Utility design has traditionally entered the subdivision process later than civil engineering, often after key decisions have already been made. At DSEL, Tyler Ross and the Electrical & Utility Design team are working to change that.
As DSEL’s Electrical & Utility Design Manager, Tyler helps integrate electrical distribution, streetlighting and utility coordination much earlier in the design process. By working alongside DSEL’s civil engineering and project administration teams from the outset, the team can identify conflicts sooner, coordinate around municipal infrastructure and give utility providers a viable path forward earlier in the project.
It is an approach built around a straightforward idea: the earlier utilities are considered, the more opportunity there is to solve problems before they affect approvals, schedules or construction.
We spoke with Tyler about what integrated utility design changes for developers, why early engagement with utilities matters, how DSEL is approaching accelerated subdivision design, and where he sees opportunities to improve the way utilities, consultants and developers work together.
- As DSEL’s Electrical & Utility Design Co-Manager, how does your team fit into the broader subdivision design process?
Being fully integrated with DSEL’s subdivision process lets us start on streetlighting and transformer layout well before the first submission. This also allows DSEL to involve other consultants earlier in the process, such as landscaping, who cannot start their designs until after the street lights and transformers are laid out. For example, if a utility consultant typically needs ten (10) business days to complete a layout after the first civil base circulation, we save ten (10) business days on the first submission timeline.
2. DSEL places a strong emphasis on integrating disciplines rather than working in silos. What does having civil and utility design under one roof allow your team to do differently?
With early integration, we design fire hydrants around the street light and transformer locations, enabling optimal electrical distribution design. We can also highlight critical road-crossing locations early, primarily at intersections, which can be congested with municipal infrastructure such as manholes that our civil design group can work around. Any conflicts are addressed early in the process when everyone has much more flexibility.DSEL places a strong emphasis on integrating disciplines rather than working in silos. What does having civil and utility design under one roof allow your team to do differently?
3. What are some of the problems that can arise when utility design is treated as a separate, later-stage exercise, and how does DSEL’s approach help avoid them?
This is most stressed when an LDC completes a design internally, such as Hydro One. A decision must be made about when to engage the LDC to formally complete the design. Historically, the LDC prefers the second municipal submission base because further changes to the base are less likely, and they can keep costs down, as additional base circulations incur additional design fees for the developer. Given the recent trend of Composite Utility Plans (CUPs) being required earlier in the municipal submission process, we can no longer wait until the second submission to start the hydro design. Completing a ‘preliminary’ design for the LDC before the first submission creates a strong balance: we can engage Enbridge and the telecoms to start their designs before engaging the LDC for detailed design, and ensure the LDC has a viable, conflict-free servicing option.
4. UTILITease is designed to move utility design alongside civil engineering. In practical terms, what does that change for a developer or project team?
Since joining DSEL, we work even more closely with our Project Administration (PA) team, and we have drastically increased our knowledge sharing. Our PA team is much more well-versed in the utility design, particularly Right-of-Way and clearance considerations, and can immediately identify issues or concerns.
Additionally, Utility Consultants are not engaged nearly as early as the Civil Engineering Consultant. This often creates issues because plans are made with little consideration for utilities. Our PA team knows how to identify utility red flags (e.g., only one wire high up on the nearby hydro pole line), which triggers them to engage the Utility Team.
5. Utility design is also incorporated into DSEL’s 10 Day Subdivision process. What makes it possible to advance electrical distribution, hydro servicing and streetlighting on that kind of accelerated timeline without sacrificing quality?
The 10-day subdivision process can create a heavy workload for the entire team as we work toward that goal. To ensure quality while maintaining the project schedule, Michael Mehagan, my fellow Co-Manager, or I take on all 10-day subdivision work. We understand the urgency, and we have enough experience to ensure our first designs are conflict-free and ready for further coordination.
6. Your work also extends beyond individual projects through initiatives such as the OEB working group and your involvement in broader industry standards. Why is it important for DSEL to have a voice in how utility processes and standards evolve?
We feel it is critical to have a ‘seat at the table’ influencing policy and standards, in any way we can, for our clients.
7. Where do you currently see the biggest opportunities to improve how utilities, consultants and developers work together to deliver new communities?
The biggest opportunity is with early engagement. It has been a major focus for developers and utilities for a few years now, but more needs to be done. The OEB has released a CAM model and formed another working group to address this. Enbridge has been emphasizing early engagement more, and it has become a much higher priority for them. Time is our best friend when dealing with utilities, as their planning and approval process is quite rigorous.
8. DSEL tends to focus on practical engineering that helps projects move. How does that philosophy influence the way you approach utility design and decision-making?
We are big proponents of the ‘path of least resistance’ and ‘the simplest answer is often the best answer’. Providing common-sense solutions, not just highlighting problems, is critical to keeping projects moving in the right direction.
9. Looking ahead, what would you like DSEL’s utility practice to be known for within the land-development industry?
When Michael and I started OUES, our vision was to be ‘your trusted utility partner’. The fit with DSEL was so clean because DSEL shared that same vision. We want to continue that and build that trust with our clients, so they know that when they succeed, we succeed.