Three major construction associations in Toronto – the Toronto and Area Road Builders Association (TARBA), the Greater Toronto Sewer and Watermain Contractors Association (GTSWCA), and the Heavy Construction Association of Toronto (HCAT) – are urging the City to revamp its procurement practices. They argue that the current system is slowing down construction projects, leading to increased costs for taxpayers, and exacerbating traffic congestion.
These associations represent a significant portion of the city’s construction industry, responsible for a whopping 75% of Toronto’s total construction capital spend. They emphasize the urgency of addressing these issues, citing the city’s ongoing growth and the need to adapt to a changing climate. Patrick McManus, Executive Director of GTSWCA, points out the aging infrastructure, evident in the recent summer flooding, as a consequence of underinvestment. He stresses that delaying projects is not an option and that streamlining the process will lead to faster construction and reduced congestion.
Raly Chakarova, Executive Director of TARBA, addresses the public’s perception of lane closures as a nuisance. While acknowledging the inconvenience, she emphasizes their crucial role in ensuring worker and public safety within construction zones, providing space for essential equipment and waste disposal. She argues that increasing fees for these safety measures will only inflate costs for taxpayers without alleviating congestion.
Peter Smith, Executive Director of HCAT, acknowledges the challenges of balancing construction timelines with the need to maintain acceptable noise levels for residents. He highlights the limitations of 24/7 construction in densely populated areas, emphasizing the importance of incorporating this consideration into project planning and tendering processes.
To address these concerns and achieve a more efficient construction system, the associations propose a five-point plan:
1.
Early Tendering and Faster Project Award:
The City should tender and award projects like road maintenance and sewer expansion earlier in the year, ideally during late fall or early winter, to maximize the construction season and benefit from more competitive pricing.2.
Incentivize Project Acceleration:
Instead of solely focusing on penalties for delays, the City should introduce incentives for early project completion, further motivating contractors to expedite timelines.3.
Empower Decision-Making by Project Managers:
Project managers should be granted greater authority to make decisions during design conflicts, thereby streamlining dispute resolution and minimizing delays.4.
Better Coordination and Communication:
Improved project coordination and transparent communication with residents are crucial to minimize disruptions and foster public trust.5.
Promote a Culture of Innovation:
The City should actively collaborate with contractors, embracing risk-sharing and exploring modern procurement models to unlock efficiencies and encourage innovation in the construction sector.The associations emphasize the need for the City to adopt a more proactive approach to infrastructure development. They believe that implementing these solutions will lead to faster project completion, reduced costs for taxpayers, and ultimately, a more efficient and sustainable city for the future.
