The Generals - Fall/Winter 2016 - 38

FEATURE Modern Public Infrastructure Project Delivery - Highlights Context One of the bigger sources of cost overruns in the past has been the tendency to break large integrated public infrastructure projects up into smaller separate contracts. Governments in Canada, at all levels, are making public infrastructure investments a priority. Many of these investments will involve undertaking big projects. But big infrastructure projects have big risks. They have cost risks, schedule risks, risks related to urban disruption and long term asset quality risks. Luckily, over the last few years, many jurisdictions - including Ontario - are moving towards project delivery models that incorporate the best elements of both 'traditional' public procurement and the public-private partnership (P3) model to better manage the risks and costs of large infrastructure projects, to the benefit of taxpayers. There are a number of strategies that taken together could be described as the building blocks of modern public infrastructure project delivery that contribute to successful projects. Large project delivery is complex and public authorities delivering projects should constantly be reviewing their track record and adjusting to incorporate new data and experience. Upfront Planning There is no substitute for proper upfront planning. Introducing changes during construction is extremely expensive under both traditional and P3 delivery. 38 View this issue online at www.naylornetwork.com/oga-nxt Empirical Data and Improved Budgeting All public organizations should track their projects and report on what made them successful or unsuccessful so that they and others can benefit from that knowledge. Future decisions should be shaped by such data. Better budgets mean better informed and possibly different decisions. Proper People Resourcing Planning and delivering large public infrastructure projects requires specialized expertise. People - and their knowledge, experience, and behaviours - matter just as much if not more than good project delivery models and contracts. Integrating Project Elements One of the bigger sources of cost overruns in the past has been the tendency to break large integrated public infrastructure projects up into smaller separate contracts. When projects are broken up, the government retains the risk of integrating separate works and there is no incentive on the part of the various builders to minimize integration issues. Having said that, projects should not be integrated when integration does not make sense. http://www.naylornetwork.com/oga-nxt

Table of Contents for the Digital Edition of The Generals - Fall/Winter 2016

Chairman’s Message
President’s Message
Incoming Chair’s Message
Government Relations Report
Events, Upcoming Events & Member Milestones
Index to Advertisers
Gateman Milloy Building Excellence
The Metron Case
League of Champions/Safety Awards
Accreditation/COR™
New Chairman: A Profile of Frank Perricone
Modern Infrastructure
Golf Tournament
78th Annual AGM and Conference
OGCA Builders Awards
10th Annual Construction Symposium- Building Canada for 150 Years
The Generals - Fall/Winter 2016 - cover1
The Generals - Fall/Winter 2016 - cover2
The Generals - Fall/Winter 2016 - 3
The Generals - Fall/Winter 2016 - 4
The Generals - Fall/Winter 2016 - 5
The Generals - Fall/Winter 2016 - Chairman’s Message
The Generals - Fall/Winter 2016 - 7
The Generals - Fall/Winter 2016 - 8
The Generals - Fall/Winter 2016 - President’s Message
The Generals - Fall/Winter 2016 - 10
The Generals - Fall/Winter 2016 - Incoming Chair’s Message
The Generals - Fall/Winter 2016 - 12
The Generals - Fall/Winter 2016 - Government Relations Report
The Generals - Fall/Winter 2016 - 14
The Generals - Fall/Winter 2016 - Events, Upcoming Events & Member Milestones
The Generals - Fall/Winter 2016 - Gateman Milloy Building Excellence
The Generals - Fall/Winter 2016 - 17
The Generals - Fall/Winter 2016 - 18
The Generals - Fall/Winter 2016 - 19
The Generals - Fall/Winter 2016 - 20
The Generals - Fall/Winter 2016 - 21
The Generals - Fall/Winter 2016 - The Metron Case
The Generals - Fall/Winter 2016 - 23
The Generals - Fall/Winter 2016 - 24
The Generals - Fall/Winter 2016 - 25
The Generals - Fall/Winter 2016 - League of Champions/Safety Awards
The Generals - Fall/Winter 2016 - 27
The Generals - Fall/Winter 2016 - 28
The Generals - Fall/Winter 2016 - Accreditation/COR™
The Generals - Fall/Winter 2016 - 30
The Generals - Fall/Winter 2016 - 31
The Generals - Fall/Winter 2016 - New Chairman: A Profile of Frank Perricone
The Generals - Fall/Winter 2016 - 33
The Generals - Fall/Winter 2016 - 34
The Generals - Fall/Winter 2016 - 35
The Generals - Fall/Winter 2016 - 36
The Generals - Fall/Winter 2016 - 37
The Generals - Fall/Winter 2016 - Modern Infrastructure
The Generals - Fall/Winter 2016 - 39
The Generals - Fall/Winter 2016 - Golf Tournament
The Generals - Fall/Winter 2016 - 78th Annual AGM and Conference
The Generals - Fall/Winter 2016 - 10th Annual Construction Symposium- Building Canada for 150 Years
The Generals - Fall/Winter 2016 - 43
The Generals - Fall/Winter 2016 - 44
The Generals - Fall/Winter 2016 - 45
The Generals - Fall/Winter 2016 - 46
The Generals - Fall/Winter 2016 - 47
The Generals - Fall/Winter 2016 - 48
The Generals - Fall/Winter 2016 - Index to Advertisers
The Generals - Fall/Winter 2016 - 50
The Generals - Fall/Winter 2016 - cover3
The Generals - Fall/Winter 2016 - cover4
The Generals - Fall/Winter 2016 - outserts1
The Generals - Fall/Winter 2016 - outserts2
The Generals - Fall/Winter 2016 - outserts3
The Generals - Fall/Winter 2016 - outserts4
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