Sustainable Infrastructure: Principles into practice

Ainger, Charles; Fenner, Richard

doi:10.1680/sipp.57548

Cited by 15 publications

(9 citation statements)

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“…New Zealand Government, 2011b). However, this may only be the case when considered against a limited set of performance measures and frequently short-term considerations (M. Brown et al, 2013;Controller and Auditor-General, 2014b;Fenner & Ainger, 2014). Furthermore, and irrespective of any reported good performance, there is also an identified need for ongoing improvement (Controller and Auditor-General, 2014b;New Zealand Government, 2011b).…”

Section: Cmb150717_ementioning

confidence: 99%

Strategic intent and the management of infrastructure systems

Blom¹,

Guthrie

2019

Proceedings of the Institution of Civil Engineers - Engineering

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Benefit-cost ratio. BT Business technology. CAPEX Capital expenditure or the costs of building new infrastructure. Audit New Zealand (2010, p. 76) uses the following definition from the Royal Institution of Chartered Surveyors "one-off expenditure on major items which have a life of longer than one year (e.g. land and property) [...] with current expenditure implications". CAPEX can include rebuilding older infrastructure if the cost Strategic intent and the management of infrastructure systems CMB150717_E xxiii FOREWORD I have spent 25 years integrating the principles of sustainability into a diverse range of infrastructure projects and strategies in New Zealand, Australia, and the Pacific.Over that time, I observed that, even where the projects involved innovative solutions to address whole-of-life matters, it was often difficult, subsequently, to sustainor even deliverall the intended outcomes once the project was handed over for routine operation. At first, I treated these problems simply as challenges to be overcome. However, it became clear to me that not only were there issues with the integration of project assets and services into the wider physical system, operational practices often did not align with, and support, some outcomes. This was particularly evident where infrastructure: served several functions: For example, a constructed wetland delivering stormwater treatment, and cultural, amenity, and ecological benefits; and/or  could not be managed using existing asset management tools: For example the inability of conventional (linear) road asset management systems to capture non-linear assets (e.g. public transport facilities), or non-standard materials/solutions (e.g. constructed wetlands). Issues were exacerbated where there was a reliance on, and/or assumption that those same systems had captured all ongoing operational requirements.These were not the only examples, and issues that had the potential to erode longterm outcomesor had already done sowere encountered at all stages (strategic, project, operational).These problems are not unique to my experience. For example: Clarkson, Barton, and Joshi (2013) describe 'follow-through' issues with ecological compensation practice. New Zealand infrastructure development is often subject to conditions, which may require ecological compensation. Aside from being a matter of non-compliance, failure to followthrough on conditions can erode the outcome(s) upon which that infrastructure was predicated. Strategic intent and the management of infrastructure systems xxiv CMB150717_E  IPENZ (2010) identified issues in areas of infrastructure performance reporting, and questioned whether society was actually getting the levels of service being reported. As will be seen, industry interviews completed as part of this research provided yet more examples of eroded outcomes: of water treatment plants becoming ineffectual because investment and design decisions are not well understood; of perverse outcomes arising from coupling with personal and/or project or organisa...

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Section: Cmb150717_ementioning

confidence: 99%

Strategic intent and the management of infrastructure systems

Blom¹,

Guthrie

2019

Proceedings of the Institution of Civil Engineers - Engineering

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“…Within any one of the life-cycle stages, sustainability can be improved by what is done at each stage and particularly by what questions are asked. The biggest opportunities are often in the earlier stages of the process and also at the very start of each stage (Ainger & Fenner 2014;Braganca, Viera & Andrade, 2014;Guthrie & Konaris, 2012). A review of existing evaluation tools shows major gaps in the coverage of sustainability principles at the upstream planning stage, as most focus mainly or entirely on the design stage and stages beyond it.…”

Section: Introductionmentioning

confidence: 99%

Life-cycle management for sustainable infrastructure planning and development in Africa

Assefa¹,

Ramjaewon²

2019

Transformational Infrastructure for Development of a Wellbeing Economy in Africa

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Paved road density (km per 100 km 2 of land area) 2 25 3 122 Railway line (km) 46 380 197 610 89 002 85 986 Power Electricity production (per capita kWh) 572 1 930 2 116 3 355 Electricity access (percent of total population) 46 88 97 100 Water and sanitation Improved water (percent of total population) 69 90 94 99 Improved sanitation (percent of total population) 39 61 82 93 ICT Fixed broadband (subscriptions per 100 population) 1 6 9 15 Mobile cellular (subscriptions per 100 population) 73 85 115 119 Africa has 15 percent of the world's population but only 3.2 percent of world electricity-generating capacity. More than half of the world's population without electricity are Africans. According to research from the World Bank Group, 48 countries of sub-Saharan Africa (with a combined population of 800 million) generate roughly the same amount of power as Spain (with a population of 45 million). Per capita, yearly consumption of energy in sub-Saharan Africa (excluding South Africa) is 180 kWh, against 13 000 kWh in the United States and 6 500 kWh in Europe (Dethier, 2015). Energy intensity and CO 2 intensity in the continent are also very high, thus giving evidence of unclean and inefficient energy supply chain (Saghir, 2017). It is estimated that only one-third of Africans living in rural areas are within two kilometres of an all-season road, compared with twothirds of the population in other developing regions. The African Development Bank, based on a set of targets for 2025, estimated Africa's needs of the total investment for infrastructure at $130 billion to $170 billion per year between 2018 and 2025 (Af DB, 2018) with a financing gap of $68 billion to $108 billion. Around two-fifths of the investment need is for water and sanitation that faces an ambitious target of 100 percent access in both urban and rural Africa.

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“…The biggest opportunities are often in the earlier stages of the process and also at the very start of each stage (Ainger & Fenner 2014;Braganca, Viera & Andrade, 2014;Guthrie & Konaris, 2012). A review of existing evaluation tools shows major gaps in the coverage of sustainability principles at the upstream planning stage, as most focus mainly or entirely on the design stage and stages beyond it.…”

Section: Introductionmentioning

confidence: 99%

Transformational Infrastructure for Development of a Wellbeing Economy in Africa

Mebratu¹,

Swilling²

2019

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This definition of 'deep transition' is remarkably similar to Swilling and Annecke's conception of 'epochal transition' from an African perspective . When integrated in this way into a deep epochal transition, the following proposition becomes possible: the 'deep transition' from industrial modernity to the 'transformed world' referred to in the preamble of the SDGs is not merely about the extended survival of industrial modernity (embodied in its current financialised form of global capitalism with its various national manifestations), but Allianz Global Investors.

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Sustainable Infrastructure: Principles into practice

Cited by 15 publications

References 0 publications

Strategic intent and the management of infrastructure systems

Strategic intent and the management of infrastructure systems

Life-cycle management for sustainable infrastructure planning and development in Africa

Transformational Infrastructure for Development of a Wellbeing Economy in Africa

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