work on the community is
an important consideration in the planning and execution
of the rebuild works. Resource consent conditions and
local and national laws, regulations and codes of practice
will be adopted as the minimum conditions of satisfaction
for all construction works with compliance rigorously
monitored and enforced. Further to this, every opportunity
will be explored to further reduce the impact on the
community where possible.
Community groups
In adopting a ‘dig once’ philosophy, every effort will be
made to coordinate the planning and design of all networks
in a particular street or area. The aim is to only be in an area
once and to keep the duration of construction works at each
location to a minimum. Coordination with utility network
owners to identify opportunities to synchronise works at
specific locations will also be important.
The needs of local business communities will be captured
by the rebuild team and we will work with them to achieve
the best outcomes. Work will be carried out with an aim to
minimise disruption to business as much as possible and
feedback will be sought from business owners.
To minimise the impact on residential communities,
rebuild works will generally only be carried out during
daylight hours, Monday to Saturday, and residents will
be fully informed in advance of rebuild works likely to
directly affect them.
Community groups will help inform the rebuild and will
allow the team to tap into existing information-sharing
networks to ensure everyone is involved and informed
about the rebuild.
Ngai Tahu and local iwi
A liaison process will be established with local iwi to
ensure their involvement in the rebuild.
Business
Other organisations and groups who wish to be kept
informed of the rebuild progress can contact the team to
find out more.
Projects will also be scheduled to control the amount of
activity occurring in any one area at any one time. This
involves working with road controlling authorities to
assess impacts on traffic and control these through project
scheduling and by area traffic management plans that
reduce local congestion.
Working with community organisations
There are a number of groups and organisations in the
community that the rebuild team will work with closely.
These include but are not limited to:
Christchurch City Council Community Boards
Local Community Boards are valuable conduit into the
community and the rebuild team will be working closely to
keep them informed and seek their assistance in providing
information to the community. It is anticipated that
monthly email updates will be provided to the Community
Boards on projects ongoing in their wards and we be
giving them quarterly in person briefing. There will also be
liaison with the Boards where they have specific concerns
or where there is need to consult with the community over
specific aspects of the rebuild.
Contractors push ahead with repairs.
25
26
Key issues and opportunities
A review of each infrastructure network and the system as a whole has been carried out to ensure the rebuild will meet the
requirements of the city for the next 50 years and beyond.
This review has provided an opportunity for established practises to be challenged to confirm that they are still appropriate in
the seismically active environment that now exists. It enables lessons learnt both internationally and within New Zealand to
be considered and incorporated where appropriate, providing robust and resilient solutions to underpin the future of the city.
Some of the key considerations identified through the review and planning phase are:
Achieving value for money for the rebuild
Creating value for money – or achieving the maximum
overall benefit to the community at the lowest achievable
cost – is a key consideration of the rebuild. Value for
money for the horizontal infrastructure rebuild is based
on four key elements: strategy, tactics, efficiency and
financial control.
Strategy
Strategy is key to providing value because the rebuild
programme includes a large number of unknowns,
including scope and relative urgency of work. Considering
all the issues that impact on the project at the same time will
be vital to the success of the rebuild.
When determining a strategy for the rebuild, we will also
review the effectiveness of our infrastructure services,
together with our partners, to decide how they should be
rebuilt, whether by simple replacement or by the creation of
new systems. The aim will be to strengthen our infrastructure
so it can better stand up to any future earthquakes.
Tactics
The tactical timing of different projects within the wider
rebuild will mean demand for resources can be controlled
and will also create the best outcomes for the community
while work is underway.
Balancing demand on resources will be addressed through
the timing of different work projects across the city to
ensure the rebuild rolls out in a measured, controlled
manner. This will also help to control costs at a time when
high demand is being placed on the construction sector
and will be required across all recovery programmes, not
just the infrastructure rebuild.
The controlled timing of projects will also benefit the
community by minimising the impact on neighbourhoods at
any given time.
Efficiency
The efficient delivery of the rebuild through the control of
resource deployment will help and minimise the overall cost.
This is particularly applicable in the infrastructure rebuild,
where the work will dominate the market for contractors,
equipment and supplies: we need to manage these aspects in
order to control demand, supply and pricing.
