Major Capital Infrastructure Coordination

About MCIC

Origins

In 2007 Toronto City Council adopted report PW7.6 entitled a Plan to Improve the Development and Implementation of a Coordinated Multi-Year Joint Transportation Services and Toronto Water Capital Program. The report addressed recurring deficiencies in the process of planning and implementing major capital projects, especially when work was planned in the same location by several divisions over a period of several years.

City Council determined that proactive coordination of capital projects, from inception through construction, would reduce waste and inefficiency in the capital planning process, and minimize inconvenience to the public during the construction period.

In 2008 the Mayor's Fiscal Review Panel gave concrete expression to that objective in a report entitled Blueprint for Fiscal Stability and Economic Prosperity - A Call to Action. The panel noted that "in the area of infrastructure, the overlap, confusion, and lack of coordination between departments is immense". Accordingly, the Panel "recommended that the City retain a new all-powerful senior infrastructure officer to coordinate, drive and monitor major projects".

The Major Capital Infrastructure Coordination Office (MCIC) was established in 2008 within the Office of the Deputy City Manager, Cluster B, to provide greater cohesion and coordination in the planning and implementation of capital projects that are delivered by several City divisions, principally Toronto Water and Transportation Services.

Mandate

The Major Capital Infrastructure Coordination Office (MCIC) guides the multi-year coordination of infrastructure planning, design and construction on behalf of City divisions, utilities and other organizations. As projects advance through the process and move closer to delivery, MCIC manages specific identified risks with the objective of improving project delivery rates and reducing traffic congestion and other impacts on the public.

MCIC promotes the timely exchange of information between: (i) the owners of capital projects; (ii) stakeholders that are affected by, or wish to participate in those projects; and (iii) those who are tasked to deliver projects within the approved timeframe and budget. Effective communication and automation of key processes permits MCIC to ensure that concurrent and consecutive investments in linear and site-specific projects occur in a logical and cost-effective sequence.

Finally, MCIC serves as a catalyst for the resolution of unique issues, or the adoption of innovative practices, that affect the way in which multiple divisions and external organizations collaborate through all stages in the lifecycle of infrastructure. This role includes serving as a single window for municipal collaboration with other organizations that also actively construct and maintain complex infrastructure networks throughout the city.

Activities

MCIC accomplishes its mandate by performing three complementary activities.

  • Inter-Divisional Capital Coordination

MCIC leads recurring dialogue, and maintains interactive systems, that allow each division, as owner and constructor of infrastructure, to exchange information regarding the scope, schedule, budget and cash flow of their capital programs. MCIC guides this process by implementing, sustaining and constantly updating the following components.

a)      Coordinated five-year capital plan

b)      Conflict detection and resolution

c)      Program change notification and management

d)     Technology platforms and tools

  • Inter-Agency Capital Coordination

 MCIC applies the same methods of liaison and program management to achieve inter-agency coordination with organizations that operate independently from the City including agencies, boards, commissions (e.g., Toronto Transit Commission) and corporations (e.g., Toronto Hydro), as well as public and private utilities. MCIC provides tools and procedures that allow external organizations to leverage the City's efforts at capital planning and coordination for mutual financial benefit, and to improve our collective efforts to reduce traffic congestion and business disruption.

  • Coordination Tools and Techniques

MCIC continuously improves all aspects of the capital coordination process by sponsoring business process innovations and improvements. These efforts ensure that capital planning within divisions, integrated planning between divisions, and collaboration with external organizations, continuously achieve better coordination outcomes and reduce the need for late-stage conflict resolution.

Staff Contacts