Big changes to leading construction contract
Estimating how long the job will take Four technologies driving innovation FREE Land prices and infrastructure development Planning for an uncertain future SCAN
Risk management in building projects
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6 Big changes to leading construction contract The standard contract for the construction of buildings and civil engineering projects has been revised
16
Estimating how long the job will take How to accurately gauge the amount of time you’ll need
18
Four technologies driving construction innovation Utilising new technologies to solve traditional problems
22 Unlocking better outcomes Leadership Group launched to focus on critical issues
In this issue of Elevate we look at the relationship between land prices and infrastructure development with a view to navigating an uncertain future.
There are articles on the big changes to NZS 3910 - New Zealand’s standard contract for the construction of building and civil engineering projectswhich has been revised and released for consultation. You’ll find pieces on some
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The standard contract for the construction of buildings and civil engineering projects has been revised
New Zealand’s standard contract for the construction of building and civil engineering projects has been revised and released for consultation.
The NZS 3910 is the contract most commonly used in New Zealand’s construction industry. However, recent industry and government reports have pointed to significant issues with the contract’s use that may erode relationships between clients and contractors.
Such relationships play a critical role in driving construction sector productivity, as well as value-for-money in public sector infrastructure spending (around $10 billion each year).
Construction Sector Accord co-chair, Tracey Ryan, says there’s been an overwhelming consensus from the construction sector that the contract needed a comprehensive update.
“The proliferation of special conditions of contract that are often added to address shortcomings in the standard contract was a big focus.
“The fairness of some special conditions and the continual fiddling with the standard contract has caused big problems for the construction industry.”
In response, the New Zealand Infrastructure Commission, Te Waihanga and the Construction
Sector Accord, jointly commissioned a comprehensive revision of the contract with support from many within the sector.
Standards New Zealand was appointed in late 2021 to lead and manage the revision process, which was done by a committee of representatives from across the construction sector.
This review of 3910 is the biggest revision the contract’s had since 1987, and the draft version of the revised NZS 3910 is now out for consultation.
“This revised contract aims to bring NZS 3910 in line with the current legislative environment and market conditions,” says Accord co-chair, Andrew Crisp.
“The goal is a balanced contract that is fair and reasonable for all parties. This is expected to reduce some need for parties to insert their own lengthy and complex special conditions and help ensure that the contract is fit for the industry in 2023 and beyond.”
The revised contract is only a tool, however, and its use must be accompanied by a major culture shift, says Ross Copland, chief executive of the New Zealand Infrastructure Commission, Te Waihanga.
“While these updates to NZS 3910 are an important enabler of better construction relationships, I want to emphasise the importance of a cultural shift in our industry
from a mindset of contractual ‘winners and losers’, to one where public and private clientside leaders champion fair risk allocation and strive to eliminate, manage or accept some risk, rather than just transferring it. “In order to rebuild a strong domestic construction industry and attract the talent we desperately need, the sector needs to be profitable, fair and sustainable.
“Over the past decade we have seen far too many leading New Zealand construction firms fail and clients are most certainly worse off as a result.
“Client behaviour will make the biggest difference, so I’m asking our construction industry leaders to take this opportunity to think about their contract and procurement processes and become champions for better contracting practice.”
The consultation document with the proposed revised standard form contract is now available on Standards NZ website and consultation on it closes on 30 June 2023.
All feedback needs to be submitted through the Standards NZ consultation tool.
A 2018 report by consultancy Entwine identified significant issues with public sector procurement and contracting
of major infrastructure projects which impacted the construction sector.
Following this, the Government and industry signed a Construction Sector Accord in April 2019, acknowledging the challenges facing the sector and signalling a shared commitment to transform it.
This included a commitment to a more visible pipeline of work and procurement practices that are fair, efficient and predictable. A guiding principle for the Accord is the building of trusting relationships.
In February 2019, the Government announced it would establish the New Zealand Infrastructure Commission, Te Waihanga to help improve how New Zealand co-ordinates and plans its infrastructure, makes the most of the infrastructure it already has, and ensures that investment in infrastructure delivers what New Zealand needs.
The Accord and Te Waihanga are working to improve how government and the private sector work together to build public infrastructure. Their joint commissioning of the NZS 3910 revision is one example of this work.
What is the NZS 3910 review working to address?
Some key things raised in the Entwine report that this review is aiming to address include: Large numbers of special
contract conditions effectively make contracts bespoke and these are often not reasonable or well understood by both the public sector and industry.
These modifications, along with the use of unfamiliar contract terms, can lead to misunderstanding, confusion, and ultimately, litigation.
Specific concerns regarding special conditions that are becoming more common in public sector construction contracts relate to the use of time bars, the lack of liability caps, and the impartiality of the role of the Engineer to the Contract.
Risk should sit with the party best placed to manage it.
The common aggressive approach to risk transfer often means that all risk sits with the contractor.
Contractors may also face ‘risk transfer by stealth’ where risk is transferred through appended contract documents such as design specifications. This is not sustainable.
Why is this so important?
In 2019, the construction sector contributed seven percent to New Zealand’s GDP and employed 10 percent of the national workforce.
A thriving sector is vital to New Zealand’s social and economic wellbeing.
Additionally, the public sector is a major client of the construction sector, spending around $10 billion a year on procuring infrastructure - an amount that could increase significantly in coming years, as we work to address the infrastructure gap identified in Rautaki Hanganga o Aotearoa New Zealand Infrastructure Strategy.
Given such investment, it’s vital that New Zealanders get the best value from this public spending.
Timeline for Conditions of Contract for Building and Civil Engineering Construction (NZS 3910):
1987 - contract first published following a major revision of its predecessor NZS 623.
2003 - contract updated to align with Construction Contracts Act 2002.
2013 - contract underwent a limited scope review.
2018 - report by Infrastructure
New Zealand identified significant issues with public sector procurement and contracting of major infrastructure projects. Creating Value Through Procurement: A Report into Public Sector Procurement of Major Infrastructure Projects (Entwine, 2018)
2019 - report by Treasury Infrastructure Transaction Unit found a ‘culture of mistrust’ between public sector (clients) and private sector (contractors). And, that this results in lots of special conditions that modify standard construction contracts and lead to misunderstanding, confusion
and, ultimately, litigation. It also found a number of related issues.
An examination of issues associated with the use of NZS Conditions of Contract (Treasury Infrastructure Transactions Unit, August 2019).
2021 - Te Waihanga and the Construction Sector
Accord jointly commission the revision of NZS 3910 as part of addressing issues raised in the 2019 report. The revision is carried out by a committee appointed by Standards New Zealand and that represents the range of industry and client interests.
9th May 2023 - revised NZS 3910 contract out for consultation.
30th June 2023consultation closes.
October 2023 - Standards New Zealand aims to release the final NZS 3910: 2023 contract.
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The link between land prices and infrastructure, and the need to earmark land for future infrastructure, has been highlighted in two new research papers from Te Waihanga, the New Zealand Infrastructure Commission.
Te Waihanga general manager strategy, Geoff Cooper, says land prices are, in part, an infrastructure issue.
“On one hand, a shortage of infrastructure can limit
development opportunities in cities, contributing to higher prices. On the other hand, high land prices can make it costly and difficult to build infrastructure where and when it is needed.”
The first report, Urban land prices - a progress report, examines trends in urban land values between 2010/11 and 2020/21.
Between 2010 and 2021, the difference between urban and rural land prices roughly
doubled in nearly every large New Zealand city: Auckland, Hamilton, Tauranga, Wellington and Queenstown.
The report finds that infrastructure and planning costs are factors in these increases.
The exception is Christchurch, where land has remained more affordable which may possibly be due to changes to housing development and infrastructure following the 2011 Canterbury earthquake.
“In recent years, New Zealand has made significant progress
towards addressing challenges with housing supply and urban development, but urban land prices remain high,” Geoff says.
“In some places, infrastructure may now be the main constraint to homebuilding. We know that the sector faces funding, financing, and workforce capacity challenges. And, costs to subdivide and service residential land are rising.”
The second report, Protecting land for infrastructure: How to make good decisions when
In some places, infrastructure may now be the main constraint to homebuilding. We know that the sector faces funding, financing, and workforce capacity challenges. And, costs to subdivide and service residential land are rising.
we aren’t certain about the future, examines how we can manage the impact of rising land prices on infrastructure project delivery.
It finds that designation or acquiring land for infrastructure in advance can make it cheaper and easier to build the infrastructure we need, from neighbourhood schools to major public transport routes.
“Our current ‘wait and see’ approach often means that valuable infrastructure doesn’t get built at all. By the time we need a new school or a better transport route, the right sites for that infrastructure are gone - they’ve got houses built on them.
“Planning ahead and protecting sites in advance can break that vicious cycle,” he says.
Protecting land needed for future infrastructure keeps our options open and can be easily reversed - we can sell the land if it is ultimately not needed.
“Developing infrastructure is a big investment and once built it will last for decades.
Our findings suggest there are ways we can make better long-term infrastructure decisions - no matter what the future holds.”
Key points from Urban land prices - a progress report
• Between 2010/11 and 2020/21, nearly every large New Zealand city, with the exception of Christchurch, experienced significant increases in the value of urban land relative to nearby rural land.
For instance, in 2010, Auckland’s urban land values were 2.1 times higher than the value of adjacent rural land. By 2021, this ratio had risen to 4.4.
• In dollar terms, this has been a significant increase. In Auckland,
Developing infrastructure is a big investment and once built it will last for decades.
Our findings suggest there are ways we can make better long-term infrastructure decisions - no matter what the future holds.
urban-zoned land was valued at a premium of nearly $1,300 per square metre relative to nearby rural-zoned land in 2020/21. This is up from a premium of less than $200 per square metre in 2010/11.
Tauranga has a difference of $1,100 per square metre, while Wellington, Hamilton, and Queenstown have differences in the range of $400 to $500 per square metre.
• Christchurch is the only city to experience declining ruralurban land value differences. In 2020/21 Christchurch had the lowest price premium for urban land - around $200 per square metre. While the reasons for this weren’t examined specifically, this is likely due to the impacts of the Canterbury earthquakes and subsequent rebuilding.
• These findings do not reflect the impact of the 2020 National Policy Statement on Urban Development and the 2021 Medium Density Residential Standards, which are expected to reduce pressure on land prices but which were not fully implemented by councils until after the end of our analysis period.
