Title
Engineering Services Update
Proposed Motion
That the Engineering Services Department update and associated information be received for information, as presented
Body
Administration Recommendation
Administration supports the proposed motion.
Purpose
To provide the Governance and Priorities Committee an opportunity to meet the Engineering Services Department and to gain an in-depth understanding of the key activities managed within the department.
Summary
This report outlines the roles and responsibilities within the Engineering Services Department (“Engineering”) and is intended to provide Governance and Priorities Committee (the “Committee”) members with information that can be taken away, read at leisure, or referenced throughout the year.
Annual departmental business plans get presented to Council in the fall during budget deliberations each year. These plans provide a strategic overview of departmental activities and are appropriate to summarize and highlight activities within the upcoming budget approvals. The 2022 Business Plan for Engineering is attached for reference. To provide the Committee greater insight into the department, the 2022 Work Plan created by Engineering is attached and will be summarized below. Internally, this document helps guide, prioritize, and align initiatives approved through the budget processes including budget and resource allocations to specific business units. It highlights what is going well within the business units and starts the conversation on what parts should be considered to create a stronger team tomorrow.
With so many projects and activities ongoing within the team, there can be challenges with staying organized and top of all the assignments, roles, and responsibilities. With that, these are the primary roles and responsibilities within Engineering:
Engineering develops and manages the 4-Year Capital Infrastructure Program (attached) which includes the planning, design, and construction of municipal assets. The Capital Infrastructure Program includes roadways, water systems, wastewater systems, storm water systems, bridges, etc. The program is updated and tweaked annually and shared with Council during year-end budget review and approval processes. The annual updates are based off the County's 4-, 10- and 25-year Capital Plan, which is significantly contributed to by Engineering, with Finance Services managing the overall process of fiscal budget management. The primary focus of Engineering includes projects that involve growth, redevelopment, major rehabilitation, and reconstruction. Widening roads, twinning lines, replacement of infrastructure, upgrades, service capacity improvements, lifecycle repair, etc. are a few examples.
Operational based activities involving roads, water, wastewater, storm, and bridges are managed within the Roadway Maintenance and Drainage Department and/or the Public Works Department. Pothole filling, crack sealing, roadway patching, road closures, shoulder sloughing, blocked culverts, water system shutdowns, general drainage inquiries, localized flooding, etc. are examples of Operational activities NOT managed by Engineering.
All project planning and project identification is supported from the County's Asset Management programs. Engineering completes annual roadway and infrastructure assessments (road rating, CCTV, smoke tests, sidewalk inspections, etc.). Programs are continuously updated so that we can determine the overall health and wellness of our infrastructure. We are also able to use our asset management information to verify age and lifecycle expectations, plan replacement timelines, develop treatment recommendations and maintain infrastructure in the most cost-efficient time frames. The Asset Management work helps highlight areas that require the most attention and confirms funding levels are sufficient to maintain service levels on our infrastructure networks. Asset Management programs are required and increasingly emphasized in many Provincial and Federal grant programs, so this work not only benefits the County from a programming exercise but also ensures eligibility on grant programs and funding opportunities.
Planning and Development Department is supported from within the Land Development Engineering (LDE) team, one of the three main business units within Engineering. This team responds to all development applications and provides off-site infrastructure conditions, accepts design submissions that align with County expectations, coordinates work activities and work inspections of off-site infrastructure and ensures all warranty or lingering development obligations are addressed. Subdivision Applications and Development Permits that require Development Agreements are reviewed and supported through this team as is the follow up construction activity support, review, and approvals. Approach permit applications, approvals and final acceptance of completion are managed through this area. Engineering Design and Construction Standards are housed within the LDE team. Updates, amendments, and refinements to our existing standards and managed by this team.
Engineering manages transit services delivery. This includes the daily management of the existing system operations, annual Bylaw and funding/budget updates, coordination with regional partners in City of Edmonton, City of Spruce Grove and the Town of Stony Plain, review of contracts and agreements for service delivery and many other tasks.
Under “other miscellaneous tasks”, Engineering manages approval of 3rd Party Utility Installations, provides Off-Site Levy Bylaw support, provides engineering expertise to prospective business and residential developments, and many other initiatives. A detailed breakdown of tasks is provided in the 2022 Business Plan and then further refined and broken down to the resource assignment level within the 2022 Work Plan.
In addition to the projects led and managed by the team, Engineering provides external stakeholders significant engineering support. This includes Alberta Capital Region Wastewater Commission (ACRWC), Capital Region Parkland Water Services Commission (CRPWSC), West Interlake District (WILD) water commission, Edmonton Metro Region Board (EMRB), Alberta Transportation, Alberta Environment & Parks, and CN Rail to name a few. Trans-Mountain Pipeline Expansion Project is another major initiative active in the County managed by Engineering.
Primary business partners within the County for Engineering Services includes the Finance, Procurement, Planning and Development, Public Works, Roadway Maintenance and Drainage. Engineering also relies on and routinely engages with Communications, Economic Diversification, Enforcement, Agriculture Services, Information Services, Employee Services, and Community Services. Engineering is stays engaged with Alberta Transportation, Alberta Environment and Parks and other Provincial and Federal Agencies.
Not to be understated is the involvement and engagement with the Emergency Operations Center (EOC) for Parkland County. Most staff are active member of the EOC and they provide additional support and resources beyond training and event management. Staff on the team have helped support the Livestock Evacuation procedures, put in motion during the RR63 Fire and Jack Pine Fire in 2021. Staff are involved in the cleanup post event as Engineering has taken on the Dozer Guard Reclamation activities from the two 2021 fires. The Director of Engineering provides additional support to the Emergency Management Leadership team as a Deputy Director of Emergency Management.
Engineering Services leadership group includes a Director, three Managers and a Land Agent to oversee engineering related matters throughout the County. The Engineering leadership group is supported with a staff compliment of 15 Full Time Equivalent (FTE) staff, 4 Summer Support staff and 3 Long Term Temporary staff. The long-term temporary staff are support roles within the organization that help ensure Engineering runs a successful program. Support areas include procurement, GIS and TransMountain Pipeline Expansion. The TransMountain support role does not show on the organizational chart as this is a short-term project funded position. Total number of staff within Engineering Services is 27 staff at its peak. An organizational chart has been provided for reference.
Strategic Plan/Policy/Legal/Staff Implications:
Guiding Principle 1.1 We offer a range of lifestyle choices, community services, and other amenities to meet community needs
Guiding Principle 1.2 We are a region of connected communities, through infrastructure, transit, recreation facilities, trails, and technology
Guiding Principle 2.2 We are a region that supports the local economy, including agricultural, tourism, entrepreneurial, and industrial sectors
Guiding Principle 2.3 We effectively pursue and manage new opportunities to stimulate economic growth, increase investment, and diversify our long-term economic bases
Guiding Principle 3.1 We are a regional leader in setting and achieving high standards of environmental sustainability in both our own practices, and by encouraging and enabling the practices of our partners
Guiding Principle 3.2 We responsibly manage growth to protect our region's biodiversity and the natural environment, while supporting a balance of land uses and strategic development
Guiding Principle 4.1 We are recognized leaders in municipal governance, managing our resources responsibly and sustainably, ensuring we leave a vibrant and resilient community legacy to those that follow us
Guiding Principle 4.2 We are an organization that values, proactively builds, and continues to maintain strong relationships with key stakeholders
Guiding Principle 4.3 We ensure streamlined and modernized municipal operations and services, with a focus on customer service
Financial Impact:
Cost: $0.00
Source of Funding: n/a