HomeMy WebLinkAbout2025-04-10 2025 Budget Narrative (Final)2025
COUNTY OF NEWELL,
ALBERTA, CANADA
FINAL
BUDGET
Photo credit : Leslie Smith
Photo credit : Tammy Karasek
Photo credit : Samantha Plett
Photo credit : Debbie Lea
Table of Contents
INTRODUCTION ............................................................................................................................................................. 3
GFOA Award for Distinguished Budget Presentation 3
Community Profile 5 Organization Profile 6 Vision, Mission & Guiding Principles 7
Strategic Priorities & Strategies 7 Budget Policy and Principles 7 Accounting Practices 8
EXECUTIVE SUMMARY ................................................................................................................................................. 10
Budget Planning Priorities and Issues 11
Budget Highlights 12
Revenues 13
Expenditures 15
Staffing Summary 19
Tangible Capital Assets Summary 20
Debt Summary 21
Restricted Surplus Summary 22
BUDGET BY FUNCTION ................................................................................................................................................ 24
General Government 25
Legislative 26
Administration 30
Corporate Safety 36
Police Services 38
Fire & Emergency Services 39
Bylaw Enforcement 45
Fleet Services 47
Roads, Streets, Walks & Lighting 49
Airport 54
Water 55
Wastewater 58
Waste Management 60
Family and Community Support Services (FCSS) 62
Planning & Development 63
Agricultural Services 66
Community Services 70 Economic Development 72 Recreation 74
Parks & Programs 75 Library & Culture 77
APPENDICES ................................................................................................................................................................. 78
Appendix I – Tangible Capital Asset Budget Items 79
Appendix II – Financial Plan (MGA 283.1) 84
Appendix III – 10 Year Capital Plan (MGA 283.1) 85
Appendix IV – Strategic Priorities 86
Appendix V – Glossary 87
Appendix VI – Acronyms 89
Produced by the Finance Department in cooperation with all County departments. The County of Newell 2025 Budget is
available online at www.countyofnewell.ab.ca.
COUNTY OF NEWELL | 2025 FINAL BUDGET 2
INTRODUCTION
GFOA Award for Distinguished Budget Presentation
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to the County of Newell for the Annual Budget beginning January 1, 2024. In order to
receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to program
requirements, and we are submitting it to GFOA to determine its eligibility for another award.
COUNTY OF NEWELL | 2025 FINAL BUDGET 3
COUNTY OF NEWELL | 2025 FINAL BUDGET 4
Community Profile
Population (2021): 7,465 Decrease in population (from 2016): 0.8% Median Age: 39
Unemployment rate (2021): 7.0% Median All Families Income (2021): $93,750 Number of Farms: 727
The County of Newell is a rural municipality located
central to Calgary, Medicine Hat and Lethbridge with
less than 190 kilometers of separation between each
city. The County is a growing transportation hub with
the TransCanada Highway 1 and Highway 36
intersecting within our boundaries. CPKC Rail’s
mainline runs through the County, on its track from
Montreal to Vancouver. Our geographical position
provides ease of access to the oil sands to the north and the United States to the south, creating an ideal
trade location for businesses.
The population of the Newell region, inclusive of our
urban counterparts, is over 25,000. The largest urban
communities in the region are the City of Brooks and
Town of Bassano. The County has positive working
relationships with our urban neighbors, which
improves the quality of services provided to all of our
residents.
The County is home to the Eastern Irrigation District
(EID) which provides an extensive water supply,
storage, and drainage network throughout the region. Water diverted from the Bow River at the
Bassano Dam provides for irrigated agriculture,
industrial, household and livestock use, as well as
many recreational opportunities and enhanced
environmental conditions.
The County has a dynamic and diverse economy
historically driven by three pillars: Agriculture; Oil and
Gas; and Tourism. There are approximately 500
primary agricultural producers in the County, and
approximately 1,500 non-agricultural business
enterprises within the footprint of the Newell area.
The region boasts extraordinary crop quality with
over 300,000 acres of irrigated farmland, 600,000
acres of cultivated dry land farming and 600,000 acres
of native and improved rangeland. The region is home
to some of the most profitable farmers in Alberta.
The County has one of Alberta’s most active natural
gas fields. There are roughly 20,400 wells in the
County, which accounts for half of all gas wells in
Alberta, and 9% of all gas wells in Canada. The state
of the North American natural gas industry, combined
with the advanced age of many of the gas wells in the
County, has resulted in reduced economic activity
within the region and a reduction in assessment
values and related tax revenues.
A fourth sector, utility scale renewable energy
facilities, is beginning to emerge within the County
with solar projects at varying stages that range from
application submitted through to fully constructed
operational facilities.
Key tourism anchors include Lake Newell - one of
Canada's largest man-made lakes, Dinosaur Provincial
Park - a UNESCO World Heritage Site, and recreation
activity as diverse as golfing, boating, camping,
fishing, hunting, and wildlife watching.
Top 10 Taxpayers:
1 – Torxen Energy Ltd.
2 – Canadian Natural Resources Ltd.
3 – Nova Gas Transmission Ltd.
4 – ATCO Electric Ltd.
5 – JBS Food Canada ULC.
6 – Cardinal Energy Ltd.
7 – Altalink Management Ltd.
8 – Foothills Pipelines Ltd.
9 – IPC Canada Ltd.
10 – Inter Pipeline Ltd.
Photo by Jess Lunn
COUNTY OF NEWELL | 2025 FINAL BUDGET 5
Organization Profile
County Council
The Council of the County of Newell represents the citizens of the County and provides leadership as the legislative
and policy-making body for the organization. Council is comprised of 10 Councillors who are elected for a four-year
term. The office of Reeve is elected from within Council during the annual Organizational Meeting.
Reeve: Arno Doerksen (Division 9)
Deputy Reeve: Kelly Christman (Division 6)
Councillors: Dan Short (Division 1) Greg Skriver (Division 5)
Adena Skanderup (Division 2) Ellen Unruh (Division 7)
Lynette Kopp (Division 3) Amanda Philpott (Division 8)
Holly Johnson (Division 4) Neil Johnson (Division 10)
Management Team
The Chief Administrative Officer (CAO) leads a management team responsible for providing recommendations to
Council and coordinating the day-to-day operations of staff. The management team also provides vision and
leadership in the annual development and implementation of Council initiatives. The management team consists of
the positions illustrated below.
Electorate
Council
Chief Administrative Officer
Executive Assistant Director of Corporate Services
Manager of Personnel & Safety Services
Newell Regional Fire Chief
Director of Municipal Services
Manager of Operations
Manager of Planning, Development & Engineering Services
Director of Agricultural Services
Manager of Agricultural Services
Director of Information & Technology
COUNTY OF NEWELL | 2025 FINAL BUDGET 6
Vision, Mission & Guiding Principles
Vision
To encourage and attract sustainable growth and support a high quality of life.
Mission
Through leadership, partnership, and effective policy, the County provides services, structure, and stability to its
residents.
Guiding Principles
The County of Newell is:
1. An Environmentally Sustainable County with a healthy and natural environment through responsible use
and protection.
2. A Growing County with well maintained infrastructure and facilities that meet regional needs.
3. A Prosperous County that has the capacity to attract, support and retain businesses and residents.
4. A Socially Responsible County that uses community engagement to improve the well-being and diversity
of the region.
5. A Well Governed County that has a sustainable government focused on strategic decision making.
Strategic Priorities & Strategies
Corporate Strategic Priorities (see Appendix IV) that reference the County’s guiding principles are established by
Council and Administration after each municipal election. These priorities are summarized and tracked through the
Corporate Strategic Priorities Chart which is reviewed during regular Council meetings monthly and updated as
necessary as part of the annual budget process, regular Council meetings or quarterly Committee of the Whole
meetings.
Budget Policy and Principles
Budget Process
On an annual basis, Council considers a proposed operating budget and a ten-year capital forecast and adopts the
operating and capital budgets for the coming year. The budget process involves Council, the Chief Administrative
Officer, department heads, staff, and the public, and considers current economic conditions, Provincial Government
policy changes and service needs within the County. Strategic priorities (Appendix IV), as set by Council and
Administration, directly influence the budget process. In December, Council approves an interim budget which is in
effect for part of the coming year. The final budget is typically approved early in April after final assessment and
requisition amounts are known.
July 15, 2024 Council direction provided at budget planning meeting
September 30, 2024 Deadline for departmental budget submissions to Finance for review
October 31, 2024 Draft budget issued for Council review
November 13, 2024 Council review of interim budget with Senior Management
December 5, 2024 Council approval of interim budget
February 28, 2025 Property assessment values are finalized
April 10, 2025 Council approval of final budget
After the budget is adopted by Council, expenditures are controlled against budget by formal purchasing policies
and financial systems designed specifically to prevent budget overruns. If Council approves additional expenditures
during the year the additional spending becomes an approved budget variance.
COUNTY OF NEWELL | 2025 FINAL BUDGET 7
Balanced Budget
In accordance with the Municipal Government Act, the County is required to have a balanced budget. Expenditures
may not exceed the total of revenues, transfers from restricted surplus, and proceeds from debt.
Financial performance is monitored through budget variance analysis at the functional level, which is available to
management on a daily basis, as well as financial information packages which are provided to Council on a quarterly
basis.
Policies
The County has policies in place which work together to provide for the long-term financial stability of the County.
These policies govern expenditures, investments, tangible capital assets, restricted surplus funds and the collection
of revenues. Hyperlinks to these policies are included below.
Purchasing Policy
The County ensures that consistent procedures are followed for purchases through Purchasing Policy 2018-PAD-051
which sets expenditure limits for the County. The policy ensures that items purchased have been approved through
the budget process or by separate resolution of Council.
Investment Policy
The County’s savings are invested in accordance with Investment Policy POL-052-24. The objectives of this policy
include, the preservation of capital, maintenance of liquidity, and the realization of a competitive rate of return.
Municipal investments are governed by restrictive legislation under the Municipal Government Act. The County’s
investment policy meets all of these requirements.
Tangible Capital Assets Policy
Tangible capital assets are defined as assets having a useful life that extends beyond one fiscal year, are used on a
continual basis, are not for resale in the ordinary course of operations and are held for use in the production or
supply of County goods and services. The County’s Tangible Capital Assets Policy POL-002-22 follows Public Sector Accounting Standards when accounting for and reporting tangible capital assets in its financial statements.
Restricted Surplus Policy
The County has established specific restricted surplus funds, through Restricted Surplus Policy POL-014-23 to provide
for emergent financial needs, stabilize tax rates, set aside funds for the replacement of vehicles, machinery,
equipment, infrastructure and facilities, and to minimize its financing needs. Maintaining financial health and
stability is the guiding principle behind this policy.
Collection of Overdue Receivables Policy
The Collection of Overdue Receivables Policy POL-048-24 is designed to ensure the timely collection of the County’s
revenues which is critical to ensuring expenditure obligations for providing services can be met.
Accounting Practices
The accounting practices of the County conform to Canadian Generally Accepted Accounting Principles for local
governments and the Consolidated Financial Statements are prepared using the accrual basis of accounting in
accordance with Canadian Public-Sector Accounting Standards.
The accrual basis of accounting records revenue as it is earned and measurable. Expenses are recognized as they are incurred and measurable based upon receipt of goods or services and/or the legal obligation to pay. The current
year budget has been prepared on this basis.
COUNTY OF NEWELL | 2025 FINAL BUDGET 8
Funds from external parties and earnings thereon restricted by agreement or legislation are accounted for as
deferred revenue until used for the purpose specified.
The County reports based on one main operating fund. Revenues and expenses are shown on a segmented basis,
based upon functional services provided by the County, in Schedule 1 of the annual audited financial statements.
Capital transactions are shown in the Statement of Cash Flows with supporting schedules that provide detail for the
capital transactions. Tangible capital assets are recorded at cost which includes all amounts that are directly
attributable to acquisition, construction, development, or betterment of the asset. The cost, less residual value, of
the tangible capital assets is amortized on a straight-line basis over the estimated useful life of the tangible capital
assets.
COUNTY OF NEWELL | 2025 FINAL BUDGET 9
EXECUTIVE SUMMARY
The Municipal Government Act requires Council to adopt a budget for each calendar year. This document provides
the supporting information for the 2025 Final Budget, which was approved by Council on April 10, 2025.
Municipal governments are required by law to have balanced budgets. Current revenue, including transfers from
restricted surplus and proceeds from debt, must be sufficient to support current expenditures. The 2025 Final
Budget includes a net transfer of $10.97 million from restricted surplus to balance the budget.
Budget Summary – Expenses by Function
COUNTY OF NEWELL | 2025 FINAL BUDGET 10
Budget Summary– Expenses by Object
Budget Planning Priorities and Issues
Service Levels: The 2025 budget prioritizes maintaining service levels and appropriate re-investment in the County’s
infrastructure continuing a long trend of providing above average service levels at below average property tax rates.
Provincial Policy Changes: Policy changes at the Provincial level have been considered throughout the budget
process. In 2020 the Province announced a three-year property tax exemption for new wells and pipelines to incent
new development activity. The 2025 budgeted increase in property tax revenue is expected to be driven largely by
non-residential assessment growth which developed over this three-year tax holiday. Prior to 2021 the County would
include a conservative amount of well drilling tax revenue in its annual budget, this was removed beginning in 2021
COUNTY OF NEWELL | 2025 FINAL BUDGET 11
inclusive of all forecast years. Although this represented a small portion of the overall budgeted revenue, actual well
drilling taxes averaged $726 thousand a year from 2016 to 2020.
The Municipal Sustainability Initiative (MSI) was replaced by the Local Government Fiscal Framework (LGFF) in 2024.
The County’s allocations under LGFF were maintained at the 2023 MSI amounts of $1.75 million for capital and $278
thousand for operating in 2024. The 2024 LGFF capital allocation included a one-time transitional top-up of $265
thousand which ensured the County did not experience a year-over-year decrease from capital funding allocated
under the MSI in 2023. The LGFF capital allocation is set to decrease to $1.70 million in 2025 and $1.65 million in
2026. The 2025 budget and forecast years include capital grant amounts for projects that had been previously
approved under the MSI program.