Key point from Protecting land for infrastructure: How to make good decisions when we aren’t certain about the future
• This paper identifies and tests methods that can potentially
be used to determine when advance site protection is warranted in New Zealand.
• It models different scenarios using case studies of advance site protection for a small project - a school for a growing suburb - and a large project - a major rail line extension.
In each case study, we considered three broad options for acquiring land to build the project: advance purchase,
obtaining an option to purchase, and wait and see.
These case studies show that:
• Advance site protection can be beneficial even when it is uncertain when, or if, a project will be built
• In some cases, advance site protection may need to occur decades before projects are built
• A ‘wait and see’ approach to land acquisition often means that needed infrastructure doesn’t get built
• Analysing uncertainty is a powerful tool to decisionmakers, but more guidance would be needed to put this into practice.
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Some of the most common risks and the most common ways of dealing with them
Like anything in life, a construction project involves risk, and if you don’t manage that risk then there is a far greater chance that it will turn to custard.
In fact, by their very nature, construction projects tend to be at the upper end of the risk spectrum, not far behind warfare, free solo climbing and betting all your worldly assets on the underdog in a horse race.
Humans have a natural tendency to manage risk, some far more effectively than others. So, you could leave risk management to the people involved in the project with the expectation that they will all behave rationally.
Unfortunately life isn’t like that. In fact, the most common human risk management strategy by far, is to do nothing and hope that nothing will go wrong.
And so we have a number of established mechanisms for managing risk in construction projects. The most effective of those is central government regulation and local government oversight.
The Building Act, the Building Code, and various related pieces of legislation set minimum standards for construction and penalties for non-compliance.
Building Consent Authorities are our specialist police force who supervise and enforce the observance of these minimum standards. And on top of that, the common law holds parties accountable if they are negligent.
Many of those parties are insured, so their insurers try to get them to minimise their exposure as well.
Faced with those potential penalties, asset owners and builders take logical steps to stay out of trouble. And so they hire qualified and experienced staff, and engage expert architects, engineers, quantity surveyors and the like, to avoid making serious mistakes.
But that in itself isn’t enough, because if serious mistakes do happen, no-one is going to voluntarily own up to them. That is why you need another level of risk management, and that is the building contract, which is written primarily by construction lawyers.
The purpose of that contract is to make it very clear who is responsible for what. If you don’t put the effort into doing that at the outset, then when disputes arise, it is significantly more expensive and timeconsuming to sort out the rules retrospectively.
One of the functions of the building contract is to manage risk, and there are a number of
ways to dealing with it. Here are some of the most common risks, and the most common ways of dealing with them.
1. The building or facility does not meet the required standards
The first safeguard is to have the building or facility designed in comprehensive detail by competent professionals.
Then have the project inspected periodically by those professionals, the engineer to the project, and the building consent authority. Knowing that defects are still going to emerge, contract for a lengthy defects notification period and a head contractor obligation to rectify notified defects promptly.
In case the contractor fails to do so, insist on a third-party bond at the beginning of the project that can be called upon if that happens.
As an added precaution, deduct retentions from progress payments and only release them on satisfactory rectification of the notified defects. Finally, obtain comprehensive warranties and guarantees that can be enforced up to 10 years after completion.
2. The project takes too long
First, require the head contractor to submit and regularly update a chronological programme of when milestones
are to be achieved. Then specify dates for commencement and completion and strictly define the circumstances in which the contractor is entitled to extensions of time.
Provide for liquidated damages to be paid for any unjustified delays. Contract for rights to require acceleration of the pace of work at a defined cost to the asset owner, and reserve rights to terminate the contract and bring in alternative contractors if progress is unsatisfactory.
3. The head contractor charges more than it is entitled to
Have all payment claims scrutinised by the engineer to the contract, and reject any unjustified components.
Respond to Construction Contracts Act payment claims with valid Construction Contracts Act payment schedules within the required timeframe, and resolve any disputes concerning payment promptly and cost-effectively.
4. The head contractor becomes insolvent or otherwise incapable of performing its obligations
Obtain a third-party bond that can be called upon if the contractor defaults.
Reserve rights to terminate the contract and bring in alternative contractors if progress is unsatisfactory.
Obtain continuity guarantees from subcontractors and building material suppliers so that they can be required to work for the asset owner directly.
5. The asset owner runs out of money
Obviously this is a risk that affects both parties, but it is the head contractor who will want safeguards inserted into the contract.
Those safeguards would be superfluous (and consequently unavailable) when the asset owner is a government agency or a well-established, financially sound private sector organisation.
However, it’s a different story when you are dealing with a shaky developer. In that case the contractor can insist on a thirdparty bond that can be called upon if the principal defaults.
6. Force majeure events prevent the economic completion of the project
These are risks that typically aren’t attributable to the acts or omissions of either party, but rather to forces of nature or the intervention of some third party.
Recent examples are the Auckland floods (where nature intervened), and Covid-19 (where the government intervened). These types of events sometimes sabotage the project completely (for example the building site slides down a cliff, or building on it becomes unlawful) – in which case it is known as frustration. But most commonly they just slow it up, and add cost. It may be that the head contractor is simply delayed unexpectedly, or it may be that the structure is damaged and has to be reinstated.
The building contract can deal with this in a number of ways. For a start, events beyond the reasonable control of the contractor usually justify an extension of time, so at least liquidated damages don’t kick in. And sometimes the contract contains a force majeure clause which has much the same effect.
Often the contract provides that the flow-on effects of events like this are to be treated as a variation, which means the contractor qualifies not only for time relief, but also compensation for all the extra costs that arise as a result. The COVID-19 pandemic was a good example of that.
Of course, events like this always cost someone – be it the asset owner or the contractor – and that is where insurance comes in.
Contract works insurance covers damage that isn’t attributable to the acts or omissions of either party. Damage that is attributable to the acts or omissions of the contractor (whether the “victim” is the asset or owner, or some third party such as a neighbour), is covered by professional indemnity or public liability insurance.
It is also common for the contractor to be required to insure critical items of plant and equipment.
Geoff Hardy has 46 years’ experience as a commercial lawyer and is a partner in the Auckland firm Martelli McKegg. He guarantees personal attention to new clients at competitive rates. His phone number is (09) 379 0700, fax (09) 309 4112, and e-mail geoff@martellimckegg.co.nz.
This
How often have you quoted a job but ended up losing on it, because the hours blew out? It happens to everyone once in a while… but get this wrong too often and you won’t be very profitable.
Even the big players in our industry get this wrong more than they’d like to admit… Fletchers got in trouble with overruns on a number of their major projects. It cost them millions.
Did you know: The Sydney Opera House was completed a massive 10 years behind schedule!
Clearly when you want to make money on your jobs, it’s very important to accurately estimate how much time they will take. If you’ve ever wondered why your quotes don’t work out, this is a good starting point.
Research shows only 17 percent of the population can accurately estimate how much time a job or task will take. Basically, we’re all optimists. We tend to believe the future will be better than the past.
If only 17 percent can estimate time correctly, that means 83 percent are getting it wrong.
Mistakes include:
• Failing to consider how long it’s taken us to complete similar tasks in the past (science calls this = planning fallacy)
• Assuming that we won’t run into any complications that will cause delays (science calls this = optimism bias).
...how long the job will take
There are a lot of moving parts in a business and if you often underestimate hours on jobs, or don’t allow for unexpected curve balls, you won’t make the margin you need to.
Achieving target margins consistently on every job is key when it comes to being profitable. Let’s not forget: When costs exceed what you quoted, that cold hard cash comes directly out of your pocket.
In very real terms, that means less income for you + stressful cashflow, and that is all kinds of bad, especially for a family business. Plus, cashflow headaches are the #1 reason for going broke.
So how can the average tradie business owner override their planning fallacy and optimism bias?
The secret is to be dealing with concrete numbers. They
make things very black and white, allowing for smarter decision-making. That’s the kind of strategic thinking required for both quick wins and long term success.
I’ve worked with hundreds of tradie businesses and I can tell you: It’s amazing the insights you can get from a simple deep dive into the numbers - when you know what to look for (most don’t).
Yes, one important part of this is back-costing (checking all costs – including time/labour - on previous jobs to see how your quote stacked up against what actually happened).
To do this, you first need to be working with the right project management software, time tracking app or system for your specific business.
Then, the main thing is, use a structure - so back-costing is easy and doesn’t take all day!
This is especially important if you run multiple jobs and have a large team.
Revisit regularly and make sure you are charging enough. The trick is to then actually deploy this historical data and turn it into increased accuracy on your next job.
When I assist clients in the business coaching process to really look at their previous jobs, they can see exactly where they’re losing money on under-quoting.
From then on, everything becomes much easier.
Be sure to use a pricing formula so you have certainty that your price is fair. Not too low that you won’t make money, and not too high that you’ll be priced out (or if you are, you can walk away confident, knowing the margin was not enough – you don’t work for free).
I’ve worked with hundreds of tradie businesses and I can tell you: It’s amazing the insights you can get from a simple deep dive into the numbers - when you know what to look for (most don’t).
Using a formula also means you price consistently regardless of whether you’re feeling optimistic, tired, are desperate for work for your team, or have too much on already.
Include your “fudge ratio” calculation and buffer percentage to build in extra hours for delivery delays, staff absences, weather, etc.
Finally, you need a strong gross profit margin. A “good” margin to add on top varies for each company, depending on your overheads and industry. So it’s important to know what is a good
margin percentage to be aiming at for you, in your market. Although, if it’s not at least 20 percent, I’d encourage you to make some adjustments right away. Anything under this and you won’t be able to cover overheads and still make the profits you need to maintain a successful business.
By the way, studies also show that while we’re generally bad at estimating how long it takes us to do the job, we’re quite good at estimating how much time the job will take when others are doing the work.
So harnessing the talents and objectivity of someone outside your immediate team (like a QS) could be a smart move.
Ultimately, accurate predictions and back-costing effectively ensures you will achieve the target margins you need, become more profitable, and grow safely, even with the variables and any bias you may have.
Tweaks like this in profitability + productivity typically get my clients return-on-investment far exceeding my fees inside 3-6 months.
Book a time with me here to find out how I might be able to help you: https://nextleveltradie. co.nz/nextstep.
During the last few years, the engineering and construction industry has experienced a new wave of innovation and digitisation.
Organisations within the sector are waking up to the possibility of utilising new technologies to solve traditional problems, reduce errors and risk, save time, connect with the right suppliers, and work effectively remotely.
