METIRIA TUREI to the Minister for the Environment: Ki Te Minita mō Te Taiao: Ka tukua e ngā paerewa e whakaarohia akehia nei mō te pai ake o te wai i roto i te pūhera Wai Mā, te kaha kē atu, te iti kē iho rānei o te uru atu o te tūkinotanga ki roto i ō tātou awa wai, e ngā mea whakakapi?
Translation: Do the proposed standards for water quality in the Clean Water package allow more pollution or less to enter our waterways than the ones they will replace?
BRETT HUDSON to the Minister of Finance: How much is the Government committing to spend on infrastructure over the next 4 years?
ANDREW LITTLE to the Prime Minister: Given his predecessor told the Pike River families, “I’m here to give you absolute reassurance we’re committed to getting the boys out, and nothing’s going to change that”, when, if ever, will he be announcing the re-entry of the drift?
STUART SMITH to the Minister of Transport: What announcements has he made recently regarding the Government’s commitment to reinstate key transport links following the Kaikōura earthquake?
JACINDA ARDERN to the Minister for Children: When was she first notified that the Ministry for Vulnerable Children Oranga Tamariki, or its predecessor CYF, were placing children and younger persons in a hotel or motel for short-term care without a supervisor, and what was her first action, if any?
MELISSA LEE to the Minister of Health: Can he confirm that 55,000 care and support workers will share in the $2 billion pay equity settlement announced on 18 April 2017?
GRANT ROBERTSON to the Minister of Finance: Does he agree with the Dominion Post editorial that his Government has “singularly failed to answer the pressures of Auckland”; if not, why does he think they would write this?
ANDREW BAYLY to the Minister for Building and Construction: How do the latest reports on the level of building activity in Auckland and nationwide for the month, quarter, and year compare with 2016?
Rt Hon WINSTON PETERS to the Prime Minister: Does he stand by all his statements; if so, how?
PHIL TWYFORD to the Minister of Transport: Why has the completion of the $2.4 billion Western Ring Route been delayed, and when can Aucklanders expect the new motorway to be open?
EUGENIE SAGE to the Minister of Conservation: Is it Government policy to increase the logging of native forests on West Coast conservation land?
Dr MEGAN WOODS to the Minister supporting Greater Christchurch Regeneration: Does she agree that the first homes in the East Frame will be completed 5 months ahead of schedule?
Questions to Members
CLARE CURRAN to the Chairperson of the Commerce Committee: Does she intend to call for further submissions on the petition of Dame Fiona Kidman before it is reported back to the House, in light of the recently released footage shot inside the drift of the Pike River mine?
The major earthquakes of 2010 and 2011 brought to an abrupt end a process of adaptive reuse, revitalisation and gentrification that was underway in the early 20th century laneways and buildings located in the south eastern corner of the Christchurch Central Business District. Up until then, this location was seen as an exemplar of how mixed use could contribute to making the central city an attractive and viable alternative to the suburban living experience predominant in New Zealand.
This thesis is the result of a comprehensive case study of this “Lichfield Lanes” area, which involved in depth interviews with business owners, observation of public meetings and examination of documents and the revitalisation research literature. Findings were that many of the factors seen to make this location successful pre-earthquakes mirror the results of similar research in other cities. These factors include: the importance of building upon historic architecture and the eclectic spaces this creates; a wide variety of uses generating street life; affordable rental levels; plus the dangers of uniformity of use brought about by focussing on business types that pay the most rent. Also critical is co-operation between businesses to create and effectively market and manage an identifiable precinct that has a coherent style and ambience that differentiates the location from competing suburban malls. In relation to the latter, a significant finding of this project was that the hospitality and retail businesses key to the success of Lichfield Lanes were not typical and could be described as quirky, bohemian, chaotic, relatively low rent, owner operated and appealing to the economically important “Creative Class” identified by Richard Florida (2002) and others. In turn, success for many of these businesses can be characterised as including psychological and social returns rather than simply conventional economic benefits. This has important implications for inner city revitalisation, as it contrasts with the traditional focus of local authorities and property developers on physical aspects and tenant profitability as measures of success. This leads on to an important conclusion from this research, which is that an almost completely inverted strategy from that applied to suburban mall development, may be most appropriate for successful inner city revitalisation. It also highlights a disconnection between the focus and processes of regulatory authorities and the outcomes and processes most acceptable to the people likely to frequent the central city. Developers are often caught in the middle of this conflicted situation. Another finding was early commitment by businesses to rebuild the case study area in the same style, but over time this waned as delay, demolition, insurance problems, political and planning uncertainty plus other issues made participation by the original owners and tenants impossible or uneconomic. In conclusion, the focus of inner city revitalisation is too often on buildings rather than the people that use them and what they now desire from the central city.
