Toronto construction groups calling for procurement reform

Ontario Construction News staff writer

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 of Toronto to improve its procurement practices. These groups, whose members manage 75% of the city’s construction capital spend, argue that reform is crucial to accelerate project timelines, reduce traffic congestion, and lower costs.

“We are still using infrastructure from past decades, and the impacts of underinvestment are clear from this summer’s flooding and ongoing housing shortages,” said Patrick McManus, executive director of GTSWCA. “With Toronto’s growth and changing climate, delaying investments and halting construction is not an option. Streamlining procurement will help get projects built faster and reduce traffic issues.”

Raly Chakarova, executive director at TARBA, stressed the importance of safety in construction zones. “Lane closures, while inconvenient, are crucial for the safety of workers and the public. Increasing fees for these necessary safety buffers will not alleviate congestion but will raise costs for taxpayers.”

Peter Smith, executive director at HCAT, addressed the challenges of balancing construction speed with noise control. “While 24/7 construction can be effective in certain situations, it is not always feasible in densely populated areas. This approach should be carefully planned and included in project tenders to ensure it is priced and implemented correctly.”

TARBA, GTSWCA, and HCAT propose several solutions to improve the situation:

1. Early Tendering and Faster Project Award: Tender and award projects, such as road maintenance and sewer expansion, in late fall or early winter to maximize the construction season and secure more competitive pricing. This contrasts with Toronto’s current practice of awarding projects in spring or summer, which often results in higher costs and delays.
2. Incentivize Project Acceleration: Provide financial incentives for early project completion and efficient traffic management, rather than only penalizing delays. This could include measures like clearing lane closures on weekends if no work is planned.
3. Empower Decision-Making by Project Managers: Grant project managers greater authority to resolve design conflicts and approve changes on-site to avoid delays. Currently, approvals can take weeks or longer, causing idle time and project slowdowns.
4. Better Coordination and Communication: Improve coordination between projects and enhance communication with residents to minimize disruptions and maintain public trust. Coordinating road work with other infrastructure projects can reduce overall disruption and costs.
5. Promote a Culture of Innovation: Encourage collaboration between city officials and contractors to explore innovative procurement models and technologies. Adopting approaches like the Design-Build Model, where design and construction are managed under a single contract, can increase efficiency and encourage new solutions.

For more information, visit TARBA, GTSWCA, and HCAT.