This means there has never been more pressure on the industry to continue implementing digitisation efforts.
These challenges have the industry rethinking every aspect of project delivery and the role technology can play to improve outcomes while driving down risk and costs.
Here are the technologies we think will lead the pack:
Data will reach a new level of meaning C&E executives and operators are realising that they must standardise, digitalise, and automate their processes to differentiate themselves in the market.
Organisations will begin to take an approach where they will analyse everything meaningful that can be measured.
After determining the data or metrics they need to capture and monitor, organisations will be able to standardise, digitalise, and automate their processes to capture and analyse this data in real-time.
The results may be surprising on what really holds the keys to success. For example, one overlooked setback could be the lynchpin factor that routinely can throw off an entire construction project.
With standardised business processes, constantly pulling and analysing data, firms will be able to drive productivity and efficiencies to better compete, differentiate themselves, and stay ahead.
This quick data intelligence can also help identify and resolve data security issues faster. This alone will become a growing competitive advantage in the coming years as customers will want reassurance that their data will be kept safe.
Intelligent construction platforms will transform the industry
Data holds a wealth of potential value for the construction industry and will play a starring role in the digital transformation of the sector.
With hundreds of decisions all happening at once on a project, organisations will look to improve how data is managed – and how it is used to inform decision-making.
Powered by an AI and ML (machine learning) “data backbone,” organisations are moving towards a new breed of
intelligent technology platforms to digitise workflows.
These platforms will help organisations liberate their data and convert it into the intelligence needed to accelerate performance. They will also provide highly secure information management, reporting, and workflow automation to drive efficiency, visibility, and control across project processes. These cloud-based intelligent construction platforms will give organisations a competitive edge in an increasingly crowded market.
Predictive AI will help organisation look ahead
To date, business intelligence technologies have generally provided only a backward-looking view into project data, i.e., what has happened on projects.
While these insights are valuable, organisations will look to construction technology platforms that utilise AI that can predict what is ‘likely to happen’ throughout the construction process, improving chances of delivering a project on time and on budget. New developments in AI have unlocked another level of project intelligence, enabling predictive insights to drive better decision-making to improve project outcomes.
This can yield a dynamic view into such variables as:
• The factors which might delay a project
• The probability of delay on a project
• Amount of predicted delay
With standardised business processes, constantly pulling and analysing data, firms will be able to drive productivity and efficiencies to better compete, differentiate themselves, and stay ahead.
• Likelihood (and severity) of a cost overrun
• Hidden risks around safety, design, rework, and litigation.
AI will help organisations succeed in the present, by learning from the past, to improve the future.
It will yield predictive insights that add value to nearly every aspect of construction project management, including critical areas such as schedule, cost/ budget, quality, safety, risk, and collaboration.
5G will power the truly connected worksite
Greater mobility and the advancements in connectivity brought about by 5G will further accentuate the industry’s ability to utilise insights provided through common data environments (CDE), the sensorisation of jobsites and materials, augmented reality (AR), AI, and ML.
These technologies will provide greater connectivity, capacity, and democratisation of technology.
Eventually, work sites will be able to sensorise virtually anything on a job site, allowing
companies to collect data from tools and materials.
For example, workers could put sensors in concrete to assess drying time. Capturing such information from IoT sensors will make 5G a critical component of a job site.
Additionally, 5G will further heighten the focus on visualisation and enable experts to provide real-time guidance to new technicians connected via headsets, glasses, or other visualisation technologies.
As 5G becomes more accessible, it will open up new
capabilities for oilrigs, pipeline monitoring, laser scanning, BIM modeling, and more.
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Leaders from New Zealand’s prominent construction companies have come together to form the Vertical Construction Leadership Group (VCLG).
The group has been established with the aim of providing a coordinated focus on crucial issues impacting productivity and the construction sector’s ability to deliver critical infrastructure, including our schools, hospitals, and workplaces.
Vertical Construction Leadership Group lead and Master Builders CEO, David Kelly, says the group was founded to achieve a united voice for the vertical construction sector. “Our aim is to take action to deliver a better performing, stronger, and more sustainable sector that meets the current and future needs of New Zealand.”
The Group, chaired by leader in commercial construction, Peter Neven, has prioritised six key focus areas across the supply chain, labour market, sector sustainability, procurement,
contracting, and addressing risk allocation.
A recent survey of leaders within the VCLG illustrated the scale of the issues facing the sector. The results revealed that while aligned with the issues facing residential housing, the challenges faced in vertical construction can be far more complex, particularly given the growing complexities of projects, the magnitude of cost escalation and delays, procurement, and sector productivity.
While highlighting the full scale and complexity of the sector, the survey showed larger projects made up the biggest proportion, with 42 percent of commercial builders managing projects costing over $100 million, over at least a 24-month period.
Most of these projects require complex teams, including more than 30 subtrades.
More than three quarters of respondents are managing more than 10 projects at any one time, adding to the complexity facing the sector.
David notes the significance this project scale has on the industry, saying, “The risk involved in delivering a project like this is already significant – but when we add to it the current skills and product shortages – the complexity becomes acute.
“As a group we intend to establish an environment where we work more effectively with government at the outset of projects, so that the procurement process allows higher quality assessments of risk to produce better outcomes for taxpayers.”
A key focus for the VCLG is on the government procurement system.
Progress has already been made here with the Construction Sector Accord, but the current environment is still putting pressure on productivity at the outset.
While some (35 percent) have reported that procurement
practices have been moderately better over the last 12 months, 57 percent claimed it has been moderately worse or there has been no change.
Similar results were reported for the impact of the risk and liability provision changes in contracts. The paperwork involved continues to increase with procurement processes currently on average consuming 26 percent of the VCLG’s workforce in administration time.
“Procurement for this sector is very specialised and requires expertise which is currently hard to find across local and central Government, and across the private sector. An added challenge for many Government agencies is that construction is not their core area of focus, and nor should it be.
“The VCLG is committed to working across the sector and with Government to find ways we can grow the talent pool in this critical area.
As a sector we have recognised that we cannot wait for others to find solutions.
“We know how important this stage is to the overall project – it sets the success parameters and tone of the process ahead,” David says.
Cost escalation is also an increasing concern impacting the sector’s ability to deliver. One hundred percent of those surveyed are experiencing cost increases for both labour and products.
“While this is not a new issue for the sector, the chronic skills shortage continues and with it does the cost of labour.
“While apprentice numbers are up, it is the more experienced workers that are currently lacking and companies are finding it more difficult to bring in skills from overseas. As a result, professional management costs continue to rise.”
The VCLG is looking forward to working collaboratively with The Construction Sector Accord, The Infrastructure Commission, The Property Council, The Institute of Architects, and the Association of Consulting Engineers to take on the very real issues facing the sector.
“As a sector we have recognised that we cannot wait for others to find solutions.
“Stronger leadership has been identified as a necessary condition to meet sector and Government’s construction goals and the group has come together as a result of this.
“We want to make it easier for all parts of the sector to work together – with better access and a united voice.”
The Vertical Construction Leadership Group (VCLG) consists of 72 leaders from New Zealand’s leading construction companies to give greater focus to the issues facing the sector.
A recent survey reveals the complex and varied issues facing the vertical construction sector across procurement, supply chain, labour market, and productivity:
• 100 percent of those surveyed are experiencing cost increases for both labour and products
• 53 percent of commercial builders say it is more difficult to get staff than what it was 12 months ago
• Nearly all commercial builders are seeing on-site delays, with 37% experiencing delays of over 6 weeks
• Nearly half of respondents reported procurement has become more complicated in the last 12 months, with on average 26 percent of a company’s workforce being involved in administration and procurement.
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A new study aims to explore how public buildings, including schools, could be designed to use sustainable cooling and heating technology and help New Zealand achieve its net-zero 2050 goal.
University of Canterbury Department of Civil and Natural Resources Engineering, senior lecturer Dr Wentao Wu, is leading the international research which aims to reduce carbon emissions by improving energy efficiency in large buildings.
He has received Royal Society Te Apārangi Catalyst funding
to find out how the building sector could use renewable energy sources such as natural ventilation and solar energy to boost the energy performance of thermal mass – the heat absorbing potential of interior furnishings and concrete floors - creating “low-carbon buildings”.
“Global warming has urged us to search for carbon neutral solutions,” Dr Wu says. “One such solution is to transform static building structures into dynamic thermal batteries that store and use energy later on.
“This not only increases energy efficiency, but also increases energy flexibility. By developing an analytical model of this process, we can assess the energy flexibility and efficiency
of this technique in different climates.”
Currently, the New Zealand building sector accounts for nine percent of our total carbon emissions and the government has committed to achieving net-zero greenhouse gas emissions by 2050.
Dr Wu is leading the project in collaboration with researchers at six universities from five countries, including Harvard University in the United States, Cardiff University in the United Kingdom, and China’s Chonqing University.
Dr Wu says one solution towards designing lowemission buildings is to use cooler outside air at night to ventilate spaces inside a building.
The low-temperature outdoor night-time air cools down materials inside the building, such as concrete slab floors, so they can act as a heat sink, absorbing heat the following day and reducing the need for air conditioning systems to be used.
In winter, he believes solarheated water pipes placed inside concrete floors could be used instead of traditional electric heating systems.
“A combination of night-time ventilation in summer and passive heating in winter transforms thermal mass into a kind of thermal battery that is fuelled for a short time by renewable energy sources
including natural ventilation and sunlight,” he says.
He hopes to develop a design and retrofit guideline that will help policy makers, architects and builders create buildings that are more energy efficient, reducing carbon emissions in the sector.
“Better building design can reduce energy costs by using thermal mass to reduce energy demand, especially at peak times.
“It also helps reduce carbon emissions related to buildings which is better for our environment.
“Even small steps such as opening windows at night for ventilation and making sure curtains are open during the day can make a difference and help harness natural, low-cost cooling and heating.”
Dr Wu recently carried out research in the United States, funded by the US National Science Foundation, which demonstrated the effectiveness of using nighttime ventilation systems to cool down the interiors of buildings so they can act as a heat sink the following day.
The technique was shown to achieve annual energy savings of over 600KWh for a 100 sqm building – similar to an average New Zealand home’s monthly energy usage.
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The Ministry of Business, Innovation and Employment (MBIE) is amending acceptable solutions and verification methods to ensure the safety and wellbeing of New Zealanders when it comes to plumbing, drainage, and protection from fire.
