| Engineering | Development Plan Review | Mandatory | Review/approve preliminary plats, final plats, site plans, public infrastructure construction plans, Traffic Impact Analysis (TIA) reports, and Planned Developments (PDs) to ensure compliance with City design standards and City development code as submitted by the developer. This process helps to reduce the number of submittals for developer compliance as well as assisting the applicants in fully understanding the comments and what needs to be addressed. Typical timeframes for review include 15 business days review to provide initial comments. Depending on complexity of projects and completeness of the applicant's response, review of resubmittals can take anywhere from five to seven business days per resubmittal. Number of resubmittals are dependent on the applicant's response. Development Review Committee (DRC) meet every Thursday morning and Engineering Office co-chairs the committee. Development plan review is mandated by the City's Development Code. |
| Engineering | Development Inspections | Traditional | At least one inspector assigned to each development project to conduct daily spot inspections and full time inspections during critical phases throughout construction, as well as final walk-thru to ensure compliance with the City's development code and design standards. |
| Engineering | General Obligation (GO) Bond Development & Implementation | Mandatory | The Engineering Department manages and oversees the development of the General Obligation (GO) Bond program and works closely with various owning departments to identify what projects are in need of funding, along with residents input through citizen satisfaction survey, public meetings, studies and master plans. The Engineering Department works with the Budget Office to develop the GO Bond project delivery schedule and obtains the City Council's approval. The Engineering Department also oversees the implementation of all GO Bond projects to ensure the projects are completed on time and within budget and with proper public engagement. |
| Engineering | Capital Improvement Program (CIP) Development - Enterprise Funds ONLY | Mandatory | The Engineering Office manages and oversees the development of the five ‐ year Capital Improvement Program (CIP) and works closely with the Budget Office in preparing the CIP Book. Annually, the Engineering Office works with owner departments and stakeholders to deliver a list of projects, schedules and cost estimates to the Budget Office for funding sources to be identified and financial modeling to be established. The Engineering Office, through coordination with Budget Office, recommends the projects to the executive team for their consideration and input and presents the five ‐ year CIP with emphasis on year one to the City Council and the Planning and Zoning Commission as required by City Charter. |
| Engineering | Capital Improvement Program (CIP) Inspections | Traditional | At least one inspector is assigned to each City construction project to conduct inspections, attend progress meetings, conduct daily quantity measurements, invoice preview for accuracy and coordination with the Project Manager. Inspectors and Project Managers work together to resolve customer complaints, inquiries and management concerns/issues within five to seven business days. Inspectors work with contractor, sub contractors and coordinate contracted materials testing labs. Inspectors and Project Managers organize initial and final walk-throughs for substantial completion of construction projects based on project schedule.
A Daily Inspection Report for each project is prepared and maintained electronically by the project inspector containing information regarding, stakeholders, contractors, working conditions, weather, work progress, deficiencies or defects discovered and changes in work. |
| Engineering | Capital Improvement Program (CIP) Management / Implementation | Mandatory | Projects Managers are assigned to each CIP project for activities including: scoping, project charter submittal, consultant professional services selection, and negotiations of contracts. Project Managers manage the contract approval process and the quality assurance/quality check (QA/QC) consultant services submittals. Project Managers also coordinate with owner departments to ensure projects' scopes and schedules are maintained. Project Managers along with inspectors resolve complaints from residents within seven business days or as quickly as possible. Project Managers provide an update using the CIP quarterly reporting management tool and report quarterly to City Management and the City Council. Project Managers also update the CIP Story Map for residents' accessibility to most current project information updated quarterly. For construction projects the Project Managers are responsible for the bidding process, construction phase management, and construction notification per Interdepartmental Notification of Construction Impacts and Service Interruptions Policy (CO-110). Process for managing projects from conception to delivery is coordinated through the Project Management Manual (PMM). The PMM was developed in-house as a reference guide to delivering projects the Sugar Land Way. The PMM is updated every two years and a training is led by the Engineering Department with the assistance of other various departments to train all the project managers within the City. |
| Engineering | Floodplain Management | Mandatory | Administer the regulations as adopted in the City’s Flood Damage Prevention Regulations of the Development Code and as a participant in the National Flood Insurance Program (NFIP) including the Community Rating System (CRS) annual reports.
All services are provided in‐house by the City Engineer and assigned Certified Floodplain Managers and other support staff.