The fifth year of the provincial police costing model is included in this budget at an estimated $728 thousand.
User Pay Philosophy: Utility rates increase by approximately 3% in 2025. This continues the trend of shifting
responsibility for utility system costs to the direct beneficiaries of the systems and away from property taxpayers.
The per trip rider fee for the mini-bus service is proposed to increase in 2025 by $2.00, from $20.00 to $22.00, with
additional increases of $2.00 per year recommended in each of the forecast years.
Budget Highlights
The property tax revenue budget increases by $818 thousand or 2.48%. A discount of 2.5% is being offered to
encourage property owners to pay their taxes by the June 15th deadline and provide a measure of tax relief. This
discount comes at an estimated cost of $845 thousand. Additional tax relief is being provided to small businesses in the County with the small business tax rate being set at 75% of the non-residential tax rate, the lowest threshold
allowed under the Municipal Government Act. The County offers very competitive tax rates, each of the 2025
municipal tax rates is below the 2024 average for all municipal districts in the province.
The 2025 operating expense budget increases by $1.7 million, or 4.95% over the 2024 final budget, inclusive of a
cost-of-living allowance increase of 2% for most staff positions, inflationary increases, one-time expenses, transfers
to other municipalities required under intermunicipal collaboration framework agreements, and taking on the
management of the Crop Diversification Centre South facilities beginning April 1, 2025.
The 2025 budget is expected to provide an annual surplus of $11.1 million. A surplus means revenue exceeds
expenses while a deficit may indicate the County has not lived within its means. Long-term financial sustainability
depends on ensuring that on average, over time, expenses are less than revenues. When a surplus is achieved, the
amount is available for capital expenditures over and above amortization expense. Amortization expense is based
on historic cost and does not reflect the increased cost of future asset replacements. Taking future asset replacement costs into account in determining the appropriate level of surplus is a critical step toward financial sustainability.
Tangible capital asset expenditures are budgeted at $30.7 million with investments in rural water lines, paved
pathways, bridge replacements, drainage improvements, rehabilitation of gravel roads and construction of a new
access road off of Township Road 192N to JBS Foods Canada. Debt levels are projected to increase by $714 thousand
by the end of 2025 as regular payments on outstanding debt are offset by new debt issues of $825 thousand for the
Lake Newell Resort Community Pathway. Restricted surplus funds are expected to decrease by $11 million as they
are invested in capital projects.
The long-term financial (2025 to 2028) and capital plans (2025 to 2034) required under the Municipal Government
Act are included as Appendix II and Appendix III respectively.
COUNTY OF NEWELL | 2025 FINAL BUDGET 12
Revenues
The major categories of the County’s revenues are described below.
Net municipal property taxes include all
property taxes less requisitions of the Alberta
School Foundation Fund and Seniors
Foundation. Property taxes are assessed to
properties within the County based on an
assessment value of the property multiplied by
a mill rate approved by Council. Property taxes
continue to be the most significant source of revenue for the County. Net municipal taxes are
set to increase by 2.48% or $818 thousand in
2025. Taxes are estimated using actual assessed
values and tax rates which have been approved
by Council.
Special levies include local improvement taxes
and special taxes. These levies will vary
depending on the local improvement projects
being completed in any given year. Special taxes
are levied each year for the raw water systems in Scandia and Rolling Hills, as well as for lots
receiving waterworks from the EID under both
the Household Purposes and Rural Water Use
Agreements with the EID. A local improvement
levy of $825 thousand will support the
development of a paved pathway through the
hamlet of Lake Newell Resort in 2025.
Sales of goods and services includes fees based
on usage. Fees are approved by Council in the
Schedule of Fees Bylaw and are charged for a
variety of goods and services such as water and
wastewater, dust abatement, custom work,
weed control, equipment rental, campground
fees as well as for the provision of contracted
services to other municipalities within the
region. In general, sales of goods and services
are estimated using the approved fee schedule
and a combination of historical trend analysis
adjusted for any variables that may reasonably
be expected to increase or decrease revenues in a service area.
-
$5
$10
$15
$20
$25
$30
$35
$40
2021 2022 2023 2024 2025
Budget $30,674,877 $31,213,071 $32,231,728 $32,961,420 $33,778,999
Actual $30,827,137 $31,082,801 $32,159,400 $32,926,944 -
Mi
l
l
i
o
n
s
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
2021 2022 2023 2024 2025
Budget $2,269,570 $2,125,971 $126,796 $881,413 $881,413
Actual $119,569 $2,125,915 $126,586 $131,193
Mil
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n
s
$0.0
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
$4.0
$4.5
2021 2022 2023 2024 2025
Budget $2,590,500 $2,537,590 $2,664,947 $2,722,428 $4,021,337
Actual $2,740,132 $2,630,591 $2,810,917 $2,996,455
Mi
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COUNTY OF NEWELL | 2025 FINAL BUDGET 13
Government transfers for operating include
various transfers received from other levels of
government used to support operating
activities. Significant grants expected to be
received in 2025 include $184 thousand
agricultural service board grant and an LGFF
grant of $277 thousand.
Government transfers for capital include
various transfers received from other levels of government used to invest in capital projects.
Canada Community-Building Fund grant funding
of $1.6 million is expected to be applied to the
County’s gravel road shoulder pull program,
paved pathway construction and lift station
replacement in the Hamlet of Lake Newell
Resort. LGFF capital funding of $2.5 million for
phase two of the rural water project and STIP
grant funding of $1.8 million supporting the
construction of a new access road has also been
included in the budget. Only those grants which
have been approved by other levels of
government, and whose program requirements
the County reasonably expects to meet, are included in the budget.
Investment income this category includes the
returns earned from the County’s investments.
Investment income is estimated using a
conservative rate of return applied to the
estimated ending restricted surplus balance.
$0.0
$0.5
$1.0
$1.5
$2.0
2021 2022 2023 2024 2025
Budget $1,407,056 $769,120 $696,609 $638,667 $595,547
Actual $1,455,236 $715,438 $809,028 $821,479
Mi
l
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s
-
$2
$4
$6
$8
$10
$12
$14
2021 2022 2023 2024 2025
Budget $4,252,889 $11,418,895 $9,029,929 $11,875,000 $6,094,464
Actual $2,791,240 $2,575,544 $7,599,034 $8,360,117
Mi
l
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i
o
n
s
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
2021 2022 2023 2024 2025
Budget $1,302,125 $1,302,125 $2,219,500 $2,391,500 $2,687,448
Actual $2,689,649 $2,210,644 $2,876,561 $5,677,583
Mi
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COUNTY OF NEWELL | 2025 FINAL BUDGET 14
Expenditures
The major categories of the County’s expenditures are described below.
Salaries, wages and benefits include the regular
payments made by the County to its salaried
and hourly employees. This category also
includes the costs of pension, employment
insurance, WCB and insurance premiums for the
various benefit programs provided by the
County. In addition to including a provision for
merit increases, the budget includes cost of living adjustments of 2% in 2025 and 2% for all
other forecast years for both union and non-
union employees.
Contracted and general services include
expenditures made for professional services
such as assessment, legal, audit, engineering as
well as general services such as training,
insurance, phone and advertising.
Materials, goods, supplies and utilities includes
expenditures for a variety of items such as fuel
and oil, gravel, salt and sand, chemicals, parts, IT
hardware, office supplies and gas, water, and
electric utility charges.
-
$2
$4
$6
$8
$10
$12
2021 2022 2023 2024 2025
Budget $8,416,101 $8,817,052 $9,484,236 $9,988,599 $10,440,773
Actual $7,722,815 $7,915,695 $8,948,737 $9,508,771
Mil
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s
-
$1
$2
$3
$4
$5
$6
2021 2022 2023 2024 2025
Budget $4,668,998 $4,359,813 $4,860,088 $5,101,165 $5,493,402
Actual $3,454,122 $3,551,627 $4,342,082 $4,239,061
Mil
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s
-
$1
$2
$3
$4
$5
$6
$7
$8
2021 2022 2023 2024 2025
Budget $5,012,287 $5,344,956 $5,682,733 $5,750,303 $7,008,866
Actual $4,193,413 $4,410,926 $4,773,752 $5,278,472
Mil
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COUNTY OF NEWELL | 2025 FINAL BUDGET 15
Transfers to organizations include transfers
made to recreation boards, urban fire
departments, library board, other local
municipal governments and to the Province for
the County’s share of police costs under the new
police costing model.
Interest on long-term debt includes required interest payments on outstanding long-term
debt.
Other expenditures include a provision for bad
debts on property taxes, a 2.5% discount for
taxes paid by the June 15th deadline which has
an estimated cost of $845 thousand, and other
items not included in any of the expense
categories described above.
-
$1
$2
$3
$4
$5
$6
2021 2022 2023 2024 2025
Budget $3,260,000 $3,525,437 $4,407,947 $4,988,286 $4,529,031
Actual $2,818,335 $3,576,864 $4,157,899 $4,222,817
Mil
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-
$50
$100
$150
$200
$250
2021 2022 2023 2024 2025
Budget $141,266 $119,469 $221,726 $132,038 $127,661
Actual $138,334 $134,511 $146,590 $131,337
Th
o
u
s
a
n
d
s
$0.0
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
2021 2022 2023 2024 2025
Budget $847,450 $971,201 $847,418 $954,407 $1,026,191
Actual $901,126 $618,501 $1,068,792 $939,608
Mil
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COUNTY OF NEWELL | 2025 FINAL BUDGET 16
Amortization includes the estimated reduction
in the value of the County’s tangible capital
assets for the year. A portion of the annual
amortization charge is funded from property
taxes and allocated to various restricted surplus
funds each year as outlined in the County’s
restricted surplus policy.
Acquisition of tangible capital assets includes
expenditures on non-financial assets such as
roads, sewers, water systems, buildings,
vehicles, machinery and equipment.
Net debt proceeds (repayment) this category
includes new debt issues offset by required
debenture principal payments.
-
$1
$2
$3
$4
$5
$6
$7
$8
$9
2021 2022 2023 2024 2025
Budget $7,051,180 $7,303,009 $7,632,293 $8,268,547 $8,301,130
Actual $7,145,286 $7,290,440 $7,789,851 $8,300,739
Mil
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$5
$10
$15
$20
$25
$30
$35
2021 2022 2023 2024 2025
Budget $14,671,034 $22,754,224 $23,848,654 $25,457,996 $30,667,286
Actual $8,523,023 $6,725,652 $17,669,006 $15,177,649
Mil
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s
-$3.0
-$2.5
-$2.0
-$1.5
-$1.0
-$0.5
$0.0
$0.5
$1.0
2021 2022 2023 2024 2025
Budget ($332,573)$130,072 ($716,288)$643,603 $714,226
Actual ($2,482,572)$134,243 ($665,997)($106,397)
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COUNTY OF NEWELL | 2025 FINAL BUDGET 17
Net transfers to (from) restricted surplus
include transfers to/from restricted surplus
funds which are intended for funding a variety
of different items which are detailed in the
County’s restricted surplus policy.
-$15
-$12
-$9
-$6
-$3
$0
$3
$6
$9
$12
$15
$18
2021 2022 2023 2024 2025
Budget $2,844,331 $1,056,883 ($4,105,648)$385,777 ($10,970,287)
Actual $10,840,996 $13,728,626 $3,774,568 $13,764,463
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COUNTY OF NEWELL | 2025 FINAL BUDGET 18
Staffing Summary
The budget includes a net overall increase of 1.83 full-time equivalent (FTE) employees. Changes for 2025 include
the removal of a Projects Assistant and Human Resources Administrator position, shifting 0.5 FTE Administrative
Support from Corporate Safety to Fire & Emergency Services, the addition of a Regional Deputy Fire Chief, a Project
Coordinator for the Crop Diversification Centre South, an Engineering Supervisor included at full year service capacity
and allocating 1.2 FTE from Corporate Safety to Administration to account for the restructuring of the Human
Resources function in 2024. Detailed personnel lists and changes from the prior year budget are included as part of
each department’s budget detail.
18.75
1.80
2.83
2.00
3.53
28.00
2.70
15.46
1.00
0.5
ADMINISTRATION
CORPORATE SAFETY
FIRE & EMERGENCY SERVICES
BYLAW ENFORCEMENT
FLEET SERVICES
MUNICIPAL SERVICES
PLANNING & DEVELOPMENT
AGRICULTURAL SERVICES
COMMUNITY SERVICES
PARKS & PROGRAMS
0 5 10 15 20 25 30
2025 Staffing by Department
COUNTY OF NEWELL | 2025 FINAL BUDGET 19
Tangible Capital Assets Summary
Tangible capital asset (TCA) acquisitions of $30.7 million are summarized below and detailed in Appendix I. TCA are
non-financial assets that have a useful life that extends beyond one fiscal year, are used on a continual basis, are not
for resale in the ordinary course of operations and are held for use in the production or supply of goods and services. The County’s 10-year capital plan is included in Appendix III.
TCA acquisitions are funded from a combination of grants, proceeds on disposal, local improvement taxes, restricted
surplus funds and general tax revenues. Existing vehicles, machinery and equipment are replaced at the end of their
useful lives as needed and are funded from the vehicles, machinery and equipment restricted surplus fund.
IMPACT OF CAPITAL INVESTMENTS ON OPERATING BUDGET
New paved pathways are expected to increase annual operating costs by approximately $2,000 per km of paved
pathway. Replacement of existing vehicles, machinery and equipment are expected to provide savings in the short-
term through increased fuel efficiency and reductions in repairs and maintenance expenses. The completion of
phase two of the rural water project will increase contracted services and water purchase costs which will be offset by the related water user fee revenue. No additional personnel are required to support the ongoing operations
related to 2025 capital investments.
