Page 15 - CCGA Best Practices Version English

coordination between the key parties involved in the design and construction
of the public and private infrastructure works in the public road allowance.
The impact of this poor communication and coordination is often significant
and results in increases in project costs, project construction delays
and difficult working relationships due to the need to relocate existing
infrastructure. The frequency of these problems and their potential impact
on project budgets increases with the density of the infrastructure, the
demand for occupancy and space within the road allowance, and poor
quality as-built records of existing public and private infrastructure. An active
utility coordinating committee mitigates the frequency and financial impact
of these problems through improved communication procedures, improved
coordination of planned capital works / operation works and improved
working relationships.
The key factors in the success of a UCC are:
• The committee be founded and guided by the spirit of cooperation;
• The committee operate under a Terms of Reference or Charter approved
by the committee members;
• The member organizations be committed to the responsibilities of the
committee; and

• Strong leadership, planning ability and implementation skills are necessary
skills of the designated representatives of each member organization.

Benefits: Regular communication between utility owners, municipalities,
consulting engineers and contractors improves the level of information
concerning current and future projects, and contributes to the identification
and resolution of issues of mutual concern.

Communications Protocol
Principles for effective communication in joint utility coordination
Communications among project owners and facility owners should reflect the
following:
• Timeliness – Communication among the stakeholders in any project
should emphasize the importance of timeliness. Project progress can be
facilitated through attention being placed on the time required to respond
to requests for information and/or approvals. Conversely inadequate
attention to time can lead to significant project delays. The stakeholders
should be aware of the time required for responding to such requests,
and should incorporate those time lines into the overall project schedule.
• Response Times – Once the time requirements for the collection and
compilation of information, completion of design and/or the securing of
approvals have been identified, response times should fall within the time
parameters established.
• Scope – The exact nature of the request must be clearly stated, and
understood by both the requester and the responder. If the requested
information, design and/or approval cannot be provided within the overall
response time established, this fact should be communicated.

Canadian Common Ground Alliance
Best Practices Version 3.0 – October 2018
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