Context of the project: On 4 September 2010, 22 February 2011, 13 June 2011 and 23 December 2011 Christchurch suffered major earthquakes and aftershocks (well over 10,000) that have left the central city in ruins and many of the eastern suburbs barely habitable even now. The earthquakes on 22 February caused catastrophic loss of life with 185 people killed. The toll this has taken on the residents of Christchurch has been considerable, not least of all for the significant psychological impact and disruption it has had on the children. As the process of rebuilding the city commenced, it became clear that the arts would play a key role in maintaining our quality of life during difficult times. For me, this started with the children and the most expressive of all the art forms – music.
Principal contractors can achieve better financial performance in civil construction projects by increasing the proportion of works delivered by subcontractors. However, anecdotally the use of subcontractors is thought to be make principal contractors less competitive due to compounding profit margins. This study found that projects with a higher proportion of subcontracted work exhibit better financial results than projects with less work delivered by subcontractors. This study uses the Christchurch Infrastructure Alliance (known as the Stronger Christchurch Infrastructure Rebuild Team, SCIRT) as a case study to observe why principal contracting firms engage subcontractors and the effect subcontracting has on the overall performance of a construction project. Five top tier civil contracting firms (known as ‘delivery teams’) participated in the alliance. Each team was responsible for the delivery of individual projects. A sample of 334 individual SCIRT projects were analysed, and key delivery team staff were surveyed, to investigate the effect subcontractor engagement has on performance. Between the five delivery teams there were clear differences in how much work was delivered via subcontracts. The extent of this subcontractor engagement had a significant effect on the relative performance of the principal contractor. A positive correlation between subcontractor engagement and overall financial performance is observed, and a negative correlation is observed between subcontractor engagement and non-financial performance. Although the causes of these relationships appear complex, the primary reason appears to be that subcontracting fosters increased productivity by cascading financial performance incentives closer to the physical construction task. To maximise competitiveness and financial performance, principal contractors must embrace the use of subcontractors and develop efficient systems of managing subcontracted work.