PERFORMANCE MEASURES
Alberta Municipal Affairs has defined benchmarks that measure a municipality’s
management of its TCA. The expectation is
for average capital additions to exceed the
average amortization, as measured by the
Infrastructure Investment – Asset
Sustainability Ratio, and that the net book
value of TCA is greater than 40 per cent of
the original cost, as measured by the
Infrastructure Age – Net Book Value of TCA
indicator. The County ended 2023 with an
average Net Book Value of TCA across all
categories of 65.2%. Capital additions are
expected to exceed the average
amortization charge in 2025 and forecast years.
44%
82%
48%
85%
75%
84%
93%
72%
52%53%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
-
20
40
60
80
100
120
140
160
180
Mil
l
i
o
n
s
Net Book Value of TCA-to-Cost of TCA
Cost NBV % NBV to Cost
COUNTY OF NEWELL | 2025 FINAL BUDGET 20
Debt Summary
Debt levels are projected to increase by $714 thousand to $3.59 million outstanding by the end of 2025. The County
remains below its 2024 debt limit of $67 million and debt servicing limit of $11 million. The flexibility of the County
to finance future projects through debt is limited by Section 276(2) of the Municipal Government Act which defines the debt and debt limits the County is subject to. Details of current debt as well as the estimated debt and debt
servicing limits are listed below:
The debt limit is calculated at 1.5 times revenue of the County (as defined in Alberta Regulation 255/00) and the
debt service limit is calculated at 0.25 times such revenue. Incurring debt beyond these limitations requires approval
by the Minister of Municipal Affairs.
PERFORMANCE MEASURES
Alberta Municipal Affairs has defined benchmarks that measure whether a municipality has maintained a reasonable level of borrowing debt, as measured by the Debt to Revenue Percentage, and a reasonable level of borrowing
repayment obligations, as measured by the Debt Service to Revenue Percentage. The County ended 2024 with a
Debt to Revenue Percentage of 6.44% and a Debt Service to Revenue Percentage of 0.53%, both of which are well
under the limits set by Municipal Affairs.
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Interest 127,661 162,479 253,188 242,616 231,515 219,857 207,614 194,755 181,249 167,060
Principal 110,773 140,638 220,603 231,175 242,277 253,934 266,177 279,036 292,543 277,384
0
50
100
150
200
250
300
350
400
450
500
Th
o
u
s
a
n
d
s
Estimated Principal and Interest Repayments
COUNTY OF NEWELL | 2025 FINAL BUDGET 21
Restricted Surplus Summary
Restricted surplus funds are included as part of the County’s accumulated surplus. Restricted surplus funds are a
critical component of the County’s long-term financing and capital plans. Restricted Surplus Policy POL-014-23
establishes specific restricted surplus funds to provide for emergent financial needs, stabilize tax rates, set aside
funds for the replacement of equipment, machinery, vehicles, infrastructure, and facilities, and minimize the
financing needs of the County.
Restricted surplus funds offer liquidity which enhances the County’s flexibility in addressing operating and capital
requirements. The level of restricted surplus will vary depending on:
• Services provided by the County
• Age and condition of infrastructure, inventory of fleet and vehicles supporting County operations
• Internal debt and restricted surplus policies
• Economic conditions and projections
The County prepares a ten-year restricted surplus projection as part of the annual budget process. This projection
includes the estimated transfers to restricted surplus, guided by the Restricted Surplus Policy, as well as the transfers
from restricted surplus that fund the County’s ten-year capital plan. This projection allows the County to model the
impact of different underlying assumptions for asset replacement costs on its long-term financial position and
informs decisions on an appropriate level of annual surplus to target in the budget. Projected restricted surplus fund
balances and the purpose for each fund are summarized below.
Recreation Fund
Established to build funds for future replacement, or new construction, of recreation facilities within the region of
the County. This fund has also been utilized in the recent past to fulfill new funding obligations required in
accordance with new or revised recreation funding agreements with partner municipalities.
Vehicles, Machinery & Equipment Fund
Established to provide funds for the scheduled replacement of existing vehicles, machinery, equipment and office
furnishings when they reach the end of their useful lives. Funding is provided through an annual transfer of not less
than 100% of the annual amortization on the County’s vehicles, machinery and equipment classes of tangible capital assets, in addition to any proceeds from the disposal of these assets.
Fire Apparatus Fund
Established to build funds for future replacement of fire apparatus of the various fire districts within the County.
Funding is provided through an annual transfer based on the fire capital plan as determined in the approved budget.
COUNTY OF NEWELL | 2025 FINAL BUDGET 22
Facilities Fund
Established to provide funds for the rehabilitation or replacement costs of existing County buildings, recreational
facilities and parks when they reach the end of their useful lives. Funding is provided through an annual transfer of
not less than 50% of the annual amortization on County buildings, recreational facilities and parks.
Infrastructure Fund
Established to fund the rehabilitation or replacement costs of existing County infrastructure, such as roads and
bridges, when it reaches the end of its useful life. Funding is provided through an annual transfer of not less than
50% of the annual amortization on the County’s infrastructure. This fund helps meet the County’s goal of limiting borrowing for replacing existing infrastructure.
Paving Fund
Established to build funds to be used specifically for paving County roads through an annual transfer to the Paving
Fund included in budget equivalent to the value of applying a mill rate of 0.5000 to all taxable properties.
Future Projects Fund
Established to build funds to support new programs, capital purchases and projects planned to be completed in
future years. These savings are used to help fund expansion with minimal debt financing. Funding is provided
through an annual transfer as determined in the approved budget.
Regional Enhancement Fund
To extend the regional collaboration philosophy of the Regional Enhancement & Cooperation agreement and build funds to support capital projects that have a regional benefit, on a cost-shared basis, with the other municipalities
within the County.
Stabilization Fund
Established to provide for unanticipated expenditures of a non-recurring nature and/or meet unexpected increases
in costs. This fund is to be maintained with a minimum balance that does not fall below 10% of the current year
operating budget expenses and is funded through an annual transfer as determined in the approved budget.
Tilley Fund
This fund accommodates Order in Council 250/2013 which dissolved the Village of Tilley and requires the County to
use the money received from the Village on its dissolution, and any money received from the sale of any assets of
the Village sold by the County before December 31, 2018 only for the purposes of paying or reducing a liability of
the former Village, or for projects in the former area of the Village. The balance of this fund is expected to be used
in 2025 to fund the old Tilley landfill reclamation project.
COUNTY OF NEWELL | 2025 FINAL BUDGET 23
BUDGET BY FUNCTION
The County divides its operations by the various functions which provide services throughout the County. The
budgets by function that follow provide:
• A summary of the services and programs provided by each function
• Key accomplishments of the current year
• Key priorities for the coming budget year
• Statistics and performance measures
• Authorized staffing list
The County maintains an inventory of statistics and performance measures showing the quantity (volume of effort),
quality (efficiency and satisfaction), and result (outcome) of the services it provides. The statistics and performance
measures included in the budget document are intended to demonstrate a commitment to, and accountability for,
results. Targets and baselines have been added to provide the reader with some context around each of the
measures. Targets are typically preceded by a less than (<), greater than (>), or equal to symbol (=). Baselines simply
provide the average result for the number of years the measure is reported.
The bottom line for each function, Net funding/(draw), indicates the amount of property tax revenue needed to fund
the services provided by each function.
COUNTY OF NEWELL | 2025 FINAL BUDGET 24
General Government
SERVICES AND PROGRAMS PROVIDED
Net municipal taxes and investment income are accounted for under the General Government function. This includes
gross taxes received on all assessment types reduced by requisitions for the public and separate schools, designated
industrial property and the Newell Housing Foundation.
Taxable assessment values in the County increased by $382 million from the prior year. The increase consists of $352
million in growth and $29 million in inflation. Inflation is driven by changes in market values and changes to the cost
modifiers which are set by Municipal Affairs. This assessment growth enabled tax rate decreases for residential
properties of 3.94%, and 6.83% for non-residential properties and small business properties. The tax rate for
farmland properties remains unchanged from the prior year.
PERFORMANCE MEASURES Alberta Municipal Affairs has defined benchmarks that measure whether a municipality is able to rely in some
measure on its non-residential tax base to generate a portion of its tax revenues, as measured by the Tax Base Ratio,
and whether it is able to collect its tax revenues and use those funds to meet budgeted commitments and
requisitioning obligations, as measured by the Tax Collection Rate.
COUNTY OF NEWELL | 2025 FINAL BUDGET 25
Legislative
SERVICES AND PROGRAMS PROVIDED
GOVERNANCE
The Legislative function provides for the costs of operating Council and a variety of committees. The County is divided into 10 electoral divisions which are represented by one elected Councillor that resides within the Division.
Councillors serve for a period of four years between elections. Council is responsible for setting direction,
establishing organizational priorities, approving policies and allocating resources through the annual budget. For
the October 2025 municipal election, Council will be transitioning from 10 electoral divisions to 9 electoral divisions.
The revised electoral division boundary map has also been included.
The title for the Chief Elected Official for the County is “Reeve”. The Reeve, and Deputy Reeve, are elected by Council
following an election and on an annual basis thereafter at the organizational meeting held in October. Appointments
to a variety of boards and committees also occurs during the organizational meeting. By virtue of their election as
a Councillor, each member of Council serves as a Fire Guardian and is a Commissioner for Oaths.
Attendance at Council meetings is required unless otherwise excused. Councillors must vote on all matters being
considered unless they have a clear conflict of interest on a matter being dealt with. Regular meetings of Council
are held twice a month with the schedule subject to ratification by Council during the annual organizational meeting.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #3 – A Prosperous County
• Crop Diversification Centre South revitalization
• SAEWA’s Energy from Waste Facility • Irrigation expansion
• Continuing Care Capital Program – 14 Unit Small Care Home in Bassano
2025 KEY PRIORITIES
Guiding Principle #5 – A Well Governed County.
• Establish a committee to review the Councillor’s Compensation and Benefits Policy, beginning of 2025.
Guiding Principle #4 – A Socially Responsible County.
• Advocacy against Federal policies related to carbon.
Guiding Principle #3 – A Prosperous County
• Crop Diversification Centre South revitalization
• SAEWA’s Energy from Waste Facility
• Irrigation expansion
• Continuing Care Capital Program – 14 Unit Small Care Home in Bassano
COUNTY OF NEWELL | 2025 FINAL BUDGET 26
LEGISLATIVE STATISTICS & PERFORMANCE MEASURES
COUNTY OF NEWELL | 2025 FINAL BUDGET 27
2025 Electoral Divisions Map
COUNTY OF NEWELL | 2025 FINAL BUDGET 28
COUNTY OF NEWELL | 2025 FINAL BUDGET 29
Administration
SERVICES AND PROGRAMS PROVIDED
Administration is comprised of the Chief Administrative Officer’s (CAO’s) office, the Executive, Finance, and
Information & Technology departments.
The CAO’s OFFICE is Council’s direct link to administration. The CAO is responsible for co-ordinating Council meeting
agendas, providing recommendations on matters that Council direction is required on, assisting Council in the
Strategic Planning process, initiating actions necessary for the implementation of strategic priorities that have been
set by Council, and other corporate initiatives such as service delivery assessment and service standards.
The EXECUTIVE is the official secretariat for Council and its committees. The division is responsible for corporate
administration; processing, coordinating, and managing Council and Committee business; conducting elections and
referenda; managing the information and privacy program; and managing the corporate records program.
FINANCE SERVICES AND PROGRAMS
The Finance Department is responsible for the overall management of the financial affairs of the County including:
• Budgeting, accounting, audit and financial reporting;
• Cash management of approximately $110 million dollars in investments is provided to maximize returns.
• Accounts payable processing;
• Payroll coordinates the production of three different payroll groups paid on a bi-weekly basis which includes
full time and part time staff and also maintains benefits records for over 100 individuals.
• Property assessment and tax collection. Assessment services determine property values for residential,
farmland, commercial and industrial properties, and co-ordinates receiving values from the province for
linear properties. Property values are determined on an annual basis and each residential property is
specifically reviewed on a five-year rotation.
COUNTY OF NEWELL | 2025 FINAL BUDGET 30
• Managing an insurance program that sustains the County’s ability to deliver services to the community.
• Managing debt – long-term debenture financing is typically coordinated with the Government of Alberta
under the Local Authorities Capital Financing Act.
• Managing grants – researching available grants/funding, working with other departments within the
organization to coordinate eligible projects and submitting annual expenditure reports.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #1 – An Environmentally Sustainable County
• Will ensure that environmentally sustainable measures are in place for the retirement of assets subject to
formal retirement to meet the new PS 3280 Asset Retirement Obligation standard.
Guiding Principle #2 – A Growing County & Guiding Principle #3 – A Prosperous County
• Work with financial institutions and investment firms to strengthen the long-term financial stability of the
County’s finances.
Guiding Principle #4 – A Socially Responsible County
• Work with Communications Coordinator to promote County finances through social media & advertising of
the Budget & Annual Report documents.
Guiding Principle #5 – A Well Governed County
• Finance Staff in collaboration with Senior Management to work with RMA Insurance representatives to
ensure adequate coverage and policies are in place to safeguard County assets and operations.
2025 KEY PRIORITIES
Guiding Principle #4 – A Socially Responsible County.
• Update the County’s privacy program for changes related to Bills 33 & 34
Guiding Principle #5 – A Well Governed County.
• Review and recommend updates to the Terms of Reference for Joint Services Committee and Brooks
Newell Region Economic Development.
• Complete review of Administrative policies.
• Electronic Documents and Records Management System – Sharepoint AP workflow Pilot Project
• Explore options to offset costs of local not-for-profits insurance programs.
FINANCE STATISTICS & PERFORMANCE MEASURES
INFORMATION & TECHNOLOGY (IT) DEPARTMENT
Department Mission Statement: The IT department empowers the organization to securely meet their corporate
strategic priorities, technical objectives, and business requirements by applying the core values of discipline,
integrity, discernment, professionalism, accountability, reliability, innovation, and teamwork.