This thesis describes the management process of innovation through construction infrastructure projects. This research focuses on the innovation management process at the project level from four views. These are categorised into the separate yet related areas of: “innovation definition”, “Project time”, “project team motivation” and “Project temporary organisation”. A practical knowledge is developed for each of these research areas that enables project practitioners to make the best decision for the right type of innovation at the right phase of projects, through a capable project organisation. The research developed a holistic view on both innovation and the construction infrastructure project as two complex phenomena. An infrastructure project is a long-term capital investment, highly risky and an uncertain. Infrastructure projects can play a key role in innovation and performance improvement throughout the construction industry. The delivery of an infrastructure project is affected in most cases by critical issues of budget constraint, programme delays and safety Where the business climate is characterized by uncertainty, risk and a high level of technological change, construction infrastructure projects are unable to cope with the requirement to develop innovation. Innovation in infrastructure projects, as one of the key performance indicators (KPI) has been identified as a critical capability for performance improvement through the industry. However, in spite of the importance of infrastructure projects in improving innovation, there are a few research efforts that have developed a comprehensive view on the project context and its drivers and inhibitors for innovation in the construction industry. Two main reasons are given as the inhibitors through the process of comprehensive research on innovation management in construction. The first reason is the absence of an understanding of innovation itself. The second is a bias towards research at a firm and individual level, so a comprehensive assessment of project-related factors and their effects on innovation in infrastructure projects has not been undertaken. This study overcomes these issues by adopting as a case study approach of a successful infrastructure project. This research examines more than 500 construction innovations generated by a unique infrastructure alliance. SCIRT (Stronger Christchurch Infrastructure Rebuild Team) is a temporary alliancing organisation that was created to rebuild and recover the damaged infrastructure after the Christchurch 2011 earthquake. Researchers were given full access to the innovation project information and innovation systems under a contract with SCIRT Learning Legacy, provided the research with material which is critical for understanding innovations in large, complex alliancing infrastructure organisation. In this research, an innovation classification model was first constructed. Clear definitions have been developed for six types of construction innovation with a variety of level of novelties and benefits. The innovation classification model was applied on the SCIRT innovation database and the resultant trends and behaviours of different types of innovation are presented. The trends and behaviours through different types of SCIRT innovations developed a unique opportunity to research the projectrelated factors and their effect on the behaviour of different classified types of innovation throughout the project’s lifecycle. The result was the identification of specific characteristics of an infrastructure project that affect the innovation management process at the project level. These were categorised in four separate chapters. The first study presents the relationship between six classified types of innovation, the level of novelty and the benefit they come up with, by applying the innovation classification model on SCIRT innovation database. The second study focused on the innovation potential and limitations in different project lifecycle phases by using a logic relationship between the six classified types of innovation and the three classified phases of the SCIRT project. The third study result develops a holistic view of different elements of the SCIRT motivation system and results in a relationship between the maturity level of definition developed for innovation as one of the KPIs and a desire though the SCIRT innovation incentive system to motivate more important innovations throughout the project. The fourth study is about the role of the project’s temporary organisation that finally results in a multiple-view innovation model being developed for project organisation capability assessment in the construction industry. The result of this thesis provides practical and instrumental knowledge to be used by a project practitioner. Benefits of the current thesis could be categorized in four groups. The first group is the innovation classification model that provides a clear definition for six classified types of innovation with four levels of novelty and specifically defined outcomes and the relationship between the innovation types, novelty and benefit. The second is the ability that is provided for the project practitioner to make the best decision for the right type of innovation at the right phases of a project’s lifecycle. The third is an optimisation that is applied on the SCIRT innovation motivation system that enables the project practitioner to incentivize the right type of innovation with the right level of financial gain. This drives the project teams to develop a more important innovation instead of a simple problemsolving one. Finally, the last and probably more important benefit is the recommended multiple-view innovation model. This is a tool that could be used by a project practitioner in order to empower the project team to support innovation throughout the project.