“The changes are updates of existing documents used to comply with the Building Code. They aim to improve the quality and reliability of plumbing and drainage services and to protect people from fire in their homes,” says Dr Dave Gittings, manager of Building Performance and Engineering.
severe tap water scalds have been found to occur in infants and young children under four years old.
“The changes to water supplies aim to increase protection of those who are most vulnerable to hot water scalding from taps and baths, and better protect drinking water from backflow contamination.
“We are proceeding with changes to cite the latest industry standards for fire sprinkler, fire alarm and smoke control systems, including the requirement for interconnected smoke alarms as the minimum fire safety system in new homes.
“By adopting the latest industry standards and aligning with similar
We have listened to the feedback we received, made some modifications to the original proposals, and recognise that further consideration is required for the protection from fire for residential homes and will continue to conduct further engagement on this.
“The changes to the plumbing documents include the adoption of the latest version of the AS/NZS 3500 plumbing and drainage standards. These new versions include New Zealand specific requirements that replace several previous modifications to the standards,” he says.
“Children and the elderly are especially at risk for tap water scalds; 65 percent of
requirements in other countries, we aim to improve the safety of our communities.
“In response to mixed feedback received in the submissions, we are withdrawing portions of the fire proposal regarding protection of other property from fire spread in townhouses and low-rise multi-unit dwellings. “Submissions generally
supported the intent to increase the level of life safety from fire in our homes but there was no clear consensus on what the technical details of the change should be.
“We have listened to the feedback we received, made some modifications to the original proposals, and recognise that further consideration is required for the protection from fire for residential homes and will continue to conduct further engagement on this.
“By announcing these decisions prior to the publication of the revised Building Code documents, our aim is to provide certainty and direction to the sector, to give manufacturers, suppliers and installers time to comply with the new requirements, and
to prepare information and education to support the sector and public with the changes.
“We are committed to continuous improvements to ensure the compliance pathways for the Building Code are fit for purpose and up-to-date and support the delivery of safe, healthy and durable homes and buildings in Aotearoa New Zealand.”
The revised acceptable solutions and verification methods documents will be published in November 2023 to allow a 12-month transition period.
At the end of this transition period, the previous versions of the documents can no longer be used.
As the NZ Construction Contracts Act celebrates 20 years, Tony Simonsen draws insights from legal expert Nick Gillies to reveal the truth about trust in supply and payment chains.
As we recently hit the 20-year anniversary of the Construction Contracts Act in New Zealand, we’re reminded of the ongoing issues within the sector around payments and trust, which can be alleviated with simple solutions already widely available.
The reality of New Zealand’s lack of compliance in the face of the Construction Contracts Act
Working with construction lawyers such as Nick Gillies, Partner at the Hesketh Henry law firm, it becomes very clear that despite the fact we’ve hit a milestone with the Construction Contracts Act, there’s still a surprising lack of understanding about what the Act requires, as well as the tangible benefits and potential detriment of it.
Ultimately, the Act is designed to benefit the entire industry right through the supply chain and support better cash flow. It aims to stop the traditional habit of withholding payment without a valid reason, and encourage better, more transparent practices between parties. It does this in a few key methods: by protecting retention money held under
contracts, creating a fair and balanced payment regime process, providing adjudication for faster resolution of disputes, and providing enforcement mechanisms to recover debts due.
Nick shared with us how the Act works on the ground and the phenomenon known as ‘sudden death’.
He says, “How this works is that with each payment round, which is usually monthly, each party essentially has one opportunity to get it right. So, if you’re the payee, say a subcontractor looking to be paid from your head contractor, you have one opportunity that month to ensure you get a valid payment claim in on time.
“This sets out what you think that you’re entitled to be paid for that month. If you don’t meet the specific requirements set out in the Act for having a valid payment claim, then you can’t get the safeguards of the Act and under your contract you may not be entitled to be paid anything for that month. So, it’s sudden death for the payee in that respect.
“For the payer, when you receive a payment claim you’re required to issue a valid payment schedule in response. If you fail to do that, you’re unable to make any adjustments to the claimed amount and are required legally to pay the full amount that’s being claimed, even if you don’t agree with the amount. You have to pay the sum now and argue the point later.”
Nick notes that in his work he sees non-compliance on a regular basis.
He says, “I appreciate that we often only see the worst of it, but the regularity with which we see non-compliance with the payment regime in this industry is surprising to me.
“And it’s not specific to any particular type of business - we see tier one contractors just as much as smaller SMEs. A lot of this seems to come down to inconsistent practices within organisations, and even month to month by the same individual processing payment claims and schedules.”
The role of Form 1 and the downside to manual processes
Recognising the number of inconsistencies and lack of compliance, in 2015 the New Zealand Government made it compulsory to include what’s known as Form 1 with every payment claim, instead of only requiring this for residential construction contracts.
The simple, pro forma explanatory note is a twopage document that includes the processes for responding to the payment claim, and the consequences of not responding to or paying a claimed or scheduled amount.
It’s geared towards ensuring greater transparency and includes the most basic requirements that are commonly missing or deficient in payment claims. Without this form, the
submitter can’t enforce their claimed amount.
As Nick points out, it’s common for parties to have forgotten this form or have not even realised they needed to include it.
Such a recurring and easily fixable issue brings us to the downside of manual processes, and the role of software and technology.
Nick commented, “The preparation of payment claims, and the creation of payment schedules and processes is typically very manual, and each organisation will have its own different documentation and way of doing it.
“For instance, they will have their own spreadsheet that they created, possibly some years ago, which they keep reusing as a base.
“Each organisation, and sometimes each individual, will have their own base document. Because of this, there is often a huge amount of inconsistency between organisations and within organisations, as well as individuals.
“What often trips people up is not having a clear policy and a consistent, methodical, systemised approach,” Nick says.
The lack of understanding about technology available, and resistance to change, means that organisations are continuing to use out-of-date methods such as Excel or Word docs, and haven’t moved far from carbon copies.
To step away from manual methods may seem daunting, but in fact is necessary if an organisation is to thrive during uncertain times.
This leaves them open to errors and means they’re unable to take advantage of the Construction Contracts Act and ensure they’re getting paid correctly.
Using software that requires even basic information such as dates, and flags incomplete information, is already a significant step forward in generating better compliance and trust between stakeholders. Nick concludes that, “The main benefit that I can see from technological improvements
and using digital tools is the structure and systematisation it brings, where you must input the necessary detail. This should save a lot of time, a lot of grief, and improve efficiency.
“When it comes to productivity, New Zealand is notoriously poor.
“And a good example of this is the time and energy that goes into creating manual payment claims and schedules, some of which can change month to month. So that’s where I see the main gains from technology.”
Construction organisations must realise that software investments have the potential to not only enhance operations, but to ease simple processes where an error can be costly and detrimental to projects and stakeholder relationships.
To step away from manual methods may seem daunting, but in fact is necessary if an organisation is to thrive during uncertain times.
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GT Equipment Solutions was created by Gary who wanted to offer the market reliable equipment hire at competitive rates. As a qualified tradesman and business owner for over 35 years himself, Gary has had plenty of experience with access equipment. He knows that excellent prompt service, sharp pricing and good backup is required in the industry, which is what his company will provide. Locally owned and run by an excellent family team, daughter Kimberley takes care of admin and bookings, while son Calvin is in charge of the workshop.
Since its founding, GT Equipment Solutions has steadily expanded their range of access equipment for hire. We offer equipment to help all kinds of tradies including painters, arborists, electricians, roofers, builders, refrigeration engineers and security
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As Hamilton's access hire specialists we offer a fully personalised service with tailored advice if you need help choosing the right piece of equipment and competitive prices. We are members of both the Elevated Work Platform Hire (EWPA) and Site Safe associations and take safety while working at heights with the utmost seriousness.
Contact us for access equipment rental throughout Hamilton and Waikato. We offer delivery and pickup options for our machinery, and also have trailers available if you want to transport the smaller equipment yourself.
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Trowel Trades Supa Centre Hamilton have been in Hamilton now for 14 years.
We are a specialist trade store where we cater to the needs of anyone that uses a trowel. In effect we are their “home base” or “one stop shop”.
The Trowel Trade brand is a growing brand within NZ’s Building Supply industry with a chain of branches throughout both the North and South islands under franchise. Trowel Trades was established in 2000, but it joined the BuildLink Group in 2012 and is still a proud dual member to this day.
Our Trowel Trades stores are more specialised and carry product ranges that directly service plasterers, concreters, bricklayers, block layers... really, anyone using a trowel. This makes Trowel Trades the go-to store for any tradesperson using trowels in their local areas, ensuring and guaranteeing
products and supplies of good quality through the BuildLink suppliers’ network.
Trowel Trades is a wellrespected brand nationally and is associated with high quality tools and products either locally made in New Zealand or imported overseas like the range of Marshall Town products. So, being a local business, you know you can depend on us being right there on your doorstep to help.
We have experienced owners across the franchises that search and source new innovative product internationally, so that we can keep our product offer as up to date as possible. With strong relationships with our suppliers, we can offer you great products and good prices (big brands, best value).
From brick & block layers, concreters, landscapers, plasterers, tilers, roofers, civil to specialist concrete repair, we pride ourselves heavily on not only our product offer, but also the knowledge that is the backbone of our advice we can offer. From compounds to trowels or tools to wheelbarrows and machinery – we have it all.
From brick & block layers, concreters, landscapers, plasterers, tilers, roofers, civil to specialist concrete repair, we pride ourselves heavily on not only our product offer, but also the knowledge that is the backbone of our advice we can offer.
A common denominator throughout the BuildLink stores and the Trowel Trades stores are the fact that the stores are operated by people from the industry.
Being locally owned and managed, we can move very quickly to bring a “new” product in for a client, rather than get hampered by the typical “Head Office Policies” other businesses are frustrated by. At the end of the day our view is that this frustration can then become the customer’s and that is not how we do business.
We pride ourselves on our service promise to you, our customers. We deliver quality products at great prices. Trowel Trades stores back this up with great service from the local people that own and operate the stores. All this adds up to a unique group of fiercely independent businesses working for their customers. With quick delivery “you ring, we bring” and “we will, because we can”.
So, whether your project is extensive or small, you can count on us to play a part in the success of getting the job done.
Come and see the team, we are here for you!