COUNTY OF NEWELL | 2025 FINAL BUDGET 31
IT SERVICES AND PROGRAMS
APPLICATION ADMINISTRATION
Software and applications are a critical part of day-to-day operations, and IT ensures that software is operating
optimally. Software is used on workstations, servers, email, and network switches. IT investigates product issues,
completes system upgrades and maintains the databases of the County’s core applications which include:
• Dynamics GP/Diamond – financial system
• Pearl/WorkTech – work orders, assets, job and equipment costing system
• ESRI – GIS system
• Laserfiche – electronic document and records management system
• Microsoft Office
BACKUP ADMINISTRATION
Data backup mechanisms help safeguard the information assets of the County, prevent the loss of data in case of
accidental deletion or corruption of data, system failure, or disaster, and permit timely restoration of information
and business processes, should such events occur. Three backups are maintained, an on-site backup of production
data, an off-site backup for Disaster Recovery, and a cloud off-site backup of critical systems. In addition, the
County’s IT department is responsible to ensure that hosted applications have adequate backups on their hosted
site.
DEVICE MANAGEMENT
The IT department is responsible for cell phones, conference room electronics, PCs/laptops, desktop phones,
printers, tablets, vehicle electronics, GPS units and device disposal. This includes, but is not limited to, evaluating
the ability of devices to meet business requirements and the purchasing, maintenance, and asset management of
listed devices.
GIS PROGRAM
GIS provides graphic and visual representations of events, assets and work accomplishments. GIS links with other
systems which allows data from different applications to be viewed and reported with the visual.
The County participated Geospatial Maturity Index Survey from the Public Sector Digest in 2018, 2019, 2021 and
2022. No survey was held in 2020. In all four years, the County’s program ranked as the top performer among
organizations of similar size and placed in the top 25 overall. Placing 11th, 10th and 9th over the four years.
NETWORK ADMINISTRATION
Network administration is vital to keeping data secure. This includes administration of a Demilitarized Zone (DMZ),
Local Area Network (LAN), Wide Area Network (WAN), Wireless Access Points (WAP), and network monitoring.
Significant investments in hardware, software, and IT staff training are made to ensure the data is secure.
IT HELP DESK
COUNTY OF NEWELL | 2025 FINAL BUDGET 32
The IT Help Desk was established to provide improved customer service and to assist in managing IT staff workloads.
The IT Help Desk is administered by the IT Administrative Assistant who is the first point of contact for all IT related
service requests. Reports are sent monthly to department heads outlining the number of service requests closed in
the period and itemizes any service requests outstanding. Progress is reviewed at each department meeting and
individual team member performance is reviewed monthly.
SERVER ADMINISTRATION
Server Administration involves keeping both physical servers and virtual machines updated, proactively monitoring
server performance, and managing licenses, warranties, and change. This contributes to the secure delivery of IT
services and assists in meeting the service level expectations of the organization and ratepayers.
REGIONAL IT IT offers its services to other municipalities in the region. Regional IT services are currently provided to the Town of
Bassano, including provision of asset replacement schedules and budget estimates. Administration, research,
development and visit prep time are not billed. The cost of these services is recovered through a fee charged for on-
site visits and travel time.
COMMUNITY ENGAGEMENT AND COMMUNICATION
Community engagement and communication has been a corporate strategic priority for several years. The County
has worked towards improving methods of community engagement by investing in applications and service capacity
that interact with and serve the community.
PROJECT MANAGEMENT
The IT department has implemented and tailored industry standard methodologies and tools to assist the
department to meet organizational objectives. Effective project management is critical for ensuring that the end
results meet expectations. Developing formal project execution processes is a critical component for all size projects
resulting in successful projects that deliver greater value to the organization.
A formal project management approach to departmental operations, which engages the team in project
management exercises and processes, facilitates governance over operations and systems that provides the path to
a “big picture” view of the organization.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #2 – A Growing County
• IT Asset Management Improvement Action Plan.
• Fire Hall Internet Connection and Firewall.
COUNTY OF NEWELL | 2025 FINAL BUDGET 33
• IT Hardware Replacements – printers, plotter, scanner, building maintenance system, video surveillance.
• Aerial Photos.
• Evidence Library – Hardware and Software.
• Review and Update IT Policies.
Guiding Principle #4 – A Socially Responsible County
• Communication Strategic Plan Review.
2025 KEY PRIORITIES
Guiding Principle #2 – A Growing County.
• IT Infrastructure Replacement
• Web Map Replacement
• Phone System Replacement
• Questica Migration to Cloud
• Printer Replacement
• Active Directory Upgrade
Guiding Principle #5 – A Well Governed County.
• IT Plan Review
• IT Human Resources Map (Lean tool for training and skills gap analysis)
• Backup Strategy Review
ADMINISTRATION STAFFING
Administration staffing levels are expected to decrease by 0.80 FTE with the removal of a Projects Assistant, and
changes made to the County’s Human Resources function in 2024 which replaced the Human Resources
Administrator position with allocations of the Manager of Personnel and Safety Service and Personnel and Safety
Services Officers positions from Corporate Safety.
COUNTY OF NEWELL | 2025 FINAL BUDGET 34
ADMINISTRATION STAFF LIST
COUNTY OF NEWELL | 2025 FINAL BUDGET 35
Corporate Safety
SERVICES AND PROGRAMS PROVIDED
HEALTH & SAFETY MANAGEMENT SERVICES
Corporate Safety Services is responsible for the County’s Health and Safety Management System. The department’s
primary function is to help ensure that safety directives and safe-work behaviours meet the County’s intent to
provide a safe, healthy, and supportive workplace for everyone. The department works to ensure that the System
conforms to Occupational Health and Safety Legislation and that industry best practices are considered during
program development and operational activities.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #3 – A Prosperous County
• Ranked #1 out of 79 employers in the 2024 Large Business Experience Rating Program for Municipal
Districts. As of May 30, 2024, the County of Newell had gone 1,643 days without a lost time accident.
• Records inventory was updated for the Safety Department drive and files were moved to the new structure
based on the document retention schedule.
• Disposal of Transitory Documents from Network Drive (9 gigabytes), and destruction of Redundant,
Obsolete & Transitory paper copies (32 Industrial sized garbage bags).
• Laserfiche Empower 2024 conference attended by Corporate Safety Services Officer.
• Reviewed and updated Health and Safety Management System elements, standards, and forms to reflect
process and legislative changes.
• Annual Health and Safety Meeting took place on May 30, 2024, with 83 in attendance.
• Completed the Alberta Municipal Health & Safety Association’s One-Year Action Plan in lieu of the Year-One Maintenance Audit in 2024. It remains a work in progress, but it will be submitted to AMHSA by
November 29, 2024.
2025 KEY PRIORITIES:
Guiding Principle #3 – A Prosperous County.
• Ongoing maintenance and management and continuous improvement initiatives within the many faucets
that make up the municipality’s Health and Safety Management System.
COUNTY OF NEWELL | 2025 FINAL BUDGET 36
• Coordinate, facilitate, and participate in the Annual Staff Safety Meeting.
• Conduct the Certificate of Recognition Maintenance Audit for the organization’s Health and Safety
Management System in 2025.
• Implement a renewal notification process for supervisory staff in advance of safety certificate expiration.
DISABILITY MANAGEMENT SERVICES
The Disability Management System helps control the risks and costs of workplace injury and illness by encouraging
injury prevention through pre-employment screening and promoting early and safe return-to-work where injury or
illness occurs. The department coordinates injury recording and reporting and helps manage any medical directives
issued by health care providers and the Worker’s Compensation Board. Recovery and rehabilitation of an injured
employee may require modified work accommodation prior to a return to their regular duties. In these situations,
Corporate Safety, the employee, and the employee’s supervisor collaborate to establish a modified work plan.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #3 – A Prosperous County
• Address electronic WCB Claim file errors related to inaccurate autoflow filing and naming conventions.
• Transfer the closed 2019-2022 WCB Claim files to the Laserfiche repository.
• Finalize the Psychological Health & Safety Management Program and implement based on available resources and organizational readiness.
2025 KEY PRIORITIES
Guiding Principle #3 – A Prosperous County.
• Address electronic WCB Claim file errors related to inaccurate autoflow filing and naming conventions.
• Transfer the closed 2019-2022 WCB Claim files to the Laserfiche repository.
• Finalize the Psychological Health & Safety Management Program and implement based on available
resources and organizational readiness.
CORPORATE SAFETY STATISTICS & PERFORMANCE MEASURES
CORPORATE SAFETY STAFFING
Corporate Safety staffing levels are expected to decrease by 1.70 FTE with the removal of the Fire & Safety Services
Administrative Assistant support position, and allocations of Manager and Officer positions to support the County’s Human Resources function in Administration.
CORPORATE SAFETY STAFF LIST
COUNTY OF NEWELL | 2025 FINAL BUDGET 37
Police Services
SERVICES AND PROGRAMS PROVIDED
The Government of Alberta implemented a new police costing model for municipalities that previously received
policing from the RCMP under the Provincial Police Services Agreement (PPSA). This new model was implemented
on April 1, 2020 and contributes to a portion of the combined provincial and federal costs of front-line policing under
the PPSA. The overall amount collected under the model increases each year, from 10% in year one, 15% in year
two, 20% in year three, to 30% in years four and five.
Each municipality’s cost requirement is based on a formula that weighs equalized assessment at 50% and population
at 50%, and includes modifiers related to shadow populations, crime severity, proximity to detachment, and existing
enhanced policing positions. The original estimated costs for the County under this new model are as follows:
2020 2021 2022 2023 2024
214,547 393,568 536,446 787,136 858,805
COUNTY OF NEWELL | 2025 FINAL BUDGET 38
Fire & Emergency Services
FIRE SERVICES
SERVICES AND PROGRAMS PROVIDED
Fire and Emergency Services coordinates fire prevention and suppression, volunteer firefighter education,
development of emergency management plans, and adherence to the County`s quality management plan through inspections, investigations, and disaster management. Assistance is provided to local fire chiefs and municipalities
within the County which provides residents and businesses with effective and affordable service levels.
FIRE PREVENTION
Fire prevention begins with education. A fire prevention week campaign is held annually in October which provides educational materials to each fire hall which are distributed at local events and during school visits. These events
are an important part of spreading the fire safety message.
Fire permits and fire bans are used to restrict activities that have the potential to create fire issues. Fire permits alert
fire departments to the locations and fuel sources of controlled fires which enhances fire safety in the County.
FIRE SUPPRESSION
Well trained fire suppression crews are equipped with modern equipment and personal protective equipment (PPE)
to provide a coordinated fire response throughout the County. Training sessions are provided through in-house
practices and National Fire Prevention Association (NFPA) training. The County is committed to providing quality
COUNTY OF NEWELL | 2025 FINAL BUDGET 39
COUNTY OF NEWELL | 2025 FINAL BUDGET 40
training, modern equipment, and the PPE necessary to ensure the safety of the volunteer firefighters who are the
backbone of this service.
Approximately 173 dedicated volunteer firefighters support the ten fire halls which respond to all types of fires,
motor vehicle collisions, water rescue, hazardous material responses, alarm calls, and medical co-response.
Volunteers provide a valuable service and significant cost savings over paid full-time firefighters.
FIRE & EMERGENCY SERVICES PARTNERSHIPS
Fire and Emergency Services are provided through ten fire halls located throughout the County inclusive of our urban
counterparts. Agreements for the shared provision of Fire and Emergency Services are in place with the City of
Brooks, Town of Bassano and Villages of Rosemary and Duchess.
The County funds ninety percent of annual operating expenditures and one hundred percent of all wheeled
equipment and fire apparatus that require a Provincial license and registration of the fire departments under
agreements with the Villages of Rosemary and Duchess. Oversight for the operations of the fire departments under
these agreements is provided by a local Fire and Emergency Services Committee consisting of two Council members appointed from each municipality.
The City of Brooks has been contracted to provide fire suppression and emergency response services for persons
and property within the County’s Fire Divisions 5 and 10 which surround the City of Brooks. Costs of the fire service
are shared under this agreement in proportion with the average percentage of call volumes generated by the County
over the five-year period immediately preceding a given fiscal year (33.2% in 2023).
Mutual Aid agreements are also in place with other neighboring municipalities that provide backup assistance for
incidents when required.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #1 – An Environmentally Sustainable County.
• Continue to use products that minimize or eliminate negative impacts on the natural environment.
Guiding Principle #2 – A Growing County.
• Continue with preventive approaches including inspections of public facilities and assistance provided to
property owners and developers during the pre-development planning stage for new projects.
Guiding Principle #3 – A Prosperous County.
• Recommendations from the 2023 Emergency Services Needs Assessment will be considered and a follow
up action / implementation plan will be prepared.
Guiding Principle #4 – A Socially Responsible County.
• Ongoing efforts will be implemented to promote fire smart approaches when it comes to managing the
fire risk on private property.
Guiding Principle #5 – A Well Governed County.
• Continue to work with partner municipalities in pursuit of additional efficiencies in providing oversight for
the Fire and Emergency Services function.
• Transitioned operational and governance control of Bassano Fire Department to the County.
2025 KEY PRIORITIES
Guiding Principle #1 – An Environmentally Sustainable County.
• Fire services will work to attain an environmentally sustainable county by implementing practices and use
products that minimize their ecological footprint and promote the preservation of natural resources for
future generations.
Guiding Principle #2 – A Growing County.
• Continue conducting building safety inspections and work with communities on fire safety mitigation
plans.
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• Assist with pre-development approvals to ensure the safety of new buildings and renovations of structures in communities.
Guiding Principle #3 – A Prosperous County.
• Recommendations from the 2023 Emergency Services Needs Assessment will continue to be considered
and a follow up action / implementation plan will be prepared.
Guiding Principle #4 – A Socially Responsible County.
• Fire prevention, through community engagement and education that promotes fire safety, provides
support to County residents, and focus on environmental sustainability.
Guiding Principle #5 – A Well Governed County.
• Continuing to collaborate with partner municipalities to enhance the Fire and Emergency Services, while
striving for greater efficiencies and effectiveness in safeguarding our communities.