Financial control
Financial control will be achieved through our contracting
process and our administration. The aim is to create a
competitive environment among Alliance contractors and
other organisations to achieve the best outcome. It will be
conducted by price-setting of work projects (fixed turn-out
cost), against which the contractor is required to deliver.
Achieving value for money does not mean doing a low cost
or low quality job.
Resilience and betterment
The vision for rebuilding earthquake-damaged
infrastructure is about ‘creating resilient infrastructure
that gives people security and confidence in the future of
Christchurch’. It is important that it is understood what is
meant by the term resilience. Linked with resilience is the
term betterment.
In the case of the infrastructure rebuild, resilience is the
ability of our services to resist future earthquake damage
and continue to function. Improved infrastructure
resilience can be achieved by: using better materials,
adopting higher construction standards, creating
new systems, building redundancy into systems, and
eliminating, isolating or minimising the hazard.
Betterment is used to describe an improvement in the
system and it raises both opportunity and cost. Examples
we will face in the infrastructure rebuild include providing
improved resilience to future earthquakes, increasing the
capacity of piped networks, enhancing streetscapes and
providing new infrastructure to meet the needs of the future.
These opportunities will be considered as part of our
strategic planning. Clearly, this can create additional costs
to the rebuild and will need to be considered carefully
by both local and central government. In some cases a
betterment opportunity may lead to a reduction in cost,
for example, where a street is narrowed and brought up to
current standards or where underground infrastructure is
installed at a shallower depth. These opportunities will be
vigorously pursued.
We will need to review the implications of improving
resilience and or including betterment on a projectby-project basis, especially where there is increased
budget required. A mechanism is being established to
formalise decisions made where there is an impact on the
overall cost. A range of situations along the spectrum of
resilience and betterment will need to considered during
the infrastructure rebuild. However, It is expected that
the starting point for the infrastructure rebuild will be
the rebuild of ‘like for like’ assets with the same Level of
Service (LOS) i.e. similar layout and technology, but using
modern equivalent materials or construction methods
and any increased resilience measures gathered through
earthquake learnings. A number of technical standards
and guidelines are being put in place to determine how
this is defined for each asset.
Sustainability
Sustainability is an important consideration across the
rebuild and will focus on people, equipment, materials,
internal and external organisations and the broader
social context.
A key goal for the rebuild is to minimise waste and increase
waste diversion (by avoiding or reducing waste and
reusing or recycling materials) – with the aim of reaching
a 20 per cent reuse target. This will require innovation
in both design and construction and a review of the
specification constraints developed in the past.
There has been a focused approach to developing
an industry-wide training facility to accelerate skills
development to enable the entrance of current unemployed
Christchurch residents into the construction industry.
This will help to alleviate immediate and long term labour
shortages and address housing and rental problems created
by bringing skilled workers in to the city. Providing work for
locals also aids in the economic recovery of the region.
The schedule of works, and the resulting engagement of
design and construction resources and material suppliers,
will be monitored and adjusted to ensure that the growth
of local companies can be sustained when the works are
completed.
The following significant sustainability opportunities
have also been identified:
» Actively pursue opportunities to build back better to
future proof infrastructure
» Protect existing communities
» Reduce energy use
» Opportunities for improved stormwater treatment
» Enhance biodiversity
» River bank and wetland restoration
» Evaluate and consider whole of life impacts
We will work with community groups and other
stakeholders to deliver the infrastructure rebuild in a way
that provides security and confidence in the future of
Christchurch.
27
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Key issues and opportunities cont ...
Response to emergencies during the rebuild
Risk management
Response to further emergencies will continue to
be managed within the local, regional and, where
appropriate, national Civil Defence Emergency
Management frameworks and plans. If another significant
earthquake occurs, the Council’s three maintenance
contractors will provide the initial response effort
supported as necessary by other contractors, including
SCIRT, already deployed on infrastructure rebuild activity.
As with any programme of work, the management of risk
and opportunity is a key factor in ensuring value. A Risk and
Opportunity Management Plan for the rebuild defines the
processes to be followed for each stage of the programme
from project definition, through design, construction and
final handover. Each project of work will be individually
assessed for risk, as will all global level activities.
Safety
We want to make sure our people both staff and residents –
stay safe during the rebuild.