We are a privately owned small business that is passionate about all things in the building industry that involve a trowel. We carry an extremely broad variety of tools, compounds, trims, additives, sealers, paint, repair systems and so much more!
We can also back this up with expert knowledge and service, here at Trowel Trades nothing is a problem.... WE WILL BECAUSE WE CAN!
Specialist mechanics who understand and care about every aspect of your auto repair or service
Treating your vehicle as if it were their own, our trained and experienced technicians can handle all your automotive issues. Our workshop complex is conveniently located between Frankton and Hamilton Lake, easy to access wherever you are in the city and you'll find more than you might expect from a standard automotive repairs mechanic. We offer everything from WoFs and oil changes to auto electrical repairs and hybrid vehicle battery replacements. Plus in our on-site parts showroom you can choose from the best in car accessories.
We really have our heart in our work at Collins Automotive Technicians and the team is always available to offer free, friendly and honest automotive advice. Get in touch for the best quality solution for your valued vehicle's needs.
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Our team of specialist automotive technicians and advisors will get every job done perfectly
We have:
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The average cost of building a home in Aotearoa New Zealand’s main centres is up 9.5 percent annually, but price rises have slowed markedly in 2023.
More than 51,000 rates were updated in June, with the average cost of building a standard three-bedroom home increasing by 9.5 percent in a year.
This compares to a 20.9 percent annual increase at the same time last year and an 11.3 percent annual increase to December 2022.
QV CostBuilder quantity surveyor Martin Bisset says
“Ordinarily a 9.5 percent increase in the cost to build a standard three-bedroom home would be a lot, and it certainly is by historic standards. But the good news is it’s just less than half the rate of building cost inflation measured at the same time last year.
“Though construction costs continue to rise, they have definitely slowed throughout the first six months of 2023.
“It looks as though they are starting to level out now, with the worst of the construction inflation boom now firmly behind us and strong demand for materials and labour continuing to ease across much of the country.”
However, Martin warned that there was still a great deal of uncertainty in the building industry and economy as a whole, making it difficult to predict exactly how costs will continue to evolve throughout the remainder of the year, but it’s likely they will eventually stabilise.
“With inflation and interest rates stubbornly high, a general election in October, geopolitical issues and rebuild work on Cyclone Gabrielle still to fully get going, there is still lot of economic instability in the domestic construction market.”
The biggest elemental price increase since QV
Fire proofing (10.1 percent), metal framing (8.9 percent), hardware (8.8 percent) and roof coverings (8.1 percent) round out the five largest prices increases since the last update.
“It’s important to remember these figures are averages and the cost of building will always be dependent on the level of finishes, internal layout and all manner of other elements, including whether or not a home has a single or double garage,” he says.
QV CostBuilder is an online subscription-based building cost platform, powered by state-owned enterprise Quotable Value (QV), with a database of more than
The biggest elemental price increase since QV CostBuilder’s December updaterelated to sanitary plumbing, which went up 4.9 percent.
CostBuilder’s December update related to sanitary plumbing, which went up 4.9 percent.
Costs related to interior doors also increased by 3.5 percent, with windows and exterior doors climbing 3.1 percent due to having to meet the requirements of the new H1 energy efficiency regulations. On average, each trade rate has also increased by 2.5 percent since December, with suspended ceilings up 16.2 percent.
60,000 rates across Auckland, Hamilton, Palmerston North, Wellington, Christchurch and Dunedin.
It covers everything from the building costs per square metre for warehouses, schools and office buildings, to the approximate retail supply cost of GIB and more than 8,000 other items, plus labour rates, labour constants, and more.
When it comes to vehicle maintenance and repairs, finding a trustworthy mechanic is crucial.
A reliable mechanic ensures that your vehicle receives the best care, keeping it running smoothly and maintaining its longevity. They should have the expertise, experience, and necessary equipment to diagnose and fix any issues with your vehicle.
That’s why Auto Super Shoppes Eurotech in Hamilton is the place for you and your car!
Super Shoppes Eurotech is a Hamilton-based auto repair shop and experts when it comes to fixing your car.
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Eurotech is the local mechanic you can trust for all of your car servicing and repairs. You can be confident when you bring your vehicle in to see their team of expert mechanics and automotive repairers that your car is in highly skilled hands.
When you phone or call into the workshop, you will speak to one of their highly qualified staff who work hard to keep their customers 100 percent satisfied.
They have been selected in our region as a “top shoppe” as they provide the highest standard of service, professionalism, technical expertise,
convenient amenities, and highly trained technicians.
The team at Super Shoppe will go the extra mile for you to make sure your automobile is good as new, they will even provide you with a courtesy car when you book in advance.
For more information check out their website at www.autosupershoppes.co.nz/ mechanic/hamilton-central or phone the team on 07 444 4590.
Auto Super Shoppe Eurotech Hamilton is located on 90 Tristram Street, open Monday to Friday 7:30am till 5:30pm and on Saturdays from 8am till 12pm.
Located in Rukuhia next to Hamilton Airport, SEP design and manufacture quality products from sheet metal and stainlesssteel wire including components, accessories, and complete machines for industries such as Food and Dairy, Power Utilities, and the Health sector.
Integrating our own innovative designs many of our products greatly improve efficiency, safety, and connectivity. We have the capacity to produce custom solutions and are ideally set up to fabricate either short or long-production runs, oneoffs, or prototypes.
Our workshop is fully equipped with a 3 metre wide Brake Press, 2.4 metre Guillotine, Water Jet
Cutter allowing intricate cutting and finishing to within 0.1mm, Spot Welders, Stud Welders, and Tig & Mig Welders.
Our onsite Electricians allow SEP staff to install custom fit-outs for power utility companies, create custom enclosed Control Panels and Isolators meeting all Hygiene standards, and more. Installing mainly ABB componentry with their reputation for quality, reliable and durable products, SEP is also a supplier of ABB products New Zealand-wide.
With clear communications, a can-do attitude, transparent quoting, and real service, SEP is a quiet achiever. To talk through your upcoming projects, call Aub Hart Phone 0274 778 445 or visit our website at www.sep.co.nz
We have many success stories where people have thought marketing is a waste of money, but have finally found something that gives them a transparent Return on Investment.
If you would like to be our next success story, please email: enquiries@fatweb.co.nz
We have offices throughout New Zealand and can discuss your needs over the phone or by Skype.
Don’t let another year go by without truly discovering what digital marketing can do for your business.
With years’ of experience and having delivered outstanding results, we have some of the best digital experts in the business.
form of advertising you can measure, then increase or decrease, so you can manage your workflow accordingly!
You’ve probably heard people talk about digital marketing, Google AdWords, online traffic, SEO and social media. Then on top of all that, you need to have a lead generating web presence with good traffic etc.
This can sound complicated – but it doesn’t have to if you talk to the right people.
Let’s start with the basics
Right now there are people looking for a business just like yours. However, if you don’t have AdWords, there’s a very good chance they’ve just clicked one of your competitors’ websites.
Most businesses would benefit from Google AdWords. It’s simple to set up, it’s fast, you set the monthly budget, and you can see the results immediately.
Included is a complimentary call tracking service to measure daily results, plus you get a monthly report that’s explained in as much detail as you like.
We are so confident, that if you aren’t 100% happy after the first month, you won’t pay a cent for the management fee. And if you mention this ad, set-up is free – a service other companies charge up to $3,000 for.
FREE call tracking, which means you can actually hear recordings of the phone calls coming into your business to see if your staff are doing things correctly or if they need more training. This tool can make a massive difference to the FAT on your bottom line.
Available to the first 25 people who book a consultation.
With 15 years’ experience - we know what we’re doing.
Call 0800 FATWEB, or email enquiries@fatweb.co.nz to book a FREE consultation. 0800
Showerwell is a privately owned New Zealand business who sells products such as showers, vanities, toilets, baths, tiles and much more.
The company started in the shower business over 35 years ago and now provides quality solutions for bathrooms, wardrobes and tiles.
They design their own products specifically for the NZ market. They use local materials where they can and manufacture many of their products in one of their two Auckland factories.
Showerwell offers expert advice on both practicality and design options. They also offer installation services, making your new project just that much easier!
Products that can be installed by the team for your next project are showers, mirrors, wardrobe doors and the fitting of shelving in wardrobes. Alongside installation, customers gain up to a five year warranty.
The company can provide products for your renovation or building needs, whether it be in your own home or business.
The team at Showerwell can provide expert advice or a free measure and quote. They can deliver on projects effectively and efficiently from a single wardrobe or shower to large construction projects.
If you need information on any of their products or about tile safety visit their website: www.showerwell.co.nz.
Showerwell Waikato is based in Hamilton and is open Monday to Wednesday from 8am till 5pm and Thursday to Friday from 7:30am till 4:30pm. Saturdays by appointment.
Area representatives of Waikato are ready to visit your site to provide advice, measure and quotations for your project.
Showerwell Waikato has a large team of dedicated installers as well as a project manager for each installation project.
For more information pop into Showerwell Waikato on Higgins Road in Hamilton or call them on 07 2222783, or send them an email at waikato@showerwell.co.nz.
TA Medical Centre continues to develop new services for its patients in 2023.
The clinic regularly considers and adopts new technologies and methods that will benefit patient care. TAMC General Manager Wayne Lim says, “it’s all part of our drive to provide the highest quality health care that we can to families in the Waipa district.”
TAMC has recently added Rachel Bell, Clinical Pharmacist to its team. As well as supporting the TAMC GPs behind the scenes to provide quality clinical care for their patients, Rachel is also
available to consult directly with patients in her weekly Thursday clinic.
What does Rachel do?
Rachel is an expert on medicines. She can help:
• Review your overall mix of medicines for different conditions
• Help you understand how your medicines work and why you have been prescribed them
• Help you to use your inhalers, along with other respiratory medicines
• Discuss any problems with your medicines, e.g. dosages, side effects
• Help you manage your medicines for gout, diabetes and cardiovascular conditions
• Help you to understand any potential drug interactions and recommend changes.
Rachel consults in 30-minute appointments, so that there is more time for questions and explanations. Consults cost the same fee as for a single GP consultation.
Rachel’s expert advice is just one service in the wide range of family health services on offer at TAMC. The TAMC nurse and
GP teams also offer support for diabetes, COPD, women’s health, men’s health, sports medicine and other short- and long-term medical conditions.
Enrol today or book online by heading to the website: www.tamc.co.nz.