FIRE & EMERGENCY SERVICES STATISTICS & PERFORMANCE MEASURES
FIRE & EMERGENCY SERVICES STAFFING
Fire and Emergency Services staffing levels are expected to increase by 1.5 FTE with the addition of a Regional Deputy
Fire Chief and reallocation of Administrative Assistant capacity from Corporate Safety to Fire & Emergency Services.
FIRE & EMERGENCY SERVICES STAFF LIST
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DISASTER & EMERGENCY SERVICES
EMERGENCY MANAGEMENT
It is important to have properly equipped and trained professionals ready to respond when an emergency occurs.
The County, Town of Bassano and the Villages of Duchess and Rosemary have established a regional emergency response partnership with formal authority for managing disaster responses within the four municipalities. The local
Emergency/Disaster Plan is a mandatory part of the larger Provincial and Federal Government plans.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #1 – An Environmentally Sustainable County.
• Ensure that a Regional Emergency Management plan is in place to protect against loss of property and
degradation of agricultural land from future wildfire events.
Guiding Principle #2 – A Growing County.
• The updated Regional Emergency Management Plan will outline the approach applied for the protection of
assets within the community, both public and privately owned.
Guiding Principle #4 – A Socially Responsible County.
• The Regional Emergency Management Plan will be completed, and measures taken to ensure organizational
readiness for implementation in the event of a significant disaster event.
Guiding Principle #5 – A Well Governed County.
• Work with urban partners to ensure there is a high degree of coordination between partner municipalities
when it comes to long-term disaster planning and response efforts.
2025 KEY PRIORITIES
Guiding Principle #1 – An Environmentally Sustainable County.
• The Newell Regional Emergency Management Plan emphasizes the significance of emergency
preparedness and prioritizes enabling mitigation, preparedness, effective response, and timely recovery
from any disaster incidents of scale.
Guiding Principle #2 – A Growing County.
• Continue to develop the regional emergency management plan to help define how to best mitigate and
protect all property, life and environment within all the counties communities and properties.
Guiding Principle #3 – A Prosperous County.
• Prioritizing the protection of property, life, and the environment within all the county's communities and
properties. By enabling mitigation, preparedness, effective response, and timely recovery from incidents
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of scale in an emergency management plan contributes to ensuring the safety and stability of the county,
and encouraging an environment for economic growth, community development, and overall prosperity
Guiding Principle #4 – A Socially Responsible County.
• The Regional Emergency Management Plan when completed, will undergo a tabletop exercise to assess
organizational readiness for implementation during a significant disaster event.
Guiding Principle #5 – A Well Governed County.
• Collaborating as a regional team with our municipal partners in disaster will guarantee that future disaster
planning is executed with the utmost quality, emphasizing long-term disaster plans and response efforts.
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Bylaw Enforcement
SERVICES AND PROGRAMS PROVIDED
ENFORCEMENT
The Municipal Enforcement Department responds to, and investigates, complaints throughout the region. The
department educates people for purposes of complying with local bylaws and provincial legislation and regulations.
Monthly educational and enforcement priorities follow the Alberta Traffic Safety Plan.
MUNICIPAL PARTNERSHIPS
The department has partnered with the Villages of Duchess and Rosemary, Town of Bassano, and the EID on a cost
recovery basis for enforcement services. Activities performed for these partners include education and enforcement
of local bylaws and provincial legislation and regulations.
JOINT OPERATIONS
The department works closely with Alberta Fish and Wildlife Officers, Alberta Environment and Protected Areas, City
of Brooks Community Peace Officers (CPO’s), the local Brooks and Bassano RCMP, and local fire departments. The
Municipal Enforcement Supervisor participates by submitting monthly reports to the Safe Communities Committee and includes other community-based activities.
EMERGENCY RESPONSE
Municipal Enforcement responds to emergencies when called upon. This may include responding to motor vehicle
collisions, grass fires, flood response and evacuations. The role of CPO’s in these situations is to provide traffic
control, however they may be called in for other purposes where other emergency services may not be available.
The Supervisor also acts as the County’s Deputy Disaster Services Coordinator.
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2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #5 – A Well Governed County
• Review and update four bylaws
Guiding Principle #3 – A Prosperous County
• Review and update six Municipal Enforcement policies.
• Continual updating and refinement of processes and procedures to increase efficiency and reduce
inconsistencies.
Guiding Principle #4 – A Socially Responsible County
• Maintain and strengthen Municipal Partnerships.
• Maintain and strengthen relationships with like Enforcement Agencies (RCMP, Fish & Wildlife, Conservation Officers, etc.).
• Attend three community events (e.g., bike rodeo, rodeos, community events)
• Conduct foot and bicycle patrols to improve communication with the public by making officers more
approachable.
2025 KEY PRIORITIES
Guiding Principle #3 – A Prosperous County.
• Continual updating and refinement of processes and procedures to increase efficiency and reduce
inconsistencies.
Guiding Principle #4 – A Socially Responsible County.
• Maintain and strengthen Municipal Partnerships.
• Maintain and strengthen relationships with like Enforcement Agencies (RCMP, Fish & Wildlife, Conservation
Officers, etc.).
• Attend three community events (e.g., bike rodeo, rodeos, community events)
• Conduct foot and bicycle patrols to improve communication with the public by making officers more
approachable. Guiding Principle #5 – A Well Governed County.
• Review and update four bylaws
BYLAW ENFORCEMENT STATISTICS & PERFORMANCE MEASURES
BYLAW ENFORCEMENT STAFFING
Bylaw Enforcement staffing levels are expected to remain consistent with the prior year.
BYLAW ENFORCEMENT STAFF LIST
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Fleet Services
SERVICES AND PROGRAMS PROVIDED
PREVENTATIVE MAINTENANCE & REPAIRS Fleet Services provides preventative maintenance and repair services to fleet, machinery, and equipment, including
administering all warranties and recalls. Preventative maintenance of all fleet, machinery, and equipment is key in
keeping them operational while maintaining low cost of ownership. Servicing and repairs may be contracted out
when service capacity is not available, or the expertise of the manufacturer is required.
VEHICLE INSPECTIONS
Fleet Services is a licenced vehicle inspection facility and is responsible for maintaining all commercial vehicle files,
conducting Commercial Vehicle Inspections (CVIP’s).
FABRICATION
Fabrication services are provided where necessary. This may include the fabricating of racking systems and/or
attachments for field use where engineering is not required. Where engineering is required, fabrication work is
outsourced.
INVENTORY
Fleet Services manages parts room and yard inventories for items such as filters, lubricants, and other consumables.
Effective inventory management ensures regular inventory turnover to prevent accumulation of obsolete parts,
ensuring space is available for required stock. Inventory control ensures inventory costs are maintained and assists
in determining and maintaining adequate levels of stock.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #2 – A Growing County
• Research innovative opportunities to increase Fleet Services efficiency.
• Develop Technician Productivity Measurement.
• Asset Management Plan – Fleet & Equipment – Invest in completing tasks listed on the Improvement Plan.
Guiding Principle #5 – A Well Governed County
• Review purchasing practices and ensure compliance with Purchasing Policy.
Guiding Principle #3 – A Prosperous County
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• Continue to seek opportunities with students interested in automotive and heavy-duty mechanic trades.
• Seek opportunities for longer or better performing lubricants in all vehicles, machinery, and equipment.
• Maintain vehicle inspection facility license in good standing.
2025 KEY PRIORITIES
Guiding Principle #1 – An Environmentally Sustainable County.
• Explore opportunities for longer and better performing lubricants in all vehicles, machinery, and equipment.
• Prepare to utilize fleet and equipment that meet new emission standards coming into effect.
Guiding Principle #2 – A Growing County.
• Research innovative opportunities to increase Fleet Services efficiency.
• Develop Technician Productivity Measurement.
• Explore training opportunities that assist mechanics with repairs and maintenance of new technology in equipment.
• Asset Management Plan – Fleet & Equipment – Invest in completing tasks listed on the Improvement Plan.
Guiding Principle #3 – A Prosperous County.
• Maintain vehicle inspection facility license in good standing.
• Explore the opportunity for the fleet department to provide services to other departments, thereby
reducing the requirement for third party vehicle and equipment repairs and maintenance services.
Guiding Principle #4 – A Socially Responsible County.
• Promote opportunities with students interested in automotive and heavy-duty mechanic trades.
Guiding Principle #5 – A Well Governed County.
• Review purchasing practices and ensure compliance with Purchasing Policy.
• Regular team meetings, setting team goals and improving work plan scheduling.
FLEET SERVICES STATISTICS & PERFORMANCE MEASURES+
FLEET SERVICES STAFFING
Fleet Services staffing levels are expected to remain consistent with the prior year.
FLEET SERVICES STAFF LIST
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Roads, Streets, Walks & Lighting
SERVICES AND PROGRAMS PROVIDED
GRAVEL ROADS
Approximately 1,450 kilometers of gravel roads are maintained through regular grading in summer and snow
removal in winter. Approximately 40,000 cubic meters of aggregates are distributed across approximately 25% of
gravel roads annually. Dust abatement services are available at a subsidized rate under the Dust Abatement
Program.
PAVED ROADS
Approximately 234 kilometers of paved roads are maintained with crack sealing, line painting and pothole repairs in
the spring/summer. Snow and ice control services are provided in winter.
Gravel road surfaces are upgraded to a paved surface based on the Council approved Paving Plan. Paved roads
typically require a pavement overlay once every 20 years to maintain a defect free surface and preserve the original
investment. Monitoring is ongoing, and paved roads are upgraded when the existing surface or structure shows signs of fatigue that cannot be remedied through regular preventative maintenance activities.
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ROAD SIGNS
Approximately 1,100 regulatory signs, 2,800 warning signs and 1,400 information signs are maintained on roads
throughout the County. Road signs communicate the rules of the road and enhance the safety of drivers. Temporary
signage is erected as warning devices to drivers where road maintenance and repair work is in progress.
PERMITS & APPROVALS
Over-dimensional and overweight loads, road approaches, seismic, texas gates, facility crossings, are all matters
covered under permits and approvals. RoaData Services has been contracted to administer over-dimensional and
overweight loads as required by Alberta Transportation in the TRAVIS MJ permitting system.
Permit approvals and the associated inspections are completed by the County’s Approvals Officer. These include
facility crossings, road approaches, texas gates, seismic and locating water lines including a contract with NRSC to
locate their facilities. Inspection services for road approaches of new subdivisions and developments are also
provided.
BRIDGES
There are 147 bridges within the County. Of these, 117 are bridge sized culverts, 28 are standard bridges, and 2 are
major bridges. Provincially mandated bridge inspections are completed annually to assess the condition of the
County’s bridges and prioritize preventative maintenance, repairs, and replacements.
DRAINAGE
Approximately 3,400 kilometers of roadside drainage is maintained as needed by removing silt, controlling
vegetative growth, and repairing culverts. The County started collecting culvert data in the summer of 2024 and
currently have 4200 culverts collected in GIS information system. The County and EID have a continuing partnership
to improve drainage throughout the region.
BRUSH CONTROL
Tree cutting and brush removal is typically completed in winter months in areas where driver visibility is reduced,
regular operations are adversely affected, and where snow drifting is problematic.
EMERGENCY RESPONSE
Emergency response support is provided as directed by the Fire & Emergency Department. Signage and flag persons
are provided to control drivers and keep the public safe. Labour and equipment may be provided to make fire guards, supply water, douse burnt areas to prevent re-ignition of combustibles and provide flood response.
RAILWAY CROSSINGS
There are 23 road crossings of Canadian Pacific Railways in the County that are maintained in compliance with
Transport Canada Rail Crossing Guidelines for public safety.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #5 – A Well Governed County
• Maintain and strengthen the Drainage partnership with the EID to reduce known overland flooding
impacting private dwellings, structures, and land.
Guiding Principle #2 – A Growing County
• Review EID Drainage Partnership project plan with Council for direction and priority setting.
Guiding Principle #2 – A Growing County & Guiding Principle #3 – A Prosperous County
• Construct Stage 2 of the Kinbrook Connection Pathway from TR180 to TR182.
• Design, tender, and construct the Lake Newell Resort Pathway.
• Asset Management Plans – Invest in completing tasks listed on the Improvement Plan for Paved Roads, Gravel Roads, Bridges, Fleet, Machinery and Equipment.
Guiding Principle #3 – A Prosperous County
• Review Policies to ensure services provided are fair, consistent with needs, and in an efficient manner.
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• Continual updating and refinement of processes and procedures to increase efficiency and reduce inconsistencies.
• Continue Grader Operator training to maintain better quality roads and reduce hourly costs.
• Develop an Operational Manual for Municipal Services.
Guiding Principle #4 – A Socially Responsible County
• Maintain a system for tracking customer services requests (Newell Connect), and review for areas of
improvement where similar issues and reports warrant alternative solutions to remedy.
• Asset Management Plans – Identify opportunities to engage Council and the public to understand customer
service level expectations, then incorporate expectations into the necessary Asset Management Plan(s).
2025 KEY PRIORITIES
Guiding Principle #2 – A Growing County.
• Host the Kinbrook Connection Pathway Grand Opening Event.
• Tender and construct the Hamlet of Lake Newell Resort Pathway.
• Asset Management Plans – Invest in completing tasks listed on the Improvement Plan for Paved Roads,
Gravel Roads, Bridges, Fleet, Machinery and Equipment.
• Develop a gravel road rehabilitation plan based on recommendations of the Rural Road Study 2023.
Guiding Principle #3 – A Prosperous County.
• Review Policies to ensure services provided are fair, consistent with needs, and in an efficient manner.
• Continual updating and refinement of processes and procedures to increase efficiency and reduce
inconsistencies.
• Continue Grader Operator training to maintain better quality roads and reduce hourly costs.
• Continue to refine the DRAFT Operational Manual for Municipal Services.
Guiding Principle #4 – A Socially Responsible County.
• Maintain a system for tracking customer services requests (Newell Connect), and review for areas of
improvement where similar issues and reports warrant alternative solutions to remedy.
• Asset Management Plans – Identify opportunities to engage Council and the public to understand customer
service level expectations, then incorporate expectations into the necessary Asset Management Plan(s). Guiding Principle #5 – A Well Governed County.
