Botha, P S and Scheepbouwer, E (2015) Christchurch rebuild, New Zealand: Alliancing with a difference. Proceedings of Institution of Civil Engineers: Management, Procurement and Law, 168(3), pp. 121-129. ISSN 17514304
Abstract
The alliance contract is a flexible form of partnering between organisations, and, to date, alliances for the delivery of infrastructure projects in the construction industry have typically been a partnership between one owner participant and one or more non-owner participants, including a design consultancy. The Christchurch infrastructure rebuild team in New Zealand, set up to deliver the reconstruction of the earthquake-damaged infrastructure, is a multi-client, multi-contractor programme alliance with professional services procured from consultancies amalgamated into four teams that are not participants in the alliance model. This multi-client, multi-contractor alliance is different from more commonly used 'classes' of alliances in the procurement of design services. In particular, the introduction of a delivery performance score provides price tension between the non-owner participants and ensures value for money for the client organisations, while the gain/pain incentive ensures both collaboration across the delivery teams and independent target outturn cost development with no direct price influence from the delivery teams.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | contracts & law; contracting; disaster engineering |
| Index terms: | value-for-money, consultancy, professional service, collaboration, client organization, programme, Christchurch, construction industry, infrastructure project, earthquake, owner, disaster engineering, partnership, New Zealand, partnering, alliancing, pain, reconstruction |
| Subjects: | industry analysis, infrastructure and transport systems, sociology, health conditions and diseases, project controls, partnership management, management, environmental hazards, building construction, financial risk, evaluation, Geography, contractual arrangements, organization, client relations |
| Topics: | Value Management, Procurement, Sustainability, Health and Safety, Geographical Context, Engineering Principles, Organizational Design, Time Control, Stakeholder Management, Cost Management, Research Practice |
| Descriptive scope: | 3 PCT |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here