Get in touch by phoning (07) 872 0300, email: reception@tamc.co.nz, or head into the clinic on 220 Bank Street, Te Awamutu from Monday - Friday (8am-6pm) and Saturdays (9am-12pm).
The construction industry has been on a path of digital evolution for the past few years, with technologies such as the Internet of Things (IoT), reality capture, and autonomous vehicles increasingly being implemented across businesses to optimise efficiency and reduce time-investment.
But while there’s effort to integrate new technologies on ground at the construction
site, businesses tend to often overlook the potential use of technologies in the back-office. Here are four reasons companies may benefit from rethinking their construction payment processes to increase productivity and limit risk.
The move to digital means more efficiency and control
By replacing traditional payment processes with modern solutions, companies can boost efficiency and control – for all stakeholders – across invoicing, payment, and compliance management.
Ultimately this can reduce risk as a general contractor, owner, or subcontractor, while also freeing up teams’ time to focus on activities that are more beneficial to your business.
A collaborative payment management solution not only helps manage the payment and billing processes across project participants, it also can forge better, more lasting partnerships in the industry by providing assurance everyone is paid fairly and on time.
Such technology can streamline the payment process for construction companies of all sizes by managing payment due dates and related actions, as well as improving accuracy.
It also eliminates inefficiencies and a slew of risks, including human error, improper payments, and liens that prevent the clean handover of a project to the owner.
It is essential that the industry adopts innovative processes which ensure that increasing demands can be met.
Investing in payment management solutions is an effective way for construction firms to maintain strong relationships with subcontractors.
This is because they can quickly pay subcontractors who have immediate cash flow needs.
Promptly disbursing payments can help create a partnership of convenience and trust
- making it far more likely that subcontractors will accommodate their needs when necessary.
However, firms can’t take a half-measure approach to automated payments. It’s no use if some jobs remain on an older manual system, while others are on the new system.
This can easily cause confusion and stall collaboration and progress. To truly maximise efficiencies, there is no better approach than going all-in with implementation.
Automated payment solutions also enable team members to collaborate within one shared environment.
With all parties using the same collaboration platform, owners, general contractors, and subcontractors all need visibility into compliance and payment status.
As a result, they can anticipate and collaboratively address potential issues before they grow into pressing problems.
In addition to strengthening relationships and ironing out inefficiencies, automated payment solutions can help companies eliminate manual steps and miscalculations.
This can be done by automatically generating accurate invoice documents linked to schedules of value, for example. Plus, they can help firms centralise the tracking
of compliance and lien waiver management, alongside other important documents and reporting.
This helps streamline these crucial tasks, and it prevents further safeguards against risk to all stakeholders.
Additionally, firms can implement a standardised cloud-based system for financial processes across their ERP and accounting system, which can provide support reports, dashboards, and analytics.
This enables firms to capture and analyse payment data across their business, providing a more strategic
current state of affairs, and helping answer questions delivered to them when and how they want them.
In all, these modern approaches to payment solutions can help mitigate financial, legal, or reputational risk, while improving cash flow.
Ultimately, this improved cash flow also allows organisations to more predictably meet payroll, hire, and invest in their business.
As construction sites continue to incorporate cutting-edge technology to help teams complete projects in a safer, more streamlined way than ever possible before, it simply makes sense to further modernise the payments process as well.
It can provide all stakeholders with peace of mind by helping put an end to those pesky paper-driven office tasks that are already being eliminated with cutting-edge technology on the job site.
A collaborative payment management solution not only helps manage the payment and billing processes across project participants, it also can forge better, more lasting partnerships in the industry by providing assurance everyone is paid fairly and on time.
The Earthquake Commission (EQC) is celebrating a triumph of research that has helped New Zealand homes become much stronger, and could soon become part of many current building designs.
The engineering breakthrough stems back to the Canterbury earthquakes when BRANZ engineer, Dr Angela Liu, observed that new or architecturallydesigned homes with mixed bracing had suffered significantly more damage than older traditionally built houses.
“You’d expect modern homes to be stronger, so it just didn’t add up, and EQC supported me to investigate why these houses were so badly damaged,” says Dr Liu, who examined the causes for the substantially damaged houses by using existing testing data and carrying out desktop studies.
The results of her EQCfunded research identified the bracing issues and led to
formal design guidance for specifically designed bracing systems in light timberframed residential buildings, which was published in 2015.
Through Dr Liu’s perseverance in presenting her results to peers and at conferences, the 2015 guidance gradually became the informal compliance pathway for seismic design of houses with specifically designed bracing systems.
EQC’s research manager, Dr Natalie Balfour, says the work by Dr Liu and her BRANZ team is a great example of how engineering research can have a real impact on the resilience of New Zealand homes.
“This is the reason why EQC invests in earthquake engineering research, as this science has a tangible impact on protecting New Zealand properties and people,” she says.
Dr Liu’s research is already having wide impact across the country, resulting in the building of stronger homes and providing greater
resilience against damage from natural hazards.
“The 2015 EQC/BRANZ guidance has had wide impact, having been taken up by professional engineers and territorial authorities across the country,” says Dr Liu.
“In 2020 it was also used to develop the good practice document ‘Residential Portal Frames’ published by Engineering NZ and the Engineering General Practitioners Group. This has further helped the industry to make use of our guidance.”
It is also likely to feature in the NZS 3604 document that is used to design homes and sets out the compliance pathway for many of New Zealand’s timber-frames buildings, which is currently in the process of being updated.
Dr Balfour says it is rare for research to be adopted into practice and compliance in such a short timeframe, due to the complexities and timing in connecting research to policy and practice.
This is a great result for New Zealand, and it is our goal to continue to see natural hazard resilience embedded in all aspects of decision-making for our communities.
“This is a great result for New Zealand, and it is our goal to continue to see natural hazard resilience embedded in all aspects of decision-making for our communities.”
Vision Complete Earthworks Ltd (VCE) is committed to providing high quality and professional services to the civil construction industry throughout the Waikato and surrounding region.
We continually endeavour to improve project outcomes.
VCE is a family-owned business established in 2007. Our strong growth has been a result of consistently delivering quality work both on time and on budgets to a high level of safety.
Over the years we have developed and implemented systems that ensure health and safety. Quality and environmental obligations are not only met but continue to be monitored and improved upon.
Today we continue with our site work and have expanded to meet many other needs in the construction industry, including sewer services in NZ, storm line construction and repairs, road and subdivisions, excavation and earth moving, asbestos removal and much more.
Our goal is to work with our clients to realise their project requirements in terms of quality and time restraints. We have a long-term commitment to satisfy our clients’ requirements in a dynamic and challenging industry.
Our objective is to deliver results that meet or exceed our customer requirements and expectations
Our dedication to quality will ensure the continued success of our company and the satisfaction of clients and staff.
We have recognised the importance of equipping our employees with the appropriate training necessary to competently perform their work and to ensure each team member fully understands their responsibilities in meeting customer requirements. Our total workforce is fully aware of their responsibilities under the Health and Safety Act and our expectations of them in performing their work.
All plant and vehicles comply and are subject to a strict maintenance servicing schedule and risk assessment.
Consultation with personnel, inductions, adequate training, inspections together and careful monitoring are integral to ensuring our works are done in a safe and efficient manner.
• Subdivisions
• Site prepping
• Preparation of driveways and entrances
• House demolition
• Water, sewer, storm line construction
• Transport and supply of metal and sand.
In the city of Hamilton and surrounding Waikato areas, a concrete company has quietly but firmly established itself as a driving force behind the physical development of the urban growth of the city.
AR Concrete Ltd is now in its sixteenth year of business and many of its clients are recognised building companies, both locally and nationally.
At the heart of AR Concrete’s success are the skilled individuals who form its backbone. Owner Matt has worked in the industry for over 20 years and is an expert in his field. The company’s staff embodies a diverse range of talents and expertise. With a focus on continuous learning and development,
all employees are offered the opportunity to upskill through a specialist Concrete apprenticeship through BCITO.
AR Concrete are Licensed Building Practitioners and specialise in residential flooring and foundations, skilled at split level, piled foundations and highly engineered floors. When it comes to flooring projects, AR Concrete’s adept project management sets them apart. Working closely with earthworks and plumbers, they oversee all jobs from initial site
mark outs through to frames arriving on site.
Attention to detail, precise scheduling, and a commitment to quality control ensure that every floor is completed on time and adheres to the highest industry standard. With a close working relationship with the local council, they will arrange all inspections related to the floor.
Beyond the construction site, AR Concrete actively supports local
charitable events and initiatives and has ingrained itself within the Hamilton community.
As Hamilton continues to grow, AR Concrete remains a steady force. They are excited about the future and happy to chat about any upcoming projects you may have. Whether you are curious, have questions, or simply just want to connect don’t hesitate to reach out.
High Tech Automations has over 16 years’ experience specializing in garage door repairs. We are your local door service and repair company and our vans come fully equipped and stocked to take on any situation that may have occurred to your door.
Supported by our trained door technicians we are able to tackle even the hardest job. We can do anything from a standard service to fixing broken springs, hinges and repair or replacement of garage motors.
Our standard service includes:
• Lubrication of all moving parts including hinges, springs, side bearing, & door opener
• Inspect hinges for problems
• Alignment of tracks & guides
• Replacement worn, loose, or seized rollers
• Inspection of wire lifting ropes
• Inspection or side bearings these carry all the door weight & can wear out
• Check door travel & stop adjustments
• Resetting spring tension & lifting wire ropes that have come off pulleys
• Tilt door pivot bushes & door alignment.
Here at High Tech Automations, we place a great deal of importance on professionalism, duty of care and responsibility towards our clients.
Our approach to business is to understand our client’s needs and always act in their interest. It means we can guarantee our clients satisfaction and ensure their project is fit for current and future needs. As a result, we have built lasting relationships with clients and remain their preferred door technicians.
We have a 99 percent success rate at fixing any problem with one visit saving you both the hassle, as well as time.
So, what are you waiting for?
Contact High Tech Automations today on 027 767 3667
We cover the following areas:
• Hamilton
• Cambridge
• Matamata
• Te Awamutu
• Morrinsville
• Ngaruawahia
• Huntly
• Taupiri
• Raglan
• Te Kowhai
• Te Aroha
• Tirau
• Pirongia
• Putaruru.
Setting goals is all about starting and heading into another year on the right track.
Yes, when you reached the end of 2022, you could look back and be proud of all you accomplished. This moment of proud reflection, needs to be just that – a moment –before turning your attention to the year ahead.