• Maintain and strengthen the Drainage partnership with the EID to reduce known overland flooding
impacting private dwellings, structures, and land.
MUNICIPAL SERVICES STATISTICS & PERFORMANCE MEASURES
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MUNICIPAL SERVICES STAFFING
Municipal Services staffing levels are expected to increase by 1.42 FTE. This adjustment accounts for the Engineering
Supervisor role, which was initially planned as a partial capacity increase in the Engineering Technologist position in
2024, now allocated at full-year capacity and replacing a Records Management Technician in Administration with a
General Administrative Assistant stationed in the Municipal Services Department.
MUNICIPAL SERVICES STAFF LIST
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Airport
SERVICES AND PROGRAMS PROVIDED
BROOKS REGIONAL AIRPORT (CYBP)
The Brooks Regional Airport is owned 50/50 by the County and the City of Brooks. The airport serves the City and
the County for agricultural applications, flight training and air charter needs. Airport operations are managed by the
City, however, the County assists when requested.
The airport features one 980-meter (3,216 feet) asphalt runway and one 881-meter (2,889 feet) gravel runway. An
AvGas fuel system is available for airport users to purchase fuel. The self-serve fuel system currently has AvGas
(100LL) fuel only and accepts Visa, Mastercard and American Express. In addition, an area navigation system (RNAV)
is in place to assist pilots with local navigation.
BASSANO AIRPORT (CEN2)
The Bassano Airport is owned and operated by the Town of Bassano with operating costs shared 50/50 by the Town
and the County under an Intermunicipal Collaboration Framework (ICF) agreement. The airport services the Town and the County for agricultural applications, flight training, and air charter needs. The airport has an asphalt runway
which is 899 meters (2,950 feet) in length.
2025 KEY PRIORITIES
Guiding Principle #5 – A Well Governed County.
• Replace runway lighting at Brooks Airport as recommended by the Airport Commission. Operating costs
should decrease due to LED lighting and modern underground wire being installed as part of the project.
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Water
SERVICES AND PROGRAMS PROVIDED
Newell Regional Services Corporation (NRSC) has been contracted to manage, operate, and maintain all aspects of
the County’s treated water distribution and facilities. NRSC supplies treated water to hamlets and rural users through
the regional water pipeline. Water quality is managed by NRSC in accordance with standards set by Alberta
Environment. In addition, the Provincial Laboratory of Public Heath performs microbiological testing of drinking
water samples taken by NRSC as required.
Water rates are proposed to increase annually by approximately 3% to reduce the subsidy required from general
property tax revenues to operate the systems.
HAMLET WATER SYSTEMS
Water utility operating costs are recovered in part through a two-part water rate consisting of a fixed charge and a
volumetric charge. The fixed portion of the user rate is used to recover customer related costs for metering, billing,
and collecting, as well as other fixed costs of the system. The volumetric charge is based on user’s actual water usage
and covers the cost of the treated water and a portion of other variable costs of the system.
RURAL WATER SYSTEM
The rural water system is supplied by NRSC’s regional water pipeline and supplies customers with up to 300 gallons
(1.36 cubic metres) of potable water per day. Of the 1,793 registered rural water users 1,396 or 78%, are active.
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WATER SYSTEM MONITORING
The County analyzes the consumption trends of users within each hamlet and rural water systems compared to the
volume of water supplied. A loss rate between 0-8% is within normal operating standards, loss rates between 9-20%
requires a decision on whether further investigation is warranted and loss rates greater than 20% should be
investigated with a water audit, appropriate intervention, and evaluation of intervention efforts.
WATER BUDGET BY SYSTEM LOCATION
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #5 – A Well Governed County
• Maintain and strengthen relationship with NRSC to provide potable water service to customers.
Guiding Principle #2 – A Growing County
• Construct Rural Water Phase II – Contract 2, 3 & 4.
• Asset Management Plan – Water – Invest in completing tasks listed on the Improvement Plan.
• Investigate water loss rate in Hamlets and seek to resolve to acceptable standards.
Guiding Principle #3 – A Prosperous County
• Install water sample stations in Hamlets as recommended by Alberta Environment.
• Execute Preventative Maintenance Program (Flushing, Valve and Curb Stop Exercising, and Water Quality
Sampling & Testing) to ensure systems are compliant with Alberta Environment.
• Continual updating and refinement of processes and procedures to increase efficiency and reduce
inconsistencies. Guiding Principle #4 – A Socially Responsible County
• Maintain system for tracking customer services requests (Newell Connect), and review for areas of improvement where similar issues and reports warrant alternative solutions to remedy.
2025 KEY PRIORITIES
Guiding Principle #1 – An Environmentally Sustainable County.
• Update Water & Sewer Bylaw to include Drought Plan Guidelines.
Guiding Principle #2 – A Growing County.
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• Construct Rural Water Phase II – Contract 4.
• Asset Management Plan – Water – Invest in completing tasks listed on the Improvement Plan.
• Investigate water loss rate in Hamlets and seek to resolve to acceptable standards.
Guiding Principle #3 – A Prosperous County.
• Maintain and strengthen relationship with NRSC to provide potable water service to customers.
• Install water sample stations in Hamlets as recommended by Alberta Environment.
• Continue Preventative Maintenance Program (Flushing, Valve and Curb Stop Exercising, and Water Quality
Sampling & Testing) to ensure systems are compliant with Alberta Environment.
• Continual updating and refinement of processes and procedures to increase efficiency and reduce
inconsistencies.
Guiding Principle #4 – A Socially Responsible County.
• Maintain system for tracking customer services requests (Newell Connect), and review for areas of improvement where similar issues and reports warrant alternative solutions to remedy.
Guiding Principle #5 – A Well Governed County.
• Maintain and strengthen relationship with NRSC to provide potable water service to customers.
WATER UTILITY STATISTICS & PERFORMANCE MEASURES
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Wastewater
SERVICES AND PROGRAMS PROVIDED
Newell Regional Services Corporation (NRSC) has been contracted to manage, operate, and maintain all aspects of
the County’s wastewater collection facilities and wastewater treatment facilities. Wastewater quality is managed by NRSC in accordance with standards set by Alberta Environment.
HAMLET WASTEWATER SYSTEMS
Wastewater utility operating costs are recovered through a fixed charge. The fixed charge is used to recover
customer related costs such as billing and collecting as well as other fixed costs of the system. Wastewater rates are
proposed to increase by 3% to reduce the subsidy required from general property tax revenues to operate the
systems.
The County analyzes the volume of wastewater pumped and treated of users within each hamlet. Above Canadian
average generated wastewater (calculated on Canadian household average wastewater statistics) warrant
investigation for infiltration and/or illegal household foundation drain connections. County staff work with NRSC
where excessive wastewater volumes are identified.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS Guiding Principle #2 – A Growing County
• Complete recommended improvements of components of Lake Newell Resort Lift Station.
• Invest in completing tasks listed on the Wastewater Asset Management Improvement Plan.
• De-sludge Tilley Lagoons.
• Complete Lagoon Sludge Assessment on Patricia, Rolling Hills, and Scandia Lagoons.
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Guiding Principle #3 – A Prosperous County
• Execute Preventative Maintenance Program (CCTV Inspection, Mainline Flushing, and Effluent Discharge)
to ensure systems are compliant with Alberta Environment.
• Continual updating and refinement of processes and procedures to increase efficiency and reduce
inconsistencies.
Guiding Principle #4 – A Socially Responsible County
• Maintain a system for tracking customer services requests (Newell Connect), and review for areas of
improvement where similar issues and reports warrant alternative solutions to remedy.
2025 KEY PRIORITIES
Guiding Principle #2 – A Growing County.
• Invest in completing tasks listed on the Wastewater Asset Management Improvement Plan.
Guiding Principle #3 – A Prosperous County.
• Execute Preventative Maintenance Program (CCTV Inspection, Mainline Flushing, and Effluent Discharge)
to ensure systems are compliant with Alberta Environment.
• Continual updating and refinement of processes and procedures to increase efficiency and reduce
inconsistencies.
Guiding Principle #4 – A Socially Responsible County.
• Maintain a system for tracking customer services requests (Newell Connect), and review for areas of
improvement where similar issues and reports warrant alternative solutions to remedy.
WASTEWATER BUDGET BY SYSTEM LOCATION
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Waste Management
SERVICES AND PROGRAMS PROVIDED
WASTE MANAGEMENT The County is a regional partner in the Newell Regional Solid Waste Management Authority (NRSWMA) which owns
and operates the Newell Regional Landfill. NRSWMA also owns and operates six waste transfer stations which accept
smaller loads of solid waste. Financial support is provided to NRSWMA through an annual per capita contribution
funded from municipal property taxes.
County residents and businesses are responsible for properly disposing of their waste at the regional landfill or the
nearest transfer station. Recycling options are available in each hamlet and at NRSWMA transfer stations.
NRSWMA is a member of the Southern Alberta Waste to Energy Association (SAEWA). That organization is pursuing
the development of a facility which would process solid waste from several municipalities across southern Alberta
to generate energy for purchase and use within nearby facilities or for export to the electrical grid. Supporting the
development of this project is a priority for the County.
SOLID WASTE COLLECTION
The County provides solid waste collection services in the Hamlet of Tilley only through a contracted service provider.
The Hamlet of Tilley residents and businesses cover 100% of the cost of this service.
LANDFILL RECLAMATION
Reclamation of the Tilley landfill is the only project left; work began in 2021 and is expected to be complete in 2025.
For more information regarding the Newell Regional Landfill go to www.newellwastemanagement.com.
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2025 KEY PRIORITIES
Guiding Principle #1 – An Environmentally Sustainable County.
• Closure and reclamation of the former Tilley Landfill in accordance with Alberta Environment and
Protected Areas standards.
• Support the Southern Alberta Energy to Waste Association (SAEWA) and their commitment to research
and implementation of Energy Recovery from waste.
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Family and Community Support Services (FCSS)
SERVICES AND PROGRAMS PROVIDED
Grasslands Regional FCSS has been in operation since September 2004 and is an Intermunicipal organization that
has four partners including the Villages of Rosemary, and Duchess, the County of Newell, and the City of Brooks.
Board members from each municipality ensure that FCSS programs are carried out in accordance with the Family
and Community Support Services Act and Regulation. Base funding for FCSS is cost-shared 80% Provincial and 20%
Municipal.
FCSS designs and delivers preventative social service programs that promote and enhance the well-being of
individuals, families and communities and build capacity to prevent or deal with crisis situations should they arise.
For additional details please visit Grasslands Regional FCSS website at www.grasslandsregionalfcss.com.
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Planning & Development
SERVICES AND PROGRAMS PROVIDED
The Planning and Development department assists and directs landowners with subdivision and development, as
regulated under the Municipal Government Act, the Subdivision and Development Regulations, the County’s Land
Use Bylaw, and associated statutory plans. Standards and regulations are in place to control development and
protect the interests of the County and its ratepayers. The department deals with development and construction
permits, land use amendments, subdivision applications, road allowance closures, and other matters that relate to
land development.
DEVELOPMENT PERMITS
One of the primary functions of the department is to process, issue, and manage Development Permits.
Development permits are categorized into three types: residential, non-residential, and home occupation permits.
Residential permits include dwellings (stick-built, moved-in or manufactured), additions and accessory buildings
(sheds, garages, out-buildings). Non-Residential permits apply to commercial and industrial development, including
new buildings, additions and accessory buildings associated with that development. Home occupation permits apply
to landowners operating a business from their dwelling.
CONSTRUCTION PERMITS
These permits apply to all aspects of construction and include building, electrical, gas, plumbing and private sewage
disposal systems. The County is accredited to issue construction permits under Alberta Safety Codes. Accreditation
and the ability to issue permits internally help ensure developers are obtaining necessary permits, and it provides a
local point of contact for those applying. Park Enterprises Ltd. is currently contracted to provide inspection services,
plan reviews, and assist with the permitting process.
SUBDIVISION
A subdivision is the act of dividing a single parcel of land into two or more parcels, each to be given its own separate
title. Subdivision rules are legislated by the Municipal Government Act (MGA) and the Subdivision and Development
Regulation. The County’s Subdivision and Land Use bylaw provides subdivision policy for the land use districts within
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the County. Land that is proposed for subdivision requires review and approval from the Municipal Planning
Commission (MPC) before a title for the new parcel(s) may be registered at Land Titles Office.
LAND USE AMENDMENTS
A Land Use Bylaw Amendment (rezoning) is required to change the land use district of a parcel of land. This allows
for different uses to be developed on the property. The rezoning process includes a public hearing and three readings
of the Use Bylaw by Council.
AREA STRUCTURE PLANS
Area Structure Plans (ASP) and Area Redevelopment Plans (ARP) are statutory documents that are adopted by bylaw
and provide a framework for development on specific areas of land. An ASP describes the sequence of development
on bare land parcels, where there is no or very little existing development. It also outlines the proposed land uses
for the parcel, density of development, transportation routes, public utilities, and any other information relevant to
development of the site. An ARP has the same purpose, except that existing development which is present on the
parcel must be accommodated in the plan.
ROAD RIGHT OF WAY CLOSURE AND LEASE OR SALE
A road allowance is land where a public road is or could be constructed if the need arose. They are owned by the Province of Alberta but are under the care and control of the municipality. Planning and Development administers
the process to close undeveloped road allowances. The most common reason to close a road allowance is to facilitate
agricultural operations on adjacent lands. The County typically leases a closed road allowance to an adjacent
landowner for a period of ten years. In some special circumstances a landowner may request to purchase the closed
road allowance. These cases are reviewed by the department and a recommendation is brought to Council.
A road allowance must be closed through the formal bylaw approval process, while a surveyed road plan can be
closed by resolution. The closure process by bylaw includes a public hearing, three readings of Council and approval
from the Provincial Minister of Transportation. Closure by resolution requires written consent from adjacent
landowners and a Council resolution. Once approved for closure, a sale or lease agreement is finalized with the
applicant.
