Annemarie Mora
Stronger Christchurch Infrastructure Rebuild Team (SCIRT)
Annemarie is the Communication and Stakeholder Relations Manager for the Stronger Christchurch Infrastructure Rebuild Team (SCIRT), the organisation undertaking the rebuild of Christchurch’s earthquake-damaged, publicly-owned fresh water, wastewater, storm water, roads and other infrastructure.
She has spent many years working for Government, managing communication and community engagement for major State and Federally funded infrastructure projects in Queensland, including the challenging $A5 billion programme of transport infrastructure projects in Brisbane’s Western Corridor, involving significant political and media scrutiny.
Annemarie thrives in and derives great professional satisfaction from the outcomes-focused cultures that alliance contracts (such as SCIRT) foster.
Competing or collaborating?
SCIRT was formed to deliver the rebuild of Christchurch’s earthquake damaged underground pipes, roads and other horizontal infrastructure. Achieving value for the people of Christchurch and New Zealand, the funders of the rebuild, is a major SCIRT focus. Under SCIRT’s commercial model, its construction teams compete for work.
They are allocated projects based in part on their performance against key result areas - one being community satisfaction with communication.
So what does this focus on competition mean for SCIRT communication? Handled badly it could have led to poor communication outcomes such as lack of consistency and duplication of effort as each communication team vied to be the best. This hasn’t happened (so far).
The SCIRT Communication team is led by a Communication Leadership Group (CLG) which comprises representatives from each competing team. This presentation looks at how the CLG has deliberately created an internal culture of collaboration. It explores how sharing information and resources and supporting one another have created enduring internal relationships, in tandem with a focus on competition. The outcome is continuous improvement across all ‘competing teams’, and most importantly, value for our communities.
Our external communication goal is to create enduring external relationships so the people of Christchurch respect and trust SCIRT. This is a work in progress and we are delighted to be able to share our story so far.
Annemarie is the Communication and Stakeholder Relations Manager for the Stronger Christchurch Infrastructure Rebuild Team (SCIRT), the organisation undertaking the rebuild of Christchurch’s earthquake-damaged, publicly-owned fresh water, wastewater, storm water, roads and other infrastructure.
She has spent many years working for Government, managing communication and community engagement for major State and Federally funded infrastructure projects in Queensland, including the challenging $A5 billion programme of transport infrastructure projects in Brisbane’s Western Corridor, involving significant political and media scrutiny.
Annemarie thrives in and derives great professional satisfaction from the outcomes-focused cultures that alliance contracts (such as SCIRT) foster.
Competing or collaborating?
SCIRT was formed to deliver the rebuild of Christchurch’s earthquake damaged underground pipes, roads and other horizontal infrastructure. Achieving value for the people of Christchurch and New Zealand, the funders of the rebuild, is a major SCIRT focus. Under SCIRT’s commercial model, its construction teams compete for work.
They are allocated projects based in part on their performance against key result areas - one being community satisfaction with communication.
So what does this focus on competition mean for SCIRT communication? Handled badly it could have led to poor communication outcomes such as lack of consistency and duplication of effort as each communication team vied to be the best. This hasn’t happened (so far).
The SCIRT Communication team is led by a Communication Leadership Group (CLG) which comprises representatives from each competing team. This presentation looks at how the CLG has deliberately created an internal culture of collaboration. It explores how sharing information and resources and supporting one another have created enduring internal relationships, in tandem with a focus on competition. The outcome is continuous improvement across all ‘competing teams’, and most importantly, value for our communities.
Our external communication goal is to create enduring external relationships so the people of Christchurch respect and trust SCIRT. This is a work in progress and we are delighted to be able to share our story so far.