Canadian Institute Conference 2015May09

Jeffrey S. Cl imans, Director

Major Capital Infrastructure Coordination Office

City of Toronto

Coordinating Construction in Complex Urban Areas

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Outline of the Presentation

1. Integrating short-term and long-term planning horizons.

2. Special considerations for transit construction and operation.

3. Tools and techniques for effective program coordination.

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Goals of Efficient Capital Coordination

Bundle and sequence projects to: avoid conflicts, minimize disruption and improve delivery rates. A multi-year perspective ensures the correct sequence of work (e.g.,

underground work preceding construction at-grade). A multi-agency approach achieves construction efficiencies (e.g., joint

excavation and effective work-zone coordination). A multi-stage process minimizes disruption to road users (e.g.,

coordination with transit operations and routine maintenance of buried plant and equipment).

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Coordinating all the Moving Parts

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Coordinating Thousands of Kilometres of Work

2015-2020 Coordination Statistics: Projects Coordinated by Major Capital Infrastructure Coordination (MCIC) Office (February 2015)

2015 Construction 2016 Construction 2017 Construction 2018 Construction 2019 Construction 2020 Construction

Length (km)Length of Projects in

Conflicts (km)Length (km)

Length of Projects in









Conflicts (km)

Transportation Services 584

49

498

145

495

160

490

117

377

89

159

31

Toronto Water 128 138 168 85 38 20

City Planning 26 99 94 70 55 24

Economic Development 11 10 12 2 2 0.4

Toronto Transit Commission 23 22 9 2 1.3 0

Metrolinx 11 11 38 35 35 35

Toronto Hydro 663 322 127 55 46 0

Telecoms 14 2 2 0 0 0

Other Stakeholders 1,292 56 59 12 15 1.2

Total 2,752 1,158 1,004 751 569 240

Notes: 1) Transportation Services includes distances for road under moratoria 2) Other stakeholders include Pan Am Games 3) Lengths include carry-over and multi-year projects 4) Figures do not reflect operations and maintenance activities in the right-of-way

Prior to establishing the MCIC Office, capital coordination in Toronto was generally focused around immediate construction projects and current budget cycles.

Coordination was often reactive rather than proactive, supported by static rather than dynamic tools.

Previous Efforts at Capital Coordination

Construction YearCY +1CY +2CY +3CY +4

Construction

Project Design

Program Needs

6

CY +5

The Current Coordination Process

In-Year Coordination andChange Management

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Construction YearCY +1CY +2CY +3CY +4

The City now follows a five-year coordination cycle. There is a published schedule to add, remove or modify programs and

projects. Scope must be locked-in two years prior to budget commitments and

construction. There is a protocol for approving and implementing changes.

Construction

Design

Programs

Projects

Scope

FROST

Process

CY +5

Coordination involves a series of “gates” to ensure that each program has cleared all known conflicts, and is a catalyst for achieving wider construction efficiencies.

The final review of scope and timing (FROST) allows smaller participants to capitalize on other work.

Short and Long Term Planning Horizons8

Coordination Requires Collaboration

The City’s largest programs set the agenda…

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Smaller programs or those with shorter planning horizons are added…

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Early works can proceed with a clear scope and committed schedule…

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Budgets reflect design and planning efficiencies…

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Unique Issues Involving Transit Coordination

Overlapping infrastructure require easements and agreements for utility crossings and grade separations. New or upgraded transit infrastructure triggers the relocation of utility

infrastructure out of the transit corridor. New transit crossings of existing bridges and culverts requires structural

modifications and upgrades to harmonize capital maintenance schedules. Other upgrades like electrification will require changing the height and

grade of roads and bridges.

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Coordinating new transit also involves a forward-looking view of servicing requirements. Transit planning in Toronto will increase densities along corridors

requiring new and expanded municipal services. New transit also lends itself to ancillary and allied infrastructure including

new cycling infrastructure and upgraded amenities in the public realm.

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Toronto is also placing a new emphasis on coordination of transit service disruptions.

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Any project that could interrupt service on a major transit line is subject to higher standards of clearance and change management.

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The goal is to ensure that the construction schedule is firm and transit customers are properly notified.

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Mutually Assured Delivery

Toronto’s coordination process is supported by new tools and resources. Coordination agreements allow constructors to deliver minor work on

behalf of another party. Coordination agreements commit the parties to prioritize design reviews,

underground locates, and clearances to expedite the work of others. Tighter rules apply to last minute program revisions and “emergency”

work.

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Tools To Facilitate Coordination19

Easily accessible from the

MCIC public web page.

Toronto created a new mapping tool called T.O. INview (“Toronto Infrastructure Viewer”).

Year by Year Display of Capital Programs20

Precise Location of Linear and Site Work21

Project Management Details for Every Site22

T.O. INview also offers a Five-Year Perspective23

Achieving Coordination in Space and Time24

Conclusion

Toronto’s new tools and procedures allow in-depth management of construction in a complex urban environment. Avoiding traffic congestion by managing construction on parallel and

alternative routes. Avoiding multiple projects at different points along a single route. Improving construction communication for the benefit of residents,

businesses and motorists. Toronto is also paying special attention to the immediate

and long-term coordination resulting from new transit investment. Minimizing the impacts of utility construction on transit operations. Acknowledging that transit construction has extensive impact on utilities

and other infrastructure. Bringing joint use assets (e.g., bridges) onto a similar capital maintenance

schedule.

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Canadian Institute Conference 2015May09

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