REAL PROPERTY REPORTS (RPR) AND COMPLIANCE
A compliance letter may be requested by a landowner when a parcel of land is put up for sale. Compliance letters
are not a compulsory service of a municipality but are offered to assist with property transfers. For compliance to be assessed, a Real Property Report, prepared by an Alberta Land Surveyor, must be submitted with the request. All
development on a parcel must comply with the current Land Use Bylaw for a Compliance Certificate to be issued.
INQUIRIES, SERVICE REQUESTS AND ENFORCEMENT
Requests for information regarding land-related issues, and enforcement are addressed by the Planning and
Development department. The department works closely with the Community Peace Officers to ensure Bylaws are
being implemented and members of the community are being treated fairly and equitably.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #4 – A Socially Responsible County
• Work with our Urban partner municipalities to update Intermunicipal Development Plans.
• Work with the local school districts to prepare Joint Use Planning Agreements.
Guiding Principle #2 – A Growing County
• Complete updates to statutory framework to ensure policies align with each other.
• Assess the capacity of the department and plan for any future needs.
Guiding Principle #3 – A Prosperous County
• Continual updating and refinement of processes and procedures to increase efficiency and reduce inconsistencies.
• Review and update three policies.
COUNTY OF NEWELL | 2025 FINAL BUDGET 64
2025 KEY PRIORITIES
Guiding Principle #1 – An Environmentally Sustainable County.
• Continue to increase internal and public awareness of other legislation and regulators that control
development in the County.
Guiding Principle #2 – A Growing County.
• Complete updates to the Land Use Bylaw and Statutory Framework to ensure development is a
streamlined, efficient process for developers.
Guiding Principle #3 – A Prosperous County.
• Continue to work with Council and the Alberta Utilities Commission (AUC) on refining the process for large
scale renewable developments in the Province.
Guiding Principle #4 – A Socially Responsible County.
• Work with the EID and other partners to ensure there is efficient use of lands and reducing conflicts.
• Work with Municipal partners on encouraging communication and collaboration with updating
Intermunicipal Development Plans.
Guiding Principle #5 – A Well Governed County.
• Review and update policies which have yet to be reviewed this council term.
• Continue to update processes and procedures to produce the best service possible (Red Tape Reduction
efforts) to developers and other stakeholders.
PLANNING & DEVELOPMENT STATISTICS & PERFORMANCE MEASURES
PLANNING AND DEVELOPMENT STAFFING
Planning and Development staffing levels are expected to remain consistent with the prior year.
PLANNING & DEVELOPMENT STAFF LIST
COUNTY OF NEWELL | 2025 FINAL BUDGET 65
Agricultural Services
SERVICES AND PROGRAMS PROVIDED
WEED INSPECTION & CONTROL Under the Weed Control Act, Agricultural Services must ensure that noxious weeds do not spread, and that
prohibited noxious weeds are destroyed. The department monitors and controls noxious and prohibited noxious
weeds to preserve a viable agricultural land base. Approximately 550 known weed infestations are recorded,
mapped, and managed in a weed infestation database. Weed Inspectors share best management farming practices
with producers to reduce the impact of weeds.
Considerable time is invested spraying weeds and brush on County property, roads and right of ways. Our program
encourages landowners and leaseholders to reduce the impact of regulated weeds on the lands they manage.
Multiple spray units are maintained however, weed control is more than just spraying, it can also be cultural (practice
changes) or mechanical (mowing, picking, tilling).
Weed inspection and control services are provided to municipalities within the County on a cost recovery basis.
Under the Weed Control Act, Agricultural Services is responsible to inspect private seed cleaning plants. This is done in the fall on all four seed cleaning plants.
PEST CONTROL
Coyotes are regulated under the Agricultural Pests Act. The County provides a financial incentive for hunters to
control coyote populations under the Coyote Control Incentive Program (CCIP) rather than hiring staff. The CCIP program typically runs from December 1st to March 31st.
COUNTY OF NEWELL | 2025 FINAL BUDGET 66
When coyote incidents occur, Agricultural Services completes an investigation, recommends practice changes to the
landowner, provides education on proper coyote control methods and as a last resort will issue a toxicant to control
these predators.
A coyote survey is completed every year and sent to Regulatory services which is used as a guide to ensure the CCIP
program is not having a detrimental effect on coyote populations.
PEST INSPECTION AND SURVEYS
Monitoring for pests under the Agricultural Pests Act is completed through surveys. Inspections are performed in
response to reports from ratepayers. Surveying assists in determining infestation levels and developing a response.
Surveys are currently completed for fusarium graminearum, bacterial ring rot, clubroot and grasshoppers.
To reduce the risk of contracting or spreading bacterial ring rot and other potato diseases Agricultural Services is
equipped to provide disinfecting services to producers for their potato equipment and storage sheds.
Agricultural Services is responsible for rat control and will investigate all reported rat sightings and if an infestation
is confirmed control measures are put in place to keep Alberta rat free.
Educational materials are provided to ratepayers and industry partners on the damaging effects pests can have on
producers as well as best management practices to mitigate infestations. Communication is key with many emails
being sent to environmental consultants, meetings held as needed and fielding several phone calls on the subject.
RURAL BEAUTIFICATION
The Rural Beautification Award recognizes residents that beautify their yards and improve the image of the County.
An annual tour of nominated properties is the highlight of this program which helps cultivate a positive County image
and provides Agricultural Services with an opportunity to build positive relationships with County residents.
SOIL CONSERVATION PROGRAMS
Agricultural Services administers the Soil Conservation Act. It is our duty to keep soil in the field where it belongs.
This program has been effective in establishing shelterbelts and encouraging the adoption of zero and minimal till
farming, which has drastically reduced the time commitment required in this area. However, there are still times
that a Notice to Remedy Soil Erosion must be issued.
Various equipment and snow fencing are available to assist producers that may need to provide cover or rectify soil
erosion issues. Seed drills for both conventional and no till farming practices are available for rent.
The shelterbelt tree planting program also supports soil conservation. Shelterbelts limit soil erosion, promote snow
retention, reduce feeding costs for confined feeding operations, provide wildlife habitat and protect livestock from
the wind. The Agricultural Services Department partners with the Eastern Irrigation District to offer a shelterbelt
program. Staff and financial resources are made available to be utilized with the PHD program. .
MOWING PROGRAMS
Agricultural Services manages two distinct mowing programs. The roadside mowing program facilitates proper
drainage, reduces flooding, and promotes road safety by reducing snow drifting and opening sight lines for drivers.
Approximately 6,400 kilometres (one way) of roadside are mowed with a 15-foot pass, except for high traffic roads
which receive a 25–30-foot pass.
About 1,200 hours of mowing and 200 hours of weed whipping is completed in hamlets, around county facilities and
entrance corridor map signs, subdivisions, airports, for ratepayers (under policy) and in other areas under contract.
Currently Agricultural Services does not mow every subdivision due to safety hazards caused by thrown rocks.
COUNTY OF NEWELL | 2025 FINAL BUDGET 67
ROADSIDE SEEDING
Roadside seeding is completed after construction projects to reduce soil erosion and prevent weed infestations.
Seeding is completed in late fall as resources become available. Fall seeding also prevents the seed from germinating
until spring taking advantage of spring moisture.
ALBERTA CONSERVATION ASSOCIATION CONTRACT (ACA)
The department works with the Alberta Conservation Association (ACA) on shelterbelt plantings, reseeding of grass
and is contracted to manage the Aqueduct Trout Pond area, and parking lots at Buck for Wildlife sites in Millicent,
the Sproule Property, the Potiuk property and the Interlake. Work at the Aqueduct Trout Pond includes mowing
grass, weekly garbage removal, road maintenance and weed control.
REPAIRS & MAINTENANCE PROGRAM
Agricultural Services maintains a fleet of vehicles, sprayers, tractors, ride on mowers, roadside mowing units, UTV’s,
livestock equipment, and other miscellaneous equipment.
OTHER AWARDS
Council nominates a farm family for the Calgary Stampede Farm Family awards each year. This program is well
received by the nominees and helps create a positive image for the hard-working farmers of our region. Agricultural Services also manages the County’s 100-year Farm awards which recognizes farm operations that have been in the
area for 100 years. To date there have been no applications to receive the 100 Year Farm recognition.
FACILITY MAINTENANCE
Agricultural Services oversees the maintenance of all County facilities. Facilities are maintained at an appropriate
level through relationships with contractors, regular maintenance and a dedicated facilities staff member.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #1 – An Environmentally Sustainable County
• Help to limit Soil erosion concerns.
• Work with landowners to limit spread of noxious weeds and destroy prohibited noxious weeds.
Guiding Principle #2 – A Growing County
• Help encourage new agricultural ventures.
Guiding Principle #5 – A Well Governed County
• Update the ASB on agriculture matters, update Agricultural Services Policies.
2025 KEY PRIORITIES
Guiding Principle #1 – An Environmentally Sustainable County.
• Education campaign for landowner responsibilities under the weed control act and best management
practices.
• Continue to work with landowners to limit potential soil erosion concerns.
• Work with producers to complete their Environmental Farm Plans.
Guiding Principle #2 – A Growing County.
• Offer Weed Free Forage program
Guiding Principle #4 – A Socially Responsible County.
• Complete renovations at new Bassano Fire Hall
COUNTY OF NEWELL | 2025 FINAL BUDGET 68
AGRICULTURAL SERVICES STATISTICS & PERFORMANCE MEASURES
AGRICULTURAL SERVICES STAFFING
Agricultural Services staffing levels are expected to increase by 2.0 FTE with the temporary addition of capacity in
the Agricultural Technician role that will address succession planning and business continuity within the department
and the addition of a new position, Projects Coordinator – CDC South, that will assist with revitalization efforts at
the CDC South.
AGRICULTURAL SERVICES STAFF LIST
COUNTY OF NEWELL | 2025 FINAL BUDGET 69
Community Services
SERVICES AND PROGRAMS PROVIDED
VICTIMS ASSISTANCE The Victims Assistance Program is administered by the Brooks & County Victims Services Unit through a partnership
with the RCMP. Victim services operate 24 hours a day 7 days a week. In conjunction with the RCMP, trained
volunteers will offer immediate short term, confidential assistance for victims of crime and tragedy in the region.
Under this program victims are offered support, information, and referrals to help them cope and empower them
to make decisions that can be complicated and difficult when faced with extraordinary circumstances.
SAFE AND CARING COMMUNITIES PROGRAM
The Safe and Caring Communities Program is a partnership administered by the City of Brooks and governed by the
Brooks & Newell Safe Communities Committee. The committee’s mandate is to foster the creation of a safe and
secure community.
MINI BUS SERVICE
The Mini Bus provides transportation service from an individual’s residence to locations within City of Brooks for a
variety of needs. Primary users of the service are seniors and individuals with limited mobility and special
transportation needs. The service operates on a fixed schedule on weekdays, except for statutory holidays when no
service is provided. The bus is equipped with a wheelchair lift, but patrons must be mobile enough to get around
without assistance from the bus driver or be accompanied by an able-bodied person who can assist them.
The service operates a regular schedule which provides rotating coverage throughout the County as shown below.
Monday Tuesday** Wednesday* Thursday Friday
Tilley Scandia Gem/Duchess or Patricia Rolling Hills Bassano
*Service on Wednesdays alternates between Gem/Duchess and Patricia
** Service is every other Tuesday, with the off Tuesday vacant
The Mini Bus is also available for special community events provided a driver is available. This initiative and others
keep the service visible to patrons and the hope is that these efforts will increase ridership.
COUNTY OF NEWELL | 2025 FINAL BUDGET 70
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #1 – An Environmentally Sustainable County
• Efforts to increase ridership will reduce the number of vehicles used by patrons to access services.
Guiding Principle #4 – A Socially Responsible County
• The continued provision of the service will enable residents in need to remain in their homes and still be
able to independently access essential services.
2025 KEY PRIORITIES Guiding Principle #1 – An Environmentally Sustainable County.
• Efforts to increase ridership will reduce the number of vehicles used by patrons to access services.
Guiding Principle #4 – A Socially Responsible County.
• Provide support to citizens to who are mobility limited or lack resources to access private transportation
to reduce the risk of isolation and access services in Urban centers.
Guiding Principle #5 – A Well Governed County.
• The continued provision of the service will enable residents in need to remain in their homes and still be ble to independently access essential services.
MINI BUS STATISTICS & PERFORMANCE MEASURES
COMMUNITY SERVICES STAFFING
Community Services staffing levels are expected to remain consistent with the prior year.
COMMUNITY SERVICES STAFF LIST
COUNTY OF NEWELL | 2025 FINAL BUDGET 71
Economic Development
SERVICES AND PROGRAMS PROVIDED
Economic Development initiatives are overseen by the Joint Services Committee that is comprised of the Chief
Elected Officials of each of the Municipalities in the Region, as well representatives from the Eastern Irrigation
District and Grasslands Regional Schools. The Joint Services Committee has developed a set of Strategic Focus Areas,
which include Business Retention and Expansion, Workforce Development, Marketing, and Tourism. City of Brooks
staff coordinate Brooks Newell Region economic development efforts and implement activities approved in the
budget.
BUSINESS RETENTION & EXPANSION
Business Retention & Expansion is the process of supporting and nurturing current businesses within the Region.
Since 80% to 90% of economic growth comes from the expansion of existing businesses, the importance of a strong Business Retention & Expansion program becomes obvious.
WORKFORCE DEVELOPMENT
Labour force is one of the most important variables in economic development as it forms a basis for economic
development strategy. Recognizing the linkage between labour capacity and economic development, the Region
must work to ensure there is a sufficient workforce to support existing businesses as well as expanding and new
businesses.
MARKETING
Sharing positive messages about the region, its communities, businesses, organizations, and people helps showcase
the region as a great place to live, work, and invest. Continued marketing efforts using diverse and creative methods
in traditional and new media will help the rest of the world recognize the competitive advantages and assets in our
Region.
TOURISM
The Brooks Newell Region is home to some of the most desirable natural and manmade tourist attractions in Alberta
and should be celebrated as a destination of choice.