According to Health Navigator New Zealand, having a goal helps motivate you and gives you direction in general everyday life.
“You may have one goal or several and they may be short or long-term. Whatever you’re aiming to achieve, it’s never too late to start.”
They also suggest research shows setting goals and working towards them can contribute to your overall happiness.
There are many different strategies to set goals. Start with deciding what your goals are by
There are many different strategies to set goals. Start with deciding what your goals are by doing a self-journaling session or creating a vision board.
Writing down your goals and developing a plan on how you will achieve them is an important part of the goal setting process.
doing a self-journaling session or creating a vision board.
Writing down your goals and developing a plan on how you will achieve them is an important part of the goal setting process.
Health Navigator New Zealand says, “Writing your goals down helps clarify what you want to achieve and increases your chances of sticking to them”. They also suggest that, “You may encounter setbacks on your journey towards achieving your goals. The key is to not give up.
“If you hit a roadblock or something isn’t working, you can always try a different
approach or re-adjust some of the steps [if needed] in order to achieve your goal.”
Breaking down your goals into measurable stages will help you feel as if you can achieve them in a timely manner. Using the acronym SMART is one way to help stay on track. Goals which are achievable and realistic means you are more-likely to be self-motivated to strive for achievement throughout the year.
SMART goals are:
Specific -Make sure your goals are specific enough so you
know exactly what you are working towards. Breaking this down can also help with feeling overwhelmed when wanting to set your mind to a task.
Measurable - Ensuring you have a plan on how you can measure your goals is important. Facing the dreaded feeling of not moving forward can be disheartening. Measuring your goals in steps means the outcome will feel possible.
Achievable - This is not to say you can’t ‘reach for the stars’ with your goals, but ask yourself if they are achievable within your current circumstances. What changes do you need to implement in your day-to-day life to ensure you stay on track?
Realistic - Similar to Achievable here! You could travel but how much do you need to save? Want to eat healthier? You might need to buy less dinners out. Be realistic with yourself and know goals require consistent and realistic effort.
Timely - Putting a timeframe on your goals can help motivate
you. If goals are set too far in the future, they may feel impossible to complete. Or, if you don’t allow yourself enough time you may feel unaccomplished. Finding the right balance with time and goal setting is key here.
Reviewing goals periodically means you keep revisiting and reflecting on your progress. Keep on track with your goals by being honest with yourself about what stage you’re at throughout the year.
All of the SMART goal strategies work together to ensure you’re well on your way to accomplishing your goals and dreams.
Be realistic with yourself about how you will work towards them and you’ll be one step closer to
This place a high level of importance on doing what we find to be intrinsically motivating or working from what is inherently rewarding.
them coming true before you know it.
Self-determination theoryHealth Navigator New Zealand says, “Setting goals that draw on personal motivations produces greater confidence in our ability to change and greater sense of ownership over the process”.
Personalising your goals to suit your personal motivations is one way to ensure you pick the right goals and they ‘stick’.
Kowhai Roofing is a New Zealand based roofing company with many locations around the country.
Kowhai Hamilton and the wider Waikato has been owned and operated by Nick Hill since 2018. He took on the Kowhai franchise and now runs a crew of nine, including a ticketed concrete roofer.
Kowhai Hamilton services from Hampton Downs to Bennydale and from Mahoeniu to Kinleith.
Nick has worked in the roofing industry since he left school and has over 20 years of experience including specialist skills in applying waterproof membranes.
Nick attributes much of his success to having excellent systems and training processes with all staff holding advanced height safety and fall arrest certification.
He is also big on supporting the local community and sponsors the local RSA as well as contributing to the production of Safety Wise Magazine and the local hospital’s wall planners.
From tile and metal to decramastic, Nick and his team can install any of these roofing materials for you, as well as providing services for roof restoration, recoating and re-roofing.
For more information visit their website www.kowhairoofs.co.nz or if you are in the Hamilton area, contact Nick on 021 029 37456.
“The importance of ownership for personal motivation is captured nicely in what is known as the self-determination theory of motivation.
“This place a high level of importance on doing what we find to be intrinsically motivating or working from what is inherently rewarding.”
Selecting goals which come from a place of personal value over external validation will also
mean achieving your goal will feel that much more satisfying.
Throughout the year make sure to look after all aspects of your hauora wellbeing including mental and physical health.
Goal setting should be a positive experience where you can take time to understand what you envision your year to look like. Setting goals in the New Year can be daunting and exciting. Looking ahead into the future can feel impossible but with small, consistent steps, you will be able to see change in your life.
Glamacote 2021 Ltd is a well-established company and has been offering exterior plastering and painting services since 1984. Company Director Jason Bryant grew up in the exterior plastering world because of his father and shares the same passion for producing high quality work like his dad did. He is knowledgeable and passionate about maintaining homes and with his proactive team can help you with your textured cladding and coating systems or any paint and coatings on both the inside and outside of your building.
The experienced exterior team is well known for doing high class work in and around the Waikato area and with the purchase of this painting company Glamacote 2021 ltd plan to showcase what they can also do to the inside of homes.
No job is too big or too small for the team! They can do various services like full inspection, water blasting, repair, repainting, full supply, and consultancy. The company believes they operate an exceptional system and always works hard to satisfy customers.
We are one of New Zealand’s oldest Rotational Moulding Companies, in business since
We are one of New Zealand’s oldest Rotational Plastic Moulding Companies, in business since 1971
We are one of New Zealand’s oldest Rotational Plastic Moulding Companies, in business since 1971
027 593 8967 | 07 850 5236 | jason@glamacote.co.nz 16 Northway St,
At the beginning of 2023 the company turned over a new leaf and purchased the services of a painting company and its staff. Glamacote 2021 ltd can now offer a full interior/ exterior painting and maintenance service for new homes and existing homes.
Glamacote 2021 Ltd is one of New Zealand’s largest STO plaster system applicators and services the entire Waikato region. The team shares over 50 years of experience as applicators, so you can be rest assured you’re in the right hands.
We are one of New Zealand’s oldest Rotational Plastic Moulding Companies, in business since 1971
Phone: (07) 348 4966 | Free Phone: (0508) 700 888
Phone: (07) 348 4966 | Free Phone: (0508) 700 888
AGRICULTURAL & INDUSTRY | LIVESTOCK & PETS | MARINE PRODUCTS | MOTORHOME & CARAVANS PRODUCTS
Webite: www.tuffplasticmoulders.co.nz
Webite: www.tuffplasticmoulders.co.nz
24 Ferguson Place Rotorua 3015
Phone: (07) 348 4966 | Free Phone: (0508) 700 888
Webite: www.tuffplasticmoulders.co.nz
24 Ferguson Place Rotorua 3015
We are one of New Zealand’s oldest Rotational Moulding Companies, in business since (07)
We started as a small family business in the early 1970’s in Huntly, with Jon taking over the reins of the family business in the late 1980’s, then traded as Beddis Electrical Ltd (in the 1990’s and early 2000’s).
We were invited to join the Laser Franchise in 2004 and for 10 years we traded as Laser Electrical Huntly, up until March 2014. As of April 1st, 2014 (Jon & Sharon Beddis and Clint & Nardia Robinson)
were excited to announce the launch of Rivertown Electrical.
In July 2019, Clint and Nardia Robinson had taken over, and to this day are continuing to provide the great service and friendly faces you have come to expect from Rivertown Electrical Ltd.
We are a small/medium sized electrical contracting company based in Huntly, with friendly staff that are always willing to go the extra mile.
Specialists in electrical installation, service, and maintenance on a wide range of domestic, commercial, rural/agricultural and industrial sites.
Ranging from oven installations to farm breakdowns and everything in between:
• Rewiring of buildings
• Lighting replacements or upgrades
• Upgrades to switchboards
• Hot water cylinder repairs
• Oven repairs or installation
• Extract fan installations
• Mains cabling upgrades and installations
• Builder’s temporary supplies
• New electrical connections
• Water pump issues
• Cow shed builds, retrofits and breakdowns: including but not limited to - platform, backing gate or water supply problems
• Poultry farm builds, retrofits or maintenance: including but not limited to – feedline issues, auger breakdowns or fan/motor replacements
• Industrial machine breakdown service and maintenance.
We strive to give the best advice and service available in the most cost-effective way for our clients. With over 20 years’ experience and local knowledge, we are a team you can count on to deliver.
Rain, hail, or shine - We are available 24 hours a day/365 days a year with our afterhours breakdown emergency service only a phone call away.
The first of 29 climate-friendly transport projects under way
Construction of the first Transport Choices project in Hamilton Kirikiriroa began in July – a project which will see a new roundabout installed at the Lake Road and Commerce Street intersection in Frankton.
The project is about 90 percent funded by the Transport Choices package, part of the Waka Kotahi NZ Transport Agency’s Climate Emergency Response Fund (CERF) programme, that will see 29 climate-friendly projects constructed in Hamilton before mid-2024.
The aim is to open up streets so everyone can get to where they need to go in ways that are good for their health and the planet.
The purpose of these projects is to help reduce transport emissions and make it easier for people to move around the city.
• KITCHENS
• BATHROOMS
• OFFICE RECEPTION COUNTERS
• LABORATORY COUNTERS
Call Steve on 07 849 7745 or 07 848 1809
30 Euclid Ave, Te Rapa, Hamilton, Waikato quotes@hamiltonlaminates.co.nz
www.hamiltonlaminates.co.nz
Hamilton City Council’s Public Transport and Urban Mobility manager, Martin Parkes, who oversees the Transport Choices projects, is excited to finally break ground, and is looking forward to the challenge ahead.
“There’s going to a be a steady flow of projects hitting the
streets that aim to make it safer and easier for people to get around our city, no matter how they choose to travel,” he says.
“There are some tight timeframes that we’re working to. It’s going to take hard work from our teams and some patience and understanding from the community to get these all wrapped up.
“We’re in a climate emergency and doing nothing won’t address the issue. The planet is telling us that the way we’re living isn’t working. Future generations are relying on us to make the right calls.”
Waka Kotahi manager of Urban Mobility, Kathryn King, says the Transport Choices programme is supporting councils to give people more options in the way they travel.
“Our streets need to change. It’s becoming clear that our communities want safer, more resilient, and adaptable streets with less traffic, so children can confidently walk or bike to school, and so people can consider getting to work on a bike instead of a car.