A public safety awareness campaign will form part of the
rebuild communications. Residents will be advised how
to stay safe around work zone and encouraged to take
responsibility for themselves and others.
A zero harm culture will be adopted internally and
achieved by focusing on leading indicators and
encouraging ground level ownership of safety. We have a
unique opportunity to draw on the collective knowledge
of the partners involved in the infrastructure rebuild and
raise safety standards both locally and within the industry
as a whole.
A Safety Management Plan has been developed
and outlines:
» Agreed definitions for safety reporting across the
delivery teams
» Minimum requirements for personal protective
equipment (PPE)
» A standard set of safety rules
» An alcohol and drugs policy (to include pre-employment,
just cause and random testing, where employment
conditions allow)
We will also pursue further safety training and education,
alignment with CERA safety plans, developing a
standardised electronic incident reporting system,
and defining standardised procedures for high-risk
construction activities.
Bill Perry safety award
A safety award has been created in memory of Fulton
Hogan Chief Executive Bill Perry, who passed away on 30
July 2011. Bill Perry made a significant contribution to the
establishment of the SCIRT alliance and was passionate
about creating safety in the workplace. The award is
to be considered on a quarterly basis to recognise the
performance of an individual project team working on the
rebuild that has excelled in leading safety.
An external review process will be led by a Risk
Management resource throughout the rebuild to provide
visibility of these process outcomes.
A comprehensive insurance programme is being procured
for the SCIRT to provide adequate coverage for risk
associated with public liability, professional indemnity
and contract works during the whole of the rebuild.
29
30
Key issues and opportunities cont ...
Land issues – new developments and red zones
Public utilities and other network plans
One area where alignment for the horizontal infrastructure
rebuild is required is with future land issues. This includes
both the servicing of new subdivisions and developments
and also the treatment of red zone areas identified by
CERA. Opening up new green or brown field areas for
development is being led by CERA in consultation with
partners in the Greater Christchurch Urban Development
Strategy. Some of the areas identified for future
development include Awatea, Wigram, Belfast, Belfast
Park, Prestons, West Halswell, and Highfield. Some of
these areas have long been on the planning horizon but the
sequencing and timing of development may change as a
result of the earthquakes.
We will work closely with all city utility providers, such
as Orion, Rockgas, Telecom, Enable, Telstra, Vodafone
and CAFÉ, to ensure any plans they have for growth are
identified and, where appropriate, can be incorporated into
the rebuild schedule. This means the community won’t be
faced with disruption as a result of future utility work after
the rebuild team has moved out of the area. We are talking
with these companies to help identify potential conflicts in the
field and to ensure our responses to these conflicts help avoid
damage, interruption to service and costs relating to repair.
The sequencing and absolute priorities for these areas
will be determined as part of the Land Building and
Infrastructure Recovery Plan that forms part of CERA’s
Recovery Strategy. Once these priorities have been
established it is important to understand any horizontal
infrastructure requirements in order to get service to those
areas within the required timeframes.
Management of horizontal infrastructure within the
residential red zone areas and also the CBD is a key
consideration going forward. With regard to the CBD,
asset investigation work is ongoing to further understand
the scale of the horizontal infrastructure damage and
to identify rebuild projects as and when required. A key
component to rebuild works within the CBD red zone is the
Central City Plan, which is expected to be forwarded to the
minister of earthquake recovery for his consideration the
end of 2011.
With regard to horizontal infrastructure within the residential
red zones identified by CERA, emergency works and
temporary solutions have been carried out to ensure there is
ongoing service to all premises while people are still in their
homes. Some of these solutions may be temporary in nature
but will continue to be operated maintained and improved
where it is economic to do so. Long-term permanent rebuild
solutions will not be implemented until the future of the zones
is confirmed. Similarly, transport assets within these areas
will be maintained in a safe and useable state whilst long
term planning requirements are finalised.
Technical data has been combined to provide a
comprehensive graphic database for the city. Access will be
granted to all participants to enable shared understanding
of existing assets and of current and future work areas.
CERA has initiated a forum for the coordination of all
network operators, including utility providers and the
rebuild team. This forum encourages interaction between
work programmes and asset networks across the city to
address tactical level issues.
31

Stronger Christchurch Infrastructure Rebuild Plan

Transcription

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