COUNTY OF NEWELL | 2025 FINAL BUDGET 72
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #2 – A Growing County.
• Crop Diversification Centre South Initiative – secured ten year lease agreements with the Government of
Alberta.
• Provided funding support for SAEWA initiatives.
Guiding Principle #5 – A Well Governed County
• Review and recommend changes to Joint Services Committee Terms of Reference.
2025 KEY PRIORITIES
Guiding Principle #2 – A Growing County.
• Newell Regional Hydrogen Hub Initiative – pilot project.
• Crop Diversification Centre South Initiative – secure tenants and incorporate a not-for-profit organization
to oversee the Crop Diversification Centre South.
COUNTY OF NEWELL | 2025 FINAL BUDGET 73
Recreation
SERVICES AND PROGRAMS PROVIDED
Recreation services are provided through various arrangements. They include joint agreements between the County and the urban communities within, and situations where recreation funds are allocated to various groups or
recreation facilities by a Board whose membership represents recreation service providers within the respective
recreation area.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #5 – A Well Governed County
• Work with Recreation providers within the County on the Newell RecConnect project to increase public
awareness of their facilities in pursuit of higher utilization rates.
• Establish agreements with Recreation providers the County provides with grant funding.
2025 KEY PRIORITIES
Guiding Principle #5 – A Well Governed County.
• Establish a recreation services agreement for the Tilley Recreation Area.
• Update and renew the recreation services agreement with the City of Brooks.
COUNTY OF NEWELL | 2025 FINAL BUDGET 74
Parks & Programs
SERVICES AND PROGRAMS PROVIDED
EMERSON BRIDGE PARK CAMPGROUND
Emerson Bridge Park Campground boasts 12 full service sites, 49 - 15/30-amp power stalls, 20 non-power sites and
an overflow area. Many sites are double occupancy allowing campers to be as close to family and friends as possible.
Free showers and flush toilets are available as well as a playground, ball diamond, horseshoe pits, hiking trails, canoe
launch and camp kitchen.
2024 KEY PRIORITIES AND ACCOMPLISHMENTS
Guiding Principle #3 – A Prosperous County
• Maintain low cost recreation areas in a usable fashion.
• Maintain Emerson Bridge Park in a welcoming manner and help with other campgrounds as needed.
2025 KEY PRIORITIES
Guiding Principle #3 – A Prosperous County.
• Maintain low-cost recreation areas
• Investigate new pump track as an attraction to Emerson Bridge Park Campground
PARKS AND RECREATION
Agricultural Services oversees some of the maintenance and responsibilities included in Parks and Recreation.
Agricultural Services inspects playground equipment regularly to reduce the risk of safety concerns and replaces
parts as necessary.
In most cases, the recreation facilities throughout the County are owned, operated, and maintained by third parties.
This includes community halls, arenas, curling rinks, etc. For this reason, the County has limited involvement in their
operation and maintenance.
COUNTY OF NEWELL | 2025 FINAL BUDGET 75
PARKS & PROGRAMS STATISTICS & PERFORMANCE MEASURES
PARKS AND RECREATION STAFFING
Parks and Recreation staffing levels are expected to remain consistent with the prior year.
PARKS AND RECREATION STAFF LIST
COUNTY OF NEWELL | 2025 FINAL BUDGET 76
Library & Culture
SERVICES AND PROGRAMS PROVIDED
LIBRARY
Library services are provided through the County of Newell Library Board which is a separate corporate entity whose
members are appointed by County Council. The Board consists of ten (10) members (nine members at large and one
member of Council). The Board was created through a bylaw passed by the County of Newell Council in 1977. The
governing legislation that applies to the operation of the Board is the Libraries Act.
The Board is a member of the Shortgrass Regional Library System. Funds generated for library services through the
municipal mill rate are allocated to the Shortgrass Regional Library system and the Board. The Board in turn redirects
the revenue received from the County to the individual library service centers operating within the County.
Those locations include a combination of dedicated municipal library service facilities operating in the City of Brooks,
the Town of Bassano, and the Village of Duchess. Joint service facilities that utilize libraries in several schools
operated by Grasslands Regional Schools are also funded. Those joint use facility locations include the schools in
Rainier, Rolling Hills, and Rosemary. A small standalone library service is also operated by funding through the County
of Newell Library Board in the Hamlet of Gem. The Tilley Library, which also receives funding through the Library Board, is located within the Tilley Senior Centre.
CULTURE
The County has entered into an agreement with the City of Brooks whereby the County provides funding to the City
for culture services provided to County residents. As part of that agreement the City provides County residents with
access to its culture services at the same user rates as City residents. Culture service costs are primarily facility related
and include the Community Cultural Centre, Arts & Culture Centre, and the Prairie Pioneers facilities.
COUNTY OF NEWELL | 2025 FINAL BUDGET 77
APPENDICES
COUNTY OF NEWELL | 2025 FINAL BUDGET 78
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Pr
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2
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re
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w
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R
e
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n
t
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r
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y
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a
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b
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15
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0
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15
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0
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-
Fu
n
d
i
n
g
S
o
u
r
c
e
Appendix I - Tangible Capital Asset Budget Items
COUNTY OF NEWELL | 2025 FINAL BUDGET 79
Di
v
i
s
i
o
n
J
o
b
I
D
As
s
e
t
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Pr
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De
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s
t
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f
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t
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o
n
20
2
5
B
u
d
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t
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r
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e
d
s
D
e
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r
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n
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s
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S
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r
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s
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x
e
s
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N
D
I
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2
0
2
5
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1
M
a
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n
e
r
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&
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q
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t
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r
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So
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l
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D
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Re
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s
M
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t
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(E
D
R
M
S
)
Th
e
C
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s
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c
e
20
0
4
.
S
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b
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r
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f
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r
M
i
c
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t
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f
f
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e
3
6
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f
o
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p
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s
.
A
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r
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e
a
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e
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h
a
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P
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t
.
S
h
a
r
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P
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th
a
t
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a
s
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a
b
i
l
i
t
y
t
o
fill
t
h
e
r
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l
e
o
f
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D
R
M
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.
Th
e
C
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COUNTY OF NEWELL | 2025 FINAL BUDGET 83
Appendix II – Financial Plan (MGA 283.1)
SIGNIFICANT FORECAST YEAR ASSUMPTIONS
Forecast year estimates include an assumption that growth in assessed values and adjustments to tax rates will allow for tax revenue growth of approximately 2.5% in each of the forecast years. One-time operating expenses have been
included in the forecast years where these can reasonably be projected, and a nominal inflation rate of two percent
has been applied to some forecast year expenses. Inflation has not been applied to many expense lines which have
historically remained under budget at year end. Merit increases have been included and an estimated 2% cost-of-
living allowance has been applied to the salaries and wages expense.
COUNTY OF NEWELL | 2025 FINAL BUDGET 84
Appendix III – 10 Year Capital Plan (MGA 283.1)
SIGNIFICANT FORECAST YEAR ASSUMPTIONS
Forecast year estimates include an assumption that existing tangible capital assets are replaced at the end of their
useful lives as determined by the County’s Tangible Capital Asset Policy. For bridge files, where recent engineer condition assessments and estimates have not been completed the County uses the replacement date and current
replacement cost from Alberta Transportation’s Bridge Information System. Current replacement costs are updated
annually as part of the budget process and are inflated by two percent annually to determine the expected
replacement cost in each of the forecast years.
COUNTY OF NEWELL | 2025 FINAL BUDGET 85
Appendix IV – Strategic Priorities
COUNTY OF NEWELL | 2025 FINAL BUDGET 86
Appendix V – Glossary
ACCRUAL ACCOUNTING This basis recognizes revenues as they become available and measurable and expenditures
as they are incurred and measurable as the result of receipt of goods or services and the creation of a legal obligation
to pay. This is also the basis for developing the County's budget.
AMORTIZATION An expense calculated and recorded for all Tangible Capital Assets annually to account for the
decreasing value of the asset over time.
APPROPRIATION A legal authorization granted by a legislative body (County Council) to make expenditures and incur
obligations for designated purposes.
ASSESSMENT A value established for real property for use as a basis of levying property taxes for municipal purposes.
AUDIT A formal examination of the County’s accounts or financial situation.
BALANCED BUDGET A budget where budgeted expenditures and transfers to funds are equal to budgeted revenues
and transfers from funds.
BONDS A fixed income investment in which an investor loans money to an entity which borrows the funds for a
defined period of time at a variable or fixed interest rate.
BUDGET A financial plan for a specified period of time (year) that matches all planned revenues and expenditures
with various County services.
BYLAWS Legislation enacted by County Council under the provisions of the Municipal Government Act.
CASH BASIS Accounting method that recognizes revenues and expenses at the time physical cash is actually received or paid out.
CAPITAL EXPENDITURE Cost associated with purchasing, building and significantly improving or maintaining capital
assets.
CONTRIBUTED ASSETS Assets that have been transferred or donated to the City by another entity. These assets
provide a future economic benefit controlled by the County.
DEBT A financial obligation resulting from the borrowing of money. Typical in purchase of debenture from Alberta
Capital Finance Corporation.
DEBT SERVICE Amount necessary for the payment of principal and interest of the general long-term debt of the
County.
DEFICIT An excess of expenditures over revenue.
EXPENDITURE/EXPENSE Use of financial resource for current operating expenses, debt service, capital outlay, and
intergovernmental transfers.
FUND An accounting entity with a self-balancing set of accounts containing its own assets, liabilities and fund
balance. A fund is established for the purpose of carrying on specific activities or attaining certain objectives in
accordance with special regulations, restrictions or limitations.
FUND BALANCE The difference between revenues and expenditures. The beginning fund balance represents the
residual funds brought forward from the previous year (ending balance).
COUNTY OF NEWELL | 2025 FINAL BUDGET 87
FTE (full time equivalent) A measure to account for all staffing dollars in terms of their value as a staffing unit. For
example, two (2) half-time positions would equate to one (1) Full-Time Equivalent.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) Nationally recognized uniform principles, standards, and
guidelines for financial accounting and reporting, governing the form and content of many financial statements of
an entity. GAAP encompasses the conventions, rules, and procedures that define accepted accounting principles at
a particular time, including both broad guidelines and detailed practices and procedures.
GFOA Government Finance Officers Association.
GRANT A monetary contribution by one governmental unit or other organization to another. Typically, these
contributions are made to local governments by the Provincial and Federal Governments.
LIABILITY Debt or other legal obligations arising out of transactions in the past, which must be liquidated, renewed
or refunded at some future date.
LOCAL IMPROVEMENTS The construction or replacement of roads, sidewalks, lanes and underground services for which a portion is paid by the abutting property
owner.
MILL RATE The rate applied to the assessed value of a property in order to calculate property taxes owing. One mill
is one dollar per $1,000 of assessed value.
NET FUNDING Revenues and recoveries less expenditures is the net budget required for the year.
ONE-TIME ITEMS Expenditures associated with a limited term (typically one operating period) that will not become
an ongoing part of the base budget in future years.
POLICIES Council statements that set discretionary duties or standards of performance for the County.
PROPERTY TAX Revenue generated through the collection of taxes levied on real property assessment. Authorized by the Municipal Government Act.
RESTRICTED SURPLUS FUNDS Represent amounts appropriated for designated requirements as established by
Council. Part of best practices management used for fund accumulation to replace capital assets and to provide
financial flexibility in times of budget shortfall.
REVENUE Funds that the government receives as income. It includes such items as tax payments, fees from specific
services, receipts from other governments, fines, grants and interest income.
TANGIBLE CAPITAL ASSET Non-financial assets having physical substance that meet all of the following criteria:
•are held for use in the production or supply of goods and services, for rental to others, for administrative
purposes or for the development, construction, maintenance or repair of other tangible capital assets;
•have useful economic lives extending beyond an accounting period;
•were acquired for use on a continuing basis; and
•are not intended for sale in the ordinary course of business.
TAXES Compulsory charges levied by a government for the purpose of financing services performed for the common
benefit of the people.
TAX LEVY The total amount to be raised by general property taxes for operating and debt services purposes.
COUNTY OF NEWELL | 2025 FINAL BUDGET 88
Appendix VI – Acronyms
AAF Alberta Agriculture & Forestry
ACA Alberta Conservation Association
AEP Alberta Environment & Parks
ASB Agriculture Service Board
ASP Area Structure Plan
ARP Area Redevelopment Plan
BMTG Basic Municipal Transportation Grant
CAO Chief Administrative Officer
CCBF Canada Community-Building Fund
CETA Canada-European Union Comprehensive Economic and Trade Agreement
CFTA Canadian Free Trade Agreement
COR Certificate of Recognition
CPO Community Peace Officer
CUPE Canadian Union of Public Employees
CVIP Commercial Vehicle Inspection
EID Eastern Irrigation District
FTE Full-Time Equivalent
FCSS Family and Community Support Services
FSEPP Fire Services Emergency Preparedness Program
GAAP Generally Accepted Accounting Principles
GFOA Government Finance Officers Association
GIS Geographical Information System
ICF Intermunicipal Collaboration Framework
ICS Incident Command System
LGFF Local Government Fiscal Framework
MGA Municipal Government Act
MPC Municipal Planning Commission
MSI Municipal Sustainability Initiative
NFPA National Fire Prevention Association
NRSC Newell Regional Services Corporation
NRSWMA Newell Regional Solid Waste Management Authority
OHS Occupational Health & Safety – Alberta
PSAB Public Sector Accounting Board
PPE Personal Protective Equipment
PPSA Provincial Police Services Agreement
RCMP Royal Canadian Mounted Police
RPR Real Property Report
SAEWA Southern Alberta Waste to Energy Association
SWOT Strengths Weaknesses Opportunities Threats
TCA Tangible Capital Asset
TILMA Trade, Investment and Labour Mobility Agreement
UNESCO United Nations Educational, Scientific and Cultural Organization
WCB Workers’ Compensation Board – Alberta
COUNTY OF NEWELL | 2025 FINAL BUDGET 89