“The aim is to open up streets so everyone can get to where
they need to go in ways that are good for their health and the planet.”
Along with improving safety and accessibility, the Lake Road and Commerce Street roundabout project will also help unlock the city’s newest bus route – the Meteor – that will link the east and west of Hamilton Kirkiriroa.
Changing the intersection layout to include a small roundabout will make it easier for buses to get through the area.
The other improvements include installing raised zebra crossings at each approach to the intersection, and another at the Rawhiti Street intersection.
Works are expected to take about 12 weeks to complete – most of which will take place under a road closure at night while there’s less traffic.
CM Glass is Waikato’s largest independent glass and glazing importer, manufacturer, supplier, and installer.
With 30 years of experience, CM Glass has guaranteed friendly, cost competitive, and reliable services since 1992.
A team of twelve, CM Glass are leaders in design, manufacture, delivery, and installation of all things glass and joinery.
100 percent Waikato owned and operated, CM Glass are the only Insulated Glass Units manufacturer (Double and Triple Glazed windows) in Hamilton.
Experts in all things glass, CM Glass takes pride in ensuring customers get the best product,
advice, and services available to them at an affordable price.
By only using the highest quality products, CM Glass provides a masterful glass supply and repair service.
Unique glass and glazing requests are nothing new to CM Glass, with double glazing manufacturing and retrofitting services just the start of their expertise.
From residential window repairs to large commercial projects, no job is too big or too small for CM Glass.
Don’t fret if you need a glazier urgently, CM Glass offers a 24/7 service for all glass repairs. Get in touch with the team at 0800 264 5277.
The Waitomo District Council has launched a project to increase the resilience in its urban wastewater networks, and it will require the help and support of property owners and tenants. Council’s water services staff are going door-to-door throughout Te Kūiti, Piopio and Maniaiti/Benneydale, undertaking visual checks on private stormwater and wastewater outlets. This includes inspecting gully traps and downpipes to identify potential risks to the network.
Gully traps are connected to a house and must be installed no less than 25mm above a paved surface, such as a concrete driveway or footpath, and no less than 100mm above an unpaved surface such as gardens and grass areas.
Non-compliant gully traps can impact a property and the network during a storm and can lead to severe flooding.
Downpipes from the roof should be connected to a private soakhole or a stormwater network with Council approval. Downpipes should not be connected to the wastewater network.
General manager of Infrastructure Services, Shyamal Ram, says cyclones
and heavy rain events are becoming more frequent, and Council has recognised the need to build more resilience in both the stormwater and wastewater network.
“The wastewater network is only designed for wastewater discharges. Stormwater ending up in the wastewater system overloads the network leading to wastewater overflows. During heavy rain events, wastewater can overflow and get into our waterways which has a detrimental effect on our environment.
“It also overwhelms our wastewater system and can increase up to 10 times more than the average daily flow, which then causes overflows. One non-compliant roof
downpipe connected to the wastewater equates to 40 dwellings.
“This increases the cost associated with wastewater pumping and treatment and can lead to the contamination of private properties and the environment. By working to identify potential risks to the network, this should make a difference to the resilience of the wastewater network during storms.
“Our water services staff have also been working to clear open drains and stormwater outlets throughout the district.”
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The South Waikato District Council has formally adopted its 2023-24 Annual Plan at a meeting held in June.
Mayor Gary Petley said the council knows the decision to adopt the Annual Plan, at an average rates revenue increase of 18.5 percent, will be painful for some in the community.
“This was a hard decision to make. It is council’s role to make decisions not just for the here and now but for future generations.
“Unfortunately, we know that the longer we delay addressing the fundamental
financial sustainability problem coupled with testing financial challenges and a constrained market, the more severe the correction will need to be when it comes,” continued Mayor Petley.
“Should we have to go down that road, this might mean even greater increases in rates and significant reductions in services.
Chief executive Susan Law believes it is the right thing for the council to do for future generations.
“We need to address the issues; continue to look at the services we provide and find ways of delivering them cost effectively,” she said.
“When
This was a hard decision to make. It is council’s role to make decisions not just for the here and now but for future generations.
“By adopting an average rates revenue increase of 18.5 percent, we can bring our deficit to a manageable level at $4 million. My team has already identified operating efficiencies and costs through the early part of 2023 and we will continue to find more efficiencies as we work through the 2023-24 year. Any additional savings that we find will simply chew away at the deficit, reducing it further.”
By reducing its deficit, the council has the necessary breathing space to focus efforts on the upcoming 2024-2034 Long Term Plan (LTP), ensuring staff critically analyse service and activity offerings, identify potential for structural budget reform, respond to external challenges and review the
quality of services. In short, we will be looking at where and how we are spending rate-payers money.
Mayor Petley, councillors and staff were pleased with the level of community engagement on the Plan. A total of 270 people attended the public and targeted sessions across the fourweek period, with 88 people making submissions.
“We hope that the many people who are making the time to speak with us will continue to do so as we work through our detailed LTP work programme. Together, we need to make some tough decisions and we can only do that with your feedback and input,” Mayor Petley said.
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Conventional steel and concrete underpinning have long been the go-to solutions for engineering and construction professionals who need support or strengthen the foundation of an existing structure.
But alternative solutions are gaining favour over traditional underpinning.
With a more innovative approach, modern methods of stabilising and lifting structures are streamlining restorative projects, lowering budget estimates and decreasing site sizes by removing the need for heavy machinery.
This raises the question: Is conventional underpinning still the best solution or is it time to move on and adopt more innovative alternatives, particularly when it comes to larger buildings and assets?
The challenges of underpinning Underpinning involves installing an additional support system to a structure’s foundation.
It traditionally involves digging holes beneath the existing foundation and adding steel or concrete underpins, thereby creating a new foundation that extends into firmer soil.
Once these new foundations are installed the structure can be lifted using mechanical jacking and packing.
Traditional underpinning still exists today because it typically delivers effective results.
With a more innovative approach, modern methods of stabilising and lifting structures are streamlining restorative projects, lowering budget estimates and decreasing site sizes by removing the need for heavy machinery.
However, logistics can be a major drawback. Often due to inflated costs and the size of installation equipment, new foundations are typically only installed three metres apart.
This leads to fewer footings being installed which can cause a point load to the bottom of the foundations during the mechanical jacking process.
Point loads can cause damage to the building, especially if its foundations are inadequate or if the building is a rigid structure built from stone or brick.
The underpinning process normally involves jacking one underpin position at a time, which can also place undue stress on other parts of the building and cause serious aesthetic and structural issues.
The method itself is also slow to install, very invasive and cause more damage to already fragile buildings.
It can be an incredibly invasive process as it requires access for excavation works to be carried out.
Excavation works often damage footpaths or surrounding environments, and force residents to deal with the inevitable mess and noise.
Even transporting, delivering, and storing steel and other underpinning materials during the process can be incredibly disruptive. Alternative solutions are readily available
Technology in the ground engineering space has produced solutions that provide an arguably superior alternative to traditional invasive and costly underpinning techniques.
Computers can now be used to manage the delivery of cementitious grout mixes that have enough compressive strength to relevel large structures and buildings up to 10 storeys high.
With the use of computers, grouts can be delivered with surgical accuracy, creating layers only millimetres thick. This allows the grout to set quicker, creating a stable layer for the next grout injection.
This process is repeated hundreds of times over several days, creating a solid foundation that eventually provides a lifting force that slowly, gently and evenly raises the structure or building.
One example of this new technology is JOG Computer Controlled Grouting (JOG), a process that is carefully monitored with accurate survey equipment and the amount of grout directed into any of the injectors can be controlled from a central computer.
This level of control allows technicians to send more grout to areas that need additional material.
One example of this new technology is JOG Computer Controlled Grouting (JOG), a process that is carefully monitored with accurate survey equipment and the amount of grout directed into any of the injectors can be controlled from a central computer.
This level of control allows technicians to send more grout to areas that need additional material.
The outcome is a uniform lift that does not damage
the structure. Compared to traditional underpinning, JOG injection grout points are spaced more tightly at 1.0 to 1.2m, allowing for a more even injection process that minimises disruption to the structure and its occupants.
With techniques like JOG already available, the future of structural remediation is no longer speculative.
Ground engineering firms like Mainmark are constantly researching and developing
We pride ourselves in Quality, Communication and Reliability.
new ways to deliver ground improvement and underpinning solutions like JOG, which is considered the next evolution in engineered building stabilisation and lifting solutions.
Perhaps it’s time to respectfully leave traditional underpinning in the past and look ahead to new alternatives to the conventional methods.
Authored by Steve Piscetek, divisional manager, Mainmark Civil and Mining
Steve Piscetek has extensive experience working in construction, road and water infrastructure, the mining and resources sector and offshore construction. At Mainmark, his technical acumen and pragmatic approach to safety and quality assurance has seen him successfully tackle many challenging and complex ground remediation projects.
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At Sparky Direct, we don’t just provide services –we build partnerships.
Our journey in the realm of trade services and construction solutions is defined by a passion for innovation, a commitment to quality, and a genuine understanding of our clients’ aspirations.
Founded with a vision to be industry experts and a mission to offer the best possible solutions to our clients, Sparky Direct has evolved into a trailblazing force in Electrical, HVAC, and Solar services. We commit ourselves to continuous learning, adaptability, and unwavering
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Meet the Team: Behind every successful project is a team of dedicated professionals who bring it to life. Our team is a tight-knit family of experts, each contributing their unique talents and experiences to create extraordinary outcomes. From skilled electricians to ingenious HVAC specialists and visionary solar engineers, our collective strength lies in our diversity.
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Empathic Approach: At Sparky Direct, we don’t just see blueprints; we envision the spaces you aim to create. We understand that each project carries its own narrative – a story of innovation, functionality, and sustainability. Our empathic approach allows us to tailor our solutions to your unique needs, ensuring that every wire, duct, and solar panel aligns perfectly with your goals.
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In a world where innovation meets compassion, and technical expertise meets human understanding, Sparky Direct is your trusted ally. Let’s build not just structures, but legacies. Welcome to Sparky Direct – where your vision ignites our passion.
Peak Precision Roofing is a roofing company operated by Dan Sandbrook. They are your premier roofing solution in Taupo and its surrounding areas, including Turangi and Mangakino.
With a passion for rooftops and a dedication to excellence, they’ve established themselves as a reputable small-scale roofing company deeply rooted in the heart of Taupo.
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