Item - 2026.IE29.4

The Infrastructure and Environment Committee:  

1. Requested the Deputy City Manager, Infrastructure Services, to work with Chief Communications Officer on the development of high-quality, adaptive signage for all construction work on Toronto’s streets and report back with the plan in in the first quarter of 2027 to the appropriate standing Committee.

As directed by City Council, this report provides a status update on the progress of two linked initiatives, the Strategic Capital Coordination Office and Enhanced Capital Construction Delivery, that strengthen the planning, coordination, and delivery of infrastructure across multiple divisions, agencies, utilities, and private partners, including developers and industry.

Strategic Capital Coordination Office focuses on capital program coordination ensuring projects are well-defined at the early planning stages, risks are mitigated, and internal and external coordination is optimized before construction begins. Enhanced Capital Construction Delivery builds on that foundation to strengthen project execution, emphasizing reliable delivery through enhanced performance metrics, contractor accountability, project management frameworks, and community outreach.

Through enhanced inter-divisional collaboration, refined processes, and reinforced governance, the Strategic Capital Coordination Office and early efforts by Enhanced Capital Construction Delivery has continued to advance a more predictable, transparent, and city-wide approach to capital delivery that:

-  Minimizes disruption.

-  Improves the quality of decision-making.

-  Supports the City's long-term infrastructure requirements.

The Strategic Capital Coordination Office's Results from 2025 and Focus for 2026

In 2025, the Strategic Capital Coordination Office continued to strengthen communication and collaboration across divisions, the Toronto Transit Commission, utilities, and external agencies through regular coordination forums, enhanced capital program planning, and earlier conflict resolution. Focus of this work in 2026 includes better integration of the Toronto Transit Commission's capital works projects into the City's capital works programming, as well as the introduction of a process to support identification and mitigation of proximity conflicts with other capital work to better inform utility permit processing.

Cross-divisional and inter-agency governance and accountability were reinforced through the introduction of a refined capital coordination governance structure that clarified roles, responsibilities, and escalation pathways.

The Strategic Capital Coordination Office continued to advance capital planning and coordination processes by supporting development and change management protocols for the annual 2026-2028 Capital Works Programs, strengthening both in-year coordination practices, and longer-term (five-year+) planning. Coordination within major infrastructure clusters, including Rockcliffe-Smythe, Lower Don, Ontario Place, and Downsview, continues to be advanced through improved communication and multi-partner working groups.

In 2025, the Strategic Capital Coordination Office began to utilize new information-sharing tools to support more effective collaboration across partners. Preparations continued for the Early Intake initiative, schedule to launch in mid-2026, which will improve scope definition by shifting key planning and pre-engineering activities earlier in the project lifecycle to enable more effective and predictable project execution.

In early 2026, work began in developing comprehensive business and technical requirements for a modern capital coordination system. This work will guide the development of foundational activities to support a planned system procurement in 2027.

Recognizing the important role that capital coordination has in contributing to congestion management, the role of the City's first Chief Congestion Officer includes executive oversight of the Strategic Capital Coordination Office. The Chief Congestion Officer, first appointed in January 2026, will lead and coordinate collaboration across divisions and external partners, with direct accountability and authority to review programs and projects to minimize congestion impacts, and support a more integrated, city-wide approach to congestion management amid ongoing growth and development pressures.

Enhanced Capital Construction Delivery Updates and Focus for 2026

Since Council’s adoption of the Enhancing Capital Construction Delivery report in April 2025, the program has transitioned from design and early pilots to active implementation. Early pilots, supported by targeted staff resources, have delivered tangible results on major capital projects, reducing construction timelines, shortening approval processes, strengthening community engagement practices, and improving market confidence in the City’s capital program. 

Key achievements to date include a critical evaluation of Engineering and Construction Services contract schedules prior to tendering in 2025, the application of new community outreach techniques, the implementation of an on‑site problem‑solving approach to accelerate delivery, and a strengthened commitment to incorporating a public perspective when planning out construction activities. A diverse set of projects was selected to test these approaches, including the rapid reconstruction of four Toronto Transit Commission streetcar intersections, the St. Clair-Topham Park Basement Flooding Protection Program project, Danforth Avenue Upgrades project and the Eastern Avenue and Adelaide Street East Bridge Rehabilitations project, including the Don Valley Parkway ramp to Richmond Street.

Early success with these projects has generated momentum to advance Enhanced Capital Construction Delivery’s core objectives across project management, governance, engagement, procurement, and operational readiness. Enhanced Capital Construction Delivery's formal implementation began in the second quarter of 2025 with the hiring of a dedicated program team. By late 2025, a structured program charter was developed with input from all Infrastructure Services divisions, construction industry associations, and partner agencies, including the Toronto Transit Commission and Metrolinx, establishing a shared foundation for consistent delivery and accountability.

With some foundational tools and practices now in place, Enhanced Capital Construction Delivery is positioned to scale successful approaches across Infrastructure Services divisions in 2026. The outcomes of this work will be embedded within a new integrated project management framework, contract management processes, and a community outreach and issues management guide currently under development and continuing through 2026. The first Infrastructure Services industry‑facing capital project pipeline is scheduled to be published on the City’s external website in May 2026.

Full Enhanced Capital Construction Delivery implementation will continue through 2027, expanding across divisions and capital programs. Early results confirm that Council’s April 2025 direction is delivering tangible improvements - accelerating project delivery, strengthening accountability, and improving coordination with industry. Enhanced Capital Construction Delivery is establishing a more resilient, predictable, and transparent capital delivery system, resulting in reduced disruption and clearer communication for residents and businesses.