Review/approve the following upon request: development project drainage studies, requests for floodplain revisions (Letter of Map Revisions (LOMR), Conditional Letter of Map Revisions (CLOMR), dock permits, residential and building slab elevations, and developer site plans to ensure regulatory compliance with Federal Emergency Management Administration (FEMA) and local drainage regulations as submitted by the developer. Typically a minimum of 30 calendar days is required for simple submittals to a minimum of several weeks/months for more complex projects that require FEMA feedback. |
| Engineering | Right of Way (ROW)/Real Property Management | Traditional | Real Property Management (RPM) services manages and acquires right-of-way (ROW) and property acquisition, participates in planning of programs, policies or objectives for various departments. The RPM works with surveyors, engineers, and attorneys to identify properties for projects. The RPM investigates property conditions and valuation of land, negotiate with landowners to settle acquisition deals, coordinates ROW with TxDOT for TxDOT projects, and manages all outside consultants and appraisers to acquire ROW for all City projects. The RPM also plans and implements ROW activities with Engineering staff, PM's, Project Designers, Surveyors and City Attorney's office. The services also includes maintaining records of acquisitions along with the County Attorney's office, monitoring property foreclosures and reviewing of design plans and tracking of schedules. The RPM will communicate with the public about projects during planning phase and periodically monitor construction progress. The services also include coordinating agreements with developers and landowners, and coordinating contracts with consultants. Basic acquisition takes approximately 120 calendar days and approximately 250 calendar days if eminent domain process is established. |
| Engineering | Engineering Standards and Specifications | Essential | The Design Standards identify general guidelines and standards for public infrastructure improvements. They provide the development and consultant
community with the established standard requirements adopted by the City. Engineering staff maintain, review and update City design standards, engineering specifications, and construction details on a semi-annual basis. |
| Engineering | Consolidation of Transportation & Mobility Planning | Traditional | Coordinate with Planning and Public Works Departments to implement the City's Long Range Consolidated Transportation/Mobility Plan with the intent to combine the Thoroughfare Master Plan, Pedestrian Bicycle Master Plan, and Comprehensive Mobility Plan into a single cohesive plan. Provide updates and Annual Reports on schedule as described in Interdepartmental City Master Plans Policy (PL 101). |
| Engineering | Management of Transportation & Mobility | Quality of Life | In order to attract the widest possible segment of residents to walk and bike as an active mode of transportation, it is essential to provide a safe pedestrian and bicycle network and improve accessibility within the City by connecting residents to schools, parks, businesses, and transit stations by walking and biking. To achieve a safe and accessible pedestrian and bicycle network, the Engineering Office will:
1) Analyze the City’s existing pedestrian and bicycle network and set targets for improving the quality of the pedestrian and bicycle network.
2) Identify high crash areas involving pedestrians and bicycles to target investments for safety improvements. |
| Engineering | Public Engagement | Traditional | Engage project stakeholders on a routine basis during CIP projects from study/design implementation, through construction. The Engineering Office's Public Engagement Coordinator is responsible for working with the Project Managers to coordinate public engagement meetings, attend Home Owner Associations (HOAs), task force and other meetings as necessary for inclusion of stakeholders. Project Managers respond to all initial inquiries one business day of receiving the request. Provide factual information and consistent messaging throughout each project and keep information on the City website up to date throughout the project via the Capital Improvement Program (CIP) Story Map, notifications, etc. |
| Engineering | Accountability & Strategic Planning | Traditional | Completion of Performance Measures, Service Delivery Plans and Strategic Projects on time. Quarterly reporting submissions. Participation in organizational assessments when scheduled. |
| Engineering | Contract Management | Traditional | Maintain all contracts and remain within 1% of approved budget. Receipt invoices within one business day, according to Interdepartmental Accounts Payable Policy (AC 101). |
| Engineering | Budget Management | Essential | Monitor expenditure activity to ensure year-end expenditures are within 3% of the planned budget and that all expenditures are made within the Interdepartmental Purchasing and Contracting Authority Policy (PU 101) and state law. |
| Engineering | Personnel Management | Essential | Management of all personnel related functions such as non-required staff training, employee relations, new employee recruitment, timely processing of timesheets, and personnel actions. This includes emergency conditions situations that require employees to fulfill their individual responsibilities to maintain and restore essential City services. |